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There Is Need For Energy Solutions In Nigerian Hospitals To Have Better Healthcare System – Professor Ahmed Ahidjo, CMD-UMTH

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There Is Need For Energy Solutions In Nigerian Hospitals To Have Better Healthcare System – Professor Ahmed Ahidjo, CMD-UMTH

There Is Need For Energy Solutions In Nigerian Hospitals To Have Better Healthcare System – Professor Ahmed Ahidjo, CMD-UMTH

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. These were observed by Professor Ahmed Ahidjo, CMD, University of Maiduguri Teaching Hospital (UMTH) during an Exclusive Interview with NEWSng in Abuja. James Bwala and Lazarus Balami sent except:

Q: Thank you for having us Professor. May we know you?

My name is Professor Ahmed Ahidjo, I am a Professor of Interventional Radiology.  I am from Askira/Uba local government area of Borno state, in northeast Nigeria. To be precise, I am from a village called Yimirgo. I did my early primary school at Yimirgo Primary school after that I moved to Government Secondary School Uba where I did my form one to three.  In those days, they would choose the best student to go to science schools. I was chosen to go to WAKA Biu science school to complete my secondary school. From there I went to ABU Zaria then it was the school of Basic Studies, where I did my A levels. I return to Borno state and register at the University of Maiduguri to study medicine. Thereafter, we started the residency training programme – that is the Post Graduate medical training to become a Consultant. I was at the West African College of Surgeon faculty of Radiology and also the National Post Graduate College of Nigeria bagging two fellowships with specialization in Radiology. 

Immediately after that, I felt the need to further my education, so I went to the Medical University of Vienna in Austria where I studied Interventional Radiology and became the first person in the West African sub-region to do interventional Radiology. I was also at the University of Washington to further study interventional Radiology as a specialty. I completed that study within a year and returned home to establish interventional Radiology in Nigeria.

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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.

Q: There are so many reports of your achievement in the hospital especially at the managerial levels. Do you mind sharing your experiences and any Managerial skills to have informed the flow of your administration at UMTH?

Professor of Interventional Radiology and CMD -UMTH, Ahmed Ahidjo

Yes, thank you. 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.

Q: Tell us more about the difference between being CMD and the ordinary staff in the hospital or any?

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There are a lot more differences. When you are from the position of the ordinary staff of the hospital you look at things from one angle and when you are from the position of a unionist, you look at that from another angle. When you are an administrator, you also see things from the administrative position. So, very few people may be lucky to have exposure in all these so that they can have a holistic picture. Most of the time as an ordinary person, you know the idle thing to be done. You want the idle thing to be done in material of how or which is the way that this thing is ought to be done that is not your pain. All you want is that if they are doing this in London, you want it to be done in Maiduguri. As a unionist, you have all the laws in your head. The circular said we should pay this. The constitution said this is what is to be done. It is our own rights and it should be done. Now as an administrator, you look at the laws, you look at the loads and you also look at the resources. Then you now look at how to manage it. So, if you take all the three, you will have the bigger picture of how the ordinary man views things, how the unionists view it and how practically you are there to solve all these problems. So, as an administrator, you have a bigger picture to solve them. That is what makes the difference in the way people look at things, the way people perceive things and the way people talk about things.  Most of the time, if you do not have the complete knowledge and clear picture of any issue you are unlikely to give good judgement.

Q: Healthcare is one of the most important foundations for development but it also requires huge resources to run it. Tell us about the Nigerian health system and the Hospitals?

Thank you very much. We all know healthcare is one of the most important foundation pillars in any development. There is no system or community or society that develops without a good health system because it is only when you are healthy that you can be productive. And as long as you do not have a healthy population, the population will not be productive. As long as they are not productive there is no way you can prosper as a society. So, we must understand the value of healthcare in the economy of any nation. A sound healthcare system provides a good platform for economic development. They are directly proportional. If you look at the graphical representation, you will agree that it is a linear relationship between healthcare and economic development. So spending as a nation in our healthcare is very important and not only spending but spending wisely. Everybody knows that it is easy to spend money. If they give you money and you enter a supermarket, you can spend it the way you want it. But at the end of the day, if you come out of that super market you asked yourself. Have I done a proper need assessment before I go in? Did I buy the things that I really need and not the things that I want? You evaluate your purchases whether your spending is on your real needs and anything that you do, if you want a proper development you must lay a foundation. There is no way you can expect a child to start running without first sitting and crawling.

Q: So, did you hinge on that theory to change the system in your hospital and change the story as it is today, talking about the UMTH model?

As I was saying, if you have a child and you want that child to start running without learning how to sit and how to crawl, he will fall down. So, for any system to work very well, you must do your homework.   Do I have a proper foundation for that system? If you do, move ahead! It’s easy.  You can now have a sound system at the end of the day, but as long as you do not have a proper foundation it is very unlikely that you can make an impact. And anything that you do, if you do not have a proper assessment of what you want to achieve you are unlikely to meet that goal. When I was about to come in as the Chief Medical Director, UMTH, the first thing I did was to look at the data of the hospital for the period of ten years.  I do not want to talk to anybody about anything yet. I know data does not lie and I went for the data.  I can say clearly with clarity of mind, the current registrar, Nigerian Health Record Board Mr. Babagana is the person I approach for data.  He was the Head of the Department of Medical Record in the hospital. I met him and said, Babagana gave me the health record statistics of this hospital for a period of ten years. That was before he became the registrar of the council. He gave me the data of the hospital for ten years. I refused to talk to anybody; I sat down and looked through the data. I knew how to do statistics, I can analyze data. I have known this for a long time. I know Excel, database management and SPSS, so statistics is not a problem. I put all the data and analyze the most commonly diagnosed diseases in the hospital (UMTH). I look at the most commonly perform operations in UMTH , the most common killer disease, the most attended clinic , the wards that always has bed occupancy 100% all the time, departments that has few patients that their beds has no patients, the structure of the A and E, how many patients come in a day, or a month.

These are what I analyzed before I became the CMD-UMTH. So, I established some statistics on what needs to be done to make the hospital a holistically acceptable and advanced institution. I finished all that before I became the CMD.  So, all I needed to do after becoming the CMD is to implement what I have done. I will give you an example, the Department of Medicine for example, the non-surgical department. They have the Male and Female medical wards that one everybody knows. I realized that all the time there are no free beds in those wards. Each time they would phone me to say that there is no bed in the wards and therefore that became an issue. I now went back to the statistics and asked the staff, who are the people occupying these beds and they said mostly they are patients with stroke. You know if you admit a patient with a stroke, they can stay up to two or three months because it is a long term disease and not like malaria which is a short term disease. There are also diabetic patients, they are also long term chronic diseases, and they stay in the wards for a long time. There is also nephrology –Kidney disease patients. Once admitted they stay for a long time in the hospital, they occupy the beds. So, this tells me where to expand and I said ok, if it is Kidney disease patients that occupied the beds, if it is diabetic patients that occupy the beds, if it is stroke centre patients that occupy the beds , the first thing is to build a dedicated Kidney centre with admission facilities and take them off the wards. I realized 30% of the patients in the medical wards are Kidney disease patients, so if I remove 30% from the medical wards, I will have a free bed. That is what moved us to have an 85 beds extension of the Kidney centre.

Again I looked at the next inline; I discovered it was struck related cases. Stroke also occupies 30% of the bed space in the medical wards and we are building the first stroke dedicated centre in the whole of West Africa, a 150 bed capacity for the first time anywhere in the West African sub-region. I challenge anybody to check this if there is ever anything like this except at UMTH. So, by doing this, already 60% of the beds in medical wards are free. So, nobody will come and say to me that there are no beds again in the medical wards. This is just one example. Let me also give you the example with A and E. The A and E when I came, it was a five bed crash room and that means only five patients can be put on a couch for emergency assessment.. If you bring 30 patients or 100 patients then the patients have to be kept on the floor. So, I said now what option do we have? And we came up with the idea of building a trauma centre.

We built a 150 bed capacity trauma centre. So by moving the trauma away the other A and E will be for only emergency cases. Now by moving the bulk of the patients to the trauma centre, you have solved the problem. But again we knew that during crises period’s trauma is associated with for example, villages being burnt and what have you. So, burns are associated with trauma and the trauma centre cannot care for burns. So we decided to establish a burns centre – a dedicated centre for the treatment of burns. Now the next thing is, if you treat these patients that have sustained injury and they are disabled, how do you rehabilitate them? That is what prompted us to build a N1.3 Billion Physical Rehabilitation Centre so that by the time these patients lose a leg or arm; they can be given an artificial one and continue with their normal lives without people even knowing. All these are examples of needs assessment, which we were able to undertake at the UMTH.

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On the other hand, the hospital was built purely as a tertiary hospital. There are no provisions for primary and secondary services in the UMTH by planning, because it is a tertiary hospital but these days there is no way you can run away from patients coming directly to the hospital. There is no way you can run away from NSIH patients. We have almost 22, 000 registered; there is no way you can run away from retainer-ship. So, there is a need to have a standard GOPD. We are prompted to have the largest GOPD in Nigeria. Thirty doctors can consult at the same time. We have 30 consulting rooms and it makes life easy for everybody. This is what is lacking and we have solved the problems. The whole of the northeast there is no centre for treatment of Cancer, they have to go to Zaria or Sokoto or Abuja which are also epileptic.  So by establishing a Cancer centre it means all our patients from the villages – Magumeri, Monguno and others do not have to go to Zaria. Imagine telling a villager from Azare or Magumeri to move to Zaria and he may have a two months waiting period. It is like telling him to go and die. He may not have the resources and even if he has the resources moving there is very difficult for such patients.   So, we established the multi-billion naira Cancer centre. What I was doing in the hospital was based on scientific data. It is not that I go and ask this or that because I know that human beings are subjective in their assessment but data do not lie. That is how we were prompted to do what we did. That is how we were prompted to move the hospital from being a 630 bed capacity hospital to the current 1200 bed capacity hospital. LUTH has 850 bed capacity hospitals; UCH is 1000 and it used to be the largest. The UMTH today is the largest hospital in Nigeria with 1200 bed capacity and all the equipment associated. If I mentioned a centre it means a centre with all the associated equipment. 

Q: These of course are without challenges; can you share some of the challenges you have in the hospital building it to the largest in Nigeria today?

Well, there are general challenges, there are local environmental challenges, and there are institutional challenges. There are various forms of challenges if you want to classify these challenges. If you recall when I was talking I talked about a proper foundation for any system to thrive. There is no institution that will succeed without the basic infrastructure. This is talking about Energy, Water and Clean and a good environment that is secured. These are non-negotiable. For us to go to where we are targeting to go– ‘The Freedom City’ as I call it, we must have all these in place. No matter what we do, if we do not have the supportive basic infrastructure, it will be very difficult for the system to be where it wants to be. Secondly, the staff attitude is another challenge. People are used to working in a small system, now they have expanded the system where administration becomes a bit difficult. But one has to come up with a system that will checkmate them. In doing this, I set up a new department of clinical governance. This new department did not exist before now.

Professor Ahmed Ahidjo, CMD-UMTH

The aim is to ensure that the patient is the king in a hospital environment and he obtains all the services that are required to his normal stage and every person in the hospital environment is supposed to do his job in the way it is prescribed in the public service rules. This is the work of this new department. We have got the approval; I established it and we are on the course of sending them abroad because there is no similar large department in the country now.  Their job is to ensure staff perform their duties in accordance with the rules. The third challenge is the changing pattern of our economy. If you plan something today, tomorrow is a different scenario in the market. That is a big challenge. You can have a plan with somebody today or you award a contract to somebody today and you are expecting him to deliver it but he goes to the market from the time of planning to the time of execution everything has changed. He will run away because the business is no longer profitable for him. You try to call him, he will not come and you will be wasting time trying to pursue him rather than constructing similar things that are of benefit to society.  So, you have to make a decision whether to go on pursuing such a person or to go ahead to make an impact in other areas of needs. So, this changing market dynamics is affecting a lot of things in developing a system. Also I really want to ensure that the people that are supposed to do their work outside the institution that they do it in the way that is constitutionally right.

Q: Talking about the economic situation of the country, the changing dynamics, how do your patients meet up and what are the gains or losses?

Well, this is similar to what I have been saying about the changing dynamics in the market. For example, let’s say the patients are supposed to pay this and that and maybe it is done yearly or in two years’ time or three.  Today, everything in the hospital setting the government has put it as a revolving fund. The government is no more giving the hospital money to buy drugs, X-ray facilities and day to day running costs. That is expected as a revolving fund from you to continue your operations. Now, what it means is that you have to involve contractors to supply these things to the hospital at a price. The hospital charges are fixed and yet the contractor brings in things in line with the current market price. So you may reach a situation where if a billing system of an institution is done maybe in 2019 and you are now in 2022. What the patient is paying may not be half of the price the contractor is supplying because that bill was made based on the market price of 2019. If you change it frequently, society will begin to hit you hard and say that you are not sympathetic to society. If you keep quiet, you are running the system and not paying the suppliers. So, that is where you have the challenge and maintaining balance in the hospital for sure and institution like our own, we are not a profit making organization. This is very clear.

We are not supposed to charge one kobo more than what is obtainable in the market.  So, we are not making money for anything, but again I am not having any money for subsidies for anybody.  If the billing system is done in January 2022 and suddenly there is a rise in the items if you did not change the billing system, it means that you are subsidizing a patient and that means who is going to pay the balance. This is a big challenge. Again, many people may not know that there is the procurement law of the land and they have prescribed clearly for any Federal Government Institution where we operate there is certain amount of money that it has to be in a contract form that is why today you may go the UMTH and you may found that the amount you pay for a paracetamol is more expensive than what you get across the road because it is the law of the land that you buy the drugs through contract system. The contractor will expect some amount of money in addition to his cost for the services provided and you are expected to pay the taxation. You pay 5% withholding tax, in some circumstances you pay 7.5% VAT and then 1 % stamp duty. So, in most items – that is non drugs item, you are paying 13.5% more because of taxation. This is not to talk of the amount the contractor is demanding for his services. These are the challenges that need to be addressed so that there will be some level of ease in our operations.

Q: What are you doing currently to meet up with these challenges?

There are so many ways to address these challenges. We may choose to review our billing system frequently like the naira and the dollar is changing in the market, but the outcry will be very loud. Many times, we have to go out and meet with nongovernmental organizations in order to have some help.  When they help we add it to the pool and that will bring the price to a lower level otherwise we will be operating at negative because we cannot pay the contractors.

Q: You also talked about challenges of electricity in the hospitals. What is the management doing about it, especially at UMTH, looking at the size of the hospital and what is expected that the government, organizations or well-meaning individuals should do?

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Thank you very much. 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.

Q: Finally sir the award, you received a prestigious award from the National Productivity Centre where Mr. President was in attendance and so much was said about you and the award. How would you share your feelings on this?

Thank you so much but I really cried that day. Maybe I will start with that. I cried because of two things. There is a hope for a poor person; there is a hope for the hopeless in the country. I look at my background. I come from a remote village in Askira/Uba local government area of Borno state. Still the population is so small, I went to the local primary school and the local secondary school and a local university. I rose to become a Professor and as a Medical Doctor, I attended a peak that I will have a handshake with the President. It means there is hope for anybody that can work hard to reach his peak and be recognized best for his hard work. I cried inside the banquet hall of the Villa. After having a hand shake with the President and I left, I did not know how but tears were running down my cheeks. I am nobody and I came from nowhere and because of hard work, I am having a handshake with Mr. President. 

Secondly, I cried because I wish my father was alive because we are the first generation in our family to go to school. Our Parents did not go to school.  I wish he would have seen the benefit of taking us to school. So, the award is a thing of joy but not for me alone. I as a person can never get the requirement that culminated into this award. There are many people involved and I only lead the team. One of the areas for recognition is that I am the first person to introduce Interventional Radiology Service in Nigeria and the West African sub-region. This is also as a result of the government sponsoring my training. Without the government sponsoring my training in Austria it is unlikely that I will get the skills and it is unlikely that I can impact the skills. Although my training in the United State was purely sponsored by the United State, at least the beginning was done by the Nigerian government. Again, the award was as a result of the work I have done at the Maiduguri Teaching Hospital; therefore, I am not alone in this as there are so many people involved. From my hospital staff, from the state government, from the political class, from the nongovernmental organization, from the federal government and so many people are involved to ensure it is successful. Without my own staff there is no way we can do a proper planning package to achieve what we have achieved. Without funding it would have been only a pipe dream to have executed the projects in the hospital and without skills and knowledge, we may not have people that would have made this a reality. So, it is a general thing and that is why I said all that have been involved in the successes we have achieved, I dedicated the award to them.

There Is Need For Energy Solutions In Nigerian Hospitals To Have Better Healthcare System – Professor Ahmed Ahidjo, CMD-UMTH

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The challenges with IEDs at the “Hadin Kai” theater will soon be history – Former TC General Ali

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The challenges with IEDs at the “Hadin Kai” theater will soon be history – Former TC General Ali

Before becoming the 10th Commander of the Multi-National Joint Task Force (MNJTF) in Chad, General Ibrahim Ali was the last theater commander (TC) of Operation Hadin Kai in North-East Nigeria. He succeeded in getting three Chibok girls and their children out of the Sambisa and vowed to get Lear Sharibu anywhere credible intelligence could locate her. He spoke with Bodunrin Kayode just before proceeding to his present command in N’djamena. Excerpt:

Q: General, before I proceed to matters of this war theater, I would like you to compare and contrast your last command with “Hadin Kai,” which you are about to leave after only 6 months.

The level of threat in the Jos. 3 Division area is quite different from the one in the North East Theatre Command. We know that the threats in the theater Command are more. This is because in the 3 division area, the threats are more like intercommunal clashes—you know, farmers and herders crises, kidnapping, cattle rustling, and things like that—but here in the Northeast, it is insurgency and terrorism. Which is higher in terms of mortality than those ones. So it was not easy, but I came with the experience I had from Jos, and before getting to Jos, I had been to the Northeast five times, and this will be my sixth time coming here. So I came with all those experiences I had earlier, and it really helped me. I had a fair knowledge of the modus operandi of the insurgents and the terrorists, and I was able to counter them. And this time around, we had better equipment to confront the insurgents than we used to have when I came earlier in the five times I mentioned. So, with the additional and improved equipment level and other platforms, we were able to degrade them to a very appreciable level.

Q: Is it true that the rule of engagement in the 3D theater was that soldiers were not allowed to take out anybody, even if the bandit was the aggressor messing around with ancestral lands and you were seeing him live?

A: No! No! That is not true. Because I remember the former President, commander in Chief, shortly after I went to Jos, especially the early period of my stay there. There was a directive from the Presidency in which the President said that “any person seen with an AK-47 rifle should be taken out. I remember that vividly, and it trickled down the Chain of Command and came to us. Which was equally sent to all my troops. Any person carrying an AK-47 rifle and attacking another community will be taken out. This is because he is an aggressor. And I can tell you, if you check the record, that there were a couple of militants that we took out, in Plateau and in Sabon Kaduna. I lost, during my stay as a junior officer in 3 divisions, about 3 to 4 soldiers, if I remember well. So, we cannot sit down and see them eliminating our troops, and we say that we are not supposed to fire because of the rule of engagement. It’s not true; any person carrying a weapon, at least an AK-47 rifle, is an aggressor, and he should be taken down. And that is what I was doing. The only peculiarity of the Jos area, of course, was when you talked about the inter-communal crisis. Communities or tribes fighting themselves, we had to come in between. And in that situation, as long as they are not carrying arms, we cannot start shooting them. Unless, of course, any of the other groups are carrying arms, then you definitely have the go-ahead to take them down.

Q: But is it true that mostly in the night beyond Mangu, Riyom, Ganawuri, etc.,troops were non-operational just pinned down, which is why the senator representing Plateau South, a retired general, was saying recently that he wants the defense chief to re-enact the rule of engagement to make them operational during the night too, to counter the bandits who operate mostly in the night or the wee hours of the morning?

No, we carried out patrols when I was the GOC. You know, I left there almost six months ago. When I was a GOC, we carried out patrols in the daytime and at night. We did carry out our night patrols. So, I am not aware of the fact that troops just stay confined to their locations. We carried out our patrol both day and night when I was there.

Q: Do we have night patrols or operations here in Operation Hadin Kai?

A: ….. Cuts in. Off course we do.

Q: Except that certain areas are shut down as early as 4 p.m., like the Maiduguri-Damaturu road, because of the aggression of the insurgents.

A: Yes, those are supply routes, main supply roads. We shut them down for security reasons, and that has been going on for a long time. You know. It’s for the security of the civil populace that plys the route that we can control the movement. And we make sure that people are not exposed to attacks.

Q: So, looking at the Northeast theater that you managed for about 6 months before shipping out, What, in your own perception, are achievements?

A: I will just mention a few; there are quite a lot of achievements, several achievements in the 6 months I have stayed. First of all, I, my staff, and my officers and men conducted Operation Desert Sanity 2 and Lake Sanity 2. We conducted Operation Mountain Sanity as well. So, these operations have to a large extent degraded the terrorist. 

Q: Cuts in. Mountain sanity is the Mandara stretch in Gwoza.

That is right, Mandara Mountains; we made a lot of recoveries. In Ukoba, Sambisa, we made a lot of recoveries. We were able to get very sound intelligence on where they have stashed their arms, ammunition, and weapons. The records are there, the photos are there, and I am very happy to say that I was able to rescue three out of the many Chibok girls that were abducted several years ago. I was able to rescue three of them from the operations we conducted. And there were two non-governmental organizations (NGO) staff that we rescued. Three others have not been seen, and we heard that they were killed by the terrorist. So, I am happy that we were able to rescue those two as well. I am talking about those that were picked up in Gamboru Ngala. Also, we were able to at least reduce the frequency of attacks on people. You can attest to the fact that the attacks that we used to experience in the past have been reduced by the terrorist attacks. We don’t have such attacks as we are used to any more. So, what they are trying to do now is attack farmers. Now that they have been degraded to an appreciable level, they are trying to get soft targets like the farmers. And we are taking adequate measures to counter that. You will know the terrorists once you are able to degrade them. They will look for other exit routes to cause damage. We are happy that we are able to degrade them, even though they will always change tactics. So now the tactics that were adopted were that they were trying to kill farmers to stop them from farming this year. And they intensified the use of Improvised Explosive Devices (IEDs) and bombs along our routes of movement. So we are contending with that as well.

Q: So, what about Lear Shaibu? Did you get close to her?

Lear Sharibu; we are not sure where she is. We have been getting conflicting information about where exactly she is. But we have not lost hope yet; we think she is alive, and if we get good intelligence, we will definitely try to rescue her.

Q: So, what were some of the operational challenges that clogged the progress of troops in sectors 2 and 1?

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The challenges I experienced were, first of all, the issue of equipment. Another challenge is the high attrition rate of the equipment. So, it’s not that the equipment is not available. What I am saying is that the equipment is available, but before you know it, it is damaged. How? Because of the bombs encountered and the IEDs on the way, ok. A lot of Emeralds were bombed. Before you know it, when we go out for any major operation and come back with the troops, those vehicles will have gone over mines, which will damage most parts of the vehicle. We have the time to repair it, so we can deal with the subsequent operations. However, some of them are not going to be repairable at all. So, we need replacements, and this thing takes time. So, these are some of the challenges that we faced.

Q: IEDs have been a major challenge since your predecessor was here. Now you are facing them as a major challenge too. Is there any long-term plan to deal with these IEDs once and for all because the insurgents will still do them anyway?

A: Of course, that is the most preferred weapon for terrorists and insurgents. Especially now that they don’t have vehicles, they lack arms and ammunition. They have resorted to the widespread use of IEDs. We have just identified counter-IED equipment, which the Nigerian Army has purchased and will very soon deploy in the theater.

Q: Sector 3 is very peculiar. Lots of meshes: the Tunbus, the Timbuktu triangle. So how did you handle those challenges in Sector 3? Are they still IEDs, or are there other natural issues other than IEDs and flooding?

A: Of course, one of the major issues in Sector 3 is flooding. So now that we have had some experience in some areas, we have worked out ways to counter it the next time so that it doesn’t happen. By creating dykes, water floods areas to channel the water when it comes back. So, these are some of the things we have done. And we are clearing the waterways of the hyacinths and the giant grasses. So, this thing will also allow us to freely go through the channel linking the Lake Chad Basin area.

Q: And were you satisfied with the cooperation from your colleagues in the air?

A: Yes, absolutely yes.

Q: Cuts in. At times we see them bombing and producing their own reports outside the theater, or are those bombing under your command?

A: Yes, we plan everything with joint operations; you know, we plan together. You know, we mostly get the intelligence, and we pass it on to them to carry out the air rides. Yes,  they do conform to our directives here.

Q: What about the Navy guys in Baga and your amphibious troops? What’s next for them? What is their plan to end all of this?

A: The Navy, like I said, is involved in actively clearing the waterways that have been overtaken by the water hyacinths and going forward. They are going to be carrying out more serious amphibious operations in the Lake Chad Basin area.

Q: I believe that when you get over there in Chad, there will be a correlation between that side and this side, so that they will be able to weed out the criminals. This is because I learned that even on Tumbus Island, there are so many that nobody actually knows the number of them for effective planning. But I believe you people will take each day as it comes. Is that correct, General?

A: Yes, that is it.

Q: What then is your message to the people of this whole theater as you are leaving, especially concerning the defected insurgents surrendering daily? We have heard so many reports about them, you know, especially now that you are going to the other side of Lake Chad to do the same job in conjunction with foreign troops.

A: What I will tell them is that they should not look backwards. Of course, they shouldn’t lose hope either; they should continue to give support in times of information and intelligence. They should continue to talk to their brothers who are out fighting and tell them to lay down their arms and come out. I think the Governor has a good heart and wants the best for them. They should give him a chance and listen to him. They should come out of the bushes and lay down their arms. Now we have over 100,000 who have surrendered. Over 100,000. I think that is a sign that we are getting to the end of the tunnel. The crisis is coming to an end. Of course, there will be some die-hards. But of course, such die-hards will find themselves to blame at the end of the day. That is my message to them.

Q: My mind is on the wounded soldiers at the 7th Division hospital. Are you satisfied with the facility, having spent just six months managing the troops? In case you were here for another 6 months. What would you have done differently with the functional medical facility in the barracks?

A: Of course, it is to improve the hospital by buying more equipment. We can increase and buy more. Even though what we have is adequate and there is a system whereby we move some of them to 44 in Kaduna, you know, And even in Damaturu now, we have a few hospitals there. So, we have the capability to take care of the strength of the troops here.

Q: And we believe the new Chief will take care of the tertiary one being built here to ease the pressure on the UMTH and 44?

A: Of course.

Q: Thank you very much, General Ali. I wish you the best.

A: Thank you.

The challenges with IEDs at the “Hadin Kai” theater will soon be history – Former TC General Ali

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In spite of the insurgency in our backyard coupled with dangerous chemicals we work with, my people are uninsured  – Chairman NAAT unimaid chapter

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In spite of the insurgency in our backyard coupled with dangerous chemicals we work with, my people are uninsured  – Chairman NAAT unimaid chapter

Comrade Yusuf Bulus is the Chairman of the National Association of Academic Technologists NAAT. Pinning him down for a chat was a long struggle which ended up in his laboratory at the department of Pharmacy, University of Maiduguri. Before the interview, there was a tour of one of the small spaced  laboratory of the faculty of pharmacy. So many lapses were pointed at. It was obvious management backed by the federal government who are the owners of the institution must hurry up to give the faculty more lab spaces if they want their graduates to be of contemporary standards. Bodunrin Kayode sends extract of the interview with the Comrade chairman Yusuf. 

Q: How has it been over the years working without the required upgrades in the faculty of pharmacy? 

A: The students are coping, but we need to be supervising them. So that’s the major aspect of it. That’s why I would have loved you to see the laboratory while in session so you understand the challenges. The other side is the store and preparation room where we keep some equipments and reagents. When the students need to carryout their practicals, we ask the junior staffs to bring them so that we perform their experiments. We keep monitoring and observing other things because there are some of the reagents that you may likely not put inside that place. You need to keep it inside your office, so that your eyes will always be there.

Q: How far has the Federal Government kept its word concerning equipment upgrades because I know President Goodluck approved funds for these things before he left office after the first agreement. 

A: Yes, it was N 30 billion.

Q: What is the situation now in terms of the fight for upgrades between ASUU, NAAT and the Federal Government?

A: Actually, as you stated, this strike is as a result of the 2009 agreement. When the 2009 agreement was signed there were components of it not fulfilled. Now let me be specific to that of NAAT and then talk about that of ASUU. The 4 affiliated unions in the University which are ASUU,  SSANU, NASU and NAAT, had their own separate agreements. ASUU did their own, SSANU did their own, NASU did their own, NAAT did their own and the four unions were fighting the Federal Government and that led them into unfulfilled promises. The components of the agreement was different as each union had its own separately. Federal Government in its own logic gave us 30 billion naira, in 2007 and  that was released during Goodluck’s period, you know it was supposed to be Goodluck and Yar’adua. But actually, it was Goodluck that was on seat, they now released that money. So that money was shared  based on seniority.

Q: Is NAAT entitled to EARNED allowances, like ASUU?

A: No, you see in our components, we have responsibility allowances, we have occupational hazard allowances, SWIS allowance, we have field trip allowances. That occupational hazard allowance is to be paid N30,000 monthly for each technologist, that’s for NAAT members, which we have started benefiting as from last year when we joined the IPPIS. Now, responsibility allowances, for heads of the labs, like me who is heading this lab and the excess of that money is for somebody who is taking care of that inventory of what is coming in and what is going out. So we are able to hold one and Federal Government has considered and have started implementing the payment of N25,000 every month.  So when they paid that money, they just shared it like that. When it comes to this hazard allowances, junior staff is collecting N15,000, senior staff N30,000 that’s what I am specifically talking about NAAT. But when it comes to the issue of this 2009 agreement, that’s what I am trying to tell you that u77each union has it own agreement, now ASUU has its own agreement, NASU has its own, NAAT, SSANU all of us have our own. But when the money came in, the lion share was carried by ASUU, so the other ones were shared to SSANU, NASU, NAAT based on seniority. But from that one too, NAAT got the second lion share, because as of then, our chiefs who are the most senior by ranking got about N900,000, while the junior ones got the least of N300,000 that is how the money was shared. But in the subsequent one, when we fought, they gave us our rights. The Federal Government now sent an audit committee to come and audit what was collected from them and that is how we shared what is our outstanding. So from then on Federal Government gave us another money for good 3 terms. Until this recent strike which started around February last year our encounter with them has not been easy. Lets be specific ASUU was fighting for revitalization in the 2009 agreement, that’s the revitalization we are talking about and you can see the stands of the University and the equipments in this lab.

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Q: But how much did  NAAT get from that N30 billion? 

A: The N30 billion was for the whole country, for the 4 unions. They didn’t share it in Abuja. It was shared in each institution. 18 percent of the money was given to  the three unions. And that was to take care of Earned and other related allowances.

Q: So how many years of EARNED allowances is minister Adamu Adamu owing the Federal Universities? 

A: Let me be specific with that of NAAT, when we calculated and gave our outstanding, what was given to us was not up to 30 percent of what we expected from Federal Government. Lets say you are expecting N200 billion they now gave you N30 billion and that is for EARNED allowances. As for revitalization, Federal Government has been sending money for revitalization. And we and the other non teaching staffs have been benefitting. We were even expecting before joining the strike. And the money that is coming for revitalization is to buy equipments, reagents and consumables. But where we have problem is that the end users were not incorporated in using that money. The money will come to the University which is supposed to be taken care of by the governing council and then buy those things, but because of the situation we find ourselves, we cannot access it. So the issue of the state of the Universities is that the Federal Government may give that money, but it is not used judiciously. 

Q: Are you saying that some people will deep hands into the funds and divert?

A: Sure, and divert it, instead of making proper appropriation for it to go round where the needs exists. 

Q: I see tarred roads on campus, could it not be that management here is benefiting from the upgrade support to fix the school already? 

A: No, if you are talking about those newly tarred roads you are seeing, it’s not only Zulum’s support, I know of Nigeria National Petroleum Corporations NNPC’s, Federal Ministry of Works and other interventions. The needs assessments normally takes care of equipments, roofing, hostels, the structure in classrooms, laboratories, workshops, studios teaching facilities, this is where revitalization is coming into. 

Q: So can we say Federal Government has not paid any of the aggrieved allowances for 2021, 2020, 2019 and 2018?

A: Yes, in fact from 2017 to date.

Q: So even ASUU has not seen 2017?

A: Yes, what has been given was the backlog. The last money that dropped for say from 2013 to 2016, so 2017 to date nothing has been received.

Q: At least for a lab small as this?

A: Not for this side lab, but for the standard of the Nigerian Universities Commission (NUC) or Pharmacy Council of Nigeria (PCN) considering Its students per ratio or students per staff. We are supposed to have 20 students per one staff. If you look at what is happening here in this lab, where I am the only technologist it’s not so. So if there was provision, and had it been five of us are here which means 5 multiplied  by 20 its supposed to be 100. And in a situation whereby I am the only person, which means the remaining  80 are excess workload, so that is why government is supposed to pay me my allowances. If you are talking about space. Here they calculate 20 students per one staff, if in a course, one course four lecturers are taken care of that course which means we are going to share it when the money comes. So they will calculate 20 times 4 which is 80, the remaining 20 is excess workload. Then if you are talking about revitalization where it affects the students especially in the lab here, the capacity of this building is supposed to be 48. They admit 130 students, so if they admitted 130 something, its triple. So we normally use to divide the students into groups. Group A, B, C.  Group A will come today 3 hours next group B will come next C will come that’s how we share. That’s why they complain about academic staff and even we the technologist that is if the space is available the equipments and material should be available. If you look at the size of this one and look at the equipments now, are they okay? How many Microscopes is available in this lab? Where we have 120 students and the capacity of the lab is 48, we are supposed to have 48 to 50 microscopes. That is one for the lecturer, one for the technologist, and each student should have one. Which means the students will not go and join another group for them to carry out their practicals. Two, if you look at lightening system, look at Air conditioners (AC’s) here, if you allow 40 students to be here you know how much you are going to contain. The ACs are not working. This lab is not even supposed to contain fan, but look at it in the absence of ACs you now put fan and you see its another problem which means its circulating. This means the place is not safe for learning.

Q: What is delaying the second pharmacy structure that will give you more lab spaces? 

A: Actually, I should not be in the best position to tell you, but out of experience I am a union leader because I normally used to ask questions. Its the system that is destroying itself, now if a building is given as a contract whereby some percentage will be given to you. You will be paid based on the stage you reach, but for the past three years now they gave that building and the time for that building is supposed to be 14 month, today its almost 72 months that they gave it out and it has not been built. That is why I said I am not in the best position to tell you what is going on. But I learnt that TET fund has given a direct contract from Abuja for the completion of the second pharmacy structure. The contractor would just come in and start working, and sadly that means we the end users that are supposed to correct them can’t talk to them. What you request is not what would be provided in most cases. That is the disadvantage.

Q: Big minus indeed for you the users of the facilities which are overloaded here. 

A: Yes and a lot of duplication from the contractors they make money out of duplication of items instead of them bringing this pen, somebody went and brought another variety of pen or even pencil. He said, I said that is the one that I want, why are you bringing pencil? Please the function of the pens and pencils are different just go and get what we asked for. So in the process of changing, they will say its like you are not cooperating with us, no problem we will go back and then they will dump and forget you. That is exactly what is happening with even the supply of equipments here. It’s sad. 

Q: What are those challenges that have been choking you here? 

A: Most of the challenges is electricity light especially for the labs. Electricity is one, two, water system. Three spacing, you know a situation whereby this lab is built for 48 students, because of the competition and the situation we find ourselves, they admitted 150 students. Then the big challenge is lack of consistent training of our technologists. Regular training, because the equipments that you got training in 1980, 1990, is not the one we are using now. Insurance is the fourth. lack of insurance is a major problem. I know NAAT has its, insurance policy but its not implemented. If you are working in the lab, there are some reagents here if you are working that can kill you and even destroy your reproductive cells. You see somebody with a fine wife, but he cannot give birth, the reagents has sterilized the reproductive cells. If he has an insurance, it will take care of that. But you know we have a policy, but the policy is not being implemented. Why the union was agitating for that renegotiation, this renegotiation the last time they increased the money was that 2009 agreement. From now if you look at the rate of, lets talk of dollars now or let’s talk of even the naira say as of 2009, a bag of rice was N2000. Today a bag of rice is N35,000. At 2009 you don’t pay any money for your student needs even government school, but today you must pay. Things have changed completely, so people are now moving helter skelter looking for other places where they can get extra jobs so that they can survive. And if you are going to talk specifically of unimaid, we have a peculiar problem, thank God you have that experience. You were here when the crisis was at its peak, everybody ran and left  Maiduguri, because life doesn’t have duplicate, so somebody will run and find another place. So these are the reasons why our welfare is supposed to be taken care of. 

Q: But has insurance been part of the findings of the Babalakin commission? 

A: Yes. As I have said we have it in our own 2009 agreement, but even some parts of the 2009 agreement was silent. People were just agitating about where the money will come from. That is why, if you go out now asking Technologists, they would tell you that  our hazard, responsibility, student implementation ratio which is excess workload, our SIWES and all these allowances are known. But people are silent about insurance. We have been talking about insurance, but you know I don’t know how to classify it, is it because of the individual unions, the leadership interest. But I know that in our 2009 agreement it is there. People are silent all over about the matter. And they are talking about this IPPIS let us be sincere to ourselves, I am a union leader, these are what I am interested in, I don’t bother about how you pay but what I am going to get there is where I am interested in.

Q: How are you surviving with the IPPIS? 

A: The reality is, that sometimes ago when we were about joining this IPPIS as leaders, we were briefed that this thing is going to be captured that one is going to capture, but it was not realistic when we joined IPPIS.  I thought that this is something that the union leaders should fight and why is it that there are abnormalities. This was not what we agreed for, correct it or else. But if somebody is talking about IPPIS now I am surprise because why is it that some lecturers are going for sabbatical, if they are not paying you why should you go? I know of my people that went for  sabbatical, if they are not paid there, why should they go.

Q: NAAT too  go for sabbatical?

A: Yes, we go sabbatical, I know about 15 of my members went for sabbatical why are they going if they are not getting anything? why should you go and spend a complete year somewhere else if you are not getting money? There are people that have never gone for sabbatical. Is an agreement that you arrange with somebody. Like one visiting they don’t pay you full salary but they would say we are paying so for so either they would pay from internally generated revenue IGR or whatsoever the management is going to consider. We have enough money to pay these people because we don’t have them as contract staff. I know some of the contract staff that got their money from IPPIS.

Q: I don’t think they paid anything to contract staff, they are owing during the strike. 

A: Good, but other staffs yes during the strike let me tell you the worst strike that ever happen in this country is this strike. Even overhead, Federal Government refused to send it, how do they expect these people to run the schools? Are Vice Chancellors on strike, Registrar’s, Bursar’s essential services?

Q: That was a mistake, the government shouldn’t have done that? You are right

A: Its like they wanted to destroy, or eliminate the whole thing. Yes if not for the whole 7 month or 8 month you have not sent over head cost and you still expect to come and see that structure, in the system. So this strike is something very strange it was not a strike but another battle. Because its like people came with some of their interests to come and revenge or to come and destabilize things, if not, let me be specific like this primary school and secondary school they were called that if you are on strike and that you don’t want you will not come, how are you going to do with your children, they came and they were not given single kobo. Security men there were on duty, fire service they were on duty, nothing was given to them. And if you come back to the lab now look at the animals. If you go on strike for one month without feeding those animals, what will happen are you coming to meet the animals alive? 

Q: Now looking at salary raise of 35 percent that was given to Profs, did they give NAAT members of equivalent status this?

A: We got 23.5 percent. For NAAT, NASU and SSANU 23.5 percent. We suspended the strike for 3 month hoping that things will be okay. But if things are not okay we may go back for another NAAT meeting and review the stand of the association. As NAAT we always believe in dialogue and law, so that because of our number and the challenges that I said. If you go and meet a Professor of History, or of religious knowledge where he doesn’t know, he doesn’t bother about laboratory or talking about technology taking care of it. For you to graduate you must pass through technologists. Well ASUU is collecting students implementation ratio, we collect our student supplementation ratio. I am very proud to tell you that in this school we have enjoyed student supplementation ratio for almost 3 years collecting our salaries. Because that was our right and they know and they look at it that yes it is good to pay us. We stay and conduct practicals up to 5 o’clock or 6 pm. Sometimes we have to leave our houses 7 o’clock for practical in the mornings.

Q: The negotiation of the 2009 agreement continues as far as NAAT is concerned. Do you believe that it is solvable?

A:Yes, they have not accepted it, because the renegotiation is not talking about holding salaries but was talking about allowances and then services, scheme of services. The other ones we are talking about are health insurances, some other allowance that people are benefiting in other climes but we are not benefiting. Then I said renegotiation of, arrears of earned allowances. 

In spite of the insurgency in our backyard coupled with dangerous chemicals we work with, my people are uninsured  – Chairman NAAT unimaid chapter

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Nobody can escape from the wrath of the VAPP law if found guilty – Jumai Mshelia

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Nobody can escape from the wrath of the VAPP law if found guilty – Jumai Mshelia

Barrister Jumai Mshelia is the head of the Borno State office of the National Human Rights Commission (NHRC). This amiable rights activists hardly have time for her personal life because everyday is about hard work in her office. In spite of the lingering insurgency in the state which has taken so much from her in the area of arbitration over resultant marital and rape issues, she never gets tired of going back to her old office on Bama road in Maiduguri to respond to myriads of issues that gets to her table. She had a review interview with Bodunrin Kayode on her activities in 2022 which culminated in the 16 days of activities to sharpen the wits of stake holders on how far the state has gone in terms of progress on some vexed issues like rape and what to expect in 2023.

Q: What is it about the 2022 activities of the national human rights commission that is different from 2021?

A: What makes 2022 unique is that it was the 75th commemoration of the international human right day, that coincides with the universal declaration of human rights with the theme dignity, freedom and justice for all. This is what makes it unique. And it’s unique in the sense that, dignity for human beings makes people have that freedom and justice and fairness to anybody as far as we are human beings. So for us as a commission, we commemorated it in the 36 states of the federation including the Federal Capital Territory (FCT). So for us honestly it’s a great celebration, because we have all the relevant stakeholders in our midst, we had the Commissioner of Police, the representative of the theatre Commander in the person of Brigadier General Idris, the Garrison Commander. We had the Controller of immigration,the NSCDC Commander, we had the representative of Commissioner of women affairs, her own is because of issues that they are having there at the commission of women affairs. So you can see the high caliber of people that are here. So if you talk of the issues of human violation, the people, the distinguished participants were happy so that at least, they can voice out their concerns that they have with security men listening. You can see during the plenary session a lot of issues were asked, and I commend their efforts for being all on top of all the questions that they were asked and their work in what they are doing in the state. We had the representative of the civil society, we had the women too on it. So they spoke a lot about issues around human rights violation and the role that all the security agency that are ensuring and respecting the rights of women in the state

Q: Lets zero down on the impact of your activism in the state over the years, can we say things are getting better or just averagely?

A: Its improving, this is because people are now cautious of their rights they know how and where to report each of the human right violation, and having known of their rights, they try to respect other peoples right. And whenever such issues comes on they don’t take laws into their hands, they report immediately. You can see from the two scenario, the drama presentation on the stage. You have seen how people were conscious of how and where to report issues of human rights violation, issues of early marriage was highlighted and you have seen how the girl child was able to know how where to report issue of anything that affects her rights.

Looking at the state and the extreme secrecy and shame phenomenon when it comes to some crimes like lingering rape, can you say Borno within a scale of 1 to 10 has started opening up, lets say 6/10 or we are still around 2/10.

No we are around 7/10, because people can open up and report issues. People are ready to come out and say their minds despite the threat, the intervention that people are coming to seat and tell them they should not report.

Q: But 7/10, when we have a school proprietor who doesn’t want a suspected rape case to be prosecuted and they are fighting to kill that case if possible?

A: You can see the level the father has taken his steps in ensuring that, no matter what, he wants justice for his daughter unlike then that it should have been shredded out or kept in secret, protecting it such that if I allowed it to go viral my daughter will not get somebody to marry. That is what makes it different.

Q: A five year old? Who will remember the case of this small girl 10, 15 years from now. Who is going to remember except her?

A:Some people then, before the consciousness of awareness people felt that such issues should not be talked in the middle of people, it should not be discussed at all. But now they know that there are people, we are here to support them no matter what and justice will be done to them. And the case is with the ministry of justice for legal advice.

Q: Will the ministry be under pressure to drop such a sensitive case?

A: No, no, no, for legal advice.

Q: What if the school tries to apologize and settle out of court with a huge plea bargain amount, will it be permissible?

A: No, with the recent Violence Against Persons Prohibition (VAPP) law, it’s not permitted. The vapp law said, “he who admits, there is punishment for death”.
You admitted now, so there is no issue of settlement. There is no issue of settlement under VAPP law. If you settle that will be abetment, you are abetting for the continuation of appropriation of certain crime. Even if the money speaks and I like what the father said, because the father was saying that no matter who is the person, he is not going to proceed and say he has forgiving them. He wants justice for his daughter.

Q:Finally, what would you say are the highest points of the 16 days of 2022 activity?

A: The commemoration of the international human right of last year was so special in the sense that we have gotten the normal support from stake holders.
We have equally seen the commitment of the relevant stakeholders’ in the cause of fighting human rights violation. And that shows that, whosoever is in conflict with the law will not go free. He will be punished. We enjoin every person to ensure the fight for human rights, because only human rights commission is everybody needs.

Nobody can escape from the wrath of the VAPP law if found guilty – Jumai Mshelia

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