NSC Board backs Tinubu’s $1tn GDP vision, targets 7% growth by 2028

By Foster Obi

Picture: Group photograph of the Governing Board and Management of Nigerian Shippers’ Council during the inaugural meeting at the Council’s Headquarters, Lagos

 

 

The Governing Board of the Nigerian Shippers’ Council (NSC) has pledged full support for the Council’s management in helping the Federal Government achieve an economic growth rate of at least seven per cent by 2027–2028, in line with President Bola Tinubu’s broader ambition of building a one-trillion-dollar economy by 2030.
The Chairman of the Board, Dr. Ibrahim Shema, gave the assurance in Lagos at the inaugural meeting of the newly inaugurated board, describing the task ahead as a national call to service that would require discipline, commitment, and close collaboration between the board, management, and key stakeholders in the maritime and blue economy sectors.
Shema, a former Governor of Katsina State, said the Shippers’ Council, working with the Ministry of Marine and Blue Economy, was strategically positioned to support the President’s economic vision through policies and initiatives that unlock trade efficiency, strengthen regulation, and deepen private sector confidence.
“It is of significant importance that the Shippers’ Council and the Ministry of Marine and Blue Economy are determined to support the President’s vision of a one-trillion-dollar economy and seven per cent growth,” he said. “The Council, the Board, and management are hereby called to service. We have a lot of work ahead of us.”
He stressed that realising Nigeria’s blue economy potential would demand collective effort, noting that the maritime sector remains critical to trade facilitation, revenue generation, and overall economic competitiveness.
According to him, the Board will prioritise initiatives aimed at improving the ease of doing business at the ports, facilitating trade and commerce, enhancing revenue mobilisation, and strengthening collaboration across the real economy and the maritime value chain.
“As demonstrated by the presentation we received this morning, there is a clear need for collective effort if the country is to move towards its full potential in the blue economy sector,” Shema added.
Earlier, the Executive Secretary and Chief Executive Officer of the Council, Dr. Pius Akutah, said a strong and collaborative relationship between the Board and management would be critical to delivering tangible institutional and financial outcomes for the NSC.
Akutah outlined key priorities requiring the Board’s strategic guidance, including the actualisation of the Nigeria Port Economic Regulatory Agency (NPERA) Bill, the implementation of the International Cargo Tracking Note (ICTN), and the operationalisation of the one per cent Freight Stabilisation Fee.
“These initiatives are critical to strengthening regulatory clarity, improving cargo visibility, enhancing national security, and securing sustainable revenue for the Council,” he said.
While acknowledging the scale of the task ahead, Akutah noted that the current moment also presents an opportunity to reposition the NSC as a financially resilient and institutionally stronger port economic regulator.
“Management is fully committed to supporting the Board with robust data, sound financial analysis, and structured stakeholder engagement to ensure that all initiatives are pursued in a lawful, transparent, and stakeholder-responsive manner,” he said.
He expressed confidence that with the guidance of the newly constituted Board, the Council would continue to protect shippers’ interests, promote efficient port operations, and contribute meaningfully to Nigeria’s economic growth.
Describing the inaugural meeting as a landmark in the Council’s history, Akutah said the calibre of the Board gives renewed optimism that the NSC’s strategic objectives will be effectively realised.
Display picture: L-R, Dr. Pius Akutah, MON, Executive Secretary/CEO Nigerian Shippers’ Council in a warm handshake with His Excellency, Dr. Ibrahim Shema, Chairman, Governing Board, at the inaugural meeting of the Governing Board of Nigerian Shippers’ Council at the Council’s Headquarters, Lagos

IFC, NSIA partner to expand Oncology, Diagnostic Care nationwide

By Foster Obi

Picture L-R ( front row): Aminu Umar – Sadiq, MD & CEO NSIA; Dr Tolulope Adewole, MD / CEO, MedServe; Ethiopis Tafara, Regional VP, Africa (IFC)

L-R (standing behind ): Mr Wale Edun, Honorable Minister of Finance & Co-ordinating Minister of the Economy, Prof. Muhammad Ali Pate; Minister of Health & Social Welfare, and Senator Abubakar Atiku Bagudu, Minister of Budget & Economic Planning at the recently concluded NSIA, MedServe & IFC signing ceremony in Abuja Nigeria.

 

 

In a major boost to Nigeria’s healthcare infrastructure, the International Finance Corporation (IFC) and the Nigeria Sovereign Investment Authority’s wholly owned healthcare subsidiary, MedServe have partnered to scale access to quality diagnostic and cancer care services across underserved communities in the country.

Under the partnership, IFC will provide long-tenor, naira-denominated financing to NSIA Advanced Medical Services Limited (MedServe), to support the rollout of modern diagnostic and oncology facilities nationwide.

The financing, supported by the International Development Association’s Private Sector Window Local Currency Facility, is designed to enable MedServe expand critical healthcare infrastructure while mitigating foreign exchange risks that have historically constrained long-term investment in Nigeria’s health sector. IFC is a member of the World Bank Group.

The funds will drive MedServe’s expansion programme, which includes the establishment of diagnostic centres, radiotherapy-enabled cancer treatment facilities, and cardiac catheterisation laboratories across several states. The facilities will be equipped with advanced medical technologies such as CT and MRI imaging, digital pathology laboratories, linear accelerators, and cardiac catheterisation equipment.

MedServe’s model prioritises affordability and sustainability, with pricing structured to reflect local income levels, thereby expanding access to specialised oncology and diagnostic services for low-income and vulnerable patients.

The initiative is expected to deliver more than a dozen modern diagnostic and treatment centres across Nigeria, create about 800 direct jobs, and train over 500 healthcare professionals in oncology and cardiology specialties.

The total project cost is estimated at $154.1 million, with IFC contributing approximately ₦14.2 billion (about $24.5 million) in long-tenor local currency financing. The transaction marks IFC’s first healthcare investment in Nigeria using this local-currency structure.

As Nigeria pursues its Universal Health Coverage goals, stakeholders say modernising healthcare infrastructure remains critical. The IFC-NSIA partnership is expected to leverage private capital to complement government efforts to expand access to cancer care and specialised diagnostics.

By providing long-term naira financing, IFC is addressing a key market gap and unlocking institutional capital for healthcare infrastructure with strong development impact. MedServe’s co-location strategy with public hospitals is also expected to enhance capital efficiency and strengthen public-private collaboration in the health sector.

Speaking on the partnership, the Managing Director and Chief Executive Officer of NSIA, Aminu Umar-Sadiq, described the initiative as a significant milestone in the Authority’s healthcare agenda.

“This partnership with IFC represents a major step in NSIA’s commitment to strengthening Nigeria’s healthcare ecosystem through sustainable, locally anchored investment solutions,” Umar-Sadiq said. “By deploying long-tenor naira financing, we are addressing critical infrastructure gaps, reducing foreign exchange risk, and ensuring that quality diagnostic and cancer care services reach underserved communities.”

He added that MedServe’s expansion demonstrates NSIA’s belief that commercially viable healthcare investments can deliver strong development outcomes while supporting national health priorities.

On his part, IFC Vice President for Africa, Ethiopis Tafara, said Nigeria’s growing burden of non-communicable diseases underscores the need for innovative financing approaches.

“Nigeria’s focus on tackling the rising prevalence of non-communicable diseases presents a significant opportunity to deploy innovative financing mechanisms that mobilise private capital at scale, while ensuring equitable access to quality care,” Tafara said. “This aligns with IFC’s broader vision for Africa—building resilient health systems that support inclusive growth and long-term development.”

The investment aligns with Nigeria’s Universal Health Coverage Compact and the World Bank Group’s Country Partnership Framework. It also supports the Health Sector Renewal Investment Initiative and the Presidential Initiative for Unlocking the Healthcare Value Chain, both aimed at attracting private healthcare investment and strengthening domestic capacity.

Beyond financing, IFC will provide advisory support to MedServe, including global best practices in patient safety, improved measurement of access among low-income populations, and EDGE certification for green building standards.

Construction under the project is expected to continue through 2026, with the first facilities scheduled to open in the second half of the year. The investment is fully aligned with the Paris Agreement, with a significant portion classified as climate finance.

 

 

 

 

 

 

IFC, NSIA partner to expand Oncology, Diagnostic Care nationwide

 

In a major boost to Nigeria’s healthcare infrastructure, the International Finance Corporation (IFC) and the Nigeria Sovereign Investment Authority’s wholly owned healthcare subsidiary, MedServe have partnered to scale access to quality diagnostic and cancer care services across underserved communities in the country.
Under the partnership, IFC will provide long-tenor, naira-denominated financing to NSIA Advanced Medical Services Limited (MedServe), to support the rollout of modern diagnostic and oncology facilities nationwide.
The financing, supported by the International Development Association’s Private Sector Window Local Currency Facility, is designed to enable MedServe expand critical healthcare infrastructure while mitigating foreign exchange risks that have historically constrained long-term investment in Nigeria’s health sector. IFC is a member of the World Bank Group.
The funds will drive MedServe’s expansion programme, which includes the establishment of diagnostic centres, radiotherapy-enabled cancer treatment facilities, and cardiac catheterisation laboratories across several states. The facilities will be equipped with advanced medical technologies such as CT and MRI imaging, digital pathology laboratories, linear accelerators, and cardiac catheterisation equipment.
MedServe’s model prioritises affordability and sustainability, with pricing structured to reflect local income levels, thereby expanding access to specialised oncology and diagnostic services for low-income and vulnerable patients.
The initiative is expected to deliver more than a dozen modern diagnostic and treatment centres across Nigeria, create about 800 direct jobs, and train over 500 healthcare professionals in oncology and cardiology specialties.
The total project cost is estimated at $154.1 million, with IFC contributing approximately ₦14.2 billion (about $24.5 million) in long-tenor local currency financing. The transaction marks IFC’s first healthcare investment in Nigeria using this local-currency structure.
As Nigeria pursues its Universal Health Coverage goals, stakeholders say modernising healthcare infrastructure remains critical. The IFC-NSIA partnership is expected to leverage private capital to complement government efforts to expand access to cancer care and specialised diagnostics.
By providing long-term naira financing, IFC is addressing a key market gap and unlocking institutional capital for healthcare infrastructure with strong development impact. MedServe’s co-location strategy with public hospitals is also expected to enhance capital efficiency and strengthen public-private collaboration in the health sector.
Speaking on the partnership, the Managing Director and Chief Executive Officer of NSIA, Aminu Umar-Sadiq, described the initiative as a significant milestone in the Authority’s healthcare agenda.
“This partnership with IFC represents a major step in NSIA’s commitment to strengthening Nigeria’s healthcare ecosystem through sustainable, locally anchored investment solutions,” Umar-Sadiq said. “By deploying long-tenor naira financing, we are addressing critical infrastructure gaps, reducing foreign exchange risk, and ensuring that quality diagnostic and cancer care services reach underserved communities.”
He added that MedServe’s expansion demonstrates NSIA’s belief that commercially viable healthcare investments can deliver strong development outcomes while supporting national health priorities.
On his part, IFC Vice President for Africa, Ethiopis Tafara, said Nigeria’s growing burden of non-communicable diseases underscores the need for innovative financing approaches.
“Nigeria’s focus on tackling the rising prevalence of non-communicable diseases presents a significant opportunity to deploy innovative financing mechanisms that mobilise private capital at scale, while ensuring equitable access to quality care,” Tafara said. “This aligns with IFC’s broader vision for Africa—building resilient health systems that support inclusive growth and long-term development.”
The investment aligns with Nigeria’s Universal Health Coverage Compact and the World Bank Group’s Country Partnership Framework. It also supports the Health Sector Renewal Investment Initiative and the Presidential Initiative for Unlocking the Healthcare Value Chain, both aimed at attracting private healthcare investment and strengthening domestic capacity.
Beyond financing, IFC will provide advisory support to MedServe, including global best practices in patient safety, improved measurement of access among low-income populations, and EDGE certification for green building standards.
Construction under the project is expected to continue through 2026, with the first facilities scheduled to open in the second half of the year. The investment is fully aligned with the Paris Agreement, with a significant portion classified as climate finance.

Picture L-R ( front row): Aminu Umar – Sadiq, MD & CEO NSIA; Dr Tolulope Adewole, MD / CEO, MedServe; Ethiopis Tafara, Regional VP, Africa (IFC)

L-R (standing behind ): Mr Wale Edun, Honorable Minister of Finance & Co-ordinating Minister of the Economy, Prof. Muhammad Ali Pate; Minister of Health & Social Welfare and Senator Abubakar Atiku Bagudu, Minister of Budget & Economic Planning at the recently concluded NSIA, MedServe & IFC signing ceremony in Abuja Nigeria.

 

ABIA, TOO, HAS LEFT US BEHIND

By Chinedu Agu


I arrived in Umuahia in the afternoon of 23 January 2026 for the Quarterly Meeting of the Eastern Bar Forum (EBF), held from 23–25 January 2026. I was privileged to serve as the Compère for the Cocktail on Thursday, the Opening Ceremony on Friday morning, and the Dinner on Friday evening. The duties were demanding, the atmosphere, electric, and the gathering memorable. Yet, beyond the microphone and formalities, the true high point of that weekend for me was the EBF Governor’s Tour of Abia projects.

Upon arrival, the Honourable the Attorney-General and Commissioner for Justice of Abia State, Ikechukwu Uwanna, SAN, received the EBF Governor, D O. Nosike, and members of the Forum in his chambers [including me]. From there, he personally led us on a tour of ongoing projects undertaken by the Abia State Government.

What I saw did not merely impress me. It unsettled me not because I am allergic to progress but because of where I came from.

Our first stop was the Ultra-Modern Umuahia Central Bus Terminal, located right in the city centre. I know when something is local improvisation and when it is global thinking executed locally. In this case, it was the latter.

This terminal looks and will function like an airport. Inside, it is a hotel deliberately built for travellers who arrive late or need to catch early departures. There are eateries, ticketing halls, arrival lobbies, automatic stairways, and a large surveillance control room fitted with over twelve monitoring screens covering the entire terminal and its environment.

Without exaggeration, the only places I have seen anything comparable are Victoria Coach Station in London and Nottingham Broadmarsh Bus Station. This is the first of its kind I have seen anywhere in Nigeria.

From there, we on-boarded the Electric Vehicle Green Shuttle buses designated for the terminal. One of them conducted us for the rest of the tour.

The bus was fully electric, noiseless, brand new, and manned by a highly professional pilot, co-pilot, and crew. Inside were air-conditioning, TV screens, spacious seating, waste disposal systems, and an overwhelming sense of calm. Like the Abia Governor, you do not hear the engine. You just feel its progress.

As we moved through Umuahia, one thing was consistent: smooth roads. No excuses. No detours. No apologies.

The bus took us to the Isiala Ngwa High Court at Umuene, an ultra-modern High Court complex commissioned on 29 October 2025. Solar-powered. Digitized. Secure.

The exhibit room is built like a bank vault, a deliberate lesson learned from the destruction of public facilities witnessed during the #EndSARS protests. Courtrooms are fortified, functional, and future-facing.

According to the Attorney-General, one such High Court is being constructed in every Local Government Area, to be completed by the first quarter of the year. Immediately after, 17 High Courts each will be built in Aba and Umuahia, commencing in the second quarter.

Justice here is not a slogan. It is concrete, steel, solar panels, and software. Aba is rising again!

We proceeded to Aba, where contractors were already fully mobilised on similar court projects.

But Aba today is more than construction sites: cleanliness has returned, orderliness has returned, nightlife has returned, road connectivity has returned!

As these things are happening in Umuahia, even more is unfolding in Aba. Abia is not developing one city to impress visitors; it is rebuilding an entire state.

The EBF events were held at the Michael Okpara Auditorium, a structure abandoned by previous administrations. Today, it stands elegant, functional, and worthy of regional gatherings of this magnitude.

During the vote of thanks, the Attorney-General was commended by the EBF Governor for exceptional hosting and hospitality. He remarked with justified pride that we have not had an EBF like this in recent times.
I added, half-joking but fully honest: “That is because we have not had an Abia this good in a long while.” The hall exploded in pearls of laughter and applause. But the truth stayed seated.

For context, let me now tell a story.

There was a boy who consistently came last in his class. One day, his mother could no longer contain her frustration. She rebuked him and asked why he kept failing, why he kept allowing his classmate, Peter, to beat him every term.

The boy replied defensively:
“Mummy, Peter is far older than me. His father is a professor. His mother is a school principal. His uncles are professors. His siblings are teachers, lawyers, and doctors. How do you expect me to compete?”

The excuse sounded intelligent. It even sounded convincing. But his parents were not persuaded. Instead, they stepped him down by one class, hoping he would stabilize.

In the new class, another boy emerged, Alex. Alex beat him again. Worse still, Alex was much younger. His father was a mechanic. His mother was a food vendor. His siblings were okada riders. His uncles were timber cutters and carriers at the Timbre market.

This time, the boy had no excuse. None!

That shame; the kind that strips you of explanations, is exactly where Imo State stands today.

Recently, whenever Imo was compared with Enugu, the official response followed a familiar script: “Enugu has been around longer.” “Enugu was the capital of the old Eastern Region.” “Enugu has historical advantages.”

In this story, Enugu was Peter; older, advantaged, intellectually endowed by history. And a few gullible people accepted that explanation.

But now comes Abia – a historical newbie: born on 27 August 1991; 15 years, 6 months, and 24 days younger than Imo; endured decades of some of the worst leadership experiments since the return to civil rule; receives far less allocation than Imo; has no old regional capital pedigree. Yet today, Abia has overtaken Imo — clearly, quietly, and conclusively.

I think the excuses have evaporated.

Governor Alex Otti did not meet a functioning system. He met rot: unpaid salaries, abandoned infrastructure, broken institutions, demoralized civil servants, and shattered public trust.

He did not spend his time blaming predecessors. He did not govern by press releases. He folded his sleeves and went to work.

Today, Abia has rebuilt critical road networks across Umuahia and Aba; restored Aba as a commercial, clean, and livable city; paid civil servants promptly; cleared pension arrears and restored dignity to retirees; digitized and functionalised the Ministry of Lands without shutting it down for three years; launched massive judicial infrastructure across all LGAs; digitized court processes and records; reimagined public transportation with electric buses and a world-class terminal; revived abandoned public assets; built synergy across justice sector institutions instead of rivalry.

These are not promises.
They are verifiable facts.

Comparatively, Imo did not inherit deeper decay than Abia. It did not face more severe institutional collapse, nor did it suffer greater economic dislocation. Yet the state remains trapped in explanations, blame-shifting, and avoidance.

Where Abia builds courts, Imo debates appointments. Where Abia digitizes justice, Imo weaponizes and politicizes it. Where Abia aligns institutions, Imo allows them to sabotage and arm-twist one another. Where Abia works, Imo explains.

In my story, Enugu was Peter. Abia is Alex. And Imo has lost to both – to both older and younger, punching below its weight!

Governance is not ancestry; it is discipline, competence, and will. States that work do not arrest critics, they outgrow criticism through verifiable and formidable performance. Abia is doing exactly that.

Measuring a state’s success solely by comparing the present administration with its predecessors is the hallmark of leadership myopia. Had Alex Otti done that, he might have focused narrowly on road construction, then told critics: “See, I have outperformed my predecessors; Abians should be satisfied. Call me the Infrastructure Ambassador.”

He did no such thing. Instead, he gauges governance by comparing it with states and countries that work, setting benchmarks that challenge mediocrity, not excuses.

What use is an argument between two dwarfs disputing who is taller? True perspective comes from looking beyond our borders. Otherwise, one risks mistaking oneself for a giant fish in a small pond, or a local champion in a continental contest.

Abia is playing in the Champions League, competing with European heavyweights and winning matches; Imo is stuck in a relegation battle in the Championship.

As I disembarked from the EV Green Shuttle Bus, one thought stayed with me: History will not read statements. It will read the results.

And right now, Abia has left us behind, sadly.

_Chinedu Agu is a Solicitor and Notary Public | Former Secretary of NBA Owerri | Human Rights and Good Governance Advocate | Former Political Detainee_
+234 8032568512

How Prof. Mkpa’s testimony validates Governor Otti’s transformational governance in Abia

By Ebere Uzoukwa, PhD

Abia State has firmly entered a new era in which governance is measured not by promises, but by visible outcomes, institutional reforms, and the restoration of public trust. Under the visionary leadership of His Excellency, Dr. Alex Chioma Otti, OFR, governance has become purposeful, people-centred, and results-driven. Across the State, the people are offering compelling testimonies that affirm a clear and irreversible departure from the failures of the past.
From the expansive renewal and widening of roads in Umuahia metropolis to the liberalisation of public services once treated as exclusive privileges, the Otti administration has redefined governance and raised the standards of public service delivery. Long-standing bureaucratic bottlenecks have been dismantled, efficiency has replaced delay, and confidence in government institutions has been steadily restored.
One of the most authoritative validations of this transformation has come from Prof. Mkpa Agu Mkpa, a respected elder statesman and academic who has actively participated in, and closely observed, three previous civilian administrations in Abia State. His testimony is particularly significant because it is anchored in decades of experience and direct engagement with successive governments.
Prof. Mkpa Agu Mkpa served as Vice-Chancellor of Abia State University, Uturu (ABSU). After his tenure as Vice-Chancellor, Prof. Mkpa continued to serve in public roles within Abia State, being appointed Chairman of the Abia State Independent Electoral Commission (ABSIEC).
He would later serve as Secretary to the State Government (SSG) and Commissioner for Education, reflecting his long engagement in public service during the past administrations.
According to Prof. Mkpa, the speed and depth of reforms under Governor Otti have achieved in less than three years what remained unattainable for over two decades. His personal experience, especially the seamless issuance of a Certificate of Occupancy after eight years of frustration under previous administrations, vividly captures the broader institutional efficiency, responsiveness, and human-centred governance now defining Abia State.
Beyond infrastructure and service delivery, the present administration reflects the collective resolve of Abians who are determined not to return to an era of stagnation, excuses, and systemic dysfunction. Abia has left “Egypt,” and there is a firm and shared commitment not to look back. This resolve is increasingly expressed through a growing consensus and overwhelming support for Governor Otti’s re-election, widely seen as essential for consolidating gains, sustaining reforms, and completing the transformation agenda.
Speaking truth as truth must be told, Prof. Mkpa Agu Mkpa captured this historic shift in clear and unmistakable terms:
“Your Excellency, I am privileged, and I give God the glory that I have traversed all the administrations in the civilian dispensation in Abia State through Dr. Orji Uzor Kalu, through Chief T. A. Orji, and through Dr. Okezie Ikpeazu.
But I dare to say, and without any fear of contradiction or equivocation, that in two years, you have done what could not be done in twenty-four years.
Nobody ever imagined that the roads in Umuahia metropolis could be widened and asphalted the way they are today.
Certain things we thought were privileges, you have liberalised.
For eight years, I sought a Certificate of Occupancy before you came. Surprisingly, when you came, I received a phone call from that office, and they said, ‘You applied for a Certificate of Occupancy years back. Come and receive your Certificate of Occupancy.’
For me, it looked like a dream. I said, ‘Could this be Abia? Could this happen in Abia State?’ This is a transformed Abia.
I wished I had the opportunity to serve in this administration, because all my efforts in the previous administrations appeared to be drowned. And all of us were classified as unproductive.
It is a pride, and for those of you who are in this administration, thank your God, because you are part of the glory that He is making of us.”
This testimony, coming from a voice of experience, integrity, and deep institutional memory, speaks louder than any campaign slogan. It affirms that under Governor Alex Chioma Otti, Abia State has not only changed, but has irreversibly embarked on a path of sustainable development, accountable governance, and shared prosperity.

Dr. Ebere Uzoukwa
Senior Special Assistant to the Governor of Abia State on Public Affairs

NAGAFF recommissions 100% Compliance Team, Aniebonam commissions new office in Apapa

By Foster Obi

Picture: Dr Tanko welcomes guests while Dr. Aniebonam (Centre) and NAGAFF National Secretary listen

 

The National Association of Government Approved Freight Forwarders (NAGAFF) has formally recommissioned its 100% Compliance Team with the inauguration of a new office in Apapa, Lagos, signaling a renewed push to enforce compliance and sanitise activities at the nation’s ports.
The office, located at the Eleganza Building, Apapa, was commissioned on Friday by the Founder of NAGAFF, Dr. Boniface Aniebonam, who described the relaunch as a critical step in restoring order and professionalism within the maritime sector.
Speaking at the event, Aniebonam commended the National Coordinator of the Compliance Team, Alhaji (Dr.) Ibrahim Tanko, for his dedication and personal sacrifice in ensuring the successful take-off of the new office. He described Tanko as one of the prides of the association, noting his zeal and commitment to executing assigned responsibilities.
Aniebonam charged members of the Compliance Team to remain courageous but law-abiding in the discharge of their duties, assuring them of the full backing of the NAGAFF leadership. He, however, stressed that enforcement must always be anchored on integrity, warning that “anyone who goes to equity must do so with clean hands.”
Reflecting on the association’s history, Aniebonam said since its founding in 1989, NAGAFF has remained steadfast in its mission to sanitise the maritime industry, adding that the association played a pivotal role in the establishment of the Council for the Regulation of Freight Forwarding in Nigeria (CRFFN).
He noted that despite past challenges and opposition, the CRFFN has endured, pointing out that a former National Secretary of NAGAFF was eventually found qualified by the government to lead the Council.
The NAGAFF founder further observed that the absence of the Compliance Team from active port operations had been felt, expressing confidence that its return would compel stakeholders to adhere strictly to rules and regulations.
Earlier in his remarks, Tanko said the 100% Compliance Team had returned “in full force,” armed with new ideas, strategies, and institutional collaborations. He disclosed that the team is now working closely with anti-graft agencies such as the Economic and Financial Crimes Commission (EFCC) and the Independent Corrupt Practices and Other Related Offences Commission (ICPC).
“Previously, we could only hand over defaulters to the police due to limitations in our operational powers. With these new collaborations, our enforcement capacity has been strengthened,” Tanko said.
He added that the team had undergone internal reorganisation, including a complete rejig of its workforce, alongside plans for continuous training and retraining to ensure optimal performance.
Tanko also announced plans to commission another Compliance Team office in Port Harcourt soon, noting that the temporary lull in operations was due to restructuring efforts.
In his remarks, the National President of NAGAFF, High Chief Tochukwu E. Ezisi, applauded the Compliance Team leadership and pledged the association’s full support. He urged members of the team to remain disciplined, dutiful and to strictly observe the chain of command in carrying out their assignments.
The event, attended by NAGAFF executives and stakeholders, was marked by fanfare, as the association reaffirmed plans to establish Compliance Team offices across all ports and border stations nationwide.

Picture: Dr Aniebonam admonishing the team while Nagaff members and guests listen with rapt attention

Abia today: Same money, different results

By Okey Anueyiagu

 

Abia today: When performance is measured against real resources received, Governor Alex Otti has demonstrably delivered more durable, institutional, and state-wide value per dollar than Orji Uzor Kalu did in comparable early periods. This is not a partisan claim. It is a fiscal and administrative reality. History does not reward loud claims of personal sacrifice. It rewards functioning roads, disciplined finances, working institutions, and governments that leave states stronger than they met them. On that score, Abia’s long stagnation is finally giving way to progress — not because the money changed, but because the governance did.

For years, debates about governance in Abia State have been trapped in emotion, nostalgia, and partisan loyalty. Supporters of past administrations often argue that earlier governors “did more with less,” while defenders of the present insist that current progress is only possible because more money is available.

Both arguments miss the point.

The real question is not how much money was received in nominal Naira terms, but how much value Abia actually received in real terms — and what was done with it.

When federal allocations to Abia State are converted into U.S. dollars to neutralise inflation and currency distortion, an inconvenient truth emerges: Abia did not suddenly become rich under Governor Alex Otti. In real value terms, the state received roughly comparable federal allocations during the early years of Orji Uzor Kalu’s administration and the early years of the current government.

Yet the outcomes could not be more different.

The numbers don’t lie

Using conservative estimates, Abia State under Orji Uzor Kalu (1999–2001) received approximately $100–110 million annually in federal allocations. Under Alex Otti (2023–2025), Abia’s annual federal allocation averages about $120–130 million.

The difference is marginal—not transformational.

Over a comparable 24-month period, both administrations controlled between $200 million and $260 million in real value. If governance outcomes differ dramatically, then the explanation cannot honestly be “money.”

It must be governance quality.

What was delivered?

In the early years of the Kalu administration, Abia saw limited and fragmented infrastructure development. Road projects were narrow in scope, public finance systems were weak, and governance remained highly personalised. Institutions were not strengthened, procurement lacked transparency, and the civil service remained bloated, underpaid, and inefficient.

Most critically, projects were not designed to outlive the administration. Governance was driven by discretion rather than systems, leaving Abia structurally fragile long after oil revenues improved.

By contrast, the first two years of the Otti administration show a fundamentally different philosophy. Roads are being rebuilt across the state, not merely patched. Long-standing salary and pension arrears have been cleared. Public schools and health facilities are being rehabilitated. Aba’s commercial road network — long neglected despite its economic importance — is finally receiving coordinated attention.

Beyond physical projects, financial discipline has returned to Abia’s public administration. Leakages have been blocked, contracts reviewed, assets recovered, and procurement subjected to tighter controls. The emphasis has shifted from spending money to maximising value.

The difference is not luck

It is tempting to explain this contrast by pointing to time or circumstance. But such explanations collapse under scrutiny. The purchasing power of the Naira during Kalu’s era was far stronger. In real terms, every dollar received then could buy significantly more than it can today.

What changed is not fortune — it is intent and competence.

Kalu governed in an era when states treated public funds as extensions of personal authority. Otti governs in a framework where public money is treated as a trust that must show measurable results.

The real verdict

When performance is measured against real resources received, Governor Alex Otti has demonstrably delivered more durable, institutional, and state-wide value per dollar than Orji Uzor Kalu did in comparable early periods.

This is not a partisan claim. It is a fiscal and administrative reality.

History does not reward loud claims of personal sacrifice. It rewards functioning roads, disciplined finances, working institutions, and governments that leave states stronger than they met them.

On that score, Abia’s long stagnation is finally giving way to progress — not because the money changed, but because the governance did.

Okey Anueyiagu, a Professor of Political Economy, is the author of: Biafra, The Horrors of War, The Story of A Child Soldier.

NAGAFF relaunches Compliance Team to strengthen industry regulation

Picture: Mr Bartholomew Okeke

The National Association of Government Approved Freight Forwarders (NAGAFF) has announced the recommissioning and relaunch of its Compliance Team, describing the move as a renewed and more robust push to enforce strict adherence to laws and regulations guiding Nigeria’s freight forwarding industry.
Speaking with journalists on Tuesday, January 27, 2026, in Apapa, the Chief of Staff of the NAGAFF Compliance Team, Mr. Bartholomew Okeke, announced that the recommissioning ceremony will take place on Friday, January 30, 2026, at the team’s new office, located within the same plaza where it previously operated.
Okeke explained that the Compliance Team, inaugurated in February 2021, serves as NAGAFF’s enforcement and intervention arm, mandated to execute legitimate directives of the association’s National President and ensure compliance by freight forwarders and relevant government agencies.
“Where there is infringement, whether by practitioners or government agencies, we intervene. We are not confrontational by default; we are interventionist,” he said.
He noted that the recommissioning followed the takeover of the team’s former office space by the plaza management for other purposes, necessitating relocation to another block within the complex. However, he stressed that the exercise goes beyond reopening an office.
“We are not just recommissioning an office; we are relaunching ourselves more forcefully. We want stakeholders to understand that we are back, forward-looking, and fully committed to ensuring strict compliance with extant laws governing the freight forwarding industry,” Okeke stated.
On challenges previously encountered by the team, Okeke cited non-compliance by some operators and government agency personnel, often driven by personal interests.
“There are individuals within government agencies who pursue personal gains. When we confront such issues with facts and institutional backing, compliance follows. We are well connected to relevant authorities and escalate issues appropriately,” he said.
Looking ahead, Okeke said the Compliance Team will adopt a more engagement-driven strategy focused on dialogue and collaboration rather than confrontation.
“The next phase is deeper engagement with agencies and stakeholders. It’s not all about fighting; it’s about facilitating trade. We are adopting a think-tank approach to address challenges pragmatically,” he explained.
Assessing the current level of compliance in the industry, Okeke attributed recent improvements to automation and reduced human interference, placing compliance at about 60 percent.
“It’s not satisfactory yet, but we are making progress. Our target is at least 90 percent compliance. No system is foolproof, but our role is to educate, re-educate, and ensure reasonable compliance,” he added.
He reaffirmed NAGAFF’s position as the umbrella body for freight forwarders in Nigeria, noting that it boasts the largest membership in the sector.
“When NAGAFF speaks, the industry listens. We represent the industry optimally,” he said, adding that continuous training remains central to the association’s law-abiding philosophy.
Recalling past interventions, Okeke cited NAGAFF’s resistance to arbitrary increases in terminal and shipping line charges, including protests and engagements with the Nigerian Shippers’ Council that resulted in stakeholder meetings and moderated outcomes.
“We do not shy away from defending our members and the economy. Whenever there are arbitrary charges, we are always at the forefront,” he stressed.
On membership strength, he disclosed that NAGAFF has over 1,000 members across various chapters nationwide, with the Compliance Team present in all major ports.
As part of its post-recommissioning activities, Okeke announced that the team will undertake advocacy visits to the Eastern Ports and Port Harcourt to reinforce compliance and foster stronger alliances.
He acknowledged that disciplinary measures, including sanctions, remain necessary in enforcing compliance.
“There must always be room for discipline. We are the mirror of NAGAFF, and we must protect its image,” he said.
According to him, the recommissioning ceremony is expected to attract top dignitaries, including the National President of NAGAFF, the Founder, Dr. Boniface Aniebonam, the Board of Trustees Chairman, representatives of the Nigeria Customs Service, and other key stakeholders.
“We expect encouragement, guidance, and even correction where necessary. The goal is to rekindle the flame lit years ago and ensure it is never extinguished,” Okeke concluded.

Gov. Otti Appoints Deutsch Detchoua as New Enyimba Head Coach

 

By Foster Obi

Governor Alex Otti of Abia State has approved the appointment of Coach Deutsch Detchoua Gustave Emmanuel as the new Head Coach of Enyimba International Football Club, Aba, in a move aimed at restoring the club’s dominance in Nigerian and African football.
A press statement signed by Prince Okey Kanu, the Commissioner for Information said the appointment, which takes immediate effect, is part of the Otti administration’s broader effort to reposition Enyimba, Nigeria’s most decorated football club, for renewed competitiveness, professionalism, and long-term sustainability.
Enyimba, a two-time CAF Champions League winner and multiple domestic league champion, has long been one of Abia State’s most visible sporting brands on the continental stage. However, recent seasons have seen the Aba-based side fall short of its historic standards.
According to the state government, Governor Otti is determined to return the club to its “pride of place” as a powerhouse in African football while strengthening its technical structure and corporate governance framework.
Coach Deutsch Detchoua Gustave Emmanuel is a highly experienced football tactician, holding CAF A, B, and C coaching licences. He has served as Technical Adviser and Head Coach to several clubs in Nigeria and Cameroon, earning a reputation for discipline, tactical depth, and results-driven leadership.
His credentials include the prestigious Nigeria National League (NNL) Best Coach Award in 2025, among other professional recognitions.
The government said his appointment is a strategic decision aimed at reinvigorating Enyimba’s technical direction, improving on-field performance, and laying a solid foundation for sustained success.
Governor Otti expressed confidence that the new coach’s experience, competence, and professionalism would play a key role in rebuilding the club and restoring its status as a dominant force in both domestic and continental competitions.

Picture in-set: Coach Deutsch Detchoua Gustave Emmanuel

Budget Repeal, Re-Enactment, and Extension: Nigeria’s Persistent Struggle to Enforce the Annual Appropriations Act

By
Dada Hammed Togunde

 

 

Introduction

Nigeria is at a pivotal moment. In normal circumstances, a public rebuttal of a Budget Office press statement on the repeal, re-enactment, or extension of Appropriation Acts would be unnecessary. Budget delays, implementation challenges, and administrative explanations are familiar features of Nigeria’s fiscal landscape. But these are not normal circumstances. Nigeria has just demonstrated—through difficult but decisive tax reforms—that political leadership can accept rules, endure short-term discomfort, and pursue long-term stability. The success of the comprehensive tax reforms changes the threshold for silence, and public-spirited citizens have to speak in defence of comprehensive budget reforms. It is not acceptable to reform revenue while public officials responsible for ensuring that all actions of the state conform strictly to legal and constitutional limits promote convenience and improvisation on the expenditure side.
When annual budgets are repeatedly repealed, re-enacted, or informally extended beyond their lawful lifespan, the consequence is not flexibility—it is constitutional erosion, fiscal indiscipline, and institutional decay. A budget system that survives only through repeal, re-enactment, and extension is not flexible; it is constitutionally broken. And the longer this is defended as pragmatism, the more damage is done to fiscal discipline, accountability, and development. These practices have been exhaustively diagnosed by Nigeria’s own 2019 Public Expenditure and Financial Accountability (PEFA) Report, yet continue under the guise of pragmatism
Tax reform without corresponding budget reform merely strengthens revenue mobilisation while leaving expenditure control trapped in a structurally defective framework. No volume of tax revenue can compensate for a budgeting system that treats time, law, and legislative consent as elastic. This intervention, therefore, seeks not confrontation but clarity: clarity of law, clarity of institutional roles, and clarity about why Nigeria’s budgeting system continues to produce corruption, incomplete projects, and underdevelopment despite good intentions.
Nigeria 2019 PEFA Assessment Report
The Nigerian budget conundrum is not a theoretical debate. Nigeria’s own 2019 Public Expenditure and Financial Accountability (PEFA) assessment documents the consequences of these practices with remarkable clarity. Nigeria’s 2019 PEFA assessment is the current available report; it did not mince words about the consequences of weak adherence to budget rules.
The 2019 PEFA Report concludes that Nigeria’s budgeting system is structurally weakened by late budget preparation and approval, absence of a binding budget calendar, inadequate legislative scrutiny, and persistent misalignment between the budget year and the legally prescribed financial year. It records recurring deviations between approved and actual expenditure and administrative practices that routinely override formal budget rules. These defects have undermined aggregate fiscal discipline, distorted budget execution, and entrenched incomplete projects, arrears, and corruption. PEFA’s central finding is that Nigeria’s budget failure arises not from the absence of law, but from systematic non-compliance with it and from treating the annual budget as an adjustable administrative instrument rather than a binding legal act.
The PEFA report links weak budgeting directly to outcomes Nigeria knows too well:
incomplete and abandoned projects,
expenditure arrears,
erosion of fiscal discipline,
weakened accountability, and
persistent corruption.
Budgets and Appropriation Acts Are Annual, Not Perpetual
In its press statement, the Budget Office has rightly asserted that Nigeria’s budget discourse must be firmly grounded in the Constitution, relevant fiscal legislation, and established legislative practice; it therefore becomes imperative to carefully examine the constitutional framework governing appropriation, to properly situate the current debate, and assess the validity of the positions being advanced.
Section 81(1) of the 1999 Constitution (as amended) provides unequivocally:
“The President shall cause to be prepared and laid before each House of the National Assembly at any time in each financial year estimates of the revenues and expenditure of the Federation for the next following financial year.” This provision reflects the doctrine of annuality. Each budget is forward-looking, time-bound, and linked to a specific financial year. Section 318(1) of the Constitution then removes any ambiguity as to what the Financial Year means.
Section 318(1) states that “Financial year’ means any period of twelve months beginning on the first day of January in any year or such other date as the National Assembly may prescribe.” The National Assembly has exercised this power of prescription by enacting the Financial Year Act. Section 1 of the Financial Year Act provides: “The financial year of the Federation shall be from the 1st day of January to the 31st day of December in each year.”
Taken together, these provisions establish a closed legal loop: once 31 December passes, the financial year ends, and with it the life of the Appropriation Act for that year. An Appropriation Act does not generate its own lifespan. It borrows its authority entirely from the financial year prescribed by law.
Repeal, Re-enactment, and Extension Practices
In its Press statement, the Budget Office asserted that the Constitution does not prohibit the National Assembly from repealing and re-enacting an Appropriation Act where fiscal circumstances, implementation realities, or reconciliation of fiscal instruments make such legislative action necessary in the public interest. This suggests—explicitly or implicitly—that repeal and re-enactment of an Appropriation Act, or legislative “extension” of its operation, is permissible because the Constitution does not expressly prohibit it. This argument misunderstands constitutional design. Constitutions do not operate by exhaustive prohibition. Constitutions do not necessarily list every forbidden act. They establish structures, timelines, and limits. When the Constitution and statute jointly fix the financial year, any expenditure authority outside that year is unlawful unless the law defining the financial year itself is amended.
Three points are unavoidable:
A legislative resolution is not law and cannot amend a statute.
An amendment to an Appropriation Act cannot override the Financial Year Act.
An expired financial year cannot be revived by administrative convenience.
An Appropriation Act cannot be extended by: legislative resolution (which is not law),
administrative circulars, or amendments that do not first amend the Financial Year Act itself.
Section 81(1) of the Constitution ties the Appropriation Act to a Financial Year. To extend expenditure authority beyond 31 December without amending the law that defines the financial year is to detach spending from its constitutional anchor. Repeal and re-enactment represent an overreach and introduce an entirely new and troubling dimension to the budget process: to which financial year do the repealed and re-enacted 2024 and 2025 Appropriation Acts properly relate, especially given that the President has already presented an Appropriation Bill for the 2026 financial year? Is it a continuation of the multiple-expenditure struggle with a single inflow? The Appropriation Act was passed with a sunset clause confined within clearly defined Financial Year Act boundaries and cannot be exercised beyond January to December.
Permissible Budget and Appropriation Flexibility
The structure of sections 81(4) and 82 of the 1999 Constitution makes clear that the framers did not intend a rigid or inflexible budgetary regime. On the contrary, they deliberately built in measured flexibility to accommodate practical (implementation) realities mentioned by the Budget Office in its press statement, while preserving legislative control and the annual character of the budget.
Section 81(4) recognises that no budget can perfectly anticipate all contingencies. It therefore provides a lawful and responsive mechanism for adjustment when appropriated sums prove insufficient or new expenditure arises. That flexibility is expressed through the device of a supplementary estimate and a Supplementary Appropriation Bill, ensuring that necessary changes can be made within the financial year without undermining the validity of the original Appropriation Act.
Section 82 further demonstrates the framers’ pragmatic approach. Anticipating the possibility of delays in the passage of the Appropriation Bill, the Constitution permits limited, time-bound expenditure to sustain government operations at the start of a financial year. This authority is expressly temporary, tightly capped, and linked to the previous year’s appropriations, reflecting an intention to avoid administrative paralysis rather than to impose an unrealistic rigidity.
Taken together, these provisions show that the Constitution balances flexibility with discipline. The framers rejected both extremes: neither an inflexible system that would cripple government in the face of unforeseen circumstances, nor an open-ended discretion that would allow the annual appropriation to run indefinitely. Instead, they designed a controlled flexibility—sufficient to ensure continuity and responsiveness, but constrained to protect the integrity of legislative budgeting and the constitutional principle of annual appropriation.
The Budget Office’s Priority
There is also an uncomfortable institutional truth that must be acknowledged: the Budget Office of the Federation has no enabling Act of the National Assembly. It exists as an administrative arrangement, not a statutory body. This does not diminish the competence of its leadership or staff, but it does weaken its authority to interpret the Constitution definitively. When constitutional interpretation is at stake, the Office should proceed with humility, not certainty. If the Office seeks enduring legitimacy, it should champion the enactment of a Budget Office Act that clearly defines its mandate, powers, and limits. The Government may also opt for the full implementation of the Fiscal Responsibility Act, which empowers the Fiscal Responsibility Commission to oversee all facets of budgeting – preparation, execution, and monitoring. Institutional strength in public finance comes from law, not proximity to power.
Budgeting lies at the core of Public Financial Management and is indispensable to effective public service delivery. Government cannot discharge its constitutional purpose, as articulated in section 14(2)(b) of the 1999 Constitution as amended—the security and welfare of the people—without the faithful execution of the plans and budgets it has itself adopted. Rather than defending administrative convenience, the Budget Office would better serve the nation by undertaking a rigorous review of the Constitution and relevant fiscal statutes, in consultation with the Office of the Attorney General of the Federation, to design a budgeting framework that ensures the timely and annual implementation of appropriations.
The current government has demonstrated commitment to the rule of law and sustainable, meaningful reform; the budget office should take advantage of this commitment. The press statement advocating the repeal, re-enactment, and extension of the Appropriation Act amounts to an apologia for institutional lethargy and systemic failure, and normalises non-performance. Such a posture undermines fiscal discipline and public accountability, and does not advance the public interest. It only panders to political correctness.
Bottom of Form
Conclusion
Nigeria has demonstrated courage in tax reform. That courage must now extend to budget reform. Annual budgeting and Appropriation is not a ritual—it is the constitutional mechanism through which the people, via the National Assembly, renew consent for executive spending. If budgets can be endlessly extended, that consent is no longer annual. It becomes open-ended, and democracy itself is weakened.
The choice before the government is stark: continue managing fiscal disorder through administrative improvisation, or restore discipline by obeying the law already in force.
Dada Hammed Togunde is a seasoned finance and governance professional with an MBA and professional certifications (FCA, ACTI). He has extensive experience in public sector finance, budgeting, audit, and donor-funded programmes. His work focuses on strengthening public financial management, compliance, and institutionalreform through policy and advisory engagements.