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Edo 2024: Time to End the Hopeless and Helpless Technocratic and MoU Mirage,

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Edo 2024: Time to End the Hopeless and Helpless Technocratic and MoU Mirage,

By Augustine Osayande

As the Edo 2024 elections approach, there is a growing call to move beyond the current technocratic leadership and Memorandums of Understanding (MoUs) that have dominated the developmental space of the state in the past eight years. Many critics, including this writer, have long argued that the administration of Governor Godwin Obaseki failed to deliver meaningful progress for the state. The so-called technocratic and MoU approach has become a mirage, offering promises of development that remain unfulfilled for the people of Edo State.
As Governor Godwin Obaseki’s tenure draws to a close, the people of Edo State are left with a pressing question: what were the tangible outcomes of the numerous MoUs signed during his administration?
One notable MoU was with China Harbour Engineering Company Limited (CHEC) for the development of the Gelegele Seaport and other transport infrastructure. This ambitious project promised to be a game-changer for Edo’s economy by enhancing the state’s connectivity and boosting trade. Yet, the public remains eager to see whether these promises have translated into visible progress or if they remain unfulfilled aspirations.
Similarly, the partnership with Sunora Foods was heralded as a transformative initiative aimed at attracting $100 million in foreign direct investment and creating 25,000 jobs. This MoU raised h4opes for significant agro-economic development. However, it is crucial for Edo citizens to assess whether these projections have materialized into real opportunities for employment and economic growth in the state.
Another significant MoU was signed with the Aig-Imoukhuede Foundation and the Private Sector Health Alliance of Nigeria (PSHAN) to improve healthcare delivery. Healthcare is a critical area of public concern, and the impact of this agreement on the quality and accessibility of healthcare services in Edo is something that residents will undoubtedly scrutinize.
The MoU with Oando Clean Energy Limited for the deployment of electric buses to enhance the state’s transportation system was a bold step towards sustainable development. Yet, with Obaseki’s tenure ending, there is a lingering question of whether these green initiatives have taken root or if they remain at the planning stage.
In the agricultural sector, the MoU with Heifer International Ltd and Amo Farm Sieberer Hatchery Ltd aimed to boost the poultry value chain in Edo. This initiative was expected to enhance food security and create jobs, but how far these goals have been met remains to be seen.
Edo State’s partnership with SIEMENS for economic development, and the tripartite deal involving the Chinese Government and Yongxing Steel Company to bolster vocational and technical education, were both touted as forward-thinking initiatives designed to strengthen the state’s human capital and industrial base. However, Edo citizens are still waiting to see the concrete benefits of these partnerships.
The agreement with Radisson Hotel Group for a N19.6 billion world-class hotel project promised to enhance the state’s hospitality industry and attract tourism. The potential for economic growth through such investments is immense, but residents are eager to know if these projects are on track or have stalled.
Furthermore, the MoU with EHA Clinics to improve primary healthcare delivery and the partnership with LAPO Microfinance Bank for the disbursement of N300 million to MSMEs across the 18 Local Government Areas were both aimed at uplifting the socio-economic standards of the state. As Obaseki’s administration concludes, the effectiveness and reach of these initiatives will likely be a key measure of his legacy.
Ultimately, while Governor Obaseki’s administration has signed numerous MoUs with the promise of transformative change across various sectors, the real test lies in the execution and visible outcomes of these agreements. As Edo State looks towards the future, its citizens deserve a transparent assessment of these initiatives to understand their true impact on the state’s development.
With few days to the end of Obaseki’s eight-year administration, it is crystal clear that this model has not effectively addressed the fundamental challenges facing the state, such as poverty, unemployment, inadequate infrastructure, and poor public services. The technocratic governance has resulted in policies that are disconnected from the realities of everyday citizens, creating a sense of hopelessness and helplessness among the populace.
Another prominent characteristic of the outgoing Obaseki administration has been the reluctance of many Senior Special Assistants (SSAs) and Special Advisers (SAs) to recognize that good governance and quality leadership are not bound by political party lines. Instead of embracing constructive criticism as a tool for improvement, these officials often resort to dismissive behavior, targeting those who offer guidance or critique.
This approach fails to acknowledge a fundamental truth: effective governance benefits everyone, not just members of a specific political party. When a government prioritizes the delivery of democratic dividends—such as improved infrastructure, better public services, robust economic growth, and enhanced living standards—the positive impact is felt across the entire population, transcending party affiliations.
Good governance is about serving the public interest and meeting the needs of the people, regardless of their political leanings. By fostering an environment where all feedback is valued and constructive dialogue is encouraged, leaders can drive forward policies and initiatives that truly serve the common good. It is essential for future administrations to recognize that inclusive leadership and accountability are key pillars of sustainable development, and that true success in governance is measured by the tangible improvements in the lives of all citizens, not just those who support a particular political ideology.
The call is now for a shift towards leadership that prioritizes inclusivity, grassroots engagement, and a people-centered approach, where decisions are made with direct input from the communities they affect. This change is seen as essential to break free from the cycle of unmet promises and to pave the way for a more hopeful and prosperous future for Edo State. Look
As Edo State gears up for the 2024 elections, the debate continues over the best path forward—whether to maintain the status quo or to embrace a new direction that truly reflects the needs and aspirations of its citizens. The call to end the “hopeless and helpless technocratic mirage” is a rallying cry for those seeking a leadership that not only speaks of change but delivers it in tangible, impactful ways.


Augustine Osayande PhD contributed this piece from Abuja via austinelande@yahoo.com

Edo 2024: Time to End the Hopeless and Helpless Technocratic and MoU Mirage,

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Former Kaduna governor El-Rufai loses mother

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Former Kaduna governor El-Rufai loses mother

By: Zagazola Makama

The former Governor of Kaduna State, Nasir Ahmad El-Rufai, has lost his mother, Hajiya Umma, who passed away on Friday.

The announcement of her death was announced by the Elrufai Family on Friday.

Family sources said the deceased had been battling age-related health challenges, which worsened in recent times.

According to the sources, her condition reportedly deteriorated further after she learned of the detention of her son by the Independent Corrupt Practices Commission (ICPC).

They noted that El-Rufai had been closely managing his mother’s health prior to her demise.

The family prayed for Almighty Allah to forgive her shortcomings and grant her Aljannatul Firdaus.

Former Kaduna governor El-Rufai loses mother

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NSCDC Unveils Five-Year Strategy to Strengthen National Security

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NSCDC Unveils Five-Year Strategy to Strengthen National Security

By: Michael Mike

The Commandant-General of the Nigeria Security and Civil Defence Corps (NSCDC), Abubakar Audi has unveiled a comprehensive five-year strategic roadmap aimed at strengthening national security, boosting operational efficiency and enhancing professionalism within the Corps.

Speaking at a high-level meeting with commanding officers from state formations across the country, Audi described the gathering as both “historic and strategic,” noting that it signaled the beginning of the second phase of his leadership following his reappointment.

The NSCDC boss expressed gratitude to President Bola Ahmed Tinubu for approving his reappointment and to the Minister of Interior, Olubunmi Tunji-Ojo, for recommending him for the position.

According to him, the renewed mandate provides the opportunity to deepen reforms and reposition the Corps for greater efficiency and national relevance.

Reflecting on his previous tenure, Houdi highlighted reforms introduced to tackle internal challenges within the organisation, particularly the issue of staff stagnation that had affected morale among personnel.

He noted that his administration addressed long-standing promotion delays and salary arrears, adding that efforts were ongoing through a presidential committee responsible for settling outstanding payments across Ministries, Departments and Agencies.

The Commandant-General also underscored the importance of capacity building, revealing that the Corps had developed a standardised curriculum for its training institutions. He described the initiative as a major step toward strengthening professionalism and operational discipline within the agency.

He said more senior officers have also been sponsored to attend strategic leadership programmes, including courses at the National Institute for Policy and Strategic Studies (NIPSS), aimed at improving institutional leadership and policy competence.

“Training remains central to discipline, professionalism and productivity,” Houdi said, adding that the next phase of his leadership would prioritise retraining and ethical reorientation of personnel.

He also highlighted operational achievements recorded by the Corps, particularly in the fight against oil theft and illegal mining across the country.

According to him, the Corps’ Special Intelligence Squad has dismantled more than 400 illegal refineries, arrested and prosecuted over 1,000 suspects, and secured between 400 and 500 convictions.

Similarly, the Mining Marshals initiative has shut down more than 1,000 illegal mining sites nationwide and facilitated the arrest and prosecution of numerous offenders, including foreign nationals.

Audi said these achievements were made possible through collaboration with other security agencies, particularly the Nigerian Army, as well as partnerships with private sector actors.

The Corps has also expanded its operational infrastructure, with new command facilities constructed in several locations and modern surveillance and communication equipment deployed to formations across the country.

He further disclosed that the agency is establishing a hydrocarbon and maritime surveillance centre in partnership with Tantita Security Services Nigeria Limited, alongside an ICT centre project expected to be completed within the next few months.

As part of the new strategy, the NSCDC will increasingly deploy advanced technologies, including artificial intelligence and drone surveillance, to enhance monitoring and protection of critical national assets.

Aidi outlined key priorities for the next five years, including strengthening discipline within the Corps, expanding training and retraining programmes, deploying modern surveillance technologies and enhancing protection of critical infrastructure.

He also announced plans to establish specialised units dedicated to safeguarding power infrastructure and tackling vandalism in the electricity sector.

The Commandant-General warned that the Corps would maintain zero tolerance for indiscipline and misconduct among personnel.

“We must restore professionalism and discipline. Any conduct outside our code will not be tolerated,” he said.

He urged officers to remain committed to protecting critical national infrastructure and to deepen intelligence sharing and collaboration with other security agencies in strengthening the country’s security architecture.

Audi challenged personnel to demonstrate the Corps’ relevance through tangible results.

“We must prove that we are ready to serve the nation with loyalty, commitment and professionalism,” he added.

NSCDC Unveils Five-Year Strategy to Strengthen National Security

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ECOWAS Court Launches Five-Year Strategic Plan to Deepen Justice, Regional Integration

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ECOWAS Court Launches Five-Year Strategic Plan to Deepen Justice, Regional Integration

By: Michael Mike

The ECOWAS Court of Justice has unveiled an ambitious five-year strategic plan designed to strengthen the rule of law, expand access to justice and deepen regional integration across West Africa.

The plan, which will run from 2026 to 2030, was officially launched on Friday in Abuja, where the leadership of the court outlined a bold vision to transform the institution into a more effective and accessible pillar of justice within the Economic Community of West African States (ECOWAS).

President of the court, Ricardo Goncalves, described the strategy as a decisive moment for the institution, saying it reflects a renewed commitment to strengthening the court’s role in safeguarding justice and promoting stability across the region.

“This moment is not merely symbolic. Above all, it represents a turning point. It is a clear affirmation of our collective resolve to strengthen the role of the Court as a guarantor of the rule of law, a promoter of justice, and a vital pillar of regional integration in West Africa,” he said.

According to him, the new strategy outlines a shared vision focused on institutional transformation, operational efficiency and measurable impact on the lives of citizens within the ECOWAS community.

Goncalves emphasised that the success of the initiative would depend on strong collaboration among judges, court staff and key regional stakeholders, stressing that each group has a critical role to play in achieving the objectives of the plan.

He charged judges of the court to reinforce the quality of jurisprudence, ensure consistency in judicial decisions and contribute to building a justice system that is accessible, timely and widely respected across member states.

The court president also highlighted the pivotal role of administrative staff, describing them as the backbone of the institution whose commitment to efficiency, case management and technical excellence would determine the effectiveness of the new framework.

Beyond internal reforms, he stressed the need for stronger partnerships with ECOWAS member states, regional institutions, legal practitioners, development partners and civil society organisations to ensure effective enforcement of court judgments and greater legal harmonisation across the region.

He noted that improved planning, transparency and a results-driven institutional culture would form the foundation of the strategy, which aims to reposition the court as a more visible and influential institution in regional governance.

In her welcome address, the Deputy Registrar of the court, Marie Saine, described the unveiling of the plan as the beginning of a renewed commitment to justice and service to the people of the ECOWAS region.

She explained that the Strategic Plan 2026–2030 was developed through extensive consultations, rigorous institutional review and forward-looking analysis to ensure that it responds effectively to emerging legal and governance challenges within West Africa.

Saine said the strategy is anchored on five key goals, including ensuring timely and impartial justice, expanding access to justice and legal empowerment, strengthening human rights protection and legal harmonisation, improving transparency and stakeholder engagement, and enhancing institutional capacity and governance.

She noted that the roadmap is both ambitious and pragmatic, providing clear priorities that will guide the court’s work over the next five years.

The ECOWAS Court of Justice serves as the judicial arm of the Economic Community of West African States, with the mandate to interpret community law, protect human rights and resolve disputes involving member states and institutions of the regional bloc.

Officials said the newly unveiled strategic framework replaces the court’s previous plan and is intended to position the institution to respond more effectively to evolving legal demands while strengthening its contribution to justice, peace and regional integration in West Africa.

ECOWAS Court Launches Five-Year Strategic Plan to Deepen Justice, Regional Integration

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