Nigeria Moving Towards Sustainable Progress-Umar Namadi

Q: One of the nagging problems in northern Nigeria has been the farmer-herder conflict. How has Jigawa addressed this problem?

A. Demarcating cattle routes and grazing reserves is key to sustainably reducing farmer-herder clashes, and we are making progress in this area. We’ve expanded some cattle routes from 30-40 meters to 100 meters, which has demonstrably reduced encroachment on farmlands and subsequent conflict. We are continuing to demarcate additional grazing reserves. Furthermore, Jigawa’s dedicated Farmers and Herders Board, along with local conflict resolution committees, has proven highly effective. For example, two local governments that had been in conflict for over 25 years have experienced peace for the last two years, with no deaths reported due to farmer-herder clashes. Farmers now cultivate freely, and herders graze peacefully.

Q: What are your thoughts on Nigeria’s current economic state and direction under President Bola Tinubu’s administration?

A. The President’s bold decisions to remove fuel subsidies and unify exchange rates are historic steps laying the foundation for sustainable growth. While initially challenging, these reforms promise improved employment, living standards, and overall development. Nigeria is gradually moving toward sustainable progress under this courageous leadership.

Q: What changes has your administration brought to Jigawa State?

A: To establish a clear understanding of the existing conditions, we conducted a comprehensive baseline survey across key sectors, including education, health, agriculture, economy, social security, water supply, and the environment. This data-driven approach replaced guesswork in governance. Following the survey, we designed and implemented our 12-point development agenda, addressing every critical sector. After two years, demonstrable progress has been made in all areas. Our policies are measurable, reflecting the baseline data. For example, Jigawa’s Internally Generated Revenue (IGR) has seen significant growth, earning recognition as one of the fastest-improving states. This demonstrates the effectiveness of our reforms. Our governance philosophy centers on service, and we are committed to leveraging every opportunity to advance Jigawa.

(Q.) Agriculture is central to your administration’s strategy. What concrete steps have you taken to transform the sector?

A: Agriculture is central to Jigawa’s economy. Our initial assessment revealed key obstacles: expensive farm inputs (particularly fertiliser and seeds), inadequate extension services, and limited mechanisation. We tackled these challenges head-on. Recognising the importance of fertiliser, we implemented a transparent, community-based distribution system instead of simply importing large quantities. A committee comprising farmers’ associations, government officials, and security agencies was formed to ensure direct delivery to smallholder farmers, eliminating middlemen. Stringent transport restrictions further curbed diversion and smuggling. Consequently, Jigawa’s cultivated land expanded significantly, from 60,000–70,000 hectares to over 200,000 hectares by 2020, 220,000 hectares by 2024, and exceeding 300,000 hectares by 2025. Our ambitious goal is for Jigawa to produce 50% of Nigeria’s rice by 2030. Given our current progress, this is achievable, Insha’Allah.

Q: How are you assisting farmers with technology and mechanisation?

A: To scale up agriculture, the Jigawa State Farm Mechanisation Company, a public-private partnership, provides subsidised tractors and equipment. Sixty service centres, equipped with ten tractors, two combine harvesters, and other implements, were established across the state, with each tractor featuring GPS tracking for performance monitoring. Recognising varying levels of digital literacy, farmers can book services online or through local agents who also assist with payments and logistics. This initiative replaces traditional animal-powered ploughing, enabling farmers to cultivate more land efficiently, increasing yields and income.

Q: How does irrigation support year-round farming?

A: To overcome the limitations of rain-fed agriculture, we’ve invested heavily in irrigation. We are rehabilitating 10 dams to cultivate an additional 4,500 hectares and expanding the Hadejia Valley Irrigation Scheme (potential of 28,000 hectares) with federal and private investment. Drip irrigation in desert-prone areas like Lalashi has enabled over 120 young men to farm year-round, producing high-demand crops and reversing rural-urban migration. This success is being replicated in 10 more locations. These irrigation interventions are securing Jigawa’s food future and significantly contributing to Nigeria’s self-sufficiency in rice and other staples.

Q: Education’s budget allocation has increased by over 30%. What impact has this had?

A: Recognising education as fundamental, we restructured the Ministry of Education into Basic Education and Higher Education to improve administrative efficiency. A survey revealed a concerning statistic: eight out of ten Primary One students lacked basic literacy skills, prompting us to declare a state of emergency in education. To address the teacher shortage, we confirmed 3,000 inherited J-Teach staff as permanent employees and recruited an additional 3,000 teachers, bringing the number to 6,000 teachers overall. Furthermore, we employed 4,200 teachers at the senior secondary level. To enhance accountability and parental involvement, we empowered School-Based Management Committees and introduced Mothers’ Forums, leading to improved student and teacher discipline.

Q: Please elaborate on the international expertise involved?

A: We’ve partnered with NewGlobe, a UK-based education firm with a strong track record in Rwanda and other regions, to enhance literacy and numeracy, yielding significant improvements in Jigawa primary schools. We’ve also integrated the Almajiri system into formal education by renovating Tsangaya schools and constructing three mega Tsangaya boarding schools. These schools, accommodating 1,500 students each, combine Quranic learning with literacy, numeracy, and vocational training, and will be self-sustaining through on-site farming. Furthermore, we’ve established an Institute of Vocational Training in Bamabara (converted from the School of Basic Studies) with N25 billion in modern equipment, upgraded eight secondary schools to vocational excellence centers for middle-level manpower development, and continue to offer advanced opportunities through our University of Technology.

Q: Teacher training and development?

A: Teachers are the backbone of education. So far, we have trained over 7,000 at the basic level and 4,800 at higher levels. Training is ongoing, especially under the NewGlobe partnership. We are also testing 10,000 existing teachers to identify weaknesses and design personalised training. Our goal is to build a professional, well-equipped, and motivated teaching workforce.

Q: Regarding health, what are your administration’s key initiatives for reducing maternal mortality and improving primary healthcare delivery?

A: Prioritising primary healthcare, the foundation of human development, we upgraded 60 PHCs with solar power, staff housing, security fencing, and modern equipment. Further rehabilitation of 141 facilities under the World Bank’s IMPACT project brings the total to over 200 functional PHCs out of 287 in Jigawa State. This expansion has significantly improved maternal care, providing access to skilled birth attendants, safe delivery facilities, and essential medicines, leading to a steady decline in maternal mortality rates—a key achievement of this administration.

Q: Two years in, your progress is remarkable. What is your vision for Jigawa by 2030?

A: By 2030, we envision Jigawa as a model of inclusive development in Nigeria: a leading rice producer meeting at least 50% of national demand, a state with minimal out-of-school children due to our reforms, and a hub for skilled manpower through vocational training and technology-driven education. We aim to provide primary healthcare within a 5km radius of every community. As servants of the people, every policy, project, and investment is designed to improve the lives of Jigawa citizens, and Insha’Allah, we will achieve this by 2030.

Q: Post-harvest losses significantly impact farmers nationwide. What crop preservation and storage assistance is your government providing specifically to Jigawa farmers?

A. You are absolutely right. Post-harvest losses are a serious issue, and we are determined to address them. Two key reasons make this urgent: first, because of the way our farmers live, they usually need to sell part of their crops immediately after harvest to meet basic needs. Unfortunately, this is the time when prices are lowest, during the period of plenty. What we are planning is to introduce a warehouse receipt system. Under this arrangement, a farmer can deposit his harvest in a certified warehouse, receive a receipt, and if he needs, say, N300,000, a partner bank can advance that to him. He can then meet his immediate needs. Later, when the market price is favourable, he can sell his crops, repay the bank, and reclaim his produce. We are already in discussions with some commercial and development banks on this. In addition, we are working towards establishing a commodity market. The feasibility study is completed, and the Executive Council has approved it. We are now engaging partners to make it a reality. This market will serve as a structured platform for trading agricultural produce and drastically reduce post-harvest losses for our farmers.

Q: Will you consider a second term in office, as being speculated? 

A. The truth is that my current mandate is for four years, and my focus is to deliver fully on that. As for a second term, that is in the hands of God. For now, I remain focused on serving the people faithfully within this mandate.