News Agency of Nigeria
SCO acts to assume greater role in development, governance
Foreign

SCO acts to assume greater role in development, governance

The Shanghai Cooperation Organisation (SCO) has drawn a development blueprint at its Tianjin Summit that concluded Monday, which will lead it to play a greater role in maintaining regional peace and stability, and in promoting shared prosperity.

The summit saw the signing and adoption of a number of key documents, including the Tianjin Declaration and a development strategy for the organisation in the 2026-2035 period.

Outcomes of the meeting also include a statement on supporting the multilateral trading system, a statement on the 80th anniversary of WWII victory and of the founding of the United Nations, and 24 outcome documents on strengthening cooperation in sectors such as security, economy and people-to-people ties.

The Tianjin Summit has built consensus, pooled strength, ignited new cooperation momentum in various fields, and contributed wisdom to global governance.

Since it was founded in 2001, the SCO has grown into the world’s largest regional organisation, setting an example for a new type of international relations.

Guided by the Shanghai Spirit, SCO development and cooperation have seen groundbreaking and historic achievements, and significantly promoted peace and development at both regional and global levels.

In line with the evolving international situation, the summit has demonstrated the SCO’s resolve and action to work efficiently to achieve greater development, make the global governance system more just and equitable, and make more contributions to Global South solidarity, cooperation and human development.

In a major highlight of the summit, Chinese President Xi Jinping proposed the Global Governance Initiative (GGI) at the “Shanghai Cooperation Organization Plus” meeting.

The initiative has five principles — adhering to sovereign equality, abiding by the international rule of law, practicing multilateralism, advocating a people-centered approach, and focusing on real action.

The GGI marks the fourth landmark global initiative proposed by Xi over the past several years, following the Global Development Initiative, the Global Security Initiative and the Global Civilisation Initiative.

The GGI will be of great significance to both SCO development and the improvement of the global governance system.

In providing a solution to the global governance deficit, the GGI not only conforms to the common aspirations of people of all countries, but also meets the urgent needs of today’s world.

It was welcomed and supported by the leaders of the countries and international organisations attending the event, and is bound to be widely recognised by the international community.

The Tianjin Summit also witnessed the further expansion of the SCO family, with Laos admitted as a dialogue partner; and more countries are planning to join the organisation, underscoring its dynamism, openness and inclusiveness.

From Tianjin, the SCO has set out on a new voyage with greater responsibility, efficiency and real results, aiming to contribute more to the building of a community with a shared future for humanity.(Xinhua/NAN)

Edited by Ismail Abdulaziz

Investigative journalists begin Governance Assessment Tour in Kaduna
General News

Investigative journalists begin Governance Assessment Tour in Kaduna

By Ebere Agozie

The Nigerian Guild of Investigative Journalists (NGIJ) has begun the 2025 Governance Assessment Report (GAR) Tour in Kaduna State.

This is contained in a statement issued by the NGIJ President, Malam Abdulrahman Aliagan, in Abuja on Monday.

The guild said the tour was a core component of its flagship GAR project, designed to independently evaluate government policies, infrastructural projects, social programmes and overall performance indicators.

The president said that 12 members of the guild, comprising investigative journalists and researchers from across Nigeria, would be in Kaduna for a one-week comprehensive exercise.

He said the assessment aligned with NGIJ’s mandate of deepening democratic culture, promoting transparency, and strengthening accountability.

“We will engage in a five-day intensive assessment covering all the 23 Local Government Areas of the state.

“The exercise will involve field investigations across key sectors such as education, healthcare, infrastructure, security, agriculture, human capital development, women and youth empowerment, and job creation.

“We will administer structured questionnaires and conduct interviews with stakeholders to gather first-hand information on governance performance.”

He noted that the guild would also engage with critical stakeholders, including security agencies, political office holders, traditional rulers, labour leaders, and civil society groups.

“The guild will also engage representatives of political parties, and grassroots citizens, to ensure a comprehensive and inclusive assessment of Gov. Uba Sani’s administration.”

He added that the team would document flagship projects and publish daily field reports across national media platforms.

“At the conclusion of the tour, the guild will hold a press conference and present a comprehensive Governance Assessment Handbook, summarizing its findings, impacts, and policy recommendations.”

Aliagan noted that the Kaduna tour builds on the guild’s previous successful assessments conducted in Kogi, Kwara, Bayelsa, Ondo, and Osun states.

He sid in these states, NGIJ worked closely with state governments and stakeholders to ensure objectivity and credibility.

He, therefore, urged stakeholders to cooperate fully with guild members during the assessment to ensure a smooth and transparent process.

“We are not here to witch-hunt or politicize governance,” Aliagan stated.

“Our goal is to provide an independent, fact-based, and grassroots-oriented evaluation that amplifies the voices of the Kaduna residents while highlighting government achievements and challenges.

“The five-day exercise is expected to produce an in-depth Governance Assessment Handbook, which will serve as a reference document for policymakers, development partners, and the general public,” he said. (NAN)(www.nannews.ng)
Edited by Sadiya Hamza

TEXEM champions strategic governance in digital era
General News

TEXEM champions strategic governance in digital era

In an age marked by geopolitical shocks, institutional distrust, and digital acceleration, governance can no longer afford to be performative. Leadership must be principled. Strategy must be people-centred. And transformation must be inclusive.

These were the resounding themes at the recently concluded executive development programme—Strategic Governance and Leadership: Steering Excellence in Turbulent Times—designed and delivered by TEXEM, UK, in Lagos on July 16–17.

The programme brought together senior executives from Nigeria’s public and private sectors to co-create insights, strategies, and actionable tools for leading through uncertainty and shaping a resilient future.

Anchored by world-renowned faculty—including Bradley Jones, Executive Director of the UAE–UK Business Council, and Dr Alim Abubakre, Founder and Chair of TEXEM, UK—the initiative delivered not just knowledge, but catalytic impact.

“At TEXEM, we don’t design programmes for applause—we design them for transformation. True leadership is not a function of title or tenure, but the ability to steward trust, inspire action, and govern with integrity. In these turbulent times, that is not a luxury; it’s a necessity,” Dr Alim Abubakre, Founder and Chair, TEXEM, UK

Reimagining Governance as Stewardship

Day One unfolded as a bold redefinition of governance itself. Participants were immersed in sessions on VUCA thinking, crisis leadership, and managerial agility.

Bradley Jones, drawing on decades of diplomatic experience, painted a compelling picture of adaptive leadership—where paradoxes such as control vs. flexibility and legacy vs. disruption are not contradictions, but twin engines of innovation.

The thematic underpinning of paradox theory and temporal work theory was expertly woven into practical case discussions—highlighting how Nigerian organisations, much like their global counterparts, must shift from linear thinking to systems strategy. As the session on Public–Private Synergy demonstrated, the future of excellence lies in orchestrated collaboration, not isolated genius.

 

Values-Driven Governance in the Digital Age

The most powerful moments of Day Two emerged during Dr Abubakre’s session on Values-Driven Governance in a Digital Age.

Participants explored the evolution from Governance 1.0 (compliance) to Governance 3.0 (societal stewardship), using an integrated lens of ESG, stakeholder capitalism, and strategic CSR.

Using frameworks grounded in thought leadership from Academy of Management Discoveries, Harvard Business Review, and Journal of Business Ethics, the session emphasised how boardrooms must embed stewardship KPIs, scenario foresight, and stakeholder empathy into their charters.

From Access Bank Nigeria’s gender equity policy to Safaricom Kenya’s $600 million in shared value from M-Pesa, participants learned how digital innovation and ethical purpose are no longer mutually exclusive.

“I’ve learnt that in terms of CSR, it’s not just about the shareholders, but about all stakeholders. Going forward, my organisation is going to look at not just how to impact the communities, but how to assess the impacts of the CSR on our communities…”

The Boardroom Hackathon—a dynamic team exercise—challenged executives to redesign their governance structures for the digital era, resulting in tangible 90-day action plans and 12-month transformation roadmaps.

 

From Legacy to Future Generations

As the afternoon turned to Future-Focused Governance, delegates examined how visionary institutions—such as the Welsh Future Generations Commission and the UAE’s Digital Government Strategy 2025—are enshrining the rights of the unborn and embedding resilience as a cornerstone of leadership.

Bradley Jones’ insights on institutional logics—from market to family logic—underscored how balancing short-term investor demands with long-term societal imperatives is now the new boardroom imperative. In a country like Nigeria, where demographic bulges, climate risks, and infrastructure gaps intersect, the need for courageous, pragmatic leadership is urgent.

President Bola Tinubu’s recent declaration that Nigeria must stop “spending the money of generations yet unborn” found resonance in the room. TEXEM’s programme challenged delegates not just to reflect—but to redesign.

 

Strategic Pedagogy, Enduring Impact

What distinguishes TEXEM, UK’s offering is not just academic rigour—it is strategic relevance. With a methodology anchored in experiential learning, peer-to-peer dialogue, and African contextualisation, TEXEM consistently delivers executive education that is not just informative but transformational.

“It has been an interesting time sharing with colleagues and I have learnt a lot…The faculty has been very interested in the team…ensuring that we learn and go back with something practicable. I hope to be back again.”

Over 70% of TEXEM’s clients return—a testament to the trust it has built and the value it delivers. The Lagos cohort left not only with certificates but with renewed courage, practical frameworks, and a broader sense of moral purpose.

“Our goal is to prepare leaders not just for today’s challenges—but for tomorrow’s responsibilities. At TEXEM, we honour the future by equipping leaders who will build it,” said Dr Abubakre.

“What I like most about the programme is the crop of participants that they have, so that we’re able to exchange views, opinions…”

A Call to Purpose

As delegates received their certificates amid applause and spirited conversations, the sense was clear: something meaningful had happened. Strategies had shifted. Perspectives had deepened. Networks had expanded.

But more than that—leaders had been reminded that in turbulent times, governance that only serves shareholders is obsolete. Governance that serves society is unstoppable.

With programmes curated in partnership with global faculty and delivered across London, Lagos, Dubai, and Cairo, TEXEM, UK continues to shape the next generation of strategic African leadership—one values-driven decision at a time.

The journey continues. And for those who attended, the mandate is clear: lead boldly, govern wisely, and build legacies that outlive you.(NAN)

Edited by Ismail Abdulaziz

Wike taking governance closer to FCT residents – Tinubu
Metro

Wike taking governance closer to FCT residents – Tinubu

By Philip Yatai

President Bola Tinubu says the leadership quality of the Minister of Federal Capital Territory (FCT), Nyesom Wike, is taking governance closer to the residents of the territory.

Tinubu stated this in Abuja on Monday while inaugurating the newly-constructed access roads in Giri district, executed by the Wike-led FCT Administration.

The News Agency of Nigeria (NAN) reports that the project was the13th so far inaugurated, out of the 17 outlined for inauguration to celebrate Tinubu’s second year in office.

Represented by the Speaker of the House of Representatives, Abbas Tajudeen, the president said that Wike’s work speaks for itself in every corner of the FCT.

“From the vast-spaced districts of Maitama, Jahi, Katampe, Wuye, Mabushi and the likes, to the towns of Gwagwalada, Kwali, Bwari and Abaji, and the growing communities of Kabusa, Ketti and now Giri district, your leadership has brought progress closer to the people.

“You have not only embraced the visions of my administration’s “Renewed Hope Agenda”, you have localised it, made it meaningful and made it real.

“Your actions have brought quality and excellence to the dual states of communities long laid in the shadows.

“Honourable minister, on behalf of myself, my administration and the good people of the FCT, I say thank you for reminding us that good governance is not about fanfare, but about footsteps,” he said.

Tinubu said that the newly-constructed access roads were not just infrastructural achievements, but a statement of intention to open up Giri district and the FCT.

To the residents of Giri, Tinubu said: “May these roads lead you to greater opportunities; may they carry your children to school, farmers to markets, families to healthcare and dreams to reality.”

In his remarks, Wike said that the district houses University of Abuja, Economic and Financial Crimes Commission (EFCC) Academy and other institutions.

He said that EFCC would be the first beneficiary of the access road, as it would encourage it to commence construction of its academy.

“Most of the problem we’re having here is that sometimes, when you allocate land, there are no facilities, no infrastructure, and people are not encouraged to develop the allocated land.

“So, we will do everything we can to see that basic infrastructure is provided in Giri to become an important district that will attract so many investors,” he said.

The minister further stated that efforts had begun to construct the critical road network in the district.

He said that he had already asked the acting Executive Secretary of Federal Capital Development Authority (FCDA), Mr Richard Dauda, and other experts to begin working on the details.

Wike added that the road network would help to stop land grabbing by University of Abuja, adding that the university had grabbed 11,000 hectares without authorisation.

“So, I have told the director of land and other relevant agencies to carve out 4,000 hectares and give it to the university.

“The other ones would be reallocated because we are going to provide the roads here, and that is the true situation,” he said.

On her part, the FCT Minister of State, Dr Mariya Mahmoud, described the project as yet another shining example of the Tinubu-led administration’s commitment to infrastructure development, connectivity and inclusive growth.

According to Mahmoud, the Giri road is part of a broader initiative to open up under-served communities and stimulate economic activities within the area councils.

Earlier, Dauda said that the project was awarded in November 2024 to provide access roads to the district, planned to be an institutional area.

He stated that the proposed main sewage treatment plant for the city at Giri was also located within the district. (NAN)

Edited by ‘Wale Sadeeq

CSO applauds progress, encourages continued transparency in natural resources governance
General News

CSO applauds progress, encourages continued transparency in natural resources governance

 

By Naomi Sharang

The civil society organisation Publish What You Pay (PWYP) Nigeria has commended ongoing efforts to improve governance in Nigeria’s extractive sector.

It acknowledged the progress made so far in promoting better oversight and management practices within the industry.

PWYP also called on all levels of government to continue strengthening transparency and accountability in the use of the country’s natural resource revenues.

The organisation emphasised that sustained commitment was essential to ensuring long-term benefits for citizens and communities.

This appeal was made by the National Coordinator of PWYP Nigeria, Dr Erisa Danladi, during a press conference in Abuja on Thursday.

Danladi acknowledged the challenges posed by global geopolitical developments, such as the war in Ukraine, but emphasised that these underscored the importance of sound, transparent resource management to ensure economic resilience.

She highlighted the Petroleum Industry Act (PIA), enacted in 2021, as a significant milestone in improving transparency and equity in the oil and gas sector.

She said that the legislation marked a major reform aimed at strengthening governance and accountability within the industry.

She particularly noted the Act’s provisions designed to ensure that host communities benefited meaningfully from extractive activities.

“These measures aim to promote social inclusion and address long-standing issues of marginalisation in oil-producing areas.

“As the PIA marks its fourth anniversary, PWYP sees this as a valuable opportunity to reinforce progress made in areas such as open contracting and beneficial ownership disclosure.”

Danladi lauded the Nigeria Upstream Petroleum Regulatory Commission (NUPRC) for successfully incorporating 137 Host Community Development Trusts (HCDTs) and encouraged efforts to complete the establishment of the remaining Trusts.

Reflecting on PWYP Nigeria’s journey since its founding in 2004, the same year Nigeria joined the global Extractive Industries Transparency Initiative (EITI), Danladi highlighted the organisation’s long-standing commitment to transparency and good governance in the extractive sector.

She celebrated PWYP’s contribution to major reforms, including the passage of the NEITI Act in 2007, which significantly improved public access to oil revenue data and marked a turning point in Nigeria’s efforts to promote accountability in resource management.

She reaffirmed PWYP’s dedication to promoting transparency, accountability, and inclusive governance in the natural resource and energy sectors, working constructively with stakeholders to support sustainable development and equitable growth.(NAN)

Edited by Abiemwense Moru

TEXEM programme highlights strategic governance, leadership in turbulent times
General News

TEXEM programme highlights strategic governance, leadership in turbulent times

 

In today’s volatile and uncertain environment, organisations and their leaders in Nigeria are confronted with a complex web of strategic challenges that demand more than operational excellence.

Indeed, they require courageous governance, visionary foresight, and agile execution. One of the most critical issues is the persistent gap between short-term survival and enduring profitable growth.

Boards and executive teams often find themselves reacting to daily fires, unable to pause, reflect, and recalibrate their organisations to remain resilient and relevant in a world of constant disruption.

The story of Volkswagen Nigeria serves as a cautionary tale in this regard. Once a beacon of industrial promise, it failed to adapt to evolving market realities and industrial policy shifts, eventually shutting down. What could have been a thriving automotive hub turned into an emblem of missed strategic renewal.

Fast forward to recent years, even multinational giants have not been immune—GlaxoSmithKline (GSK), after operating for over five decades in Nigeria, exited in 2023, citing a harsh business environment and supply chain disruptions that leadership failed to foresee or sufficiently mitigate.

Stakeholder trust, once easily assumed, is now increasingly fragile. Governance lapses, inconsistent communication, and a disconnect between leadership decisions and societal realities have eroded confidence.

Today’s leaders must move beyond compliance and embrace strategic empathy, while boards must evolve from ceremonial oversight to active custodians of purpose and accountability. This erosion of trust was palpable in the downfall of Savannah Bank. The bank once held strong public confidence, but inadequate risk management, weak board oversight, and governance failings undermined its credibility and led to its eventual revocation.

The lessons are clear: trust, once lost, is hard to regain, and its loss has institutional consequences that can be existential.

Procter & Gamble (P&G), another global powerhouse, also closed its Nigerian manufacturing operations in 2023. While they remain present via imports, the strategic withdrawal from local production reflected not just currency volatility, but a deeper governance gap in adapting to regulatory shifts and aligning operations with evolving local realities.

As digital disruption accelerates, many organisations remain stuck in outdated modes of operation. Executives may lack the fluency to drive innovation, and boardrooms often struggle to frame the right strategic questions around cybersecurity, platform shifts, and future-of-work dynamics, leaving critical blind spots unaddressed.

The collapse of NITEL exemplifies this. As Nigeria’s national telecoms provider, NITEL stood at the centre of a digital revolution it failed to lead. Mired in bureaucracy and bereft of bold leadership, it missed pivotal transitions to mobile and data-led services. Private competitors surged ahead while NITEL clung to outdated infrastructure and hierarchical governance models. What was once a national asset became a casualty of digital stagnation and strategic inertia.

Similarly, Sanofi, the French pharmaceutical giant, halted local operations and shifted to an import-based model in 2023. This decision reflected the consequences of poor long-range planning and an overdependence on fragile supply chains without the buffers or scenario plans that effective boards ought to oversee.

The dissonance between strategy and execution is another silent saboteur. Grand visions articulated in the boardroom frequently lose momentum as they cascade, if at all, through layers of management. Performance frameworks remain fixated on lagging indicators, missing the very metrics that drive agility, innovation, and stakeholder impact.

Today, similar gaps are visible in the retail sector. Shoprite, once hailed as the gateway to modern retail in Nigeria, exited in 2021. Rising operating costs, insecurity, and supply chain challenges were contributing factors, but at the heart of it was an inability to localise strategy, strengthen stakeholder partnerships, and empower in-market leadership to execute effectively in a dynamic environment.

Meanwhile, few leadership teams are truly prepared for the geopolitical shifts and regulatory unpredictability that increasingly shape the African and global business terrain. Boards and executives must cultivate the ability to read these signals early and act with speed, clarity, and conviction. Those who fail to anticipate disruption often become overwhelmed by it.

The experience of Niger Insurance offers yet another telling lesson. Once a strong player in Nigeria’s insurance sector, its fall was driven by undercapitalisation, regulatory breaches, and insufficient board oversight on financial sustainability. Strategic drift over the years, worsened by governance complacency, led to regulatory sanctions and loss of market relevance. Its story reflects the cost of reactive, rather than anticipatory, leadership.

Equally pressing is the issue of talent flight and the growing leadership vacuum. Experienced professionals leave, promising talent becomes disillusioned, and without deliberate action, the winning culture erodes. Succession becomes reactive rather than strategic, and organisations lose the very people who should shape their future. Underpinning all of this is the absence of a compelling strategic narrative. In too many organisations, there is no single, shared story that inspires alignment, enables execution, and rallies internal and external stakeholders around a unifying purpose.

When the narrative is unclear, the mission falters. When leadership is silent or misaligned, organisations lose their moral and strategic compass—and eventually, their market position.

These challenges, while daunting, are not insurmountable. They are inflection points. They are urgent calls for directors, executives, and public sector leaders to think differently, lead boldly, and govern strategically. This is exactly what TEXEM’s powerful executive development programme, Strategic Governance and Leadership: Steering Excellence in Turbulent Times, scheduled between July 16 and July 17 at Wheatbaker, Ikoyi, is designed to deliver. It is a transformative platform for those ready to lead their organisations with clarity, courage, and a deep sense of purpose.

Guided by an exceptional faculty, this programme brings together rare insight and practical relevance. Bradley Jones, Executive Director of the UAE–UK Business Council, offers participants the benefit of a global perspective shaped at the highest levels of government and corporate diplomacy. His expertise is shaped by his work as a former advisor to five foreign ministers in the UK and his proven experience in equipping leaders to navigate complexity, drive performance, and lead change.

Leveraging TEXEM’s tested and proven methodology, he will provoke critical thinking, challenge assumptions, and foster deep learning that endures long after the programme ends.

What makes TEXEM different is not just what is taught, but how it is delivered. This isn’t passive learning—it’s an immersive experience that blends robust academic content with experiential techniques.

Participants engage in simulations, live case studies, reflective assessments, gamified learning, and peer-driven dialogue. It is a rich, dynamic environment where knowledge is not just acquired but tested, contextualised, and applied. This methodology ensures leaders leave not with notes, but with new mindsets, frameworks, and strategies they can immediately put to work.

For organisations, the value is tangible and lasting. Boards emerge better equipped to steer strategic direction and ensure long-term value creation. Executive teams gain the confidence and capacity to lead in uncertainty and translate vision into measurable impact.

Governance mechanisms are recalibrated to reinforce strategic priorities, enhancing performance and stakeholder alignment. Transparency and accountability become cultural anchors, not mere aspirations. The ability to lead digital and structural transformation becomes embedded, rather than outsourced. Internal leadership pipelines are reinvigorated, and the seeds of succession are planted with intention. And, perhaps most powerfully, a shared strategic language begins to emerge—one that cuts through noise, dissolves silos, and aligns the entire organisation behind a common purpose.

The exits of GSK, P&G, Sanofi, and Shoprite from Nigeria serve as sobering reminders of what happens when strategic misalignment, weak foresight, and inadequate governance go unaddressed.

TEXEM’s programme empowers leaders to anticipate disruption, align boards and management with clarity of purpose, and embed resilience into the very fabric of the organisation. It is not just an opportunity—it is an antidote to organisational fragility, a lifeline for those who wish to lead with impact, and a strategic imperative for those determined to thrive in turbulent times.(NAN)

Edited by Ismail Abdulaziz

Democracy Day: BEACON advocates inclusive governance for sustainable devt
General News

Democracy Day: BEACON advocates inclusive governance for sustainable devt

By Sani Idris-Abdulrahman

Abuja, June 12, 2025 (NAN) A Kaduna-based NGO, Beacon of Transformative and Inclusive Development Centre (BEACON) has called for the entrenchment of inclusive governance to reap the gains of democracy.

BEACON’s Executive Director, Mrs Abigail Olatunde, made the call in a statement in Kaduna on Thursday to commemorate the 2025 Democracy Day.

Olatunde, who congratulated Nigerians for the journey so far, toward a more democratic society, stressed the need for inclusive governance that leaves no one behind.

She pointed out that Nigeria has made undeniable progress since the return of democracy in 1999.

She added that the official recognition of June 12 as Nigeria’s Democracy Day stands as a powerful acknowledgment of the sacrifices made by citizens who demanded change.

“But the promise of democracy must extend beyond symbolism. It must translate into responsive leadership, equitable opportunities, and meaningful participation for all Nigerians.

“June 12 should not be seen as just a date on the calendar, but a day to remember those who fight for the nation’s democracy and the need to strengthen its tenets,” she said.

She added that the day also reminds Nigerians that the ongoing struggle for freedom, representation, and justice belongs to all and not a few.

According to her, democracy at its core, is about people and about participation, voice, accountability, and justice.

“However, true democracy remains incomplete when large segments of the population—women, youth, persons with disabilities, the poor, and rural dwellers are left on the fringes of governance and development.

“We, at BEACON, simply believe that development must be inclusive, and governance must be people-centred.

“We believe that democracy should not be defined solely by elections, but by the everyday opportunities citizens have to shape government policies and institutional decisions that affect their lives.

“Democracy is not a destination but a process that demands our constant vigilance, participation, and courage.”

She pledged that BEACON would continue to work with communities, civic actors, including public and private institutions to promote inclusive governance.

This, she said, would be achieved through capacity building for underrepresented groups, civic education in marginalised communities, and advocacy for policy reforms that prioritise equity and social justice.

She called on leaders at all levels to recommit to the values of transparency, inclusion, and accountability.

She equally urged civil society organisations to continue defending the civic space.

“We encourage every Nigerian, regardless of background, to claim their rightful place in the democratic process.

“As a nation, we must continue asking who is being left behind, whose voice is missing and whose vote does not count.

“A democracy that leaves no one behind is not just an aspiration — it is a responsibility.

“At BEACON, we remain steadfast in our mission to ensure that democracy works for everyone, especially those who have been excluded from its promise for far too long,” Olatunde said. (NAN)

Edited by Philip Yatai

Research coy advocates data-driven solutions for grass-root governance
Science & Tech

Research coy advocates data-driven solutions for grass-root governance

By Ijeoma Olorunfemi

A research and advisory company, Veriv Africa, is advocating for data-driven solutions to address governance and reforms across the 774 Local Government Areas (LGAs) of the country.

Ms Omotayo Faro, Managing Director of the company said this in an interview with the News Agency of Nigeria (NAN) in Abuja.

Faro said that local governance reforms had become necessary following the 2024 Supreme Court judgment that upheld local government autonomy in the country.

She said that the company had begun research on local governance, strengthening initiatives in collaboration with Nigerian Youth Futures Fund (NYFF), starting with Kaduna State.

“Through this NYFF-supported initiative, Veriv Africa aims to equip local governments and civil society with data to strengthen service delivery, empower youth and communities to hold decision-makers accountable.

“This will demonstrate a scalable model for governance reform across the 774 LGAs.

“Improving governance begins at the grassroots and the data-driven solutions will put communities at the centre of development,” she said.

She said that the project focused on five LGAs in9 Kaduna state, which include Chikun, Igabi, Kaduna North, Kaduna South and Zaria.

She said that the project assessed the gaps in governance such as agriculture, healthcare, education, vocational services as well as Water, Sanitation and Hygiene (WASH).

“It offers vital, evidence-based insights into the realities of service delivery and development at the local level.

“The insights can help to prepare Kaduna and other Nigerian states for a more accountable, transparent and community-driven future.

“The assessment revealed that the education sector in Kaduna State suffers from chronic underfunding, with more than 90 per cent of respondents reporting inadequate learning materials.

“In the healthcare sector, in spite of the physical presence of Primary Healthcare Centres (PHCs), service delivery is hampered by inadequate infrastructure and staffing.

“More than 59 per cent of respondents reported the absence of doctors or nurses in their local PHCs, raising serious concerns about access to quality care,” she said.

She further said that the assessment showed that the agricultural practices in the state had been constrained by insecurity, poor access to inputs, inadequate extension services and weak market systems.

According to her, farmers continue to face barriers, with many citing government interventions as inaccessible or ineffective.

“In WASH, residents of Kaduna LGAs face widespread water shortages and poor sanitation, while over 93 per cent of respondents experience water scarcity in the previous three months.

“Another challenge is poor toilet facilities, thereby contributing to poor public health outcomes,” Faro said.

She urged policymakers, development partners and civil society actors to collaborate on scalable reforms across LGAs and also get the details of the report on www.verivafrica.com.

The News Agency of Nigeria (NAN) reports that Veriv Africa is a research and advisory company dedicated to leveraging data, technology and domain expertise to transform data into actionable intelligence. (NAN)

Edited by Fatima Sule Abdullahi/Kadiri Abdulrahman

Kwara group lauds Gov. Abdulrazaq for progressive governance 
General News

Kwara group lauds Gov. Abdulrazaq for progressive governance 

 

By Ikenna Osuoha

An interest group, Kwara South Development Initiative (KSDI), has commended Gov. Abdulrahman Abdulrazaq for putting the state on the path of progress.

 

Convener of the group, Dr Johnson Adewumi, in a statement in Abuja on Friday, commended the governor’s remarkable achievements in the areas of education, health and infrastructure.

 

Adewumi scored the governor high in the revitalisation of education and heath sectors which, he said, had increased the literacy rate in the state.

 

“Significant investments in educational infrastructure, teacher training and curriculum reforms have led to improved literacy rates and increased access to quality education for our youths.

 

‘’The expansion of healthcare facilities, provision of essential medical equipment and enhanced health services have contributed to better health outcomes for residents,’’ he said.

 

The convener, who expressed satisfaction with the governor’s economic empowerment initiatives, said he had promoted small and medium enterprises in the state.

 

He saluted the governor’s agricultural transformation and vocational training, both of which, he said, had further stimulated economic activities and job creation in the state.

 

Adewumi lauded the governor for his administration’s giant strides in infrastructure, as evident in major road projects, urban renewal programmes and improved transportation networks, thus enhancing connectivity and facilitating economic integration.

 

According to him, the AbdulRazaq-led administration’s transparency and accountability are unequalled, having demonstrated prudent management of resources and anti-corruption measures.

 

‘’Gov. AbdulRahman AbdulRazaq’s visionary leadership continues to inspire hope and confidence among the people of Kwara.

 

‘’His unwavering dedication to building a prosperous, inclusive and resilient Kwara State has set a strong foundation for future generations,” he stated.

 

The convener urged the people of Kwara to continue to celebrate the outstanding leadership and transformative achievements of the governor in driving sustainable development, economic growth and social progress across the state.

 

He said that since assuming office, the governor had demonstrated his unwavering commitment to improving the lives of the citizens of the state through strategic initiatives and impactful policies.

 

Adewumi, therefore, called on all residents and stakeholders to continue to support the ongoing efforts of the governor and collaborate with him in his efforts at realising the full potential of the state. (NAN)(www.nannews.ng)

Edited by ‘Wale Sadeeq

Minister advocates stronger female voices in governance
General News

Minister advocates stronger female voices in governance

By Daniel Obaje

The Minister of Women Affairs, Imaan Sulaiman-Ibrahim, has called for increased commitment and action from Nigerian women towards inclusive governance, economic participation, and national development.

 

She made the call at a One-Day Women’s Town Hall Meeting and Citizens Engagement on Wednesday in Abuja.

 

Speaking under the theme “Accelerating Women’s Voices in National Development”, Sulaiman-Ibrahim urged women to take ownership of their roles in society and work collectively to achieve meaningful change.

 


“The reason why we are here is because we want what is best for ourselves, for the Nigerian women, for our community, for our families.”

 

The Minister underscored the importance of the proposed special reserve seats bill at the National Assembly, which aims to ensure fair representation of women in governance.

 

She highlighted how women must be strategic, united and forward-thinking in their pursuit of political and economic empowerment.

 

“We are the voting strength of this country; we and our children.

 

“That gives us the permission to negotiate for anything because we will stick to our words, we have to be masters in negotiating.

 

“We have to strengthen our mechanisms. We have to mentor ourselves. Days are gone when five women come out for one seat and split the votes.”

 


Mrs Hauwa Ibrahim, wife of the Ona of Abaji and President of the FCT Traditional Rulers Wives Association, praised the collaborative and inclusive tone of the engagement, emphasising the importance of women working together to create sustainable change.

 

“She does not just talk about policies, she invites others to be part of the solution. When you collaborate, it doesn’t go to waste.

 

“She encourages women to come into policy-making spaces, not just for show but to really impact government decisions and activities.”

 

She noted that the Minister’s efforts resonate with traditional institutions and women leaders across the country, stating that collaboration and shared responsibility are key to progress.

 


Dr Adedayo Benjamins-Laniyi, Mandate Secretary of the FCT Women Affairs Secretariat, expressed optimism about the progress made under the current administration and the opportunities ahead for women in the Federal Capital Territory.

 

“Standing here today as the pioneer Mandate Secretary for FCT, I want to begin by echoing the Minister’s call to action. Every woman has an important role to play, and it is clear that we all have work to do.

“For some time we operated quietly behind the scenes, but now is the time to take bold actions and show results.”

 

Benjamins-Laniyi commended the minister’s leadership and inspiring vision that encourages all women to unite and work toward shared goals.

 

Mrs Ruth Agbo, President of the Association of Women in Trade and Agriculture (AWITA), commended the resilience and determination of Nigerian women, stating that they are poised to drive agricultural productivity and trade growth.

She, however, emphasised the need for equipment and support to enable women to fully realise this potential.

 

“In the coming years, Nigeria will have surplus because the women are ready to go to the farm and the traders are ready to trade. The women are ready to farm and make good input to the country.

“We are only pleading that we need equipment that will make us work.

“We are calling on stakeholders to provide the necessary tools and resources to enable women to fully contribute to national development.”

 

The Permanent Secretary, Federal Ministry of Women Affairs, Dr Maryam Keshinro, said the engagement has shown a firm resolve and dedication by women in the country to take their destinies in their hands.

Keshinro said that the ideas and commitments discussed would translate into concrete actions, propelling Nigerian women to new heights of influence and impact.(NAN)

Edited by Ismail Abdulaziz

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