Connect with us

Opinion

Dele Giwa’s Assassination: 35 Years After

Published

on

Dele Giwa’s Assassination: 35 Years After

By

Ugochukwu Ejinkeonye 

“Death is…the absence of presence…the endless time of never coming back…a gap you can’t see, and when the wind blows through it, it makes no sound”  Tom Stopard 

In the morning of Monday, October 20, 1986, I was preparing to go to work when a major item on the Anambra Broadcasting Service (ABS) 6.30 news bulletin hit me like a hard object. Mr. Dele Giwa, the founding editor-in-chief of Newswatch magazine, had the previous day been killed and shattered by a letter bomb in his Lagos home. My scream was so loud that my colleague barged into my room to inquire what it was that could have made me to let out such an ear-splitting bellow.

Dele Giwa’s Assassination: 35 Years After

DELE GIWA

We were three young men who had a couple of months earlier been posted from Enugu to Abakaliki to work in the old Anambra State public service, and we had hired a flat in a newly erected two-storey building at the end of Water Works Road, which we shared. My flat-mate, clearly, was not familiar with Giwa’s name and work, and so had wondered why his death could elicit such a reaction from me. But later that day, as he interacted with people, he realised that Giwa’s death was such big news, and by the next couple of days, he had become an expert on Giwa and his truncated life and career. Across the country, Giwa’s brutal death dominated the news not just because of the pride of place he occupied in Nigerian journalism practice and but more because of the totally novel way his killers had chosen to end his life.

READ ALSO: Is Ken Nnamani The New Bride?

Indeed, death is an appointment which every human being must keep. While we are on earth, we reserve the right to reschedule or even cancel our day-to-day appointments. But in the matter of birth or death, any cancellation or rescheduling of appointments remain the exclusive prerogative of the Creator. Although death is unavoidable, yet, no man has any right to arrogate to himself the role of bringing forward any other person’s appointment with death. In fact, it is abominable to even use one’s hands to hasten one’s own appointment with death. Laws of God and man fiercely abhor such an action. So, murderers, suicide bombers and their sponsors and supporters should get it into their heads that they have no mandate whatsoever from the Creator of man to take even their own lives let alone those of other people, no matter the motivation.

Now, deep down the heart of every man and woman, and beyond the facade of all apparent fearlessness and bravery, lie this cold loathing and resentment for death. The survival instinct is always there and there is always this desire and care to avoid danger, to postpone one’s date with death, temporarily at least, hence the constant struggle at many a deathbed.

No doubt, Mr. Giwa was not expecting his own appointment with death when it came calling on Sunday, October 19, 1986. His friends say he loved life, was full of life, and wanted to make the best out of life. He had also worked hard to excel in his chosen career – journalism. But on that Sunday morning, as he had a late breakfast in his study in the company of Kayode Soyinka, the magazine’s London Bureau Chief, a parcel was handed to him.  On it was written: “From the Commander-in-Chief” with an instruction that it must be opened only by the addressee.

“This must be from the president”, Giwa was reported to have said.

But unknown to him, in that seemingly innocuous parcel, was the cold, callous agent of brutal death, intent on accomplishing the abominable mission of hastening his appointment with death. Conceived by man, prepared by man, sent by man and delivered by man, this lethal instrument had only one mission: to bomb out the young life of Dele Giwa. And it did precisely that with chilling exactitude, tearing his flesh, wasting his blood, talent, usefulness to his himself, his family, Newswatch magazine, Nigerian journalism and the Nigerian nation.

Giwa had written in Sunday Concord newspaper of June 8, 1980 that “Death looks for a happy home where it can turn happiness into grief and ensure that for days the household will have nothing to discuss but the blow of death.” He was the pioneer editor of Sunday Concord.  By writing this, he unwittingly wrote his own elegy.

“They got me!” Those were Giwa’s last words at First Foundation Hospital, Ikeja where the Chief Medical Director, the late Dr. Tosin Ajayi and his doctors had battled to see how they could save his life. Earlier, on their way to the hospital, Giwa was saying to his wife, Funmi, in Yoruba, “Nwon ti pa mi”, meaning: “They have killed me.”

Now, who are these “they” that were so heartless, so senseless, so callous, so fiendish and irremediably inhuman? How can a human being elect to do such a horrifying damage to another person? Giwa’s flesh was reportedly shattered, with some pieces (some of which were discovered many days later) scattered about in his study. The autopsy report performed by pathologists at Lagos University Teaching Hospital (LUTH) said that Giwa suffered from “multiple blast injuries with 25 percent burns, mutilated thighs with fractures of femoral bones and avulsion of femoral vessels”.

This is indeed horrible. The first reaction at the news of such horrendous tragedy would be to ask like Banquo in William Shakespeare’s play, Macbeth, whether we, as a people, had “eaten on the insane root that takes reason prisoner?”

READ ALSO: Haba, Oga Ichabod, Were You  Actually Called?

Dele Giwa’s death was a very slow painful death. The pictures of his shattered body which the late Chief Gani Fawehinmi displayed during the sitting of the Human Rights Violations Investigation Commission of Nigeria (also known as Oputa Panel) set up in 1998 and headed by the late Justice Chukwudifo Oputa could have passed as horror images of the goriest type, showing man (Giwa’s killer) at his basest, most bestial and fiendish worst.

“They have killed me”, Giwa moaned while writhing in indescribable pain, begging Dr. Ajayi to do all within his power to save him.

For more than three decades now Giwa’s killers have been hiding, afraid of the inevitable fall-out of their satanic deed, haunted and tormented by their dirty, murky, slimy conscience.  Even if they eventually manage to escape the judgment of man, they cannot escape the judgment of the Almighty God which is much more dreadful. As we all know, they will surely serve their indescribable punishment forever. That will surely be the case unless they repent of their hideous deed and make the necessary restitutions!

Giwa’s  death plunged a broad spectrum of the Nigerian population into clearly unprecedented, monumental grief and fear. People were afraid to open parcels sent to their homes and offices. The public outcry and loud condemnation was deafening. Indeed, Giwa was right when he wrote in his highly regarded column, ‘Parallax Snaps,’ some months earlier, that “One life taken in cold blood is as gruesome as millions lost in a pogrom.” The reactions that followed his death vindicated the truth of this assertion.

A lot of accusing fingers pointed at the government of the day. It was believed that only a special panel could unravel the mystery that seemed to have attended the gory affair and unearth the unseen hands that perpetrated the spine-chilling murder. In fact, Newswatch’s Board of Directors called for a three-man Judicial Commission of Enquiry headed by a retired judge of high repute, with an archbishop and an Imam as members, to probe the murder. But the General Ibrahim Babangida regime insisted that it was the police that should investigate the murder.  And as would be expected, public skepticism about the likely outcome of investigations undertaken by the Nigerian police was widespread.

In its editorial of October 28, 1986, The Guardian newspaper disagreed with the Babangida regime’s insistence that the investigation into Dele Giwa’s murder should be left for the police, despite widespread calls for a Commission of Inquiry to be set up to probe it.

Said The GuardianThe police have been signally inept in solving much simpler crimes, and the public is justifiably unimpressed by their investigative ability and seriousness… The government has very little choice but to appoint a special prosecutor… [which] will be a dramatic demonstration by government that it has nothing to hide, and is as interested in discovering Giwa’s assassins as the public is…”

A year after Giwa’s murder, when the police predictably “found” nothing and “caught” no one, Ray Ekpu, Newswatch’s new editor-in-chief, in a letter to the police reminded them that any murder which remained unsolved could only mean “added insecurity to the living.”

On his part, Lagos lawyer and human rights crusader, the late Chief Gani Fawehinmi, SAN, vowed to catch Giwa’s killers. His attempt to dock Babangida’s two security chiefs, Brig-Gen Halilu Akilu and Col A.K. Togun, brought him in direct confrontation with the Babangida regime which made no pretense of its intention to not allow any probe more penetrating than the unserious, shallow, perfunctory thing the police were doing. A day before Giwa’s assassination, Akilu had reportedly phoned Giwa’s house to enquire about its correct address from Giwa’s wife, Funmi, explaining that Babangida’s ADC was to stop by to deliver an item for Giwa at his house.  And less than twenty-four hours after this call, a letter bomb was delivered at Giwa’s house!

Until his death in September 2009, Gani remained unrelenting in his determination to ensure that the people he had continued to accuse of the murder since 1986 were brought to justice.

READ ALSO: Guilty Of Being Nigerian In Ghana

It is now thirty-five years since Giwa’s murder shook Nigeria to her foundations. Several other mysterious assassinations of journalists and other outspoken public figures have also followed. Maybe, if Giwa’s murder was solved and the perpetrators exposed and punished, it might have deterred other murderous characters from going ahead to kill the other victims that were assassinated afterwards.

Even when Babangida and the two security chiefs who had served under him were summoned by the Oputa Panel following Gani’s petition, they had refused to show up. They instead sought a restraining order from the court to frustrate any attempt by the Panel to compel them to appear before it. Their argument was that the Nigerian president lacked the powers to set up the Panel. Although the Supreme Court later agreed with their submission in a ruling that was delivered long after the Panel’s report had been submitted, what has remained clear is that despite the court judgment, unanswered questions about the gruesome murder have continued to linger in many minds, which the Oputa Panel would have provided everyone fingered an amazing platform to convincingly address.

Interestingly, Col. A. K. Togun, in  a chat with airport correspondents in late 1986, gave some very instructive illustrations that appeared to have thrown some light on the circumstances surrounding Dele Giwa’s murder.  Permit me to reproduce the details of the encounter as reported in the Newswatch edition of November 10, 1986:

“Ten days after he interrogated Giwa, Togun surfaced at the local terminal of Murtala Mohammed International Airport Ikeja, on Monday, October 27, 1986.  He told journalists at the airport that the press was ‘shouting for a crucifixion’ without hearing the other side of the story.  He said that at a seminar on security organised in Lagos, October 9, for media executives and the security agencies, a compromise was struck that editors would inform the SSS of any story they consider damaging to the government interests, and the security service would then decide what to do about it.  

“‘I mean we came to a real agreement and one person cannot just come out and blackmail us.  I am an expert in blackmail’, he said. 

“He then illustrated his point by saying thus: ‘If a motorcycle man suddenly dashed in front of a car and the driver kills that motorcycle man, another motorcycle man who was there would not say that the motorcycle man that dashed in front of the car was wrong.  He would say the driver deliberately killed him, not knowing that he killed himself’… 

“Togun sternly warned the journalists that he would deal with them if their newspapers published the accounts of their encounter with him and if he lost his job in the process.  ‘If you allow them to take away my uniform … I will deal with you people and go to any length to even the score with you,’ he warned, but added that ‘Dele was my friend’”. 

When asked what he thought about Col. Togun’s revelations during his airport encounter with reporters, the then Deputy Inspector General of police, Mr. Chris Omeban, who was in charge of the investigations into Giwa’s murder reportedly replied that the police do not go into proverbs.

And when police investigations into Giwa’s death eventually yielded no results, Gani said: The police have failed to find Giwa’s killers because they know the killers!

After 35 years, the gory story of Giwa’s gruesome murder has refused to go away.  The greatest honour that can be accorded to his name now is to insist that his killers be found. It is not yet late to set up a reputable Commission of Inquiry as favoured by many Nigerians to reopen the case, reexamine the various narratives that have continued to trail the murder and really get to the root of the tragedy, especially, now that most of the witnesses and even those that have been consistently fingered are still alive.

While accusing fingers are still pointing to the direction the Babangida regime and its security chiefs whose names have remained reoccurring items in the gory event, they, too, have been trying to present their own sides of the story, and even attempting to return the accusation at the doorstep of the Newswatch  executives.

READ ALSO: Ali A. Mazrui, Abdulrazak Gurnah And The Swahili Moment

In a recent interview, Togun, who is now a retired general, tried to advance some theories to suggest that the Newswatch London Bureau Chief, Mr. Soyinka, who was at the breakfast table with Giwa when the bomb exploded (and who miraculously escaped being wounded, although he reportedly suffered severe hearing impairment for quite some time) may have some more explanations to volunteer on the murder. All these accusations and counter-accusations and all the other occurrences around the murder, including the contents of Gani’s petition, are what an Independent Commission of Inquiry can thoroughly examine and solve this murder that shook the nation when it occurred.

Other cases of assassination which have also been shrouded in mystery need to be revisited too. Until Nigeria demonstrates a capacity to solve murder cases, especially, high-profile ones involving people critical of government policies and actions, potential murderers would always derive incentive from the conviction that they can always eliminate anyone in Nigeria and get away with it. And that “anyone” can be anybody! Somebody can be in government today and surrounded by heavy security, but tomorrow, such a person might be out of office and become as vulnerable as the next man out there. Leaders go all out to make society a safer place, not just because of others, but also, for them and their relatives.

As murderers continue to be allowed to circulate within the bounds of civilised ambience, and eliminate people with utmost impunity, they not only constitute a threat to hapless, decent and hard-working citizens, their vile activities go further to stifle critical thoughts that are very essential in influencing the evolution of responsible governance which fosters progress and development.

They may, however, continue to hide from man due to government’s inability or unwillingness, or both, to fish them out, and bring them to justice, but they, certainly, cannot hide from God. Their day with divine judgment will surely come! And as the African-Caribbean writer, George Lamming, said in his classic novel, In The Castle Of My Skin, “God can see the blackest ant on the blackest piece of coal on the blackest night.”

Ejinkeonye, a writer and journalist, is the author of the book, Nigeria: Why Looting May Not Stop . (scruples2006@yahoo.com)

 

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: