University Education

By Muhd El-Bonga Ibraheem

Founded in 2022 as the first private university in Gombe State, North-Eastern University has rapidly emerged as one of the most ambitious and forward-looking institutions in Northern Nigeria. The university was established to bridge several educational gaps, and since its inception, it has continued to grow from strength to strength across nearly all facets of academic and institutional development. 

In barely a few years, the university has distinguished itself through academic excellence, infrastructural expansion, research, technological innovation, and professional accreditation, positioning Gombe State as an emerging hub for higher education and specialised professional training.

Most notably among its many milestones, the university recently recorded a landmark achievement with the successful securing of full accreditation for its Architecture programme by the Architects Registration Council of Nigeria (ARCON). This accreditation confirms that the programme meets the national professional standards for architectural education in Nigeria and enables graduates to proceed toward professional registration as architects. More significantly, North-Eastern University, Gombe, following my recent interaction with its Deputy Vice Chancellor—my brother, Prof. Sani Isyaka—is currently the only university in the entire North East region with full ARCON accreditation, and one of only three universities in northern Nigeria to possess this distinction. This milestone places both the institution and Gombe State at the forefront of architectural education and built-environment training in the region.

Additionally, although still in its fledgling stage, the university has demonstrated an admirable pace of growth and institutional development. For instance, it was the first among the newly licensed private universities to commence academic activities in the 2022/2023 academic session and quickly became the first institution to fully implement the National Universities Commission’s Core Curriculum and Minimum Academic Standards (CCMAS). This magnificent feat subsequently earned the university a Gold Medal for successfully completing all CCMAS development stages within its first year of operation, alongside a distinction rating in the NUC’s Virtual Institute for Capacity Building in Higher Education trainings.

Today, thanks to persistent efforts, the university runs 27 undergraduate programmes across four faculties, 16 departments, 7 directorates, 1 academy, and 2 centres, all approved by the National Universities Commission (NUC). Over the years, the young university has witnessed an exponential rise in enrolment, with its diverse student population across many strata of society growing rapidly to about 2,000 undergraduates, making it one of the fastest-growing private universities in the North East sub-region. To accommodate these growing numbers, the university recently passed a resource verification exercise by the NUC for the creation of new, highly sought-after undergraduate programs in Artificial Intelligence and Information Systems, as well as a Doctor of Pharmacy (Pharm D).

What particularly sets the institution apart is its investment in research and specialised facilities. Recently, the university established the Centre for African Medicinal Plants Research, equipped with advanced laboratories dedicated to natural products research, microbiology, synthesis, and pharmaceutical formulation. It also houses specialised scientific facilities rarely found in many universities across the country.

Given the pervasive rise in technology integration, especially in the post-COVID-19 era, the institution has equally prioritised technology-driven learning and global academic engagement. Through its CISCO Academy and the adoption of the Octopus Learning Management System, the university has embraced blended learning supported by several online learning platforms. It has also established research and academic collaborations with globally recognised institutions, including the University of Surrey, Universiti Teknologi Malaysia, and several others across Africa and beyond.

As a mark of excellence, following several tours whenever I visit the school, the university equally boasts of fully furnished lecture halls, auditoria, solar-powered electricity, science laboratories, Mass Communication studios, an Architecture studio, Moot Court facilities, modern hostels, ICT centres, and the state-of-the-art Justice Abubakar Jauro Law Library. Nonetheless, ongoing campus expansion projects, beautification initiatives, and student-friendly facilities further reinforce its commitment to creating a modern academic environment.

In many respects, the rise of North-Eastern University symbolises the growing educational and intellectual aspirations of the North East sub-region. Through strategic investment in quality education, research, infrastructure, and professional standards, the university is increasingly building a reputation as one of Nigeria’s emerging centres of academic excellence. 

With the massive development the university has experienced in virtually all dimensions over the past few years, amid sustained momentum of outstanding achievements, the university aims to achieve the founder’s long-term vision of becoming one of the best universities in Nigeria within the next 10 to 15 years.

El-Bonga can be reached via miabba40@gmail.com. 

By Prof. Abdelghaffar Amoka

I know Nasarawa State University, Keffi (NSUK), to some extent. In fact, part of the reason I submitted a sabbatical application there in 2024 was to get to know the university better, though I did not receive a response.

From what I know, Nasarawa State University, Keffi, is one of the fastest-growing universities in Nigeria. I have friends there. I also have very close associates pursuing their PhDs there, and they are doing very well.

A major reason for the university’s steady rise is something many people do not talk about enough: since its creation, successive governors of the state have largely allowed the university’s administration to breathe. That kind of non-interference matters. Universities grow when politics does not sit permanently on the neck of scholarship.

Its proximity to Abuja also gives it an undeniable advantage. Patronage from the capital is high. In fact, from some parts of Abuja, NSUK is easier to reach than the University of Abuja. 

Now to the uncomfortable part.

The graduation of a very large number of PhD candidates naturally raises questions. It should. In a country where too many people now chase titles over scholarship, any university that produces large numbers of doctoral graduates will attract scrutiny. That scrutiny should not be treated as hostility.

Every university has strong PhDs and weak PhDs. That is the truth. No institution is automatically exempt. Personally, I have not yet encountered a weak PhD graduate from NSUK, which is why I did not rush to join the noise.

But let us be honest with ourselves: when academics raise questions about standards, it should not be dismissed as envy, malice, or institutional rivalry. It should be seen for what it ought to be — a call to tighten the loose nuts before the system becomes attractive to those looking for the cheapest possible route to a title.

There is no doubt that we are a people that is in love with titles. That is why you will see an HND holder who is a political appointee with a name and titles like Chief Dr Hajiya XXXX. But with the recent decision of the Federal Executive Council on the misuse of the Dr title by honorary doctorate awardees and the prohibition of awarding honorary doctorates to serving political officeholders, the quest for the cheapest possible route to a PhD for the Dr title will increase. Meanwhile, the integrity of these degrees is in our hands. 

As academics, the university system is our immediate constituency. For decades, academics have fought governments to prevent the collapse of Nigerian universities. It would be a tragic contradiction if we were now to become participants in the internal erosion of the very system we once defended against external destruction.

Our degrees must mean something. Our universities must remain places where scholarship is earned, not merely awarded. Whether we admit it or not, the quality of our young people in the future is being shaped in our lecture rooms, laboratories, and supervision meetings.

By Muhammad Umar Shehu

Education has long been seen as the backbone of national progress. Any country that hopes to compete in the modern world must invest in an education system that prepares its young people with relevant knowledge and practical skills. Yet the situation in Nigeria today shows a worrying gap between what students learn in school and what the realities of the 21st century require.

For many years, the country’s curriculum has remained largely theoretical and disconnected from real life. Students spend long hours memorising information for examinations, but many graduate without the ability to apply what they have learned to real-world problems. Certificates are awarded, but practical competence often remains weak. This situation raises serious questions about the direction of the education system.

One major issue is the outdated nature of many academic programs. While the global economy is rapidly shifting toward technology, innovation, and knowledge-based industries, a large portion of Nigeria’s curriculum still reflects ideas and priorities from decades ago. Digital literacy, modern research methods, and emerging technologies are not sufficiently integrated into many learning programs. As a result, Nigerian graduates often struggle to compete in an increasingly digital world.

Another concern is the weak connection between education and the labour market. Universities and other higher institutions frequently design courses without strong collaboration with industries that will eventually employ their graduates. Employers complain about a lack of practical skills, while graduates face rising unemployment despite years of schooling. This mismatch highlights the urgent need to align academic learning with real economic needs.

Infrastructure problems further complicate the situation. Across many parts of the country, schools operate with overcrowded classrooms, outdated laboratories, and limited learning materials. Teachers often do their best under difficult circumstances, but without adequate support, their efforts cannot produce the level of transformation the country needs. When the learning environment itself is weak, even the most dedicated educators struggle to deliver quality outcomes.

Reforming the curriculum is therefore not simply an academic debate. It is a national necessity. Education must move beyond rote memorisation and focus more on critical thinking, creativity, and problem-solving. Students should be encouraged to explore ideas, question assumptions, and develop solutions to real challenges within their communities.

Technical and vocational education must also receive greater attention. For too long, society has treated vocational training as a lesser option compared to traditional academic degrees. Yet many developed economies thrive because they place a strong value on technical skills and practical training. If Nigeria hopes to reduce unemployment and stimulate economic growth, it must elevate the status of vocational education.

Entrepreneurship education is another area that deserves serious attention. Rather than preparing students only to search for jobs, schools should equip them with the knowledge and confidence to create their own opportunities. Basic business education, financial literacy, and innovation training can help young people develop the mindset needed to build sustainable ventures.

Teachers must also be central to any reform effort. No education system can rise above the quality of its teachers. Continuous training, improved working conditions, and access to modern teaching resources will empower educators to guide students more effectively. When teachers are supported, the entire learning process improves.

Ultimately, meaningful reform requires collaboration. Policymakers, educators, researchers, industry leaders, and communities must work together to rethink the priorities of the education system. A curriculum designed with broad consultation will be better equipped to respond to national development goals and global realities.

Nigeria has one of the largest youth populations in the world. This demographic strength could become a powerful driver of development if the right investments are made in education. However, if the system continues to produce graduates who are not adequately prepared for the future, the country risks missing a critical opportunity.

Reforming the curriculum will not solve every challenge overnight, but it represents an important step toward building a more dynamic and productive society. Preparing young Nigerians for the demands of the modern world is not just an educational responsibility. It is a national imperative.

Muhammad Umar Shehu wrote from Gombe and can be reached via umarmuhammadshehu2@gmail.com.

By Mohammed Ishaq

Many Nigerians on social media have expressed mixed reactions to the award for Researcher of the Year (2024/2025 session) given to Dr AbdulGafar Fahm of the Department of Religions, University of Ilorin (UNILORIN).

According to a statement released on the university’s official X handle, the vice chancellor, Professor Wahab Egbewole, presented the car keys to the awardee on March 24, 2026, as part of the university’s tradition.

The award, which has generated commendations, has also been criticised by many Nigerians. As some have faulted the university for giving a used car, a few others have questioned the contribution of religious research to the university and Nigeria.

For instance, a Facebook user named Fisayo Ajala suggested research grants or sponsorship to attend International conferences instead of a “tokunbo Corolla car”. 

Also, an X user with the username @timakanni commented, “Nigeria !!! An academic in the Department of Religious Studies as the best researcher for the University of Ilorin !!! This is [a] very interesting and absurd priority in this technology age.”

However, Dr AbdulGafar Fahm, whose research focuses on cultural studies, interfaith relations and other topics, is just the latest recipient of the car gift. Other winners, such as Dr (now Professor) Akorede Mudathir of the Department of Electrical and Electronics Engineering and Professor Adeyinka Tella of the Department of Library and Information Science, received cars in 2019 and 2023, respectively.

According to UNILORIN’s official staff profile, Dr Fahm earned a PhD in Islamic Spiritual Culture and Contemporary Society from the International Islamic University Malaysia and has over 50 publications, more than 1,000 citations and an h-index of 9. A search on Google Scholar by The Daily Reality revealed 1500+ citations, h-index 10 and i10-index 15.

By Muhammad Nasiru Yaya

Leadership in academia is often measured not only by policies and projects, but by stability, service, and the enduring footprints left behind. For Prof. Umaru A. Pate, the outgoing 3rd Vice-Chancellor of the Federal University of Kashere (FUK), the end of his tenure marks not just a transition but the close of a chapter defined by commitment, resilience, and purposeful leadership. As he bows out with the words, “I have served, I am happy to leave”, he does so as a fulfilled and happy man—having delivered on the responsibilities entrusted to him.

On the 18th December, 2020, Professor Pate was appointed the 3rd substantive Vice Chancellor of the University of Kashere by the Governing Council of the institution, under the leadership of Barrister Yakubu A.H Buba (SAN), in a seamless and transparent exercise. On Wednesday, 10th February, 2021, he took over the mantle of the Federal University of Kashere as the 3rd Vice Chancellor, with a solemn pledge to transform the University into one of the great fortresses of learning not only in Nigeria but also in Africa. 

In his first impression as VC he fully praises the Almighty Allah for choosing him to occupy the exalted seat- promised to make his dream of transforming the University a reality by adoption of six-points agenda which involves, physical and academic development, maintenance of standards and quality assurance in the system, provision of an excellent town and grown relationship, improved staff and students warfare as well as making investment on Information and Communication Technology. He believed these are essential for any serious institution yearning for academic excellence and development, to ensure global visibility and to reach out within and beyond for resource mobilisation. He promised to work with relevant stakeholders to ensure the institution has sufficient resources to execute and achieve its goals.

On the day of his arrival, he declared that he would do his utmost best to ensure that he didn’t disappoint the confidence reposed in him. He said, and I quote, “Mine will be to consolidate and further build on what the first and second Vice Chancellors were able to lay. This is the system that will outlive us. It never occurred to me that one day, I would also be part of the process. And today I am here, in Sha Allah, we shall do our best to make Federal University of Kashere a great institution.” 

He further added that “what you sow today may germinate in many, many years to come. If you sow evil, you will harvest evil. If you sow good, you will never tell the extent of the fruit you are going to benefit from; therefore, we are going to sow a seed that will be counting in us long after we must have left this place.” However, these are not just statements; they are a declaration of commitment, resilience, and purposeful leadership. 

Within just a year, the institution started to see changes across various faculties and research centres, as well as academic and non-academic standards.  Within a short time, he visually transformed the institution for the better in all aspects. Two years down the line, the Federal University of Kashere had become a hub of academic excellence. He also sponsored more than 45 people for International workshops, and proposal writing on Grand Menard and Management, and promoted multiple stand academic staff to professorial careers. 

In 2024, more than three years into his stewardship, the University had maintained its standards through innovative research and a conducive learning environment, which had garnered national recognition. Under his leadership, in the 2024 National University rankings in Nigeria, the institution secured the 29th spot among the country’s best universities, alongside Covenant University, the University of Ibadan, and the Federal University of Technology, Akure. In 2025, the University was placed as 28th overall in the country.

In the same way, during his tenure, Pate upgraded the SIWES and General Studies Unit to a Directorate and its own, and he also granted approval for the commencement of part-time undergraduate degree programmes at the university. In the same vein, he also established the IJMB programme at the University. He also established a college of Medical Sciences. He is fully accredited for about ten undergraduate programs from the National University Commission (NUC), including Mass Communication. He also established three academic centres of excellence for Sugar Research and Development, Peace and Security Studies, and Environmental and Climate Studies.

In addition, the Federal University of Kashere has consistently recorded commendable achievements and projects under the leadership of Prof. U.A. Pate. The University, in collaboration with the United Nations International Children’s Emergency Fund (UNICEF), signed a Memorandum of Understanding (MoU) to promote the study of communication for social and behavioural change. 

However, Under the administration of Prof. Pate, Federal University, Kashere has become a beehive of construction activities, notable among these projects are, completion of Lectures Theater 3, 350 Capacity, completion of 30 number of professorial offices, completion of Lecture Room C, completion of the Other wing of the 250 Twin Lecture Theater, LT2, as well as completion of Prof. Jibrin Aminu College of Medical Sciences, he also secured multi-million FUK Guest house in Asokoro Abuja, the groundbreaking of FUK Christian Chapel, the ongoing new University Senate building and new 500 capacity Lecture Theater. 

On 12 December, 2022, Prof. Pate established the Broadcasting Complex, which contains both TV and Radio Studios, with the aim of supporting student learning. Within the last five years, Prof. Pate has signed a number of MoUs and collaborated with notable organisations and institutions, both locally, nationally, and globally, to reach out to prominent personalities in the state and beyond and attract funds to execute more projects on Campus.

Throughout his tenure as Vice Chancellor, Prof. Pate has maintained a cordial relationship with staff and students of the University; to say that, Prof. Pate has more than justified his appointment as leader of this great fortress of learning. Now that he leaves, FUK has been further repositioned as a great institution for higher learning.

As Prof. Umaru A. Pate steps away from office, he leaves behind more than records and reports—he leaves a university steadier than he met it, a community shaped by service, and a legacy anchored in duty fulfilled. His tenure as the 3rd Vice-Chancellor of the Federal University of Kashere will be remembered not for noise, but for substance; not for length, but for impact. Indeed, he came, he served, he delivered—and he left a happy man.

Muhammad Nasiru Yaya, a graduate of Mass Communication, writes from home.

Mohammadnasiryaya@gmail.com.

By Professor Abdalla Uba Adamu

The phrase can be read in two ways: the dangers within mentorship, and the danger that mentorship itself may be disappearing.

As one grows older and accumulates experience, visibility, and a measure of goodwill, public culture often expects a form of “payback.” One of the most valued ways to do this is by mentoring younger colleagues—especially those approaching exit points in their careers. Nowhere is this expectation more pronounced than in academic circles. Yet over the years, I have watched the mentorship process deteriorate from both mentors’ and mentees’ perspectives.

When I began my career, mentees were frequently exploited. They carried out the basic research for their mentors—data gathering, analysis, and preliminary drafting—while the senior scholar ultimately received the credit in subsequent publications. When some mentees later attempted to assert ownership of their intellectual labour by publishing from the same datasets, mentors simply stopped working with them. By then, however, the senior academics had already crossed the Rubicon: they had secured their place in the system and had little incentive to look back.

Being exploited intellectually is not a small matter. In academia, one’s ideas, labour, and reputation are the core of one’s identity. When these are appropriated or manipulated, it feels like a violation — not just of professional ethics, but of dignity. Watching others suffer the same fate, and then seeing the perpetrators continue to flourish without consequence, naturally intensifies the sense of injustice.

A later generation of mentors adopted a more tactical strategy. Mentees were still required to do most of the “dirty work,” often writing up results for papers or book chapters, after which mentors insisted on being listed as joint authors. I objected to this practice on several occasions, arguing that a mentor is institutionally remunerated to support the mentee’s development, not to appropriate the mentee’s intellectual rewards. Yet some mentees willingly entered into such parasitic arrangements, convinced that the mentor’s visibility would enhance their own prospects. Meanwhile, mentors leveraged the mentees’ labour to boost citation counts and online academic metrics—the modern equivalent of academic swagger.

Mentees themselves have not been entirely blameless. Whether within formal institutional settings or in the more fluid spaces of public culture, mentorship ideally enables individuals to reach their potential. Increasingly, however, the relationship is being instrumentalised for economic gain or opportunistic advantage. Recent distressing experiences involving well-known academics [on Facebook and a young man named Ismail Sani] illustrate how goodwill and a willingness to assist can be exploited by outright scams. Such incidents inevitably make potential mentors more cautious, and sometimes less willing, to extend help in the future.

What we are witnessing, therefore, is a shift in expectations from intellectual mentorship to personal patronage. In many of our social environments, the two easily get conflated. Respect for elders, the culture of assistance, and the visibility that comes with academic success can combine to create the assumption that a mentor is also a benefactor. When repeated often enough, the requests begin to feel less like genuine emergencies and more like a pattern of dependence. That can make even a generous person start to withdraw.

Another troubling dimension is the subtle guilt-tripping employed by some would-be mentees. I have received numerous requests to serve as a referee for individuals I scarcely know. We may have met briefly at an event, or they may simply have encountered something I wrote. To them, I appear as a convenient “low-hanging fruit.” Basic courtesy would require prior contact—at the very least, a reminder of the context in which we met. I usually decline such requests. After all, referees are expected to have genuine knowledge of a candidate’s work and character. How can one write an honest assessment based on nothing more than fleeting acquaintance or social-media followership?

Social media has radically transformed access to public figures, rendering them perpetually available. Once a mentoring relationship is established, some mentees interpret access as entitlement. The boundary between guidance and material obligation becomes blurred. Social media makes this worse because it creates intimacy without context — people feel they “know” you, and therefore feel justified in making personal demands. Over time, the mentor begins to anticipate the next request, and the original intellectual purpose of the relationship is quietly eroded.

In the physical, offline world, proximity often enables one to gauge the sincerity of requests for guidance or assistance. The anonymity and immediacy of online interaction, however, have produced what might be called a form of “closed distance”: a space stripped of emotional grammar and contextual obligation. In such a space, panhandling can easily be reframed as a moral claim upon those perceived as accessible or influential.

The cumulative effect is worrying. Mentorship, as a meaningful intellectual and moral relationship, may itself be in danger.

What have your own experiences been?

By Asma’u Sa’adu Waziri

For many students of Usmanu Danfodiyo University, Sokoto (UDUS), academic life extends beyond lecture halls and classrooms. While lectures form the core of university education, a growing number of students now engage in side hustles to support themselves and cope with the realities of campus life.

Across the university and its surrounding communities, students can be seen involved in small-scale trading, tutoring, and other income-generating activities. These engagements are often carried out after lectures, on weekends, or during free periods. For many students, such activities are not driven by choice but by necessity.

Rising living expenses, transportation costs, and the need for basic learning materials have made it increasingly difficult for some students to rely solely on home allowances. As a result, combining academics with part-time work has become common among many undergraduates.

A student reads on campus, reflecting the academic demands students balance alongside other responsibilities.

Balancing academic responsibilities with side hustles, however, comes with its challenges. Managing time effectively remains a major concern, as students must attend lectures, complete assignments, and still find time to work. During test and examination periods, pressure increases, with students striving to meet academic expectations while maintaining their sources of income.

Despite these challenges, some students view their experiences as part of personal development. Engaging in side hustles has helped many students develop discipline, responsibility, and basic financial management skills. It has also exposed them to real-life experiences beyond academic learning.

University life is often perceived as a period solely dedicated to education, but for many UDUS students, it also involves navigating economic realities. Between lectures and side hustles, students continue to adapt, balancing academic goals with the practical demands of everyday life.

By Muhammad Sulaiman

The Economic and Financial Crimes Commission (EFCC), Kano Zonal Directorate, on Thursday, February 5, 2026, arraigned a former Vice-Chancellor of the Federal University Dutsinma (FUDMA), Professor Armaya’u Hamisu Bichi, before the Katsina State High Court over an alleged N19.7 million bribery scheme.

Bichi was docked before Justice Musa Danladi Abubakar alongside two others—Lawal Tukur Mani and Aliyu Lawal Jari—on a five-count charge bordering on bribery.

According to the EFCC, Bichi, while serving as Vice-Chancellor, allegedly received kickbacks from contractors through the two co-defendants in exchange for the award of contracts at the university. One of the charges alleged that he obtained N5 million in July 2023 from a contractor as gratification for contracts involving the supply of medical equipment and laboratory furnishing, with the funds paid into a bank account belonging to one of the co-defendants.

All three defendants pleaded not guilty to the charges.

Following their pleas, prosecuting counsel, Salihu Sani, requested a trial date, while defence counsel moved applications for bail. Justice Abubakar granted each defendant bail in the sum of N5 million with one surety in like sum and adjourned the case to March 12, 2026, for the commencement of trial.

By Usman M. Shehu

One of the most unsettling realities for any corps member post-NYSC is the harshness of the Nigerian labour market. I know this firsthand—we had our Passing Out Parade (POP) on 18th December 2025. 

Finishing NYSC brings not just doubt, but real anxiety and fear: fear of losing the monthly allowance, and the daunting task of distributing your curriculum vitae (CV)—via email or in person—to companies, agencies, and contacts.

The dynamics of the job market have shifted dramatically. It’s no longer just about what you know (your skill set), but increasingly about who you know (your connections). This is driven in part by the sheer volume of graduates entering the market each year. 

Take my field, geology, for example: it’s not one of the most competitive courses, yet about 80 students graduated from my class alone, with degrees ranging from first class to second class (upper and lower), and third class. This pattern repeats across faculties, from the sciences and engineering to the humanities. When you do the math, thousands of graduates flood the market annually, far exceeding the combined absorption capacity of the public and private sectors.

This oversupply is a major reason why many graduates and even their guardians rely on connections to secure jobs. It’s an affront to the merit-based ideals of our educational system and a key factor behind the public sector’s declining efficiency. When nepotism and connections trump competence, institutions suffer. The civil service is already crumbling under this weight, as we see today. Fixing it remains a hot topic in public discourse, but the goal should be clear: employment, public or private, must prioritise what you know over who you know.

Another major challenge is the age barrier. Since 2009, the NYSC certificate prominently displays your date of birth to prevent age falsification. This makes it harder for anyone over 28, whether due to late entry to university or academic delays, to secure interviews or even apply. Most job portals and advertisements specify strict requirements: age limits, degree class, skills, and years of experience. Often, if you’re above the age threshold, you can’t even access the application portal. These restrictions hit hardest in white collar jobs.

The Way Forward: Despite these systemic hurdles, individual agency matters. To move forward, we must be enterprising and proactive: work hard, strategically build in-demand skills (like digital marketing, data analysis, coding, or entrepreneurship), and stay humble while relentlessly pursuing opportunities, whether through networking, job hunting, or starting your own business.

That said, this moment isn’t entirely bleak. We’re excited about the transition and earning our certificates. It opens doors to jobs that require completion of the NYSC. And if we take these steps seriously, upskilling, staying resilient, and thinking creatively, we won’t just be employable; we’ll become highly sought-after prospects.

Happy POP to my fellow ex-corps members, Batch C Stream 2 2025! Let’s step into this next chapter ready. For by failing to plan, we are planning to fail.

Usman M. Shehu wrote from Kano via usmanmujtabashehu@gmail.com.

By Abbas Datti

The Federal University Dutse (FUD) has ushered in a new era of purposeful leadership with the election of Professor Ahmad Muhammad Gumel as its 4th substantive Vice Chancellor, a development widely welcomed across the academic community as a well-deserved victory for merit, experience and vision.

Gumel’s emergence followed a competitive and transparent selection process that drew seasoned academics from across the country. Muhammed Gumel’s victory reflects the confidence of the University’s Governing Council in his proven capacity to lead, innovate and consolidate the gains recorded since the institution’s establishment.

A scholar of high repute, Gumel is widely respected for his intellectual depth, administrative acumen and unwavering commitment to academic excellence. Over the years, he has distinguished himself as a disciplined researcher, an inspiring teacher, and a consensus builder who understands the complexities of managing a growing federal university in a dynamic educational environment.

Colleagues describe him as a visionary leader with a clear understanding of the mandate of Federal University Dutse—to serve as a centre of learning, research and community development. Gumel’s leadership style, marked by inclusiveness, transparency and firm decision-making, is expected to strengthen institutional stability and staff morale while enhancing students’ academic experience.

As the 4th substantive Vice-Chancellor, Gumel is expected to build on the solid foundation laid by his predecessors, with a strong focus on academic quality, research output, infrastructural development, global partnerships and community engagement. Gumel’s background in university governance and strategic planning positions him well to navigate contemporary challenges, including funding constraints, staff development, and the drive for international relevance.

In accepting responsibility, Gumel reaffirmed his commitment to service, pledging to work collaboratively with staff, students, alumni, and stakeholders to advance the university’s vision. He emphasised that leadership is a collective task and expressed readiness to harness the vast human resources within FUD to move the institution to greater heights.

The election of Gumel has been widely celebrated as a triumph of competence and integrity. Many within and outside the university community view his emergence as Vice-Chancellor as timely and reassuring—a signal that Federal University Dutse is firmly on the path of sustainable growth, academic distinction and national relevance.

With Gumel at the helm, expectations are high that FUD will consolidate its reputation as one of Nigeria’s fast-rising federal universities, driven by purposeful leadership and an unrelenting pursuit of excellence.

Abbas Datti writes from Dutse, Jigawa State, via comradeabbasdatti@gmail.com.