Feature/OPED
Ekiti State A Toddler @ 25? Nope. Objection My Lord!
By John Ajayi
Recently, Ekiti State celebrated 25 years of its creation by the then military junta of late General Sani Abacha. Coincidentally, the celebration which continues to generate excitement and euphoria amongst the citizens of the state appears to be a foretaste of the huge celebration in the work for the third year anniversary of the administration of Dr John Olukayode Fayemi.
As usual, this epochal event has drawn unwarranted flaks from some critical elements and stakeholders in the state. Indeed these criticisms are not unexpected, especially in a democratic society and more importantly, given the different political leanings and ideological configuration of these personalities and stakeholders.
Aside from the fact that the constitution of the Federal Republic of Nigeria guarantees everyone the right and freedom of speech, it is an indisputable fact of life that there will always be divergent views amongst the citizens of the state notwithstanding its homogenous nature.
Not only that, the state which boasts of the highest population of highly educated people with a historic record of renowned PhD holders and seasoned lawyers, professionals and accomplished technocrats, the issue of governance and leadership contestation cannot but become a matter for critical review and evaluation. This is also coming against the backdrop of the fact that Ekiti indigenes are generally perceived to be fastidious in nature. Here, no negativism is intended about the good-natured people of Ekiti State to which yours truly belongs in flesh and in blood!
Nonetheless rolling out the drums and popping champagne in celebration of 25 years of the creation of the state by the current Executive Governor, Dr John Olukayode Fayemi administration cannot be said to be a mere jamboree nor a misplaced priority. Ordinarily, age 25 has come to be recognised universally as a landmark epoch in the life of individuals, institutions, organisations, states or nations. Generally regarded as Silver Jubilee or quadricentennial anniversary, the 25th anniversary of any living being, be it state or human is unarguably a watershed.
However, in evaluating and assessing the state of growth and development of Ekiti State in this near three decades of existence, it will be grossly unfair to assume or outrightly write off the state as a failure. While the state may not have fully lived up to the expectations of its founding fathers, it does not necessarily presuppose that the state has not achieved anything since its creation.
Particularly disappointing, if not completely unfair, on the part of successive administrations of the state is the castigation of the state as a ‘Toddler at 25. Reviewing the state of affairs of Ekiti State in the last 25 years, elder statesman and founder of Afe Babalola University (ABUAD) Ado Ekiti, Aare Afe Babalola had said that Ekiti State had nothing to celebrate. The highly revered lawyer and one of the founding fathers of Ekiti had in a widely published press statement titled ‘Ekiti State A toddler @ 25’ castigated the State as landlocked, airport locked, industry locked, and power locked, adding that all these developments adversely affect economic development in the state.
While the elder statesman reserves the right to express his views and frustrations about the state he contributed to mid-wife, the objective reality on the ground as far as developments are concerned, be it political, economic social or whatever does not in any way warrant or justify these assertions and lamentations. This is particularly so because successive administrations in the state have all contributed their own quotas to the growth and development of the state.
Since its creation, October 1, 1996, the state has been administered by both military and civilian administrators each with its own unique style and approach to governance. Like an organic being, Ekiti State is clearly still a work in progress. For a fact, the founding fathers of the state may have had a utopian perception of the developments to expect within a particular time frame, the actual reality about governance may not and cannot be said to be the same with the imaginations and expectations of the founding fathers.
This is not to say that there are no shortcomings on past and present political leaders and administrators of the state. Indeed, this cannot be said to be an unusual development as it is a phenomenon in underdeveloped, developing and developed nations. For those who may not know, the present administration of Governor Kayode Fayemi has done significantly well in positioning the state well above its peers when it comes to development in all aspects and ramifications. Feelers emanating from the state revealed that the JKF administrations which will soon kick-start activities marking the third year of his second term tenure were not planning any jamboree other than projects commissioning and new projects unveiling.
Like all humans, Dr Kayode Fayemi may have his shortcomings, it is indisputable that he remains a blessing and a gift to the state not only as the current Chief Executive Officer of the State but also a very good ambassador of Ekiti State as a major political actor on both national and global political space. His tenure so far as Chairman of the Nigerian Governors Forum (NGF) bears eloquent testimony to his intellectual sagacity and political wizardry. For JKF, the former United States Supreme Court Justice Oliver Wendell Holmes appeared right and justifiable in his famous and immortal quote when he said: “there are people who make things happen, and there are people who watch what’s happening and there are people who have not the slightest idea what’s happening”.
So far, an objective review of past administrations in Ekiti will readily confirm the fact that Dr John Olukayode Fayemi is a leader who makes things happen and indeed has great ideas of what is happening and must happen. Since he took the mantle of leadership in the State, he has made strategic thinking the cornerstone of governance and policy direction. As a consummate politician with a progressive hue, JKF’s approach to governance has been anchored on the greater good for the greater number of his people.
The views of statesmen like Chief Deji Fasuan, former Governor Segun Oni, Senator Opeyemi Bamidele, Biodun Oyebanji, and others, were in sync with the position earlier canvassed by Governor Fayemi that Ekiti has not failed in any way in the pursuit of its development agenda.
If truth be told, in the last three years, Fayemi’s government has attracted over $100 million in investments to the state. Under this present economy, this is no mean feat and couldn’t have been regarded as a failure by any standard.
It can be appreciated that only the apolitical, who periscopes issues with unbiased spectacle could recognise and flaunt this enigmatic scorecard.
One fact must be reflected here; in 1996, Ado Ekiti city as called then, was like a glorified village without the modern touch. Today, all the major dualization of the road in Ado Ekiti done cumulatively by the administrations of Governors Fayemi, Segun Oni and Ayodele Fayose like Basiri-Ijigbo-Ajilosun, Ijigbo-Ilawe road, Post Office-Irona and Ado-Ifaki, couldn’t have been undertaken, if the state had not been created. Akure, the Ondo State capital, could have been taken as the development fulcrum, where things would be anchored and concentrated.
The new Governor’s Offices at Oke Bareke, the Secretariat at the new Iyin Road, Trade Fair Complex, Ekiti Parapo Pavilion and other government structures in Ado Ekiti metropolis, are clear evidence of modernity and gradual face-lifting of the town.
Let me also state that before 1996, Ekiti had no functional state-owned industry. The ROMACO granite company at Igbemo, Ikun Dairy farm at Ikun, Ire Burnt Brick at Ire Ekiti and Orin Farm settlement at Orin Ekiti, were all moribund. But with shrewd and dexterous management by Fayemi, the derelict companies are bouncing back to reckoning.
For Ikun Dairy farm to be revamped, the government, in partnership with Promasidor Nigeria Limited, spent a sum of $5 million to import cows and purchased other machines. At an optimal production level, the company will produce 10,000 litres of milk daily. This will go a long way in generating employments and fortify the State’s revenue profile.
Deploying his nexus with the international community, Governor Fayemi had partnered with private companies to manage the ROMACO and Ikun Dairy Farm for effective management and they are gradually being revamped.
One of the catalysts of good governance is a functional and robust local government structure. When the third tier of government is closer, it makes development spiral and gains traction.
Before 1996, Ekiti had six local governments of Ero, Ekiti East, Ekiti South, Ekiti North, Ekiti Central and Ijero. But the tally had increased to 16 statutorily recognised councils, with 19 Local Council Development Authorities established to midwife and propel development pedal at the grassroots.
In 2011, the government of President Goodluck Jonathan established 12 new Universities across the nation, with Ekiti being a beneficiary by the approval given for the establishment of the Federal University, Oye Ekiti in the state. The concept behind this was to ensure balancing so that each state could have a federal University.
It is an unassailable fact that Ekiti couldn’t have benefited from this lofty gesture if it is still subsumed under Ondo, this was because the Federal University, Akure had been in existence for decades. In a few months’ time, work would also begin on the approved Federal Medical University in Iyin Ekiti after receiving presidential assent.
As parlous and feeble as Ekiti seems to be in the area of economy, the state gets an average of N3.5 billion from the federation account monthly. These monies are expended on education, health, agriculture, human capital development and other pivotal sectors. Would it have been possible for Ondo to earmark a staggering sum of N3.5 billion on projects in Ekiti axis monthly if Ekiti still retains the six local governments which we had then? This also signifies another area of benefit that should be taken into cognisance.
This came to the fore because of the fact that Ekiti gave Governor Fayemi the veritable gubernatorial platform to prove his mettle and worth. Let the sceptics rummage the history books; no Ekiti man had ever been touted for such a coveted seat.
Added to that was the fact that Governor Fayemi is the Chairman, Nigeria’s Governors Forum, superintending over the affairs of the 36 Governors across party lines and divides. These are records that lend credence to the fact that Ekiti has gained reckoning not only as of the most educated but also as a politically sophisticated and conscious set of people.
John Ajayi is a public affairs commentator and a Lagos based journalist
By Jerome-Mario Utomi
There are moments in the life of a nation when leadership is measured not merely by the ability to command institutions but by the courage to transform them. Such moments demand more than administrative competence; they require vision, strategic communication, and an unwavering commitment to rebuilding public confidence. The keynote address delivered on behalf of the Inspector-General of Police (IGP), Mr Olatunji Rilwan Disu, at the Lagos PR Fest 2026 grand finale was one of such defining moments.
Held at the iconic MUSON Centre, Onikan, Lagos, the event transcended the boundaries of a conventional police engagement. It became a national conversation on security, governance, public trust, and the indispensable role of strategic communication in nation-building.
More importantly, the IGP, who was represented at the event by AIG Simeon Udofia Akpanudom, Head of the Force Criminal Investigation Department (FCID) Annex, Alagbon Close, Ikoyi, revealed a policing philosophy that is quietly but deliberately redefining the image and operational culture of the Nigeria Police Force.
For decades, public perception of policing in Nigeria has largely been shaped by mistrust, misunderstanding, and an unfortunate history of strained relations between citizens and law enforcement agencies. While successive administrations have introduced reforms, many struggled to address the most fundamental ingredient of effective policing-public trust.
IGP Disu appears determined to confront that challenge from an entirely different perspective.
His declaration that “security is everyone’s business” was not a rhetorical flourish. It was a profound statement of intent. It reflected an understanding that sustainable security cannot be achieved through coercion alone but through partnership, inclusion, transparency, and continuous engagement with the people. Indeed, what the IGP has introduced is more than institutional reform. It is a comprehensive rebranding of policing itself.
Unlike cosmetic rebranding that focuses on uniforms, slogans, or public ceremonies, this initiative is rooted in changing institutional culture and public perception simultaneously. It seeks to replace fear with confidence, suspicion with collaboration, and silence with meaningful dialogue.
The brilliance of this approach lies in its recognition that trust is not demanded; it is earned.
Throughout the keynote, the IGP consistently emphasised evidence-based communication, accountability, and transparency as pillars upon which public confidence must be rebuilt. At a time when misinformation travels faster than facts, and public institutions are constantly subjected to intense scrutiny, his insistence that policing should be supported by credible information rather than propaganda reflects both wisdom and contemporary relevance.
Perhaps nowhere is this transformation more visible than in the establishment and expansion of the Violent Crimes Response Unit (VCRU). Rather than allowing achievements to remain hidden within internal reports, the Nigeria Police Force is increasingly communicating measurable outcomes, demonstrable operational effectiveness, and encouraging independent public assessment.
This deliberate openness and transparency represent a significant departure from the communication style traditionally associated with many security institutions.
Equally commendable is the renewed emphasis on accessible channels for complaints, feedback and citizen engagement. Every modern democratic institution understands that accountability strengthens authority rather than weakening it. By inviting public scrutiny instead of avoiding it, the Nigeria Police under IGP Disu is gradually redefining what institutional confidence should look like. The Inspector-General deserves particular commendation for recognising that public relations is not an appendage to policing but an operational necessity.
Far too often, public relations is misunderstood as image laundering or crisis management. In reality, effective public relations is about building relationships, creating understanding, managing expectations, and sustaining credibility. It is this broader and more professional understanding that permeated the Inspector-General’s address.
His decision to engage public relations professionals at Lagos PR Fest was therefore highly symbolic. It demonstrated that security communication must evolve beyond press statements announcing arrests or crime statistics. It must become a continuous conversation with citizens, communities, opinion leaders, professional bodies, and the media.
Equally remarkable is the renewed focus on community policing and the revitalisation of the Police Community Relations Committee (PCRC). These initiatives acknowledge an enduring truth: communities understand their security challenges better than distant bureaucracies.
By encouraging local participation, youth engagement, religious leaders, traditional institutions, and civil society organisations to become active stakeholders, the Nigeria Police is moving policing closer to the people it serves.
This approach is consistent with successful policing models across the world where intelligence flows more freely because communities trust law enforcement agencies enough to share information.
The emphasis on participatory campaigns such as “Security is Everyone’s Business” and “If you see something, say something” further reinforces this philosophy. These messages wisely redefine every citizen from being a passive observer into an active contributor to national security.
That represents strategic public relations at its finest. Perhaps the most compelling dimension of the Inspector General’s address is his deliberate connection between policing and nation-building.
Security does not exist in isolation. It supports economic growth, encourages investment, protects democratic institutions, and creates the stability necessary for social development. Safe highways promote commerce. Secure schools guarantee educational continuity. Protected communities attract investment. Professional law enforcement strengthens constitutional governance.
Viewed through this broader lens, policing becomes an essential instrument of national development rather than merely an agency of law enforcement. The Inspector-General’s appeal for “Nigeria First” narratives equally deserves commendation. In an era characterised by misinformation, polarisation, and divisive narratives, institutions must intentionally promote messages that unite rather than divide.
Strategic communication has become an important national asset. This is where professional public relations practitioners have an enormous responsibility. Their expertise extends beyond media visibility to fostering social cohesion, encouraging responsible public discourse, and strengthening confidence in democratic institutions.
The Nigerian Institute of Public Relations (NIPR), therefore, occupies a strategic position in supporting this national assignment.
Naturally, scepticism remains understandable. Public confidence, once diminished, cannot be restored overnight. Institutional reforms require consistency, measurable outcomes, and sustained leadership commitment.
Fortunately, the Inspector-General himself demonstrated refreshing realism by acknowledging that rebuilding trust remains an ongoing process. That honesty itself strengthens credibility.
His clearly articulated roadmap-rebuilding institutional credibility through transparency, strengthening community intelligence through grassroots participation, and promoting national cohesion through coordinated communication-provides a practical framework for long-term institutional renewal.
Importantly, these objectives align with internationally recognised principles of democratic policing. What distinguishes the current leadership is the willingness to place communication at the very centre of institutional transformation rather than treating it as an afterthought.
Leadership is often remembered less for the challenges inherited than for the direction established. Judging from the philosophy articulated at Lagos PR Fest 2026, IGP Disu is laying the foundation for a policing model that recognises that legitimacy derives not only from constitutional authority but from public confidence.
That distinction is profound. A police force may possess legal powers, but without public trust those powers become increasingly difficult to exercise effectively. Conversely, when citizens willingly cooperate, volunteer intelligence, respect lawful authority, and see themselves as partners, security becomes collective rather than confrontational.
That appears to be the future envisioned by the Inspector-General. His concluding appeal that all stakeholders must work together in transparency, accountability, and shared responsibility captures the essence of democratic policing in the twenty-first century.
Ultimately, the significance of the Lagos PR Fest address extends far beyond one conference or one keynote presentation. It represents a declaration that the Nigeria Police Force is prepared to measure success not only by arrests made or crimes prevented but also by relationships built, confidence restored, and communities united.
For me, the recent elevation by the IGP and express approval by the Nigerian Police Service Commission of some senior officers to the rank of Assistant Inspectors-General of Police (AIGs). Commissioners of Police (CPs) and others truly proves beyond reasonable doubt that the IGP is a man who understands that professionalism, strategic thinking and operational excellence are the defining features of global policing. In fact, analysts in particular and Nigerians of goodwill in general are beginning to view the recent appointment of IGP Disu as a very huge blessing to the nation.
If sustained with consistency, integrity, and measurable performance, this strategic shift may well become one of the most consequential institutional reforms in contemporary Nigeria. For at the heart of every peaceful nation lies a simple but enduring truth: security thrives where trust flourishes.
By placing strategic public relations at the centre of policing, IGP Disu has demonstrated an appreciation of that timeless principle. In doing so, he has presented Nigerians with something far more valuable than a communication strategy. He has presented a vision.
A vision in which the police badge symbolises not fear but reassurance; not distance but partnership; not mere authority but earned legitimacy. That is a vision worthy of national support, thoughtful reflection, and sustained implementation.
Utomi, a media specialist, writes from Lagos, Nigeria. He can be reached via Je*********@***oo.com/08032725374
By Gloria Onosode
For generations, conventional financial advice has treated debt like a trap — a final, desperate resort for emergency cash or a slippery slope toward financial instability. But as Nigeria’s economic terrain evolves, this defensive mindset is changing. Progressive business leaders, entrepreneurs, and forward-thinking individuals are realising that it can be an important financial tool for achieving personal or business objectives when used responsibly and within one’s repayment capacity.
To build a sustainable financial future, we must change our relationship with credit. Borrowing shouldn’t be a cycle of survival; it should form part of a broader financial plan designed to support sustainable growth. The secret lies in masterfully understanding borrowing for productive purposes and learning how to leverage purposeful borrowing to hit your most ambitious milestones.
At its core, the difference between constructive and destructive borrowing comes down to one fundamental principle: what does the cash do once it lands in your account?
Bad debt funds depreciating lifestyle assets or temporary consumption. Borrowing to buy luxury clothing, fund a lavish party, or upgrade to a consumer gadget that does not increase your income simply pulls future earnings forward to pay for a fleeting present moment. It drains cash flow without offering a return.
Conversely, good debt acts as an investment in your future self or your company. It is capital deployed to acquire assets, increase productivity, or generate recurring revenue that far outpaces the cost of the interest. When you borrow to buy a delivery truck for your logistics company, stock up on inventory ahead of a peak retail season, or fund a specialised certification, you aren’t spending money — you are investing in assets that may contribute to increased productivity and income generation.
When integrated into a clear, long-term plan, purposeful loans may enable eligible borrowers to respond more quickly to business opportunities that would otherwise take years to save for. For small and medium enterprises (SMEs), cash-flow timing mismatches are the silent killers of momentum. You might get a massive corporate purchase order but lack the immediate working capital to fulfil it. Waiting weeks to organically pool cash from existing revenue means losing the contract. Appropriately structured commercial financing can help businesses address temporary working-capital gaps, ensuring that viable opportunities turn into realised revenue.
In inflation-heavy environments, waiting to save up the full purchase price for vital business assets like manufacturing machinery, solar power installations, or commercial vehicles can backfire, as equipment costs often outpace savings rates. By using asset-backed financing, you can acquire the equipment today, put it to work immediately, and allow the asset to generate revenue that may contribute towards financing costs over time.
Investment in skills and capacity development can generate significant long-term benefits. Utilising credit to fund high-value education, technical upskilling, or operational training directly expands your earning capacity. The resultant career advancement or business efficiency multiplies your income potential for decades to come.
Shifting from a defensive borrowing stance to a wealth-creation strategy requires strict financial discipline. Truly responsible borrowing is anchored in three non-negotiable practices.
First, borrow only for a productive purpose. It can be tempting to redirect a portion of a business loan toward personal expenses. Resist the urge; borrowed funds should be applied primarily to the purpose for which the financing was obtained.
Second, know your repayment runway before you sign. Borrowing decisions should be supported by realistic cash-flow planning and repayment capacity assessments. Review your cash-flow data, factor in market fluctuations, and map out exactly how the investment will generate the funds needed to clear the balance.
Finally, prioritise speed and transparency. In today’s fast-moving market, opportunity doesn’t wait for weeks of manual paperwork. Borrowing decisions should be supported by realistic cash-flow planning and repayment capacity assessments that offer transparent pricing with no hidden fees, giving you the clarity needed to compute your precise cost of capital.
When you strip away the historical stigma surrounding credit, you find that borrowing is simply a neutral financial tool. In the hands of an undisciplined spender, it creates friction, but in the hands of a strategic planner, it can support business growth and financial planning when used responsibly.
As you look toward your next major milestone — whether that is expanding your storefront, digitising your corporate supply chain, or acquiring productive assets — Before taking on any borrowing commitment, carefully assess your financing needs, repayment capacity, and long-term financial objectives. Instead, ask yourself if your business can afford the cost of standing still. When used responsibly, purpose-driven credit can support individuals and businesses in achieving sustainable financial goals.
Responsible borrowing also means understanding that credit creates a legal repayment obligation. Borrowers should carefully assess affordability, understand all applicable charges, and avoid taking on debt beyond their repayment capacity.
Gloria Onosode is the Director of Enterprise Sales at FairMoney Business
By Winston Osuchukwu
Africa’s financial infrastructure is entering a defining phase. Digital adoption continues to accelerate, financial inclusion is deepening, and institutions across the ecosystem are investing in connected, data-driven services. According to the World Bank’s Global Findex Database, account ownership across Sub-Saharan Africa has expanded significantly over the past decade, while mobile money continues to process hundreds of billions of dollars annually. Sustained investment in Africa’s fintech ecosystem reflects the same growing confidence in the continent’s financial future.
As the ecosystem matures, success will depend less on isolated innovation and more on how institutions connect their capabilities. The next phase of financial infrastructure is being shaped by three interdependent pillars: connected ecosystems that widen the data available on each customer, data intelligence that turns that scattered data into a single coherent picture, and intelligent decision-making that turns insight into measurable outcomes.
Connected Ecosystems Create the Foundation for Intelligence
No single institution has a complete view of the financial ecosystem. Banks, fintechs, payment providers, telecommunications companies, regulators, and other participants each contribute different pieces of the picture. As these organisations become more connected through interoperable payment systems, shared infrastructure, and collaborative partnerships, financial services become more accessible and seamless for individuals and businesses alike.
Connectivity alone, however, is not enough. A more connected ecosystem also creates exponentially more data, and unless that information can be integrated and interpreted consistently, greater connectivity simply produces greater complexity. The value of collaboration therefore depends on the ability to transform fragmented information into a coherent picture.
Data Intelligence Creates Shared Understanding
Once data flows across connected ecosystems, the next challenge is making sense of it. Financial institutions need more than access to information; they need the ability to unify diverse data sources, identify meaningful patterns, and generate insights that accurately reflect customer behaviour, operational performance, and emerging risks.
Data intelligence provides this common understanding. It enables institutions to move beyond isolated datasets and develop a trusted, enterprise-wide view that supports regulatory compliance, operational efficiency, and customer-centric innovation. Yet even the clearest insight has limited value if it remains descriptive. Understanding what is happening is only useful when institutions can confidently decide what to do next.
Intelligent Decisions Drive Real Outcomes
This is where artificial intelligence, predictive analytics, and machine learning become transformative. Built on a foundation of connected ecosystems and high-quality data intelligence, these technologies enable organisations to make faster, more consistent decisions across lending, fraud detection, compliance, customer engagement, and strategic planning.
Rather than replacing human expertise, intelligent decision-making augments it by helping institutions anticipate change, respond proactively, and allocate resources more effectively. When decisions are powered by reliable data and supported by a connected financial ecosystem, organisations become more resilient, customers enjoy better experiences, and the entire financial value chain operates more efficiently.
Africa’s financial future will not be shaped by technology or data in isolation. Progress requires that these capabilities work together. Connected ecosystems generate the information. Data intelligence transforms that information into “features” – the meaningful attributes of a customer’s behaviour that a model can learn from. Intelligent decision-making algorithms then convert those “features” into action. Together, they form the foundation of a financial infrastructure that is more inclusive, resilient, and capable of supporting sustainable economic growth.
At Mathesis Analytics, we turn information into action – helping financial institutions transform complex and frequently unstructured data into meaningful insights they can act on – helping financial institutions make sense of complex, fragmented data and lend confidently to the people and businesses driving Africa’s economy.
Winston Osuchukwu is the Founder and CEO of Mathesis Analytics Inc.
