Connect with us

Opinion

A Visit To Awka

Published

on

In Praise Of Loquaciousness

By
Hope O’Rukevbe Eghagha

Last week, I visited Awka as one of the speakers in the Emeka Anyaoku Lecture on Good Governance which celebrated a decade of commitment to the legacy of the Commonwealth icon in Awka, Anambra State capital. I had attended two previous outings as a representative of my boss at the time Governor Emmanuel Uduaghan, one in Lagos where former Head of State General Yakubu Gowon chaired the ceremony and the other in Awka hosted by Governor Peter Obi. I remember that when I shook hands with General Gowon, I told him how awed I was to sit on the high table with a man I was lined up the streets to receive in Sapele as a primary school pupil in 1969! Talking about rubbing shoulders with the high and mighty in society. That is subject for another day!

Other speakers were presidential candidate Professor Kingsley Moghalu and common sense Senator Ben Murray-Bruce, two distinguished Nigerians who need no introduction. The Obi of Onitsha HRM Nnaemeka Alfred Achebe (CFR, mni) looking regal and fatherly with a permanent smile, as always, suggesting peace and contentment with himself and his subjects, was also in attendance.

Former Governor Donald Duke, handsome, urbane, and charming as ever was Chairman of the event. To be sure, members of the Anambra State Executive Council graced the occasion in support of the special guest and the governor. Scheduled to start at 10am, the event finally took off at 1pm with no clear explanation on what caused the delay or change in time. But when it took off, it was an excellent outing both for Anambra state and the Special Guest, the 88year-old Chief Emeka Anyaoku (GCVO, CFR, CON) former Commonwealth Secretary-General from 1990 to 2000, and former Minister of Foreign Affairs under Alhaji Shehu Shagari from October to December of 1983.

In my opening comments, I dwelt on the very idea of the lecture itself as driven by the youthful and highly focused Johnson Ogbonna who has remained steady, committed and passionate about the contribution of Chief Emeka Anyaoku to world politics and governance for a decade. In a world where mediocrity and materialism seem to govern the day, Johnson Ogbonna must be commended for serving as a medium of engaging intellectual ideas on the pedestal of a man who is no longer in power. His power and his influence lie in his legacy as a successful world diplomat and his cerebral contributions to national discourse. Icons ought to be celebrated in their lifetime. Not after death. Not only when they hold political office or command a bank of wealth. That way, we reinforce the positive and high values of decent society for the youth who are seriously in search for mentors.

READ ALSO: When A Marriage Goes Sour!

We were all guests of both Anambra State Governor Willie Obiano and the respectable and dignified Chief Emeka Anyaoku for a day and a memory. Driving across the Niger Bridge from Asaba, one was shocked at the impunity with which soldiers and policemen extorted commuting drivers at both ends of the bridge. Of course, the traffic snarl on the bridge is almost perennial and familiar. I first drove across the bridge in December 1971 on our way to Aba shortly after the civil war when the Onitsha end of the bridge was a narrow, improvised construction made by the Engineering Corps on the Nigeria Army. The story was that the Biafran forces blew up that end of the bridge to slow down the advance of the Nigeria Army as it prepared for a full-scale war to defend the motherland against the federal ‘vandals’. Hahahahaha! Those days of hellish propaganda! We spent frightening long hours on the bridge then, fearful of the fierce-looking soldiers who were there to ensure peace after the war ended.

Some fifty years later, it was with a feeling of déjà vu therefore that I confronted soldiers again at both ends of the bridge, some fifty odd years after. Something ought to be done to stop the rapacious soldiers from stealing in the open. Later that night I encountered them again in a checkpoint where it was business as usual. It was a sore point in my Awka visit.

The meat in the visit was the intellectual ideas that flowed from the tongues and minds of the three speakers and the Guest of Honour. It was unanimous that the Nigerian people had not been well served in terms of governance. This has resulted in negative values and stilted development in the land. In my lecture titled ‘Labyrinths of existence and Laments of the Silent Drums: An Exegesis of the Leadership Conundrum in the Nigerian Experience’, I relied for a thesis, on the Achebean prognosis which he encapsulated thus in his pamphlet ‘The trouble with Nigeria’: ‘The trouble with Nigeria is simply and squarely a failure of leadership. There is nothing basically wrong with the Nigerian land or climate or water or air or anything else. The Nigerian problem is the unwillingness or inability of its leaders to rise to the responsibility, to the challenge of personal example which are the hallmarks of true leadership’. After the listed speakers, it was now time for Chief Anyaoku to address the audience in a vote of thanks manner which he articulately did, in his traditional rich baritone, careful articulation of words in a at-home British accent. But he took time to address national issues which he had refrained from doing for about a year. He said that Nigeria was degenerating into ‘international relevance’, because the nation was drifting away from the dream of the founding fathers. He also decried the level of insecurity and poverty, condemned kidnapping, and terrorists in the country.

READ ALSO: Is Nigeria A Failing State?

At the end of the lecture, it was time for Governor Obiano to entertain his guests in his county home Aguleri. Aguleri! I remember how we used to discuss the battles between Aguleri and Umuleri! Two communities with identical names, obviously of the same ancient stock but perpetually at war. But that war has ended. In Aguleri, we saw another side to the character and disposition of the governor. The expansive country home was built before he became governor, clearly showing that he was wealthy before assuming public office. While with his guests, he showed extreme humility, a down-to-earth approach and urbaneness. He personally served us drinks and small chops with relish, even picking up discarded bottles and drinking glasses from the side stools. Whoever does that? A serving governor in Nigeria? As if reading my thoughts, Don Adinuba Commissioner for Information assured me that Governor Obiano was being himself, always pragmatic with no false airs when dealing with persons from all strata of society. The icing was the three kids he had adopted into his family, bringing them up as father with the full support of the First Lady. This is a big chance for the kids to get on in life.

While sitting with Governor Obiano in the mini theatre, we saw videos and pictures of landmark projects in the state which he completed for the benefit of the people of Anambra State. It would have been great if I had the opportunity to visit some of the sites. The cargo airport which he has almost completed infrastructure-wise will be a big relief to businessmen in the state who had hitherto relied on other airports. It is indeed a challenge to the airport in Asaba. The competition will be real! But the menace of the rampaging soldiers and greedy policemen in the southeast must be addressed by political and cultural leaders of the zone. Silence is not golden in this case!

Leadership should be by example. No matter the height he has attained, a leader’s feet must always be on the ground. He must keep touch with reality. All too soon when people are in power aides and sycophants make them believe that they are superhuman. That they will rule forever. That the world would be incomplete without them. That they are the Messiah sent by Allah or God to save the cosmos. Sadly, some people in power fall into the deceptive trap and conduct themselves like deities until the day of reckoning. If Nigeria must change, leadership must be redefined and practised with a view to altering the fortunes of the ordinary folks of the world.

 

Read more authentic news on our social media platforms

Continue Reading
Click to comment

Opinion

NADECO’s Bliss That’s No More

Published

on

NADECO’s Bliss That’s No More

By

Tony Afejuku

I have been doing some investigation on NADECO – National Democratic Coalition. At this point I do not want to go intoto into what I wish or need to say about this uniquely patriotic body of patriotically patriotic Nigerians (some of whom are dead) who were the original founders and members. But I should like to state urgently that NADECO, the original NADECO, was a movement – yes a movement, of intrepid men, real nationalists, of diverse political, professional and intellectual activities. They were generally public figures who were committed to establishing an imperial state – if I may use the term – of bliss for all our compatriots, an imperial state where no one would be discriminated against and barred from occupying the highest office in the land on account of his/her religious and ethnic background and status. In other words, their commitment was to a scientific welfare state where no form of oppression or any kind of ridiculous schemes for manipulating the people and opinion to serve any selfish interest and class would be allowed and tolerated. The conceived imperial state would discountenance any kind of revenge which would not be allowed to ring anywhere and in all observations and complaints; no malevolence was expected to be seen in any praise or words of praise that should bring bliss to all.

READ ALSO: When God Visits A Beleaguered World

Were these basic values of NADECO not ones of Utopia? Was the ideology of NADECO not suspect in view of the fact that some property-owners would still like to exercise colonial control over their property and their communities where they commanded considerable influence? And who among the original NADECO members and founders were prepared in the real sense of the word to be linked to a different kind of nascent political power as conceived by them? Were they real? Were they genuine? These were some of the questions I posed recently in a discussion I had with a NADECO insider and originator and which I wanted him to answer as simply and as truthfully as possible. Meanwhile, his towered up thoughts shall be in abeyance.

What inspired our discussion (which was part of my NADECO investigation) was primarily the fresh released report of the Lekki procession of last year’s October which was the subject of this column last Friday. Our discussion dwelt on what would have been if NADECO’s divine strive against inequality and predominance of one group or class had come into being. The tarantulas that went to Lekki to bite the EndSars protesters would not have had any place in the land. And your country my country our country would have since become your country my country our country that we always have beautifully yearned to have. All kinds of tarantism would have since bitten themselves out of here. And all our young chaps would have since seen that NADECO is the clearest parable of a pleasurable political body to legitimate acutely the status also of refined political authority to serve the people.

READ ALSO: Covid-19, Managing in Crisis Times And Public Administration

Today we would not have been talking of restructuring as latter-day NADECOists are basically doing. As I understood (and I still understand it) the original NADECO’s capital was that of the political and professional intellectual: oratorical skill as a politician of beauty and rhetorical proficiency as a writer on the ideological sphere of combat to bring to bay that which must be significantly brought to bay to avoid past errors of our politics. NADECO’s politics as originally conceived and planned was the politics of the Superhero, the politics of the Superman. Each original NADECO personage was expected to possess some doses of Obafemi Awolowo’s extraordinarily significant organic intellectual capability and political acumen. To all intents and purposes therefore every original NADECO member knew and understood the meaning and “closeness to real political power” to be employed as Awolowo intellectually did as an important humanist who was very conscious of the main current of our clime. His distinguished reputation was expectedly expected to flow invariably in the consciousness of each one’s own private and public mind.

Clearly, today’s NADECO – if it still exists – possesses a mind which has since changed from the conscious past of progressive politics and governance to the conscious present of political and administrative restructuring that is remote from the awareness of the past that the current NADECOists’ consciousness is not at all prone to develop.

Who are or were the original NADECO members and founders? Comrade Jonathan Ihonde, an original member and founder – a foremost one – who was highly instrumental to the coming into being of the organized organization committed to wiping out of our land the poison spiders of our politics, is writing a book on the subject. The book is detailing what I don’t want to detail here. For now it is suffice to say that on account of the late MKO Abiola’s plea to him when he purposely came to visit him in Benin City, Comrade Ihonde, the creator of the then very popular NTA Benin “Hotel de Jordan,” a high drama of politico socio-cultural dimension, went to the late Chief Anthony Enahoro to plead for MKO Abiola after contacting various interest groups from every region of our country. This was after IBB killed Abiola’s presidential electoral victory in 1992. Of course his SDP – Social Democratic Party – top guns and fellows had bitten him badly. He meant and vowed to survive the poison of his party’s tarantulas.

READ ALSO: Lekki Procession One Year After

NADECO was thus born in Benin City. The Soviet-trained Comrade Jonathan Ihonde became the organization’s revolutionary Vice-Chairman after Chief Anthony Enahoro was equally elected/appointed its chairman. Other patriots who were visible members/originators of NADECO were Mr. Mike Ehimah (Secretary), the late Senator Olu Akpata, Mrs. Nadena Emovon, Mr. Alex Ayatola (Enahoro’s PA of Igbo stock) and others I cannot immediately recall. Of course, the late Alfred Rewane was aware of the formation and was part of it from inception even though he was abroad at auspicious times of its meetings. But he was NADECO’s indisputable tower of financial strength. Eventually, it was agreed that Abiola’s Western Nigeria should champion the divine battle against the injustice which the northern juntos led by IBB master minded.

Chief Anthony Enahoro and Mr. Alex Ayatola were mandated to visit the late Chief Michael Ajasin at Owo to persuade him to take over the leadership and to gaze into the far field in the endeavour to give Abiola joyful splendour and to usher bliss post-Awolowo to our fatherland. Chief Ajasin had the full mandate to reach out to fellow like minds from his region and elsewhere to give daylight happiness to everyone in the land. The rest from my end is history. But how many of us now cannot but be giddy with pain – how many of us? Are the tarantulas still not poisoning our bliss and happiness? “There must be punishment and justice” (not revenge) to cleanse your country my country our country when our Superman appears. The consciousness of the original NADECO must be re-awakened in us. The real progressive leftists have been silent for too long. We must wrench our true daylight from the darkness and dark hands and dark grips of the current poison spiders that are worse and more than worse than pythons. And let me share this gem with you: the Supreme Spiritual Masters of Merit (SSMM) are seriously turning well in their deathless states.

Afejuku can be reached via 08055213059

 

Read more authentic news on our social media platforms

Continue Reading

Opinion

Covid-19, Managing in Crisis Times And Public Administration

Published

on

Covid-19, Managing in Crisis Times And Public Administration

By

Tunji Olaopa

The year 2020 would be remembered in the annals of world history as the year that the coronavirus visited the world and transformed every dimension of human endeavors, from eating and greeting habits to administrative frameworks and the way we see the human world. With millions already dead and many more infected, especially through many variants deadlier than the original virus, the pandemic has already defined a new normal in human relations and activities. It does not take any serious reflection to see that public administration becomes the most significant human endeavor to be challenged not only in dealing with the pandemic, but also in responding to the ordering of the human world in a post-COVID-19 world. All across the world, public administration has often been called upon to deal with wars, pestilences, development efforts, and state projects of all kinds. In Nigeria, for example, public administration had to contend with the task of prosecuting the Nigerian civil war as well as outlining an administrative framework for a post-war social rehabilitation and reconstruction.

The implication of this assessment of public administration and its confrontation with existing realities of each period in history is that public managers must always operate efficiently within what has been called a VUCA — volatile, uncertain, complex and ambiguous — administrative environment. In such an environment, public managers and the public service are tasked beyond what the traditional administrative machinery is  able to take charge of. This is the situation with the COVID-19 pandemic. It has created a volatile situation determined by the unpredictable behavior of the virus. This makes the administration of human activities even more complex than it usually is. For instance, the lockdown procedures come with stringent economic realities that affect human freedom and well-being.

READ ALSO: Can Civil Service Profession Be Saved from Politics?

One of the greatest challenges of the public service, especially in a postcolonial administrative context like Nigeria, is the determination of what bureaucratic model could best enable a public service that is effective and efficient sufficiently to deal with the challenges of the VUCA environment while also smartly delivering democratic services. Max Weber, the German philosopher who did a lot to influence the emergence of the traditional administrative model, was also confronted with this kind of VUCA-situation in the early twentieth century. The crisis situation came as a result of the hostility between the German Emperor, Wilhelm II and his Chancellor, Otto von Bismarck, over the content of foreign and social policies. The emperor’s erratic foreign policy has been considered to be one of the root causes of World War I. Max Weber was a very keen philosophical observer of the defeat of Germany in the first world war, as well as the bureaucratic implications of the power tussle between Wilhelm II and Chancellor Bismarck. For instance, he noticed how administrative dominance of the state consolidated in the absence of a strong political leader. This led him to reflect deeply on how to juxtapose political leadership with a bureaucracy that assists  the state in terms of modernisation and development.

Weber’s understanding of the crisis led to a need to model politician-bureaucrat relationship in ways that determine the boundaries of power and authority around policymaking. For Weber, the way out was to generate a bureaucratic tradition that centralized legal-rational authority founded on hierarchical structure and a one-size-fits-all service-wide standardization of governance and operations. The command-and-control structure constructed the public servant as apolitical, loyal, neutral and anonymous. With the bureaucratic model, Weber achieved a crisis management dynamic in the aftermath of the first world war. The question, however, is whether that Weberian model is sufficient to handle the crisis occasioned by the COVID-19 and the myriad challenges of the new normal. This question resonates even more so in a postcolonial context like Nigeria considered one of the worst administrative settings in Africa. An even more fundamental question is how can public services  become efficient in a time of crisis like the pandemic and its future variants?

Putting the questions like this speaks to the need for organizations like the public service to recognize the necessity of change as the most constant factor that demands of organizations a reform template made up of continuous learning, change management and iterative incremental improvements. In organizational development theory, organizations usually fall prey to three development traps that define what has been called the “first cycle” of the bureaucratic culture. First, organizational success leads to self-satisfaction and an unreflective defense of the status quo. Second, size brings the fragmentation of organizational procedures that takes the public managers far away from customers’ feedback which serves as the mechanism for innovative growth. Third, the age factor implies that the older an organization gets, the more it breeds tradition which over time tends to supersede innovative and creative handling of challenges.

READ ALSO: What Does The Future Hold For Public Administration?

The question of high-performing public service in a time of crisis also demands the emergence of astute public managers who see decision-making as the nerve of organizational efficiency. In other words, the smart public managers need to transform the public service into a bold, preemptive and high-performing organizations with the capacity to make fast and effective decisions in the time of crisis like the COVID-19 pandemic. However, decision-making must not be allowed to degenerate into groupthink that hinders individual and organizational creativity, information overload, analysis paralysis that leads to indecision, or overconfidence in the crisis management competence in ways that create tension at both the operational and strategic levels.

The efficiency of any CEO or public manager depends on three critical competences. The first is the capacity to effectively delegate authority in a way that prioritizes the discretion of a crisis manager to independently work in the organizational frontline within a framework of exceptions to the rules that do not however erode the normal regulations in ways that break down the organization. The second competence the public manager needs requires creating a balance between the command-and-control dynamic on the one hand, and participatory team-based decision-making approach on the other.

The third competence that a crisis period demands, is the need for intelligent public managers to be open to alternative scenario planning that anticipates both uncertainties and possibilities. This enables the public servants to bring multiple perspectives to policy challenges and public service delivery using foresight techniques to test different scenarios, and building resilience into policy design from potential shocks and unforeseen events.

READ ALSO: The Church And The Challenges Of A Nation

Fashioning new professional skills set involves several other requirements. First, it demands a human resources management architecture around which a new professionalism will be built. Second, this affects the way we reflect on the workplace, work structure and work dynamics that will affect the performance and productivity Nigeria needs. And thirdly, the professionalism must be undergirded by new culture and value changes that enable the public servants to focus on the new enabling values and ethos as well as helping them to think outside of the administrative box.

The idea of scenario planning speaks to the familiar four stages of “forming-storming-norming and performing” model of organization formation that enables any institution and organization to become efficiently formidable not only in dealing with a present challenge but also in anticipating future situations. A public service that wants to be efficient in the new normal created by the COVID-19 pandemic must, within the imperative of scenario planning, adopt a framework of strategic thinking that becomes strategic by challenging the status quo, challenging assumptions and framing strategic choices that allow the public service to not only wade through the difficult times, but also make the best of the situation for the benefit of the citizens.

Furthermore, such a public service must reorder its institutional and structural dynamics and frameworks through several processes, in organisational development trajectory, that must continually refresh the organisational dynamics and prevent it from going into institutional stagnation. These include: (a) Learning organization: An all-out effort is required on the part of managers to keep its employees educated on the latest technology, systems, knowhow and processes; (b) Total quality management: TQM involves employee involvement, teamwork, decision-making, problem-solving, high-level involvement, adopting a work culture aimed at growth and quality of product and services. TQM requires total commitment, removing fear psychosis  due to failure at lower levels, development of successful work culture and continuous improvement; (c) Visioning: Visioning envisages as to what the organization would look like in the future. It is related to the shape in terms of which HR facilities, the growth and the needs of people it is likely to fulfill. Based on the vision, database is required to be built, leading to interpretation of information, arriving at suitable decisions and setting a course of action leading to growth. Visioning refers to looking at the organization in ‘totality’; and (d) Virtual organizations: Getting whole system in one room, evolving action plan and implementation.

READ ALSO: When God Visits A Beleaguered World

In the new normal, public administration is now doubly tasked to achieve an efficient service delivery to the citizens. This means that it cannot not be business as usual for public managers, not in terms of the traditional bureaucratic culture and definitely not in terms of the skills and competency sets. The new normal requires a new public service that is smart and decisive with regard to a decision that transforms the well-being of citizens who are struggling to make sense of their environment.

Prof. Olaopa is a retired Federal Permanent Secretary, and  Professor of Public Administration, the National Institute For Policy and Strategic Studies (NIPSS), Kuru, Jos

tolaopa2003@gmail.com

 

Read more authentic news on our social media platforms

Continue Reading

Opinion

Ibadan: My City of Fame

Published

on

Ibadan: My City of Fame

By

Toyin Falola

I have searched; I have attempted, and I conclude that there are not enough words to quantify how much Ibadan     the city of the brave and fierce     means to me. Yes, I did attempt to describe my love for and affinity to the city in my memoir, A Mouth Sweeter than Salt, but I have since acquiesced that Ibadan is that indescribable lover. It is valid to say this love and affinity can be likened to what everyone feels towards their city of birth and origin. However, for me, it is beyond that.

Ibadan is my place of birth; the city of my forebears; and the place where I was raised. What I am today has its roots in where I was born and the receptivity of the environment in which I grew up. It is what psychologists call the nature-nurture continuum. A wise man reminisces, and in reminiscing, he is able to tell how circumstances interwove to produce a unique turn of events. For decades, I have researched and produced papers and studies in history, and at the heart of my scholarly works is African history. I am deeply interested in African history, and that interest can be traced back to Ibadan. As breastmilk to a neonate, Ibadan was my first taste of Africa. Thus, at the mention of Ibadan, or whenever memories of Ibadan surface, a fountain of happiness and contentment surges in my heart, so much so that joy flows through my veins and touches a smile upon my lips.

READ ALSO: Is Nigeria On The Brink?

Culturally rich, historically blessed, full of resplendent human resources—Ibadan—the city of the brave! To be born of Ibadan parents is to be doubly smart in human dealings. To be born of Ibadan parents, in Ibadan, is to be triply knowledgeable on how to navigate this world of humans. Fortified with thrice as much knowledge and smartness, I ventured into the world. But not until I had learned at the feet of my people. But to love Ibadan goes beyond having natal affiliations to the historical city. Spread like a terrestrial mat across seven hills, Ibadan is famous for its bravery and the intelligence and dexterity of its warriors. Military strength and prowess were at the heart of the dealings of Ibadan people in the past. From the very beginning, the rulers of old Ibadan were warriors who had to prove their superiority by the number of wars they had successfully led their charges to win.

The evolution of Ibadan is worthy of aesthetic praises in itself. Ibadan, at inception, was just scattered war camps on an unmarked forested territory. Lagelu, touted as the founding father of the now extensive city, only wanted a common ground for warriors from Ijebu, Ife, and Oyo. What started as a haven of defense rose to become one of pre-colonial Oyo Empire’s most respected and famous cities. Ibadan went to wars, and Ibadan won wars. Ibadan military gurus were known to specialize in the art of going to wars and winning them.

Miniature industrialization sprang up in some focal cities in Nigeria   Lagos, Kano, Ibadan, among others. With this miniature industrialization came amenities such as the railway, which strengthened the commercial and political importance of a city that was strictly a growing expanse of war camp settlements. Ibadan has greatly developed, and it is still developing. Three things are enviable about Ibadan: its large expanse of land that spreads so far; the boldness of Ibadan citizens to speak their minds, even at gunpoint; and the beauty of Ibadan’s historical aesthetics, better viewed from Layipo, which now houses Bower’s Tower.

READ ALSO: Is Nigeria On The Brink?

The history of Oyo    as a region and then as a state    cannot be complete without the mention of Ibadan. Decades after the amalgamation of the Northern and Southern protectorates, there was the compartmentalization of the new Nigeria, resulting in the regional system of administration, which ran till the independence of the state. And, which other city in Western Nigeria would have become the regional capital, if not Ibadan? Ibadan was the regional capital of the Western region, from where the administration and development of the various extensions of the Western region took place. Today, we have Oyo, Osun, Ogun, Ekiti, Kwara, Delta, Edo, Lagos, and Ondo    states whose development started from the days of the Old Oyo region, when Ibadan was the center of administration and developmental policy-making. Ibadan is, today, the capital of Oyo State.

READ ALSO: Toyin Falola: A Gong And Drums To Honoured Merit

Self-actualization comes for different people in different ways. For many scholars, self-actualization comes from the continual recognition of their works and a commitment to lifelong learning. I am among such academics and scholars who see these two phenomena as a means of self-actualization. Thus, this should help you have an inkling of how thrilled I am to be receiving the Doctor of Letters degree from Nigeria’s premier university, the University of Ibadan, domiciled in the city of history. I have received several Doctor of Letters (Honoris Causa) degrees, but this one, from Ibadan, my City of Fame, is a degree for which I went into an academic sojourn. My life and times have been principally about histories    through studies, analyses, and extrapolations. And yet, another history is made as I am the University of Ibadan’s first graduate of the Doctor of Letters degree in the humanities. For this, I am grateful, and I am delighted to identify with one of the most prestigious universities in Africa and a citadel of learning for excellent and world-class education.

It feels amazing to be back home, to my City of Fame, and to receive this honor with the deepest gratitude to everyone who made this remarkable journey worth the while. I appreciate the support I received from the Provost and Deputy-Provost of the School of Postgraduate Studies, as well as my examiners and evaluators at various levels, and the Director of the Institute of African Studies. To those who facilitated the paperwork, payment of school fees, the assemblage of diplomas and essays, the heavy running around, I owe an enormous debt of gratitude to Professor Adeshina Afolayan and Mr. Wale Ghazal. Professor Ademola Dasylva, in his relentless promotion of the University of Ibadan and what it stands for, paid for the elegant academic gown. I am grateful for the invaluable guidance and encouragement I received; all these spurred me on and made this day possible.

There is the affection, joy and fulfillment that come with us as humans and the humanities. This degree and other awards are testaments to the richness and importance of the work I have done and continue to do as an historian. My affinity with the Ibadan School of History is equally significant. All these culminate in a climax of deeply-seated emotions that I will embalm and keep with me for as long as I breathe.

READ ALSO: Is Nigeria On The Brink?

Again, I sincerely want to thank everyone who made this history-making occasion possible. Thank you all.

The above was Prof. Falola’s  gratitude statement  on the conferment of the D.Litt. degree at the University of Ibadan on November 17, 2021.

 

Read more authentic news on our social media platforms

Continue Reading

Top Stories

%d bloggers like this: