Health
Special Report – UMTH: Professor Ahmed Ahidjo; A historic shift in hospital management
Special Report – UMTH: Professor Ahmed Ahidjo; A historic shift in hospital management
By: James Bwala
The University of Maiduguri Teaching Hospital in Maiduguri, Borno state with 1200 bed capacity is perhaps the largest hospital in Nigeria today. Probably the prime in West Africa. The growth given to man’s imagination would not have come easy without a ‘head’ with such humility to melt a stone. As a man thinks, so is he. Knowledge alone does not make a man but knowledge with humility makes great men. That the Professor of Interventional Radiology has been celebrated for administrative purposes in the last four years since he assumed the administrative leadership of the UMTH shows that leadership is not only about leading the people but also about carrying the cross. It is also about submission and listening to good counsel. It was in this case that this mender of our broken walls as far as hospital management is concerned was born from this corner of the world where no such achievements could have seen the phase of years that he has put forward these revolutionary ideas.
From the hospital administrative blocks to students blocks and practically on the patients blocks Professor Ahmed Ahidjo has demonstrated unique and an equal footprint of humility and strength. Reports about him, from the top management and consultants to the least man at the gate reveals a man dedicated to his works with much love to make the difference. A very good listener, who fine-tunes ideas and builds such dreams into reality. An example of such moments were the huge successes recorded in rising large estate of departments from the expansion of the emergency area of the hospital building to building a magnificent Trauma Centre, Child Institute, Physical Rehabilitation centre, Cancer centre, Neurological centre, the burn centre and the largest
computerized store with Hospital Information System under the Health-in -a-Box project in the hospital to mention a few.
The Ahidjo’s ‘dogma’ they said is about building a management that works. His management team has key into his dream of having the best hospital not only across Nigeria but more largely to ensure that our people no longer go across the sea to seek medical attention. The structures he raised come fully with all the equipment needed for better diagnosis and treatment of both in and out patients. The recruitment of doctors otherwise called Residents Doctors and other workers was tactically a push to have the best on ground. He was also moved to training and retraining of staff in the way they should treat patients and patients relations whenever in the hospital seeking for medication and he goes round day and night to ensure what was agreed upon are taken to the latter. Security officials in the hospital from their testimonies said sometimes he comes around by 2:00 AM to check on patients and doctors on duty. It was on such motivation that the CMD ensured to build the best restrooms and relaxation areas for doctors and staff on night shift so as to reduce the distance between doctors and patients at all times.
One wonders how the CMD got all the experience to venture into making such a footprint. But speaking on his worth makes the difference. “Administratively, I was Head of Radiology Department at the University of Maiduguri and University of Maiduguri Teaching Hospital for almost ten years. I became the pioneer Head of Radiography Department to start training of Radiographers in the 19th Northern states. I also became the Deputy Provost College of Medical Sciences for a period of two years. Thereafter, I became the Provost, College of Medical Sciences University of Maiduguri. I was also the secretary National PostGraduate Medical College of Nigeria in charge of Radiology training in the country for a period of four years in Lagos. From there I became the Chief Medical Director –UMTH. Within the period I also worked at the World Head Organization’s Headquarters in Geneva in Charge of all the Radiology devices globally with 198 member countries. I was also a Research Scholar at the Uniformed Services University of Health Sciences in Maryland. Since becoming the CMD for over three years now I have been working in the office.” He said.
Electricity, which has been the major crisis in Borno state owing to the ongoing conflict that transverse in the last 13 years has been an issue in the hospital but according to Professor Ahmed Ahidjo there is no work as far as the hospital is concerned with electricity. As such he moved with strategic emotions towards the issue of power supply. He knocks at individuals and corporate organizations to come to the aid of the hospital by contributing to ease the pains of rolling the meager revenue on clashing demands. To run the hospital generators requires over sixty-seven million naira on a monthly basis. The revenue of the hospital stands around forty million naira on monthly accounts. The hospital stationed in Borno state with a high poverty rate and all the conflict going and lack of electricity operates as a non governmental organization. The forty million naira revenue is like a drop in an ocean of needs from both demands on consumables and non-consumables items.
According to Professor Ahidjo, ” Energy remains one of the most challenging things in managing health institutions in Nigeria. This is because of the inadequate quantity that we required and also because of the inadequate quality of energy as required. As long as we are moving in the direction we are now, without changing the system the way it should, it is very unlikely that we will give the optimum healthcare to the society using this energy that we have. Generally, there is a need for the government to look at how to optimally or how best to supply energy in this country, especially the hospitals and health institutions in general. Providing that electricity I think will do well to the whole of the country and not only the healthcare system. Once energy is supplied to the country, the healthcare institutions, it means the services will be there. From the experience I had in the past few years, energy is one of the most difficult things that we are supposed to have in the whole of the management of the hospital system in Nigeria. If the government provides energy to the hospitals, that will ease a lot of things. Many countries do that and this is one of the most needed infrastructures in Nigerian hospitals. If they cannot provide, at least let it be subsidized because it is going to be very difficult looking at the way we charge our patients now.
To pay for the best electricity supply is what we needed to have the best in the hospitals. But where is the money? For example, the gross IGR of my hospital in April this year was Forty-two million (N42, 000,000.00) and Diesel alone gulps Sixty –Seven million and Five hundred thousand (N67, 500,000.00). This is not practicable. The best way is to look at how to assist these hospitals with energy supply. If the National grid cannot give priority to hospitals, let independent power plants especially now that diesel is very expensive, gas generators be provided to healthcare institutions – the Federal ones and let them buy the gas. That will help a lot because buying gas plants may be too expensive for the federal healthcare institutions for now. If the government can procure these big generators and give it to these federal health institutions and let them use gas to supply the energy that they need, this will really alleviate the system otherwise virtually most of the hospitals in this country have cut the energy supply hours because of the hike in diesel price. There is a need for us to look into energy solutions in our healthcare delivery system. Let the government key into this in an attempt to give the hospital the needed energy so that they can give the needed healthcare in line with the National strategic healthcare plan for Nigeria.”
With such pressures of needs, sitting in the 1,800 seats capacity Zulum auditorium of the hospital, the CMD and his think tanks brainstorm to come up with the idea of sustainable development for all departments. The deliberation had people who helped to refresh the minds of the working management to stem the needs and the pressure through a directive idea that would help each department to come alive on its revenue generation to make meaning in its work and sustainability of actions. From that meeting, it was observed that workers are now on their toes and one of the recent achievements is the “Health-in-a-box” project, which is a new technological idea to check activities in the hospital store through computerisation of items coming in and those going out and to where or to which department such items are going and so on. This idea could help in accountability and the result is already yielding.
The Covid-19 pandemic has pushed the CMD into seeking more help owing to the situation in poverty stricken states, especially in the northeast Nigeria. He did not stop at anything but the best. His fighting spirit gave result as the hospital got the best equipment, the best space and treatment areas for the Covid-19 patient. It was state of the art equipment with each bed carrying all the equipment needed for treatment and recovery of patients. The burn Centre is a special area for the treatment of burns. It was another achievement made through the vigorous strategy the CMD employed to deal with issues of burns following the state of the region and the ongoing trauma of victims of the conflict in northeast Nigeria.
The Child Institute is the biggest centre specifically for the treatment of children. The trauma Centre takes the attention of the first time visitor to the hospital and the Physical Rehabilitation centre has given hope to many who wished to walk again. The Cancer centre with four bunkers to stop radiation and to give the desired treatment for cancer patients is just another story on its own. The two machines cost the hospital over two billion naira. All these according to the CMD comes about through spirited individuals who are contributing to the welfare of the people of Borno state and the hospital. This however, did not come without a deliberate move by the CMD to pursue and lobby individuals and organisations to come and help the health system toward the betterment of the state, the region and Nigeria as a whole.
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The Neurological centre under construction is another giant stride of Professor Ahmed Ahidjo and achievements in the last four years of his administration of the University of Maiduguri Teaching Hospital. Like the Cancer centre, it was said to be a project being handled by certain individuals who are silent achievers that saw the need to key into the Ahidjo’s dream of a good health system. In the centre, there are various sections and units and the admirable thing is that all the equipment for the centre is already on ground waiting for the completion of the project, which stands at 90 percent completion. Going round and explaining about the centre, children of the less privileged and hired security on the project site ran into Ahidjo and were clinging. There is no doubt they have seen him often and made friendships. This also indicated that the CMD is not only resourceful to older generations but also the upcoming ones. No wonder the idea also of the Child Institute in the hospital.
In the last four years of dramatic and strategic revolution, the Chief Medical Director, University of Maiduguri Teaching Hospital, Professor Ahmed Ahidjo has changed the way the medical and surgical wards of the hospital used to be. The changes give both patients and relations an air of enhancement. Some of the wards he turns them into cubicles, the floor leading to wards were now tiles and for the women in labour a new lift as the new labour ward is coming underway while improvement was made in the old labour ward making new mother happier as they go to bring new life with tears of joy and motherhood that counts.
The stories of Ahidjo’s revolution in hospital administration have just begun with additional four years of hospital management experience. For the first time, a CMD was given another appointment prior to the expiration date of his first appointment as CMD at the University of Maiduguri Teaching Hospital. This alone says well of a man that desires duty and accomplishment of responsibility with a magnitude of a humility that breaks stony heart and brings desire for more accomplishments in the drive to change narratives. The training that makes all these possible are in his words:
” I studied Leadership in health from Washington University. That is the qualification I had in management. That was before I became the CMD and this is one of the most respected managerial courses across the globe in healthcare. However, skills sometimes you learn over a period of time. From the beginning I have been in the leadership position. Since my student days, I was a student’s union leader and at residency I was ARD President. I was also Chairman of the Consultants, so I have been in the union side, in administration and then I started as Head of Department and I moved up to the peak professionally to become the Provost of the College without jumping post. I went step by step and I have taken all the posts I am supposed to take to rise to the top. So, in addition to the qualification, I was actually along the line of practical skill acquisitions in management positions. So that is why sometimes when you are managing a system, you get conversant with those systems. It became easy to manage them. If you are talking as a Head of Department, I was a Head of Department for ten years and I know what it means to be one. If you are talking as an ordinary doctor in the hospital, I know what it feels to be one. I know what it takes to be one and I know the duties of one. If you are a nurse, I have interacted with one. If you are a Radiographer, I have interacted with them. So, you get all these skills over decades.”
Special Report – UMTH: Professor Ahmed Ahidjo; A historic shift in hospital management
Cholera Outbreak Kills Nine ISWAP Terrorists in Timbuktu Triangle
By: Zagazola Makama
A cholera outbreak has reportedly claimed the lives of nine fighters of the Islamic State West Africa Province (ISWAP) in the Timbuktu Triangle, a known terrorist stronghold in Borno State, intelligence sources have disclosed.
The sources told the News Agency of Nigeria (NAN) that the outbreak had spread through the group’s enclaves, highlighting deteriorating sanitary conditions and limited access to medical care within the insurgents’ camps.
According to the intelligence, two additional ISWAP fighters infected with the disease were allegedly executed by fellow terrorists after attempts to manage their condition at Kimba village proved unsuccessful.
The sources said the development pointed to the worsening health conditions within the terrorist hideouts, where sustained military pressure has disrupted logistics, including access to medicines and treatment facilities.
The sources added that commanders had also been urged to intensify efforts to intercept medical supplies and pharmaceuticals intended for terrorist camps in order to further degrade ISWAP’s treatment capability and operational resilience.
The reported outbreak comes amid sustained offensives by troops of Operation HADIN KAI, who continue to target terrorist enclaves and logistics networks across the Lake Chad region in a bid to degrade the insurgents’ fighting capacity.
Cholera Outbreak Kills Nine ISWAP Terrorists in Timbuktu Triangle
Health
Investigation: Why Barrister Hamza Nuhu Dantani should apologize to UMTH over his claims; his father’s case—”Prostate Cancer at Stage Four”—was a hopeless situation despite the fact that he was attended to by one of the best urologists.
Investigation: Why Barrister Hamza Nuhu Dantani should apologize to UMTH over his claims; his father’s case—”Prostate Cancer at Stage Four”—was a hopeless situation despite the fact that he was attended to by one of the best urologists.
By: Dr. James Bwala
The recent public allegations made by Barrister Hamza Nuhu Dantani against the University of Maiduguri Teaching Hospital (UMTH) concerning the treatment of his late father have stirred significant controversy and raised critical questions about professional conduct, medical ethics, and the responsibilities of legal practitioners in public discourse. While empathy for the loss of a family member is natural, it is vital that claims made in the public domain, especially those affecting reputable institutions, are founded on verified facts and conveyed with professionalism. After thorough investigation and engagement with UMTH officials and medical experts, it becomes evident that Barrister Dantani’s assertions lack merit and, more importantly, that his conduct in this matter falls short of the standards expected from a legal professional. Consequently, Barrister Hamza Nuhu Dantani should publicly apologize to UMTH for the unsubstantiated nature of his claims and the undue damage inflicted upon the institution’s reputation.
To appreciate fully why an apology is necessary, one must first understand the medical circumstances surrounding the late Alhaji Dantani’s admission to UMTH. Medical records and testimonies indicate that the elder Dantani was admitted at an advanced stage of prostate cancer—specifically stage four—in February 2026. This is a critical point in the disease’s progression wherein the cancer has metastasized extensively, generally rendering curative treatment unattainable regardless of the quality of care provided. Globally, stage four prostate cancer presents a near-hopeless prognosis, demanding palliative rather than curative efforts to maximize quality of life. It is misleading, therefore, to interpret the outcome as resultant from negligence or substandard care following Alhaji Dantani’s demise on March 31, 2026.
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My findings also revealed that the late patient’s care was overseen by Professor Hassan Dogo, a urologist of outstanding repute both within and beyond Nigerian medical circles. Professor Dogo’s involvement underscores the level of expertise committed to the patient’s management. The hospital’s Chief Medical Director, Professor Ahmed Ahidjo, personally intervened to ensure that the Dantani family had access to the best possible care, even offering private quarters within the hospital should general wards be unavailable. This proactive and compassionate response demonstrates the hospital’s commitment to patient welfare and contradicts any insinuations of neglect or unprofessionalism.
The decision by Barrister Dantani to publicly air grievances on social media and through petitions before fully engaging with hospital authorities exemplifies unprofessional conduct unbecoming of a lawyer. As an officer of the court, a barrister bears the responsibility not only to uphold the law but also to maintain decorum and integrity in all public interactions. Recklessly disseminating claims without validation jeopardizes the credibility of the legal profession and undermines public trust in medical institutions that serve critical societal needs. In this instance, such premature public accusations inflicted reputational harm on UMTH, an institution known for its high standards and dedicated service.
READ ALSO: https://newsng.ng/the-complex-reality-of-healthcare-a-perspective-on-the-university-of-maiduguri-teaching-hospital-and-the-loss-experienced-by-barrister-nuhu-dantani-hamza/
In addition to institutional harm, the manner in which Barrister Dantani handled the situation reflects poorly on the principles of due diligence and respectful dialogue. Rather than pursuing direct communication with UMTH management to clarify concerns, he resorted to externalizing grievances, thereby exacerbating tensions. The fact that members of the Dantani family subsequently contacted the hospital to express regret over the son’s approach confirms that the claims were disproportionately escalated. This sequence of events highlights the need for measured responses grounded in factual understanding, especially when involving matters as sensitive as terminal illness.
It is also essential to contextualize the nature of cancer prognosis within the public discourse. Awareness that advanced-stage cancers often defy medical intervention is critical in mitigating misplaced blame on healthcare providers. By advancing inaccurate narratives, public figures risk fostering distrust in healthcare systems, potentially discouraging others from seeking timely medical attention. Barrister Dantani, equipped with professional training and access to legal and investigative resources, had an obligation to ascertain the veracity of the situation before turning to public condemnation.
READ ALSO: https://newsng.ng/the-complex-reality-of-healthcare-a-perspective-on-the-university-of-maiduguri-teaching-hospital-and-the-loss-experienced-by-barrister-nuhu-dantani-hamza/
Some people out there might argue that the family’s grief justified Barrister Dantani’s public expressions or that highlighting perceived gaps in patient care could promote systemic improvements. While grief is deeply personal and valid, it does not justify undermining established protocols for dispute resolution or tarnishing reputations without substantiation. Constructive criticism aimed at improving health services is best channeled through official and collaborative frameworks rather than adversarial and public confrontations lacking evidence. Moreover, in this case, available information strongly suggests that the hospital maintained high standards of care, negating the premise for such allegations.
I believe the intersection of professional responsibility, respect for institutional integrity, and empathetic understanding of medical realities informs the necessity for Barrister Hamza Nuhu Dantani to issue an unambiguous apology to UMTH. His premature and unfounded public criticisms unfairly discredited the hospital, disregarding the complex and tragic nature of late-stage prostate cancer and the commendable efforts of its medical staff. An apology would not only restore dignity to UMTH but also reaffirm the ethical standards expected of legal practitioners. Moving forward, this episode should serve as a reminder of the importance of prudence, respect, and factual accuracy in public discourse—especially when lives and legacies are involved. Only through such conscientious conduct can professional integrity and public trust be preserved for the benefit of society at large. This is my take following the unfortunate incident.
* James Bwala, PhD, writes from Abuja.
Investigation: Why Barrister Hamza Nuhu Dantani should apologize to UMTH over his claims; his father’s case—”Prostate Cancer at Stage Four”—was a hopeless situation despite the fact that he was attended to by one of the best urologists.
Health
The Complex Reality of Healthcare: A Perspective on the University of Maiduguri Teaching Hospital and the Loss Experienced by Barrister Nuhu Dantani Hamza
The Complex Reality of Healthcare: A Perspective on the University of Maiduguri Teaching Hospital and the Loss Experienced by Barrister Nuhu Dantani Hamza
By: Dr. James Bwala
The recent public outburst by Barrister Nuhu Dantani Hamza, a lawyer based in Abuja, over the demise of his father at the University of Maiduguri Teaching Hospital (UMTH) has sparked intense discussions about the quality of healthcare services provided by the institution. While it is entirely understandable to empathize with Barrister Hamza’s profound grief and frustration following such a personal loss, it is crucial to examine the context and facts surrounding this case before drawing conclusions about institutional failure.
My parents are no more. I nursed them at the same UMTH before their demise, and so have many others. Death comes when it comes. We never blame it on any health institution or person; rather, we return glory to God Almighty, who gives and takes. I therefore contend that the death of an individual patient, however painful, does not equate to a wholesale failure of a healthcare institution like UMTH, particularly when thousands of other patients have reported satisfactory experiences. By exploring the nuances of medical care, the realities of patient outcomes, the specific privileges associated with amenity wards, and public testimonies about UMTH, I wish to offer a balanced and reasoned perspective on this delicate matter.
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First and foremost, it is important to acknowledge the deep sorrow and empathy owed to Barrister Hamza and his family. The passing of a loved one, especially a parent, represents one of life’s most traumatic experiences. Barrister Hamza’s passionate response—the “threatening hell and storms” directed at UMTH—reflects a natural human reaction to loss, anger, and perhaps perceived helplessness. Compassion compels us to stand with him in mourning. Yet, simultaneously, grief may cloud judgment, leading to an oversimplification of complex realities involved in healthcare delivery and medical outcomes. Emotionally charged reactions, though valid as expressions of pain, should not be conflated with objective evaluations of medical institutions.
A fundamental truth often overlooked in public debates about hospital performance is that death, despite advances in modern medicine, remains an inevitable aspect of human existence. No healthcare system or institution, regardless of prestige or resources, can guarantee survival in every circumstance; else, our former president, Muhammadu Buhari, would not have died in a London hospital given his resources and care. Patients admitted to hospitals frequently face serious, sometimes terminal conditions. Even the best-equipped medical facilities staffed by highly trained specialists encounter cases where, despite exhaustive interventions, outcomes are unfavorable due to the nature and severity of the illness.
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In the case of Barrister Hamza’s father, who was admitted sometime in February 2026 and passed away on March 31, 2026, medical terminology used by the bereaved son indicates a level of familiarity with hospital procedures. This familiarity suggests an awareness that mortality is not necessarily synonymous with negligence or incompetence. Indeed, medical professionals operate within biological limits and uncertainties inherent to health and disease. Appreciating this reality is vital to forming a fair assessment of any healthcare institution.
An important detail in Barrister Hamza’s account is the admission of his father to amenity ward “B” at UMTH. Amenity wards are generally designated areas offering enhanced comfort, privacy, and specialized attention compared to standard hospital wards. Admission to such a ward typically implies that the patient was accorded preferential treatment, access to superior facilities, and closer monitoring by the medical team. This status inherently involves higher costs but often translates into more personalized and comprehensive care.
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Therefore, the fact that the deceased was treated in an amenity ward refutes any simplistic claim that he was neglected or denied proper medical attention. On the contrary, this designation underscores the level of attention paid to his well-being, reinforcing the argument that the hospital provided a distinctive standard of care. Knowledgeable observers understand that amenity wards symbolize privilege within hospital frameworks and are designed to maximize patient comfort and oversight.
To pass judgment on UMTH based solely on a single outcome risks ignoring the broader picture of the hospital’s service record. Since 2000, when I began reporting on healthcare in Nigeria, I am aware that journalists and healthcare observers covering the UMTH beat have documented a wide spectrum of patient experiences, ranging from stories of recovery and gratitude to those marked by sorrow and regret. This is a universal truth across all hospitals that some patients will unfortunately succumb to their illnesses. However, the existence of negative outcomes does not negate the fact that many patients receive effective treatment and leave the institution restored to health.
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In the Nigerian context, and specifically within Borno State and its environs, UMTH has garnered numerous testimonials from patients who have benefited from its care. These affirmations are often overshadowed in public discourse by the louder voices of criticism, yet they constitute a vital counterbalance. A significant number of patients not only recover but actively return to express their thanks for the competent and compassionate care they received. Such accounts attest to the hospital’s capacity to deliver quality healthcare amidst challenging circumstances.
The discourse surrounding Barrister Hamza’s post also illuminates a commendable community effort to defend UMTH’s reputation. One notable example is Alhaji Modu Kellu, identified as a product of UMTH, who publicly vouched for the institution on social media. His defense carries weight as a direct beneficiary of the hospital’s healthcare services, offering an insider’s perspective that challenges unequivocal assertions of negligence.
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The presence of such voices is critical in any balanced public debate. They demonstrate that the hospital inspires loyalty and trust among certain segments of the population. These defenders highlight the need to differentiate between isolated tragedies and systemic failures. In the absence of evidence pointing conclusively to malpractice or negligence, a hospital’s overall reputation must be preserved to maintain public confidence and morale among healthcare workers.
While defending UMTH’s record is essential, it is equally important to advocate for transparent and objective inquiry into any incidents that cause distress or raise questions. Barrister Hamza’s case should prompt careful review and, if warranted, constructive reforms aimed at improving patient safety and hospital responsiveness. Such scrutiny should be conducted through established medical channels rather than social media denunciations alone. This approach ensures fairness to the institution while honoring the rights and concerns of bereaved families.
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Constructive dialogue among healthcare providers, patients’ families, regulatory bodies, and the media fosters mutual understanding and continuous improvement. It enables hospitals like UMTH to address potential shortcomings without suffering unjust reputational damage. Equally, it empowers families to seek redress and closure within appropriate frameworks, mitigating the emotional turbulence accompanying loss.
The emotional narrative shared by Barrister Nuhu Dantani Hamza regarding his father’s death at UMTH warrants heartfelt sympathy and respect. However, his story should not be construed as definitive evidence of UMTH’s failure. The privilege of admission to an amenity ward, coupled with thousands of positive patient outcomes over decades, illustrates that UMTH is a capable institution committed to delivering quality healthcare despite inherent limitations.
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Death, a universal eventuality, does not tarnish the dedication of healthcare professionals nor invalidate successful recoveries experienced by many others. Public defenders of UMTH, including appreciative former patients, reinforce that the hospital maintains a commendable standard of care. Going forward, balanced perspectives, objective investigations, and constructive engagement will remain essential to uphold both patient rights and institutional integrity.
Ultimately, healthcare is a domain marked by complexity, uncertainty, and humanity’s collective endeavor to alleviate suffering. It demands from us both compassion for grieving individuals and reasoned judgment when assessing the performance of medical institutions. By holding these twin principles in tension, we honor both the memory of those lost and the ongoing mission of hospitals like the University of Maiduguri Teaching Hospital.
* James Bwala, PhD, writes from Abuja.
The Complex Reality of Healthcare: A Perspective on the University of Maiduguri Teaching Hospital and the Loss Experienced by Barrister Nuhu Dantani Hamza
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