Jigawa, created on 27 August 1991, is fondly referred to as “The New World” to underscore its vast potential and the opportunities it offered anew to Nigeria to achieve its potential. Improving access to quality education, increasing agricultural production (including boosting rice and wheat production), and making the environment for investment more friendly to all, as well as increasing revenue generation, are among the tools by which Governor Malam Umar A. Namadi (FCA) is steering Jigawa State to remarkable development. In this exclusive interview with Bashir Ibrahim Hassan, General Manager of BusinessDay, he sheds light on his vision and achievements in revolutionising the state’s education, agriculture, and health sectors, among others. He stresses his relationship with his predecessor, Mohammed Badaru Abubakar. EXCERPTS
Give us a sense of what is happening in Jigawa State across the development sectors. What did you meet, and what have you added?
I always believe that my predecessors did their best in the areas of education, health, and agriculture. So, what we did initially, when we came in, was to commission a baseline survey in all the three areas you have mentioned, because data is very important in whatever decisions we make. We commissioned a baseline survey on health, education, agriculture, and youth empowerment. We wanted to know where we stood and be able to measure any progress in the future.
In education, the survey showed all the investments we had made. It revealed that while we had done so much, there were significant issues such as dilapidated infrastructure, an insufficient number of teachers, especially at the primary school level, and poor attendance among the existing teachers. To address these, we divided the Ministry of Education into two: the Ministry of Basic Education and the Ministry of Higher Education. This allowed for closer monitoring. Under my leadership, the Jigawa State government is poised to ensure that each and every child in the state is given the opportunity to go to school irrespective of their socio-economic background. Not only to go to school but to be retained, proceed accordingly to all levels, and receive qualitative education that can enable them to compete at both national and international levels. It is not only about teaching and learning in the classroom but also making sure that both our school teachers, pupils, students, and education managers are fully equipped with the necessary apparatus, skills, and pedagogy to deliver as appropriately as possible. The fundamental objective is to ensure that effective and efficient teaching and learning take place in our schools across all levels of the education sector.
We embarked on the renewal of infrastructure, repairing dilapidated classrooms to improve the learning environment, and we have achieved a lot in that area. At the higher education level, we are providing more infrastructure to decongest classrooms. When you have classrooms with over 100 or 80 students, the learning outcomes are poor because teachers cannot provide adequate attention to all students.
At the same time, there were significant issues at tertiary institutions. The management was in disarray. Many students would complete their final examinations from the College of Education but would wait up to two years to get their results. We set up committees to investigate all higher institutions, and for the state university, we constituted a visitation panel. The reports of these investigations were deeply concerning. The management of these institutions was very weak. If the situation had continued, the learning outcomes at the tertiary level would have been disastrous.
We ensured transparency in composing the panels, involving experts from different universities who understood the environment. We deliberately avoided including politicians. The investigation outcomes were bad and presented the reports to the State Executive Council, which then decided to dissolve the management of all the institutions. We set up new boards to manage them, and within three months, there was a visible revival. Students were more active, and even the unions were pleased with the changes.
At the secondary school level, we provided more furniture where necessary. To address the shortage of teachers, we employed 1,500 additional teachers. Furthermore, 2,177 teachers from the primary school level who had obtained additional qualifications, such as a BSc or master’s degree, were moved to secondary schools. We also recruited 1,100 personnel under what we call the J-Teach programme. Altogether, we have strengthened the system with 4,000 teachers.
We introduced educational software called Jigawa Compete to assist teachers in imparting knowledge to students. We designed a system to monitor teachers’ attendance in classes. Additionally, 300 teachers have been retrained and provided with laptops. Every classroom is now equipped with an iPad or laptop, which allows us to monitor activities in the schools. UNICEF has provided us with internet service for one year, and we will ensure its renewal thereafter. We have trained over 5,000 to 6,000 teachers.
We are collaborating with New Globe, a British educational resource company, to improve our basic education system. Interestingly, New Globe’s survey findings were consistent with our baseline survey results. However, they went further to report that out of eight children in primary school, seven were illiterate. This was alarming, given our past investments in education. We directed the State Universal Basic Education Board (SUBEB), the Educational Resource Centre, and the Inspectorate Department of Education to verify these findings. Their results were nearly identical to New Globe’s.
Recently, I travelled to Rwanda and visited New Globe’s office there to explore how we could improve learning outcomes, numeracy, and literacy. We just recently signed a Memorandum of Understanding (MoU) with New Globe to revamp the basic education sector, a massive project costing over 20 billion naira. So far, we have entrusted them with over 1,000 primary schools. We have also set up a team to monitor New Globe’s activities and ensure compliance with the MoU terms while continuing to improve the other schools. This is exactly where we stand in education.
What do you think will happen after five years in the education sector as deliverables from the New Globe project?
As a government, we are very optimistic that the New Globe project will help us in our objective to ensure the provision of access to education to all children, especially bearing in mind the unprecedented number of out-of-school children in the state. The main problems we aim to address are improving numeracy, literacy, and overall learning outcomes. We have a way to measure progress because of the baseline survey, which enables us to track improvements. If we fail to see measurable progress, we won’t allow the agreement to stretch over five years. Each year, we will evaluate the outcomes. If we are achieving the desired results, we will renew the agreement. If not, we will terminate it.
Additionally, we will continue to ensure that our allocation to education meets the UNESCO threshold. As a government we are taking appropriate but pragmatic measures to ensure that infrastructures, an adequate number of teachers, sufficient instructional materials, etc., are provided across all the educational levels in the state.
Take us through the agricultural terrain, as it were?
Similar to our approach in the education sector, we conducted a baseline survey to identify the key challenges in agriculture. First, we realised the need to improve smallholder farmers’ access to credit and inputs, which were both essential but lacking. Moreover, we identified the need to mechanise farming, as the current traditional methods cannot drive significant progress.
We also noted the need to improve irrigation systems, especially for dry-season farming, and to enhance extension services. Farmers require proper guidance and knowledge to improve productivity. Recognising these challenges, we took action.
We procured fertilisers in large quantities and sold them to farmers at subsidised rates, along with other essential inputs. To support farmers in accessing finance and improving trade and investment, we engaged with the Bank of Industry. Together, we established two funds: a matching fund and a managed fund. We contributed ₦2 billion as a matching fund, matched by ₦2 billion from the bank, making a total of ₦4 billion. Additionally, we provided ₦2 billion as a managed fund, bringing the total to ₦6 billion. These funds are flexible and available for small and medium-sized enterprises, which has significantly benefited our farmers.
We have invested in reforming the extension by recruiting 1435 extension and 300 community animal health extension workers and training them in collaboration with the Foreign, Commonwealth & Development Office (FCDO) under its PropCom programme. These workers received training and are now assisting farmers to improve productivity. To ensure their mobility, we are providing them with transportation to facilitate their work in all local government areas of the state. Over the past two years, we have consistently delivered extension services to farmers.
The federal government, in partnership with the African Development Bank, initiated a wheat programme. In its first year, Nigeria was allocated 120,000 hectares, out of which Jigawa received 40,000 hectares. By the end of the program, we expanded to 55,000 hectares. The federal government provided a 50 percent subsidy on inputs for all states. However, many farmers struggled to pay the remaining 50 percent, so we stepped in as a government to cover 25 percent of the balance. This meant the government paid 75 percent of the total cost on their behalf, while the farmers contributed 25 percent. This enabled all farmers to collect the inputs.
In our desire to modernise agriculture and improve the productivity of our farmers, we have introduced the Jigawa Farm Mechanisation Programme, under which we have established the Jigawa Farm Mechanisation Service Company, equipped with 300 tractors, 60 combine harvesters, and implements. To ensure sustainability, we have trained 30 engineers in China on how to maintain the farm implements. We also collaborated with other stakeholders to add another 10,000 hectares, bringing the total to 55,000 hectares. Jigawa stood out as the best-performing state in this initiative, demonstrating a strong commitment to agricultural development. To ensure year-round food production, we are expanding our irrigable land, we have redesigned our 10 dams, and we have commenced processing of adding about 5000 ha for year-round production. We have also established five (5) smart irrigation schemes in upland areas.
But is it sustainable?
Yes, it is sustainable. This year, the federal government has allocated another 40,000 hectares to us. However, we are aiming for 120,000 hectares. We are working to achieve this by adding 20,000–25,000 hectares through government efforts and by encouraging large-scale farmers to invest in farming. With their involvement, we are confident of reaching our target.
So, going forward, can Jigawa aim for 200,000 hectares?
Of course! Our objective is 250,000 hectares in the next few years to come. The African Development Bank has also expressed its intention to support Jigawa in achieving this goal. We are working towards this target because of their support. Before the end of our four-year term in office, we are optimistic about achieving 250,000 hectares.
In terms of wheat and rice production, due to the interventions, encouragement, and support we have provided to farmers, rice production has significantly increased. In the last crop season after dry-season farming, we cultivated over 200,000 hectares, translating to approximately 800,000 tons. With 200,000 hectares at a 4 percent yield—which is average—this equates to about 800,000 tonnes.
Based on the baseline survey, the previous cultivation figure ranged between 70,000 and 80,000 hectares, but we have successfully increased it to 200,000 hectares. Since we achieved 800,000 tonnes in one dry season, we anticipate producing 1.6 million tonnes in a year, representing 20 percent of Nigeria’s rice requirement. This is a remarkable milestone, and the people are enthusiastic and cooperative, eager for further assistance to sustain this progress.
Apart from rice and wheat, what is the general output of your agricultural interventions?
This year’s harvest across the agricultural sector was excellent, and the people are satisfied with the results. We will continue to intervene and provide assistance because we believe agriculture is the backbone of this country. Our commitment is evident in the 2025 budget, where agriculture accounts for over 21 percent of the total budget—second only to education.
What have you done in the health sector?
In Jigawa, we have taken substantial steps to improve healthcare. As an initial step, we conducted a baseline survey and identified critical issues, including the need to improve hospital infrastructure, equipment, and human resources for health. We embark on renewal through:
- Primary health care: Renovation of existing PHC by provision of staff housing, wall fencing, solar water supply, and solar power supply and provision of critical equipment to make them operate 24/7. Employment of over 2000 staff to manage these PHC centres to provide maternal and child health care. We provide funding of N500 million to procure ready-to-use therapeutic food for malnourished children. We also review the law establishing the PHCDA to give the agency flexibility to provide necessary critical human resources to each of our 287 PHC Centers. Similarly, renovation and provision of student hostels, staff quarters, and classrooms, as well as landscaping of the College of Health Sciences Jahun.
- Secondary health care: Employment of over 500 critical staff members, such as doctors, nurses, midwives, pharmacists, lab scientists, and physiotherapists, into our hospitals. Provision of medical equipment and sustainable drug supply to all existing general hospitals. Commissioning of Gwiwa, Garki, Guri, Gantsa, and Gwaram General Hospitals, as well as provision of solar power supply to Kazaure, Babura, Gumel, Hadejia, Dutse, and Gwaram General Hospitals. Award for the construction of New General Hospitals at Kafin Hausa and Ringim. Establishment of dialysis centres at Hadejia and Gumel General Hospitals as well as construction of new centres at Dutse, Kazaure, and Ringim Hospitals.
- Tertiary health care – Award of contract for the completion of Hadejia and Kazaure Specialist Hospitals and Gumel Orthopaedic Hospital. Award of contract for construction and equipping of Diagnostic and Cardiac Centre in Dutse. Award of contract for construction and equipping of cryo-oxygen plant in Dutse.
- Health training institutions: The provision of working materials, teaching aids, computer labs, and renovation of Schools of Nursing and Midwifery in Birnin Kudu, Babura, and Hadejia to win accreditation for five years and increase the admission quota from 170 to 240, totalling an admission quota of 720 students annually. Award for the construction of the permanent site of the School of Nursing and Midwifery Hadejia.
- Jigawa Contributory Health Management Agency (JICHMA) – Review of JICMA Law to provide for employer contribution and equity funding. The launching and commencement of social health insurance to cover 200 vulnerable individuals in each of the 287 political wards, totalling 143,500. Award of contract for improvement of College of Health Sciences Jahun.
Where is Jigawa in terms of trade, industry, and investment compared to the past?
Jigawa has an investment promotion agency (Jigawa Invest), which serves as a one-stop shop for investment promotion, and the Maigatari Export Processing Zone. Upon taking office, we revived the Maigatari Export Processing Zone by renewing its license with NEPZA. Today, nearly all the warehouses are rented out, and business activities are picking up.
The Manufacturers Association of Nigeria (MAN) was already present, and we engaged them to set targets and timelines. Currently, five companies from different countries have started construction projects in the zone, which now has a 24-hour power supply.
For small and medium-sized enterprises (SMEs), we provided funds through the Bank of Industry, enabling SMEs to access loans and grow their businesses. Additionally, as part of our empowerment program, we are constructing 300 kiosks, one for each political ward. These kiosks are stocked with essential food items sold at subsidised prices, providing livelihoods to 300 young men and women.
We have also established palliative shops across all local government areas, where workers can buy food items on credit and repay later. The system is cashless, ensuring convenience and transparency. This initiative has garnered interest from other states, with three to five states already replicating it.
Where is Jigawa on investment?
Jigawa is a prime investment destination. The environment is conducive, the security is robust, and we have abundant resources, including vast land. We are actively improving infrastructure, particularly electricity. Additionally, manpower in Jigawa is very affordable. Today, there is a growing number of investors showing interest in Jigawa.
We are also focusing on expanding the production of vegetables and livestock. Jigawa boasts one of the largest livestock markets in Africa. To capitalise on this, we are working towards attracting investors to establish modern abattoirs, enabling us to export meat to other countries.
Could you speak to the situation of Internally Generated Revenues (IGR) in Jigawa? Where are you taking it in the next two years?
We are making significant strides in improving our IGR. When we assumed office, the monthly IGR was between N200 million and N300 million. Today, we have increased it to around N3 billion, which is a substantial improvement. However, we are cautious in our approach to avoid imposing undue hardship on the people. To balance this, we are focusing on improving agriculture as a key driver for IGR growth and attracting more investors. Additionally, we are addressing leakages in the system, as closing these gaps will further enhance our IGR.
What do you find most challenging in this job?
Leadership inevitably comes with challenges. The most pressing for me is witnessing my people face difficult situations. Reducing hardship, empowering the people, and improving their living conditions are my biggest concerns.
Fortunately, the federal government provides substantial support through various interventions. The president is equally concerned about the country’s challenges, and by working closely with him, I believe we can lead the country out of its current difficulties.
What is your opinion on the tax reform bill?
In my view, the new tax reform policy is a step in the right direction. It requires a holistic approach and an open, positive mindset. While the tax reform bill is not perfect, it contains many good provisions.
What’s needed is more input and constructive dialogue. This is democracy; when issues arise, we should listen to the concerns and make adjustments to address them appropriately. I believe this aligns with the federal government’s stance. The goal is not to impose policies rigidly but to ensure they benefit the people.
The president’s approach, which involves addressing concerns and fostering discussions, exemplifies good governance. This process of identifying issues, discussing them, and moving forward is essential in a democracy, and I commend the president for adopting it.
What can you say about your relationship with the immediate former governor of Jigawa State, Mohammed Badaru Abubakar, now the Minister of Defence?
As far as I am concerned, my relationship with him is excellent. I still regard him as my boss and political mentor. We are working together harmoniously and making progress.
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