Yobe State

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.

By Kasim Isa Muhammad‎‎

In a deliberate move to cushion the impact of economic hardship and create sustainable opportunities for women, Senator Ibrahim Mohammed Bomai, who represents Yobe South Senatorial District, has empowered six women with financial support of ₦1 million each.

The initiative, which was unveiled in Potiskum on Friday, is part of the senator’s ongoing interventions aimed at addressing poverty, improving livelihoods, and encouraging women to actively participate in business and community development.‎‎

According to Yusuf Zaki, a close aide of the senator who represented him at the event, the programme was carefully designed to give women in the constituency the financial muscle to either start or expand their businesses.‎‎

He explained that Senator Bomai recognises the enormous contributions that women make to household welfare and the local economy, and has therefore prioritised their empowerment.‎‎

“Senator Bomai believes that empowering women is one of the most effective ways of reducing poverty and improving livelihoods in our communities. The ₦1 million given to each of the beneficiaries will enable them to invest in viable ventures that can sustain their families and, by extension, contribute meaningfully to the growth of the local economy,” Zaki stated while addressing journalists.‎‎

He also noted that this intervention is not an isolated gesture, but part of a broader empowerment agenda that the senator has consistently pursued since assuming office. ‎‎

According to him, the lawmaker has previously supported educational programmes for indigent students, invested in healthcare projects, and initiated youth empowerment schemes to tackle unemployment in Yobe South.‎‎

Zaki added that the women’s empowerment programme was deliberately crafted to focus on those who have shown entrepreneurial drive but lacked access to capital due to the harsh economic realities and limited opportunities in rural communities.

‎‎One of the beneficiaries, Aisha Mohammed, who operates a small tailoring business, spoke emotionally about how the support has given her a renewed sense of hope.

‎‎She said she had struggled for years to keep her shop running with outdated sewing machines and insufficient materials.

“This money is a lifeline for me. With ₦1 million, I can now buy better sewing machines, employ two apprentices and expand my shop to cater for more customers. It is not just about money; it is about the dignity and confidence it gives me to keep going. I am grateful to Senator Bomai for remembering women like us who are struggling to survive,” she told our correspondent.

‎‎Another beneficiary, revealed that she intends to invest in poultry farming, which has long been her dream but was hampered by lack of capital.‎‎

According to her, poultry has the potential to provide steady income and create employment opportunities for others in her community.

“With this support, I can start on a solid foundation by setting up proper structures and buying enough birds and feed. It is a dream come true because women in rural communities like ours hardly get access to bank loans or financial institutions. This is why we are so grateful to the senator for giving us a chance to stand on our feet,” she said.

‎‎Community leaders in Yobe South have also applauded the initiative, describing it as a commendable step towards poverty reduction and local economic revitalisation.

‎‎Alhaji Idi Jugujugu, a respected elder in Potiskum, said the programme goes beyond financial empowerment, as it also builds confidence in women and encourages them to see themselves as active contributors to development.

‎‎“This is not just about giving money, it is about building confidence in women and showing them that they can also be economic pillars in their families and communities. If more leaders would replicate such interventions, many families would escape poverty and our society would be stronger,” he stressed.‎‎

By Hadiza Abdulkadir 

Nigerian photographer Saidu Abdulrahaman has made history by earning a Guinness World Record title for the most headshot photographs taken in one hour. He successfully captured 897 portraits within 60 minutes, showcasing his exceptional skill, speed, and precision behind the camera.

Abdulrahaman, who hails from Yobe State in the Northeast, expressed immense gratitude for the support he received from fellow Nigerians, attributing his success to the encouragement of family, friends, and well-wishers. “This achievement is not just mine; it belongs to every Nigerian who believed in me,” he stated.

He emphasised that breaking a world record is no easy feat, requiring focus, endurance, and a strong support system. His accomplishment is an inspiration, proving that with determination, Nigerians can compete and excel on the global stage.

With this historic milestone, Abdulrahaman joins the ranks of Guinness World Record holders, setting a new standard in photography. He hinted that this is just the beginning, promising to continue pushing boundaries in his field.

By Hadiza Abdulkadir

Fatima Alkali Saleh, a bright student from Yobe State, has been awarded a full scholarship by Dr. Sa’id Alkali Kori, Chairman of ThinkLab Group, after scoring an impressive 336 in the 2024 Joint Admissions and Matriculation Board (JAMB) exam.

The scholarship covers her tuition and essential academic tools, including a laptop and technical drawing instruments, supporting her ambition to study architecture.

Dr. Kori praised Fatima’s dedication, stating that her excellence aligns with ThinkLab Group’s vision of empowering future leaders.

Fatima expressed gratitude for the life-changing opportunity, vowing to give back to her community. Her achievement stands as an inspiration for students across Nigeria.

By Ibrahim Muhammad 

The Yobe State Government has made significant strides in revamping the education sector, demonstrating its commitment to empowering future generations.

In 2024, the government invested over N2 billion in learning materials and infrastructure development through its Universal Basic Education Board (YSUBEB).  

According to YSUBEB Executive Secretary Alhaji Isa Shettima, the substantial investment aims to enhance the quality of education in primary and secondary schools across the state. 

Learning materials were widely distributed, including essential items such as pencils, pens, exercise books, school bags, chalk, whiteboards, markers, and more.

Specifically, the YSUBEB distributed 5,600 cartons of pencils, 5,600 cartons of ballpoint pens, and 5,600 cartons of exercise books, among other materials.

Additionally, UNICEF donated 56,000 branded school bags. Infrastructure development was also a key focus area, with the YSUBEB renovating over 100 schools across the state’s three geopolitical zones.

Notable projects included the construction of new classroom blocks, administrative blocks, laboratories, libraries, and offices in various schools.

The government also built two vocational schools in each geopolitical zone. Some of the notable projects undertaken by the YSUBEB include renovating a block of two classrooms, offices, and stores in Government Secondary School, Dagona, and building a block of six classrooms with an administrative block, laboratory, library, and offices in GDJSS, Abba Ibrahim.

The YSUBEB also constructed two classroom blocks, an office, and a store in Bizi Primary School and six classroom blocks with an administrative block, a laboratory, a library, and offices in Government Day Secondary School Buraima. 

Despite these efforts, some reports have falsely claimed that the Yobe State Government has neglected the education sector, leaving schools in a ramshackle condition.

However, these claims are entirely unfounded and misleading. The facts on the ground demonstrate the government’s unprecedented commitment to providing quality education.

The N2 billion investment in learning materials and infrastructure development is a testament to this commitment. It is essential to set the record straight and dismiss these baseless reports.

The Yobe State Government has made overwhelming progress in revitalising the education sector, and this progress should not be obscured by misinformation.

The government remains dedicated to providing a conducive learning environment for its citizens and ensuring that every child has access to quality education. 

The Yobe State Government’s efforts in education are part of its broader development agenda, as outlined in the 2024 Appropriation and Finance Bills.