Yobe State

By Sabiu Abdullahi

A Federal High Court sitting in Damaturu, Yobe State, has sentenced a 20-year-old man, Dauda Umaru, to seven years’ imprisonment for procuring and having sexual intercourse with a 16-year-old girl.

The National Agency for the Prohibition of Trafficking in Persons (NAPTIP) disclosed the conviction in a statement published on its official Facebook page on Wednesday.

The court, presided over by Justice Aisha Y. Salihu, also ordered Umaru to pay a total of ₦1.5 million, comprising ₦1 million into the Victim Trust Fund Account and ₦500,000 as compensation to the victim.

According to NAPTIP, the conviction was secured under Section 16(1) of the Trafficking in Persons (Prohibition) Enforcement and Administration Act, 2015, as amended.

The agency added that failure to pay the stipulated amount would attract an additional seven months’ imprisonment.

NAPTIP intensifies prosecution of sexual exploitation cases

The latest conviction comes as NAPTIP continues to prosecute cases involving the sexual exploitation of minors and other forms of human trafficking.

In a related case previously reported by The PUNCH, the agency secured the conviction of 37-year-old Fatima Sanda for procuring a 16-year-old girl for sexual exploitation.

Sanda was sentenced to two years’ imprisonment by the High Court of Justice, Court 10, presided over by Justice Aisha Ndume. The court also ordered her to pay ₦500,000 in compensation to the victim.

The agency’s latest announcement underscores ongoing efforts to hold individuals accountable for offences involving the exploitation of minors.

The Daily Reality

By Maji Bappa Maina


The strength of a government depends considerably on the quality of the people who serve within its institutions and the opportunities it creates for the next generation of professionals.

Policies require competent people to implement them, public institutions need experienced administrators to sustain their operations, and young graduates need opportunities to apply their knowledge.

For this reason, investment in human capital remains an important part of governance and long-term institutional development.

Two recent developments under Governor Mai Mala Buni bring this issue into focus: the upward review of salaries for permanent secretaries in Yobe State and the graduation of more than 400 government-sponsored students from universities in India.

Although the initiatives address different groups, they share a common purpose: strengthening the people whose knowledge, experience and professional commitment can contribute to the state’s future.

Their significance extends beyond the immediate benefits received by the individuals involved.

Together, they raise an important question about governance: how can investment in workers’ welfare, professional training and higher education translate into stronger institutions and better service delivery?

The recent engagement between Governor Buni and representatives of the permanent secretaries offers an important starting point.

According to the report issued by the Director-General of Press and Media Affairs to the Governor, Mamman Mohammed, the representatives visited the Governor to express appreciation following the upward review of their salaries.

During the meeting, Buni urged the senior civil servants to justify the confidence placed in them and the investment made in their professional development.

He reminded them of their responsibilities as role models to younger officers and emphasised the expectation that improved welfare should be accompanied by greater commitment to public service.

The state Head of Service, Abdullahi Musa, reportedly stated that the salary structure for permanent secretaries had remained unchanged since 2006, despite previous efforts to secure a review.

If maintained as reported, the structure had remained static for a considerable period before the recent decision.

The importance of the review goes beyond the financial adjustment itself.

Permanent secretaries occupy significant positions within the administrative system.

They help coordinate government activities, supervise departments, support policy implementation and preserve institutional continuity as officers retire and new personnel assume responsibility.

Their effectiveness can influence the quality of decisions, the speed of administrative processes and the ability of ministries to fulfil their mandates.

Recognising the responsibilities attached to these offices is therefore an important part of the wider discussion about civil-service performance.

However, improved remuneration alone cannot guarantee improved service delivery.

Its value depends on how it is matched with professional discipline, accountability, competence and measurable results.

The Governor’s message was significant in this regard: the benefit carries an expectation of stronger performance.

A well-functioning civil service requires a relationship between what government provides and what public officers are expected to deliver.

Workers’ welfare matters, but so does the responsibility to ensure that public institutions serve citizens effectively.

Another important dimension of Buni’s remarks concerned the training of civil servants to fill vacancies created by retirement.

This highlights an issue that often receives less public attention than salary adjustments: the need to prepare people before critical positions become vacant.

Every experienced officer carries institutional knowledge acquired through years of service.

This includes an understanding of administrative procedures, organisational challenges, professional relationships and the practical lessons that cannot always be captured in official documents.

When experienced officers retire without adequate preparation of their successors, institutions risk losing valuable knowledge and continuity.

Training and succession planning can help address this challenge.

They prepare younger officers for greater responsibilities, support the transfer of professional knowledge and reduce the disruption that may accompany changes in personnel.

For such an approach to succeed, training must be connected to actual institutional needs.

It should equip officers with relevant skills, strengthen their ability to manage responsibilities and encourage a culture in which knowledge is shared rather than confined to individuals.

Senior officers also have an important role to play by mentoring younger colleagues and helping them understand the demands of public service.

The graduation of more than 400 Buni Scholars from universities in India introduces another dimension to the same discussion.

According to the official report, the graduates completed studies in various health-related and engineering courses.

Their representatives visited the Governor to express appreciation for the opportunity, while Buni congratulated them and urged them to serve the state effectively and efficiently.

For the graduates, the completion of their studies marks the achievement of an important personal ambition.

For the state, it represents the development of a group of trained professionals whose knowledge could contribute to important areas of public service.

The significance of government-sponsored education lies not only in enabling individuals to obtain qualifications, but also in building professional capacity that might otherwise remain limited.

Specialised training can help develop the knowledge and expertise required to strengthen institutions, improve professional practice and address shortages in essential fields.

Health-related disciplines, for instance, are important to the availability and quality of healthcare services.

Engineering expertise can support technical operations, infrastructure management and other specialised responsibilities.

By sponsoring students in these fields, the state has created an opportunity to develop skills that may contribute to its long-term needs.

Yet graduation is only one stage of the process.

The full value of the scholarship programme will depend on how effectively the graduates can apply their knowledge after returning from their studies.

Appropriate placements, professional development, supportive working conditions and opportunities to use their qualifications will all influence the results.

This is why the Governor’s call for the graduates to give back to the state carries significance.

Their education was an opportunity provided through public investment, and their professional contributions can become part of the return on that investment.

At the same time, the responsibility does not rest on the graduates alone.

Government institutions must also create conditions in which trained professionals can contribute meaningfully.

Where skills are matched with relevant responsibilities, the benefits can extend beyond individual careers to the institutions and communities those professionals serve.

The relationship between the permanent secretaries and the Buni Scholars offers an interesting perspective on the development of human capital.

One group represents experience within the public service; the other represents a new generation entering professional life.

Both have different responsibilities, but each has a role in strengthening the state’s institutional capacity.

The permanent secretaries are expected to use their experience to improve administration, guide younger officers and maintain professional standards.

The graduates are expected to apply their newly acquired knowledge and contribute to the sectors for which they were trained.

In both cases, the wider public interest provides the basis for evaluating the value of the opportunity received.

There is also a lesson in continuity. Sustainable institutional development cannot depend entirely on the efforts of one generation.

Experienced officers must prepare their successors, while younger professionals must be given the opportunity to learn, contribute and grow.

When these processes work together, institutions become better positioned to retain knowledge and maintain performance over time.

The next important step is to assess the results of these investments.

For the civil service, this could involve examining administrative efficiency, professional competence, accountability and the quality of services delivered.

For the scholarship programme, relevant measures could include graduate employment, deployment to appropriate fields, professional retention and the practical contributions graduates make to their areas of specialisation.

Such assessments would help establish whether the opportunities created are achieving their intended objectives.

They would also provide useful information for future decisions on staff development, scholarship selection and workforce planning.

Ultimately, the salary review for permanent secretaries and the graduation of more than 400 Buni Scholars illustrate two complementary aspects of human-capital development: recognising the responsibilities of experienced public officers and preparing younger professionals for future contributions.

The Governor has made the expectation clear to both groups.

Permanent secretaries must justify the confidence placed in them, while the graduates are encouraged to use their education for the benefit of the state.

The lasting value of these initiatives will emerge through the quality of service, the competence of public institutions and the contributions of the people who have benefited from these opportunities.

Government investment in people reaches its greatest value when improved welfare, professional knowledge and individual opportunity translate into better service for the public.


Maji Bappa Maina is an agent of Voice of Development, Leadership and public Insight

By  Maji Bappa Maina

The development of a state presents a fundamental policy question: how can government concentrate the infrastructure required by its capital while ensuring that other towns, rural communities and local economies also receive meaningful attention? The answer requires more than the construction of prominent projects.

It calls for a development approach that recognises differences in local needs, connects communities to economic opportunities and distributes public investment across the state’s geographical space.

This question is particularly relevant to Yobe State under Governor Mai Mala Buni.

While Damaturu continues to receive major infrastructure investments, projects across other parts of the state provide an opportunity to examine a broader development approach involving roads, markets, transport facilities, sports infrastructure and local-government work plans.

Viewed collectively, these interventions suggest a development agenda that extends beyond the state capital.

Their significance lies in the different functions they serve and the ways they can contribute to the economic and social life of communities across Yobe’s 17 Local Government Areas.

Damaturu and the Wider Geography of Development

A state capital naturally attracts substantial public investment. As the administrative centre, Damaturu accommodates government institutions, businesses, public services and a growing population.

Its infrastructure must respond to traffic, commercial activity, public-sector operations and the demands of urban expansion.

The flyover and underpass project reflects the need to address urban mobility and improve the movement of people and vehicles.

Investment in major urban infrastructure can support commercial activity, improve access and prepare the capital for future demands.

Damaturu’s sports infrastructure also forms part of this picture.

The stadium in the capital is an important sporting facility in Yobe and is regarded locally as one of the notable stadiums in the Northeast. Alongside the reported 5,000-square-metre stadium project in Buni Yadi, it illustrates the place of sports facilities in the state’s wider infrastructure landscape.

However, the development of the capital raises an important policy consideration: the extent to which investment in the urban centre is complemented by infrastructure in other communities.

The relevant question is not whether Damaturu should receive major projects.

It is whether the development of Damaturu can proceed alongside improvements in the towns and rural settlements whose residents also depend on government investment.

The examples emerging from other parts of Yobe suggest that this broader geographical perspective deserves attention.

Roads as Instruments of Economic Connection

Road infrastructure is often discussed in terms of kilometres constructed, project costs or the physical appearance of a completed route.

From a development-policy perspective, however, its wider importance lies in the connections it establishes between people, productive activities and markets.

In a report published on 14 January 2026, Vanguard reported that the Buni administration had constructed more than 100 roads connecting towns and villages across Yobe’s 17 LGAs over the preceding six years.

The report also identified other infrastructure projects at different stages of implementation.

Among the additional examples provided for this analysis are the 59-kilometre Kariyari–Dapchi–Bayamari road link, the 18-kilometre Bukarti–Toshia road in Yunusari and the 10-kilometre Chusbosko–Tagali road in Bade Local Government Area.

These routes illustrate why geographical connectivity matters to development outside major urban centres.

A road linking settlements can influence the cost of transporting agricultural produce, the time required to reach markets and the accessibility of healthcare and other services.

It can also strengthen commercial relationships between communities that depend on one another for goods, labour and trade.

For agricultural households, the ability to move produce to buyers is an important part of the income-generating process. Production alone does not guarantee economic benefit if transportation is expensive or access to markets is difficult.

Improved connectivity can help reduce these barriers, although the actual effect depends on road quality, maintenance, traffic and the availability of functioning markets.

The same principle applies to social services. Where roads improve access between settlements and service centres, residents may find it easier to reach hospitals, schools and administrative offices.

The scale of that benefit will vary from one community to another, but the underlying relationship between connectivity and access remains an important consideration in development planning.

The reported construction of more than 100 roads therefore offers a useful basis for examining how infrastructure investment can extend beyond Damaturu and connect communities across the state.

Markets and the Geography of Local Economic Growth

Roads become more economically useful when they connect people to places where goods and services are exchanged.

This makes market infrastructure an important complement to the development of transport networks.

The 16 modern markets reported in the wider project inventory, including those at foundation stage, provide another example of investment beyond the capital.

Their development raises a broader question about how commercial activity can be supported across different local-government areas rather than becoming increasingly concentrated in one urban centre.

Markets are not simply physical structures. They are meeting points for producers, traders, transport operators, artisans and consumers.

Their contribution to local development depends on whether they offer accessible and functional spaces for commercial activity and whether surrounding communities can reach them without excessive difficulty.

For farmers, a functioning market can provide an outlet for agricultural produce. For traders, it can create a more organised environment in which to conduct business.

For consumers, it can improve access to goods and services.

For local authorities, well-managed markets may also provide opportunities to improve the organisation of commercial activities.

The distribution of market facilities across different LGAs can therefore be understood as part of a wider effort to support economic activity in multiple locations.

The distinction between completed markets and those still at foundation stage remains important.

A project under construction has not yet delivered the same benefits as an operational facility.

The eventual contribution of the 16 markets will depend on their completion, accessibility, management, maintenance and ability to attract sustained commercial use.

Nevertheless, their inclusion in the wider development picture demonstrates the importance of examining economic infrastructure beyond the state capital.

Transport Facilities and the Movement of Goods and People

The motor park in Buni Yadi and the trailer park in Potiskum provide further examples of infrastructure serving communities outside Damaturu.

Transport facilities occupy an important position between road construction and economic activity.

Roads provide routes for movement, while motor parks and freight facilities help organise the movement of passengers, vehicles and goods.

A motor park can provide a designated location for passenger transport, vehicle operations and related commercial activities.

Its effectiveness depends on its accessibility, management, safety and integration with transport routes.

A trailer park serves a different purpose. Facilities for heavy-goods vehicles can help accommodate freight operations, including parking and loading activities, where these are properly planned and managed.

Such infrastructure can be relevant to commercial centres that receive or dispatch substantial volumes of goods.

The significance of these projects is not limited to their physical presence.

They represent different ways in which government infrastructure can support the movement that connects local production, commerce and consumption.

For Potiskum and other commercial centres, the relationship between transport infrastructure and trading activity is particularly relevant.

For Buni Yadi, a motor park can serve local mobility needs while providing a more organised setting for passenger transport.

The wider policy consideration is that development involves more than constructing roads.

It also requires attention to the facilities that make transportation and commercial activity function effectively.

Buni Yadi: Connecting Commercial, Social and Community Infrastructure

The examples from Buni Yadi offer an opportunity to examine how development can address several dimensions of community life.

The motor park, Buni Gari Mini Market and reported 5,000-square-metre stadium project represent different categories of infrastructure: transport, commerce and sports.

Each has a distinct purpose. The motor park can support passenger movement; the mini market can provide a setting for local trading; and the stadium can offer space for sporting activities, youth participation and community events.

Considering these projects together helps illustrate why local development should not be assessed through a single category of infrastructure. Communities have interconnected economic and social needs.

Transport facilities support movement, markets support exchange, and sports facilities provide opportunities for recreation and organised activities.

A stadium’s value, for example, depends not merely on its construction but also on its accessibility, maintenance, management and availability for regular use.

Where these conditions are met, sports infrastructure can contribute to youth engagement and community life.

The same principle applies to markets and transport facilities.

Their contribution to development depends on whether residents can use them effectively and whether they continue to serve their intended purposes.

Buni Yadi therefore provides one example of how the development agenda outside Damaturu encompasses different types of public infrastructure rather than focusing exclusively on roads or conventional public buildings.

Sports Infrastructure in Damaturu and Other Communities

The inclusion of sports facilities in both Damaturu and Buni Yadi also broadens the meaning of development.

The stadium in Damaturu represents the capital’s sporting infrastructure, while the proposed or reported 5,000-square-metre facility in Buni Yadi points to sports development beyond the state capital.

Together, they raise questions about access to recreation, opportunities for young people and the distribution of facilities that support community participation.

Sports infrastructure does not replace investment in healthcare, education, water or other essential services. Its contribution is different.

Properly maintained sporting facilities can provide spaces for physical activity, organised competition, talent development and social interaction.

The extent of their impact depends on the programmes and opportunities built around them.

A facility that remains accessible and actively used can serve a wider purpose than one that is constructed but poorly maintained or underutilised.

From a development-policy perspective, the presence of sports infrastructure in different locations is therefore worth considering as part of the wider distribution of public facilities across the state.

Local-Government Work Plans and Development Priorities

The geographical distribution of infrastructure is only one dimension of the development process.

Another concerns the institutional arrangements through which local needs are identified, projects are selected and public funds are allocated.

In May 2023, the News Agency of Nigeria reported that Governor Buni approved the release of approximately ₦765.9 million as the final 40 per cent payment for work-plan projects across the 17 LGAs. The projects had a reported total cost of approximately ₦1.7 billion, with 60 per cent previously paid.

The reported areas of intervention included water supply, sanitation and hygiene, agriculture and healthcare.

The report also described a process involving the scrutiny and prioritisation of projects through a local-government budget committee, alongside monitoring and supervision by the Ministry for Local Government and Chieftaincy Affairs.

This arrangement is relevant because the needs of local-government areas are not necessarily identical.

Communities differ in their infrastructure gaps, economic activities, population patterns and access to public services.

A structured work-plan process provides a mechanism through which different priorities can be considered within the public expenditure system.

However, the geographical distribution of projects should not automatically be equated with complete decentralisation.

Establishing the extent of local decision-making would require further evidence about how priorities are proposed, who approves them, how allocations are calculated and what authority local councils exercise.

Even with that distinction, the reported work-plan funding demonstrates an institutional channel for financing development interventions across the 17 LGAs. It provides a useful basis for examining how local needs are incorporated into a wider state development process.

Beyond the Number of Projects: Questions of Impact

The range of projects discussed here provides a useful picture of development across different geographical locations and sectors.

But a serious assessment must go beyond counting roads, markets, parks and stadiums.

Three considerations are particularly important.

First, geographical reach concerns which communities benefit from public investment and whether areas with different needs are being considered.

Second, functional value concerns whether projects address identifiable problems.

A road should improve connectivity; a market should support commercial activity; and a transport facility should serve movement and logistics needs.

Third, sustainability concerns whether completed projects are maintained, managed and used over time.

Public infrastructure produces lasting benefits only when it remains functional and accessible to the people for whom it was intended.

These considerations do not diminish the importance of constructing projects.

Rather, they provide a framework for understanding how public investment can translate into practical improvements in people’s lives.

They also explain why transparent project information, completion records, maintenance plans and evidence of usage are valuable to both government and citizens.

A development strategy becomes more meaningful when its achievements can be examined not only through expenditure and construction figures but also through the services and opportunities that the resulting infrastructure provides.

One State, Multiple Centres of Opportunity

The development of Yobe cannot be understood solely through the transformation taking place in Damaturu.

The wider picture includes the roads connecting towns and villages, modern markets at different stages of development, transport facilities in Buni Yadi and Potiskum, community infrastructure and local-government work-plan projects.

The flyover and underpass in Damaturu, the stadium in the capital, the road links in Yunusari and Bade, the modern markets, the Buni Yadi motor park, Buni Gari Mini Market and the trailer park in Potiskum serve different purposes.

Their common relevance lies in how they contribute to the infrastructure available across different parts of the state.

This is the central policy question raised by the administration’s geographically distributed projects: how can investment in the state capital be combined with improvements in the accessibility, commercial capacity and public facilities of other communities?

The examples discussed in this article provide a basis for exploring that question.

They suggest that development beyond Damaturu is an important part of the state’s wider infrastructure programme, although the degree of equity and the precise effects of individual projects must be assessed through project-level evidence.

Ultimately, the success of a state’s development effort depends not only on the visibility of its capital but also on the extent to which other communities are connected to public services and economic opportunities.

Damaturu can continue to develop as Yobe’s administrative and urban centre while other towns strengthen their commercial activities, improve transport connections and expand access to community facilities.

The broader objective is a state in which development is not confined to a single urban centre, but is pursued across different locations in ways that respond to local needs and support wider economic and social progress.

Maji Bappa Maina Voice of Development, Leadership and public Insight Agent.

Ali Tijjani Hassan

I am in Damaturu to witness the third edition of the Yobe State Spelling Bee Competition, and to be honest, I might not be doing justice to what I witnessed if I wait for decades before telling my unborn children about how Governor Mai Mala Buni, CON, is gradually refining the educational sector in Yobe State during his tenure.

His Excellency, the Deputy Governor of Yobe State, Alhaji Idi Barde Gubana, Wazirin Fune, declared the programme open and encouraged the young participants to do their best and make their communities proud. As he said, and I quote: “Forty-five years back, we were at your level, but today we are at the mantle of leadership and about to exit. You are indeed the leaders of tomorrow, and you are on the right track.” 

The Deputy Governor also appreciated the Secretary to the Yobe State Government, Dr Mohammed Goje, FRSPH, for initiating, sustaining, and continuously improving this remarkable programme. He described it as an epitome of Dr Goje’s foresighted, selfless and transformative leadership in redefining the future of young people across the state.

It gladdened my heart to see some of the finest young brains among us serving as judges and facilitators. Among them was my friend, Shamsiyya Ibrahim Barde, a recent UN guest and UNOCT champion, who served as the lead judge, while Zara Alim Bakari, as the Master of Ceremony.

Then came the preliminary stage, where every participant had the opportunity to step onto the podium and show what they had upstairs. It was one of those experiences you genuinely wish you could record and replay. I saw young and talented teenagers trying to figure out what they could do with their abilities. For me, that is one of the greatest values of the Spelling Bee. Beyond competition, it gives young people a platform to discover, sharpen and showcase their abilities while preparing themselves for a world that will demand excellence from them. 

And, of course, the real drama started when a young man who, by all indications, is my Fulani brother, was asked to spell “Maritime.” My brother tried spelling it three times. The judges disagreed about his alphabet pronunciation, largely because of mother-tongue interference. For those of us in the audience, it became difficult to tell whether the sound he produced in the second syllable was “M” or “N.” As the debate intensified and the young man probably realised that his English-language command was not going to rescue him, he switched to Hausa and asked: Wai ko ba ‘Maritime’ ake nufi ba?”

The entire hall erupted in laughter. That young man single-handedly revived the energy in the room. But beyond the laughter, I admired something about him: confidence. He wasn’t afraid to try the word, even when he wasn’t entirely sure of himself. And sometimes, that confidence to stand before people, try, and keep going despite a barrier is itself a form of education.

Of course, I saw many other vibrant young people who came fully prepared to take the trophy home. Their confidence, composure and command of words were genuinely impressive.

Then came another moment that caught my attention. A young participant with visual impairment appeared on stage and was asked to spell “Senator.” He requested the assistance he needed to participate effectively, explaining that he had been taught to read and interpret words through a system different from what most of us were familiar with. That moment made me appreciate something beyond the competition itself: the preparation that went into making the programme inclusive. It reminded me that education is not truly transformative until it makes room for everyone.

I was equally impressed by the commitment of the organisers and stakeholders. The Secretary to the State Government, Dr Mohammed Goje, alongside members of his team and associates, including Dr Sa’id Ali Kori of Thinklab, Dr Suleiman Dauda of SOLID, Dr Bulama Maina Yaro of the Yobe State Pilot Livestock Development Programme, Dr Babagana Muhammad of Nigeria Food Corporation, and Prof. Sheriff Almuhajir of YMFB, maintained a constant presence throughout the programme despite their various professional and personal commitments. To me, that speaks to the strong commitment to the initiative.

The Yobe State Spelling Bee Competition is becoming more than an academic competition. It is creating a platform where young people can discover their confidence, test their abilities, compete with their peers and begin to imagine themselves in spaces of excellence.

And perhaps the greatest lesson from the competition is one I have always believed: School was never a scam. Give a child the right environment, expose them to opportunities, challenge them intellectually, and you may be watching the early stages of someone who will one day change your community.

The Yobe Spelling Bee is, without doubt, setting a pace for a future trajectory built around education, confidence, talent and the pursuit of excellence among the younger generation of Yobe State. Let’s come back tomorrow to witness what the next session’s “knock-out stage” will offer us. But I believe that many emotional moments would unfold.

Ali Tijjani Hassan writes from Damaturu.

By Maji Bappa Maina


Government policies become meaningful when the institutions responsible for implementing them have the people, skills and resources required to deliver results.

Roads, hospitals and schools may attract public attention, but their planning, financing, supervision and maintenance depend heavily on the quality of the civil service. For this reason, the welfare and professional development of public servants deserve attention alongside the physical projects through which governments pursue development.

In Yobe State, several initiatives introduced during Governor Mai Mala Buni’s administration provide an opportunity to examine this relationship.

They include salary adjustments, implementation of the ₦70,000 minimum wage, recruitment, professional training and programmes to prepare retiring workers for life after government service.

The latest development came on 17 October 2026, when the state government announced a new monthly salary structure for the Head of Service, Permanent Secretaries, the Auditor-General for the State, the Auditor-General for Local Government and the Accountant-General.

Considered alongside earlier initiatives, the announcement raises an important question: how can improved staff welfare and stronger professional capacity translate into more effective public service?

Beyond the Latest Salary Approval

Under the newly announced structure, the Head of Service will receive ₦1,430,830.75 monthly, while Permanent Secretaries will receive ₦1,203,851.55.

The Auditor-General for the State, Auditor-General for Local Government and Accountant-General will each receive ₦1,114,666.36 monthly.

The figures were disclosed by the Head of Service, Abdullahi Musa Shehu, who called on beneficiaries and other civil servants to demonstrate greater dedication and improve service delivery.

The approval concerns specified senior offices and should not be confused with a general salary increase for every civil servant.

The announcement does not provide the previous salaries, so the percentage increase cannot be calculated from the available information.

Nevertheless, the decision highlights the importance of remuneration in public administration.

Senior officials influence policy implementation, financial management, personnel administration and institutional oversight.

Their conditions of service matter, but so does the quality of their work.

The value of a salary structure should therefore be considered alongside the professional standards, accountability and administrative performance expected from those receiving the remuneration.

A Wider Approach to Remuneration

The latest approval follows other salary-related measures reported during Buni’s administration.

In November 2024, the governor approved a ₦70,000 minimum wage for state civil servants, effective from December that year.

The decision followed recommendations from a state committee established to examine the new minimum wage.

Arrangements involving local government employees were also considered.

In July 2025, reports stated that the government approved the implementation of CONUASS and CONTISS II salary structures for academic and non-academic staff of Yobe State University.

These are separate remuneration arrangements for tertiary education personnel.

Further measures reported in October 2026 covered professional groups, including law officers and judicial personnel.

Adjustments affecting certain health professionals and academic allowances were also announced.

In addition, the government approved employment for 294 medical students on Grade Level 07/2 and 801 allied health science students on Grade Level 05/2, according to published reports.

These initiatives concern different categories of employees and should not be treated as one salary structure.

Collectively, however, they provide a basis for examining how the government approaches remuneration across different parts of the public sector.

Appropriate pay can support morale and help government attract and retain qualified personnel.

Its effectiveness also depends on fair personnel practices, suitable working conditions and opportunities for professional advancement.

Training: Turning Employment into Professional Capacity

Recruitment brings people into government, but employment alone does not prepare workers for every responsibility they will encounter.

New employees need to understand administrative procedures, professional standards and the practical demands of serving within public institutions.

In September 2024, the state organised an orientation programme for 4,000 newly employed civil servants drawn from Yobe’s 178 political wards.

The programme covered communication, teamwork, problem-solving and decision-making, preparing participants for responsibilities across ministries, departments and agencies.

This initiative highlights the connection between recruitment and institutional capacity.

New personnel can help address staffing gaps, but their long-term contribution depends partly on how effectively they are trained, supervised and developed.

In October 2025, another report stated that 149 civil servants travelled to the Administrative Staff College of Nigeria (ASCON), Lagos, for capacity-building courses.

Participants included 48 directors undertaking Advanced Human Resource Management and 69 Ministry of Finance personnel attending Financial Resource Management. Other officials were scheduled for Effective Communication training.

These subjects have practical implications for public administration.

Human resource management affects personnel deployment and supervision, while financial management supports responsible budgeting and expenditure.

Effective communication improves coordination and helps institutions explain decisions clearly.

However, the value of training should ultimately be assessed through its application.

Programmes become meaningful when participants use their knowledge to improve decisions, strengthen procedures and deliver services more effectively.

This requires government institutions to identify their actual training needs, evaluate outcomes and provide opportunities for employees to apply the skills they acquire.

Preparing the Civil Service for the Future

An effective civil service must also prepare for the departure of experienced personnel and ensure that essential knowledge is transferred to succeeding officers.

In October 2024, reports described a government-supported retreat and validation workshop intended to develop a training guide and succession plan for Yobe’s civil service.

The initiative sought to identify capable officers and prepare them for higher responsibilities, while addressing concerns about the absence of formal guidance for these processes.

Succession planning matters because institutions cannot depend entirely on the experience of individuals who may eventually retire or move elsewhere.

Administrative knowledge, established procedures and professional experience must be transferred systematically.

A properly implemented succession plan can help identify training needs, prepare officers for leadership positions and preserve institutional memory.

Its effectiveness, however, depends on fair selection procedures, consistent implementation and regular review.

The broader question is whether such initiatives continue to shape actual personnel development and administrative practice across government institutions.

Retirement Is Part of Workers’ Welfare

Government’s responsibilities towards its workforce extend beyond salaries, promotion and professional development. Retirement preparation is another important dimension.

In October 2026, reports described a five-day programme designed to help retiring civil servants prepare for life after government service.

Its themes included financial independence, retirement planning, entrepreneurship, agriculture and agribusiness.

Retirement can bring significant changes to household finances, particularly when a regular salary ends.

Practical preparation can help workers assess their financial circumstances, consider sustainable business opportunities and plan for their future.

Such programmes can complement formal retirement benefits, although they cannot replace the timely payment of pensions and gratuities.

The wider lesson is that staff welfare should be considered throughout an employee’s career, from recruitment and training to remuneration, retirement preparation and the payment of entitlements.

From Welfare to Public Value

The initiatives discussed here address different but related aspects of civil service development.

Salary adjustments concern remuneration; recruitment expands the workforce; training strengthens professional capacity; and succession planning supports institutional continuity.

Yet an approval or announcement does not, by itself, establish how much an initiative has improved public service delivery.

Recruitment can be assessed against staffing needs and the distribution of personnel.

Training programmes can be evaluated through workplace performance and the application of new skills.

Salary policies can be examined in relation to affordability, fairness and the ability to retain qualified employees.

Succession planning can be assessed through institutional continuity and the preparation of capable officers for greater responsibilities.

Attention must also remain on the conditions in which civil servants work.

Appropriate remuneration is important, but so are adequate operational resources, clear procedures, fair personnel management and credible accountability mechanisms.

Government and its workforce have complementary responsibilities.

Government must provide suitable working conditions and clear expectations, while public officials must uphold professional standards and discharge their duties in the public interest.

Improved welfare should therefore be accompanied by a public service culture that values competence, integrity and measurable results.

The Next Stage of Reform

Governor Buni’s administration has announced measures relating to remuneration, recruitment, training and retirement preparation.

Together, these initiatives provide a basis for examining the development of Yobe’s civil service.

The next step is to ensure consistent implementation, evaluate outcomes and communicate clearly about the reach and effectiveness of these programmes.

The welfare of civil servants matters because government depends on their work.

Their professional development matters because policies require capable people to implement them.

Accountability matters because public institutions must use resources responsibly and serve citizens effectively.

A stronger civil service is not defined by salary figures or the number of employees sent for training alone.

It is reflected in the quality of administration, the responsible management of public resources, the continuity of institutions and the services people receive.

For Yobe State, the lasting significance of these initiatives will depend on how successfully improved welfare and professional development translate into those outcomes.

Maji Bappa Maina, Voice of Development | Leadership and public Insight.

By Maji Bappa Maina


Infrastructure becomes particularly significant when it reaches the places where limited connectivity has constrained economic and social activity.

This is the context in which Yobe’s expanding network of rural access roads deserves closer examination.

Across the state, new road connections are emerging between communities that have historically depended on difficult routes to reach larger settlements, markets, farms and essential services.

These are not primarily urban roads designed to reshape city traffic.

They are rural access roads, and their significance lies in the connections they create beyond the major centres.

Under the administration of Governor Mai Mala Buni, a number of such roads have been constructed, while others are at different stages of development.

The emerging network includes the new road from Potiskum to Ngojin; Potiskum to Degubi; Fadawa to Daya; Fika to Maluri; Damagum to Gubana; Dawasa to Kukuri; Danchua to Jajere; Ngelzarma to Mashio; Bingel to Danchua; Damaturu to Gambir; Bukarti to Toshia; Karasuwa to Galu; Balangua to Kumagannam; Chumbosko to Tagali; the road to Dagona; Nguru to Balangua; Gashua to Masaba; and Gujba to Ngalda, which is ongoing.

Taken together, these routes suggest something larger than a collection of isolated construction projects.

They point towards an attempt to improve the geography of access across Yobe by bringing rural communities into stronger physical connection with the wider economy.

Why Rural Access Matters

For many rural communities, the road is the first link in a much longer development chain.

A farmer may produce enough food but struggle to reach a profitable market. A trader may have demand for goods but face high transportation costs. A student may live relatively close to an educational institution yet experience difficulty reaching it.

A patient may need medical attention but encounter delays because the journey itself is difficult.

In each case, the problem is not necessarily the absence of opportunity. Sometimes, it is the difficulty of reaching it.

This raises an important question: what happens to a rural economy when physical access begins to improve?

The answer cannot be assumed. It has to be observed through changes in transportation, agricultural marketing, movement of people, access to services and local economic activity.

Roads and the Rural Economy

Yobe’s rural economy makes connectivity particularly important.

Agricultural production does not end at the farm gate. Produce must move from farms to collection points, markets and larger commercial centres.

The condition of the connecting road can influence the cost, speed and reliability of that movement.

The new routes linking communities such as Potiskum and Ngojin, Ngelzarma and Mashio, Nguru and Balangua, Gashua and Masaba, and Fadawa and Daya therefore deserve to be viewed through an economic lens.

Their potential significance extends beyond transportation.

Better connectivity can create stronger relationships between producers, traders and consumers.

A rural road can consequently become part of an economic system rather than simply a physical structure.

Extending Development Beyond Urban Centres

There is also a geographical dimension to the intervention.

Public investment naturally receives greater visibility in major towns, where large populations and public institutions are concentrated.

Rural infrastructure presents a different challenge: its beneficiaries are more dispersed, and its impact may be less immediately visible.

Yet development becomes broader when infrastructure reaches beyond administrative and commercial centres.

The road from Damagum to Gubana, for example, or the connections involving Danchua, Jajere, Bingel, Bukarti, Toshia, Karasuwa, Galu, Balangua and Kumagannam, are important precisely because they extend connectivity into communities outside the major urban corridors.

The significance of such projects should therefore be considered in terms of inclusion, mobility and opportunity.

The Question of Development Impact

However, constructing rural roads should not be the final measure of success.

The more important assessment begins after the road becomes usable.

Are journey times falling? Are transport costs becoming more manageable? Are farmers reaching markets more easily? Are communities gaining better access to schools and health facilities? Is commercial activity increasing along these routes?

These are the questions that can turn infrastructure statistics into evidence of development.

For that reason, the long-term evaluation of Yobe’s rural road programme should move beyond the number of projects completed.

It should examine what these roads are changing in the lives and economic activities of the communities they connect.

From Connectivity to Opportunity

The broader significance of rural access infrastructure is that it can reduce the physical barriers separating communities from opportunity.

A road connecting Gujba to Ngalda, for instance, has a different development significance from a conventional urban road.

Its importance is rooted in the communities and economic spaces it brings closer together.

The fact that the route is still ongoing also highlights the need to view infrastructure as a process whose ultimate value becomes clearer after completion and sustained use.

The same principle applies across the wider network.

When rural communities become better connected, movement becomes easier; when movement becomes easier, economic interaction can expand; and when economic interaction expands, new possibilities may emerge.

This is why rural roads deserve to be considered within the broader conversation about development in Yobe.

Beyond the Road Itself

The emerging rural access network under Governor Mai Mala Buni presents an interesting case for examining how infrastructure can influence development outside the major urban centres.

Its importance will ultimately depend on more than construction.

Maintenance, road quality, accessibility throughout the seasons and the economic activities generated around the routes will determine whether the initial investment produces lasting value.

The real measure of these roads will therefore be found in the communities they connect.

If a farmer reaches a market with less difficulty, a trader moves goods at lower cost, a student travels more easily, or a patient reaches a health facility sooner, the road has acquired a meaning beyond concrete, earthwork and engineering.

It has become a pathway to participation.

And perhaps that is the more important story emerging from Yobe’s rural roads, development is gradually extending into the spaces between the major towns, one connection at a time.


Maji Bappa Maina is a Voice of Development, Leadership and public Insight agent and he writes from Yobe State Nigeria

By Ali Tijjani Hassan

There is a difference between a public health system that performs well on paper and one that performs well in people’s lives, and Yobe State is currently teaching us these differences in real time. For over ten days, reports of viral conjunctivitis (Apollo), as it is popularly called, have been spreading across parts of the state. Yet the silence from official quarters has been almost as consistent as the outbreak itself. No public advisory. No visible coordination. No reassurance that anyone in authority is even watching. And silence, in public health, is never neutral. It either means nothing is happening, or it means something is happening and no one has thought to tell the people living through it. Neither of these answers is acceptable. Considering the communicable nature of this outbreak, it is essentially as contagious as yawning. The system should work, and the response should be in place.

I say this, not out of pessimism, because pessimism is cheap and the outbreak deserves better than cheap reactions. Yobe is not a state without human resource capacity. We have a significant number of epidemiologists and precision medicine experts. We have disease surveillance officers, laboratory scientists, environmental health officers, and public health professionals—a full formation of expertise that many states would envy. So, the question is not whether we have the people. The question is whether the system built around those people is actually working, or has quietly become one optimised for reporting rather than responding. Because here is an uncomfortable truth: a health system can hit every donor indicator, produce every glossy report, receive every award, and still fail the basic test of protecting the community it exists to serve. KPIs are not the same as outcomes. A dashboard is not the same as a warned public. You can be commended internationally and still be invisible locally, and that gap between what is reported upward and what is felt on the ground is where public trust quietly erodes.

What sharpens this concern is that we are not operating in isolation. This outbreak is not affecting only Yobe State; it’s spread across northeastern states. Take Adamawa State as an example: it’s currently responding to a similar outbreak of viral conjunctivitis. They already declared a pandemic and activated warning and response systems since the 7th of August, 2026. Coincidentally, Bauchi State is experiencing a cholera outbreak; the state government has been activating its cholera response system since the 1st of August, 2026. These are not distant or hypothetical benchmarks; they are neighbours, operating under comparable constraints, demonstrating that a coordinated response is possible when the will and the system align. So if they can move, what exactly is holding us back?

Is it a failure of surveillance itself, or a failure to verify what surveillance already picked up? Is it risk assessment sitting somewhere in a queue? Is it plain bureaucratic inertia, the kind where information exists but no one owns the decision to act on it? Or is it something more troubling: a culture where we wait for numbers to become undeniable before we treat them as urgent?

I raise these questions not to indict anyone by name, but because public health, by its very design, is supposed to be anticipatory. Its entire justification is that it acts before catastrophe forces it to. A surveillance system that produces reports without triggering timely action has collected data successfully but has failed in its actual purpose. And there is something quietly troubling about a community that learns of a potential outbreak through word of mouth before it hears a single word from the institutions constitutionally responsible for its well-being. That is not just a communication gap. It is a trust gap, and trust, once eroded in public health, is far harder to rebuild than any epidemic curve.

The remedy is not complicated. If there is no outbreak, say so clearly and to everyone, not just to donors. If there is one, say so. If an investigation is currently in progress, please communicate that clearly. If interventions have begun, say so. None of this requires perfect information. It requires the basic respect of keeping people informed while the work is being done. Because silence is not surveillance, and a response no one can see is barely a response at all. The people of Yobe do not need another award ceremony. They need a system that notices early, speaks plainly, and moves before the numbers force its hand. In the end, the truest measure of a public health system was never going to be what it reports about itself. It is what the people living inside it actually experience.

Ali Tijjani Hassan is a public health professional who writes from his personal quarantine after being infected with the Apollo.

By Sabiu Abdullahi

The Department of State Services (DSS) has released a young man, Mr. Ya’u Mohammed from Gashua in Bade Local Government Area of Yobe State, after findings showed that he had no link to any alleged wrongdoing.

The Service, under the leadership of Mr. Oluwatosin Ajayi, also provided him with ₦2 million. The financial support was aimed at helping him settle back into society and start a means of livelihood for himself and his family.

The development was made known by the Special Adviser on Security Matters to the Yobe State Governor, Brigadier General Dahiru Abdulsalam (rtd), during a visit to the DSS State Command Headquarters in Damaturu. The young man was formally handed over to him before reuniting with his family.

General Abdulsalam said his visit to the Command was to verify the circumstances that led to the detention and subsequent release of Mr. Ya’u Mohammed. He explained that follow-up reviews and investigations conducted by the Service cleared the young man of any involvement in the allegation that led to his arrest.

The retired military officer described the outcome as unusual within his long years in public service. He noted that it was the first time he had witnessed a situation where an individual, after being cleared, was released and also supported financially for reintegration.

He added that the action reflected a clear commitment by the Director General of the DSS to justice, compassion, and rehabilitation. He further called on other security agencies to maintain respect for the rule of law and uphold human rights in order to build stronger public confidence.

After his release, Mr. Ya’u Mohammed expressed gratitude to God for what he described as a difficult but defining experience. He also thanked the DSS Director General for the support given to him and promised to use the ₦2 million responsibly to build a stable livelihood and support his family.

His father, Alhaji Muhammadu, was visibly emotional during the reunion with his son. He expressed appreciation to the DSS leadership, describing the intervention as compassionate and commendable.

By Maji MB

Like a traveler who set out at dawn with hope carefully folded into his resolve and a quiet determination that refused to fade with distance or difficulty, Governor Mai Mala Buni embarked on what would become a wide-reaching and sustained reform of the healthcare system in Yobe State, approaching it not as a set of isolated projects but as a deeply interconnected mission to rebuild trust, restore access, and reimagine how care could be delivered across both urban centers and remote settlements. From the outset, the focus was not on surface-level improvements but on laying down enduring foundations that could support growth for years to come, even in places where infrastructure had long been weak or unevenly distributed.

He began by returning to the roots of the system, prioritizing primary healthcare as the entry point for most citizens and the backbone of any sustainable medical structure. Across communities, 140 Primary Healthcare Centres were revived or newly established, each one functioning not merely as a building with equipment but as a functioning access point for families who previously had to travel long distances for even basic medical attention. These centers became essential spaces where preventive care, maternal support, child health services, and first-response treatment could be accessed closer to home, gradually reshaping how communities interacted with the healthcare system and reducing delays that often turned treatable conditions into emergencies.

From that foundation, the reforms expanded outward into secondary and tertiary levels of care, with local government areas strengthened through secondary facilities and more specialized services distributed across zones to reduce pressure on central hospitals. At the highest level, tertiary institutions were reinforced to handle more complex cases, creating a more coherent referral structure that allowed patients to move through the system in a more organized and efficient way. This layered approach helped reduce bottlenecks while also ensuring that care was not concentrated in one location but spread in a way that matched population needs.

Recognizing that geography and terrain often determine survival in emergencies, the administration introduced 88 customized tricycle ambulances designed specifically for hard-to-reach areas where conventional vehicles struggled. These ambulances became more than transport solutions; they functioned as critical links between vulnerable households and formal medical care, navigating narrow paths and rural roads to retrieve patients in urgent need. In many cases, they shortened the time between crisis and treatment, reinforcing the idea that healthcare accessibility is not only about facilities but also about mobility and reach.

Alongside infrastructure expansion, attention was given to financial protection and inclusion through the Yobe State Contributory Healthcare Management Agency, which expanded coverage to over 300,000 residents. This initiative reduced the immediate financial burden on households by allowing citizens to access services without bearing the full cost of treatment upfront, with government support covering the majority of expenses and patients contributing a small portion. In practice, this helped shift healthcare from being a sudden financial shock to a more predictable and manageable system of shared responsibility.

To address the persistent challenge of drug availability, the establishment of the Drugs and Medical Consumable Management Agency became a central intervention point, supported by over ₦2.3 billion worth of medical supplies. This ensured that hospitals and clinics were no longer frequently hindered by stock shortages or treatment interruptions. Medicines, consumables, and essential supplies became more consistently available, strengthening confidence in public health facilities and improving continuity of care for patients who previously faced delays or had to seek alternatives outside the state.

Emergency response systems were also strengthened through improved ambulance services and inspection mechanisms designed to ensure accountability and readiness across facilities. This meant that response times in critical situations improved, coordination between facilities became more structured, and oversight mechanisms helped maintain operational standards. In practical terms, this created a more responsive system where emergencies could be handled with greater speed and fewer procedural delays, particularly in situations involving accidents or sudden medical complications.

A major humanitarian component of the reforms was the introduction and expansion of free healthcare services for vulnerable groups, including pregnant women, young children, accident victims, and patients requiring dialysis for kidney-related conditions. By removing financial barriers in these high-risk categories, the system provided direct relief to families facing some of the most expensive and emotionally taxing medical situations. This intervention not only reduced mortality risks but also reinforced the principle that certain categories of care should remain accessible regardless of income level.

In parallel, immunization and disease prevention efforts were significantly strengthened through collaboration with development partners, leading to a notable increase in immunization coverage from 16% to 65%. Programs targeting polio and other childhood diseases were intensified, resulting in improved public health indicators and positioning the state as one of the most improved in the country. At the same time, investment in medical infrastructure continued at the teaching hospital level, including the construction of a 300-bed Maternal, Newborn, and Child Health complex and the expansion of overall capacity to over 700 beds, alongside the introduction of advanced diagnostic equipment such as MRI, CT scan, mammography, digital X-ray, and ultrasound systems.

Finally, attention turned toward sustainability and human capital development, with upgrades to institutions such as Shehu Sule College of Nursing and Midwifery and Galtima Mai Kyari College of Health Sciences, including improved facilities, expanded learning environments, and enhanced living conditions for students. In a notable workforce intervention, automatic employment opportunities were provided to graduates to strengthen staffing levels across the health system. Over time, these combined efforts contributed to improved national recognition, culminating in the state’s emergence as the best-performing state in the National Primary Healthcare Competition of December 2025, reflecting a system that had evolved from fragmented services into a more coordinated and steadily improving healthcare framework.

Maji MB wrote from Potiskum, Yobe State.

By Anas Abbas 

The Nigerian Air Force (NAF) has killed more than 25 terrorists in a coordinated night air raid around Bula in Yobe State and the Banki axis of Borno State.

Director of Public Relations and Information, Air Commodore Ehimen Ejodame, disclosed this in a statement issued on Saturday in Abuja. 

He explained that the operation was carried out on September 18, following actionable intelligence provided by ground troops.

According to Ejodame, a combination of Intelligence, Surveillance and Reconnaissance (ISR) assets and strike aircraft tracked terrorist movements and spotted multiple groups north of Banki. The terrorists were then hit in three successive precision strikes along their movement routes and assembly points.

“Real-time updates were relayed to ground forces and base operations, enabling synchronised action. The strike aircraft engaged the terrorists in three successive precision strikes, effectively neutralising more than 25 fighters,” Ejodame stated.

He added that post-strike surveillance confirmed that ground forces had maintained their defensive positions, with no further threats detected.

Ejodame said the operation highlighted the Air Force’s unwavering support for ground troops and its commitment to denying terrorists freedom of action in the North-East.

The operation comes just days after Boko Haram insurgents attacked the Darajamal community in the Bama Local Government Area of Borno on September 8, killing at least 63 people, including five soldiers. The attackers, who rode in on motorcycles, shot indiscriminately, razed houses and vehicles before military reinforcements arrived.

Governor Babagana Zulum had described that incident as “very sad,” confirming the death toll and pledging government support to the affected families.