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Internet connectivity is gradually returning to normal after a major Amazon Web Services (AWS) outage disrupted hundreds of websites and apps across the globe early today.

The disruption, which began around 12:11 a.m. PDT (8:11 a.m. BST), affected several popular online platforms including Reddit, Snapchat, Venmo, Ring, Pokémon GO and Amazon’s own Alexa and mobile app.

AWS, which powers a significant portion of the world’s cloud infrastructure, confirmed that the issue originated from its DynamoDB endpoint, a core database service that underpins many internet operations.

According to the company, engineers deployed a fix around 2:22 a.m. PDT (10:22 a.m. BST), and since then, services have been coming back online gradually. ‘We have deployed a fix to the identified issue and are seeing steady recovery across affected services. Some systems, including Ring and Chime, may still experience intermittent issues as we work through the backlog,’ AWS said in a status update on its Service Health Dashboard.

Reddit still affected

While many major services have since restored partial functionality, Reddit remains among the most affected, with users still reporting difficulties accessing the platform, as at press time.

AWS acknowledged the lingering disruptions, explaining that it is processing a backlog of technical issues caused by the downtime.

Outage Timeline

At 12:11 a.m. PDT (8:11 a.m. BST), AWS systems began experiencing outages; by 1:26 a.m. PDT, the problem was traced to the DynamoDB endpoint, a key database link. At 2:01 a.m. PDT, engineers identified the root cause and began implementing a fix, which was deployed at 2:22 a.m. PDT, marking the start of recovery. By 4:48 a.m. PDT, AWS reported partial restoration but noted that it was still monitoring affected services.

At its peak, outage tracking site Downdetector recorded over 50,000 incident reports, with users across the U.S., U.K., and other regions unable to access critical apps and platforms.

The latest update from AWS indicates that service restoration is ongoing, with most functions returning but some systems still operating below full capacity.

Industry analysts say the incident highlights how deeply interconnected the internet has become, with a single cloud provider outage capable of rippling across multiple sectors.

‘When AWS sneezes, the internet catches a cold,’ Jide Awe, IT expert remarked, noting the dependency many tech platforms have on Amazon’s cloud infrastructure.

As of press time, AWS engineers continue to monitor recovery progress, assuring users that stability is improving hour by hour.

As the #FreeNnamdiKanuNow protests escalates in Abuja, BusinessDay Media crew of Tony Ailemen, Tunde Adeniyi, Ladi Patrick- Okwoli and Michael Godwin, narrowly escaped death on Monday, as Police fired teargas at their vehicle parsing the back windscreen.

The teargas was fired directly at the back of car, as the reporter moved around the city center, monitoring the protest.

The protest escalated as another group that claimed to be pro federation government also emerged, late on Monday.

But for the help of the passengers waiting for vehicles at the Ministry of Finance bus stop, Abuja, the reporter would have chocked to death inside the car.

The incident occured at about 1pm at the bus stop, as the BDTV Journalists crew were doing a voice pop on the Abuja protest.

The Policemen who were moving around the city center, first fired a teargas at an elderly woman, selling Okpa, a traditional Igbo cake, by the bus stop, before going after the BusinessDay crew.

As soon as the teargas was fired at the woman, people rushed to help her but this was followed by more teargas, forcing people to hurriedly run to safety, abandoning the elderly woman to her fate.

The policemen then went after the BusinessDay crew and fired the teargas into the back of the car which also injured the photojournalist, Adeniyi.

It took the courageous efforts of the commuters at the bus stop to help revive and rescue the BusinessDay crew and their car.

Before the incident, it was observed that commercial and government activities were disrupted in Abuja’s Central Business District (CBD) as protesters demanding the release of Nnamdi Kanu, leader of the proscribed Indigenous People of Biafra (IPOB), went round the city chanting ‘free Nnamdi Kanu now!’

The protest, under the banner #FreeNnamdiKanuNow, led to restriction of movement and the use of teargas by security agencies to disperse them

The protesters had earlier gathered at the unity fountain, Abuja from where they matched through the city, moving around government locations, including the Federal Secretariat, the National Assembly junction, and Eagle Square.

The situation escalated quickly, prompting the deployment of armed security personnel who used teargas to clear the area.

BusinessDay journalists covering the protest were among those affected.

Eyewitnesses reported that police fired teargas at a vehicle carrying 2 correspondent, videographer, and cameraman.

The vehicle’s windscreen was damaged in the incident.

‘We identified ourselves as press, but the police still fired in our direction,’ one journalist said. ‘They launched teargas at our car, and we had to flee.’

The Financial Institutions Training Centre (FITC), in collaboration with the Nigeria Inter-Bank Settlement System (NIBSS), has announced the ‘ThinkNnovation Cybersecurity Conference 2025’, which would tackle sophisticated fraud schemes in the financial services sector, including cross-border ransomware attacks on governments and businesses.

In a statement released to the media, FITC stated that the theme for this year’s event, titled ‘Securing Tomorrow: Cyber Resilience, Intelligent Defense and the Architecture of Trust in a Borderless World’ will commence on October 22nd, 2025, at the Four Points by Sheraton, Victoria Island, Lagos.

Chizor Malize, MD/CEO of FITC said, ‘Cybercrime has become one of the most urgent threats facing Africa’s digital economy. From sophisticated fraud schemes in the financial services sector to cross-border ransomware attacks on governments and businesses, the cost of cyber insecurity is mounting at an alarming pace.’

She said this year’s theme, ‘Securing Tomorrow: Cyber Resilience, Intelligent Defense and the Architecture of Trust in a Borderless World,’ reflects the critical need to strengthen Africa’s cyber defenses as digital transformation accelerates across every sector, she said.

The African digital economy is experiencing an unprecedented surge. Mobile payments, blockchain adoption, digital lending, and cross-border e-commerce are reshaping the financial and commercial landscape. Yet, this rapid expansion has come with staggering risks. According to the African Union’s Cybersecurity Outlook 2024, cybercrime costs the continent an estimated $4 billion annually, with Nigeria, Kenya, and South Africa accounting for more than half of the losses.

Criminals are shifting from high-volume attacks to precision-targeted strikes that exploit systemic vulnerabilities. In Nigeria alone, industry reports reveal multi-billion-naira losses linked to phishing, insider collusion, ransomware, and large-scale fraud schemes that directly undermine trust in financial services.

In a strategic move reflecting the global energy transition, the Petroleum Training Institute (PTI), has announced its diversification into the field of renewable energy, with its research program.

Tina Isichie, director of research and development, PTI stated this while briefing journalists on the Institute’s forthcoming ‘International Conference on Hydrocarbons, Science and Technology (ICHST) 2025’ in Abuja on Monday.

Isichie explaining that the Institute is mindful of global energy transition drive, also argued that the issue of fossil fuels being set aside by 2050 or 2060 is a mirage, adding that most industries still rely on other bye products from fossil fuels.

‘To start with, the issue of fossil fuels being set aside by 2050 or 2060 is a mirage. And I say that because fossil fuels have come to stay. So it’s not just about fuels, whether it’s the emission of fuel or gasoline or kerosene and all that. There are other aspects that come from fuel, even our pharmaceuticals. So we can’t completely abandon them.

‘Now, there are technologies that are in place to reduce emissions. And what we are discussing at this conference is that we are not abandoning our shores, but we are looking at how we can explore our hydrocarbons in a sustainable manner so that the environment is not endangered at the end of the day.

‘Now, talking about technologies to be able to do that, one of that that has been talked about world over now is what you call the carbon capture utilization and storage, which means that you capture the carbon and then you see what you can use it for. Now, while that can be done on a pilot scale in a laboratory, but to be able to scale it will require quite a lot of money to do that. And we are partnering with other agencies for research in that area to see how we can reduce our carbon footprint.

‘And also to let you know that in PTI, it’s not just about petroleum, we are mindful of the energy transition and we’re also doing researches on renewable energ,’ she said.

The 4th Biennial international conference scheduled for next week with the theme:’Transforming Africa’s hydrocarbon sector, balancing growth, environment and governance’ is expected to host oil and gas industry players, government and academia.

In his remarks, Samuel Onoji, chief executive, PTI insisted that with an estimated 125 billion barrels of crude oil reserves and over 600tcf of natural gas reserves, Africa should not hasten to abandon its fossil fuel.

For him, there is need for African leaders to strive to deepen research and development of local technologies that enable the exploitation and utilization of its oil and gas endowment in a more environmentally friendly manner.

He explained that the reality of global demand for fossil fuel is expected to linger for the next 50 years.

He said, ‘As the world grapples with energy transition utilization of fossil fuels to cleaner and more environmentally friendly sources of energy, the Petroleum Training Institute through this conference has taken a bold step to kick-start research and development effort that takes cognizance of the peculiarity of African’s hydrocarbon situation.

‘Today, we are confronted with the stark reality that only a few African countries have been able to master certain aspect of oil production technology and fabricate key machineries for the industry. Thus, this conference intends to focus on research in these key areas with the aim of developing local content capacity in oil technology.

‘The ICHST will also provide the platform to nurture the next generation of energy professionals, offering students and young researchers opportunity to interact and grow their competencies.’

For years, many skeptics saw non-interest banking as a contradiction in terms. Where would a bank – or any financial institution, for that matter – find its profits if it did not charge interest for its labour?

To some, it seemed less like finance and more like an experiment doomed to fail. The model was further complicated by religious undertones, leaving many to question whether such a system could be truly inclusive in a multi-faith, secular economy like Nigeria’s.

Yet, in the face of these doubts, Haruna Musa has emerged as one of the most persuasive orchestrators of a new, positive narrative for non-interest banking in Nigeria. His leadership at Jaiz Bank Plc, the country’s pioneer non-interest bank, has already begun to redefine what ethical finance can mean – not only for Nigeria but for Africa.

A journey built on depth and diversity

Appointed managing director and chief executive officer of Jaiz Bank on November 21, 2023, Musa brought with him more than 28 years of rich, multi-sectoral experience across Nigeria and Africa. His career trajectory has been marked by steady progression, resilience, and a remarkable ability to turn challenges into opportunities.

His academic journey mirrors his professional breadth. An alumnus of Ahmadu Bello University, Zaria, Bayero University, Kano, and Cranfield University, United Kingdom, he later earned a doctorate in Islamic Banking and Finance from Universiti Utara in Malaysia – demonstrating his deep intellectual grounding in the very field he now leads.

Musa also undertook advanced management programmes in the United States and the United Kingdom, sharpening his leadership edge, and is an honorary member of the Chartered Institute of Bankers of Nigeria (CIBN).

‘Whether opening a minor’s account, financing a home through Ijara, supporting small and medium enterprises (SMEs), or exploring green financing like electric vehicles, Jaiz seeks to grow with its customers through every stage of life.’

Before Jaiz, he spent nearly three decades at Guarantee Trust Bank (GTBank), where he held several strategic roles. He served as executive director and head of the Northeast and Public Sector, Abuja Divisions, sat on the Board of GTBank Côte d’Ivoire as a non-executive director, and chaired the Board Audit Committee from 2015. Over his tenure, he frequently helped steer the bank from periods of challenge into consistent profitability, earning numerous commendations for his selfless and meritorious service.

These experiences were not mere bullet points on a résumé – they were forging grounds, preparing him to take on the immense task of leading Jaiz Bank into a new era.

Professional philosophy: More than banking

‘What drives me at the core is simple,’ Musa says with characteristic modesty. ‘Integrity, discipline, and a strong commitment to inclusive growth.’ Beyond his impressive résumé, Musa is deeply invested in values. He emphasises ethical leadership, family values, and financial solutions that empower individuals and communities. This mindset is not only central to his vision for Jaiz Bank but also to his broader outlook on life.

The board of Jaiz Bank recognised this rare blend of expertise and values when it headhunted him from GTBank. The mandate was unambiguous: restructure, re-engineer, and reposition Jaiz Bank for stronger financial performance and enhanced governance.

Leading a transformation

‘When I assumed leadership at Jaiz Bank,’ Musa recalls, ‘I met a strong foundation as Nigeria’s pioneer non-interest bank. But I also recognised the urgent need to accelerate growth, strengthen governance, and position the institution for long-term sustainability. Leading that transformation journey remains one of my proudest milestones.’

The results have been dramatic. When Musa took over in late November 2023, Jaiz’s annual profit hovered around ?6.4 billion. By December 31, just a month later, profits had risen to ?11.2 billion. By the end of 2024, following a full year of reforms, nearly all performance indices had doubled. Profits leapt from ?11.4 billion to ?24.6 billion, while the bank’s total assets crossed the ?1 trillion mark – a 100 per cent expansion in its balance sheet.

Under Musa, Jaiz has also accelerated its digital transformation, expanding mobile and agency banking to reach underserved communities nationwide. ‘We prioritised financing in critical growth areas: retail, SMEs, and agriculture,’ he notes. ‘With Nigeria’s population above 200 million, retail banking is vast. SMEs, which employ nearly 70 percent of Nigerians, are the backbone of our economy. And agriculture – contributing significantly to gross domestic product (GDP) – remains indispensable.’

The ethical difference

For Musa, non-interest banking is about more than financial performance; it is about purpose and principle. ‘Non-interest banking, often misunderstood as being exclusively for Muslims, is in fact for everyone who values ethical finance,’ he insists. ‘It is a system rooted in integrity and transparency. It is about responsibility, fairness, and creating real economic value.’

The distinction between conventional banking and non-interest banking, he argues, lies in this unwavering ethical foundation. Unlike conventional models where interest rates can change with little notice, non-interest banking ensures that once terms are agreed, they remain fixed until the contract is fulfilled. ‘That creates trust, stability, and fairness,’ Musa explains.

Jaiz also serves as the knowledge base of Nigeria’s non-interest banking industry. Many staff and members of Sharia Advisory Committees at other banks began their training at Jaiz. ‘It’s almost impossible to walk into another non-interest bank in Nigeria without finding an ex-Jaiz staff member contributing to its success,’ Musa observes with pride.

Rebranding with purpose

Recognising the need to communicate its evolving vision, Jaiz recently embarked on a major rebranding initiative under Musa’s leadership. ‘The rebrand was more than changing logos or colours,’ he says. ‘It was about reaffirming our ethical foundation while projecting innovation, maturity, and inclusiveness.’

The results have been striking. Customer engagement has surged, and Jaiz has climbed social media rankings among Nigerian banks – from fifth to second place in some indices. The bank has also adopted a bold ambition: to be among Nigeria’s top 10 banks within the next five years. The new tagline, ‘With you for life’, captures this commitment. Whether opening a minor’s account, financing a home through Ijara, supporting small and medium enterprises (SMEs), or exploring green financing like electric vehicles, Jaiz seeks to grow with its customers through every stage of life.

Non-interest banking as Nigeria’s future

Musa sees non-interest banking not as an alternative but as the financial model of the future. He cites the Nigerian Minister of Finance, who described the model as central to the country’s long-term sustainability. ‘Unlike conventional banking, non-interest banking is fundamentally asset-based and tied to real economic development,’ Musa explains.

A prime example is the Sukuk initiative, which transparently funds infrastructure across Nigeria. ‘Every naira from Sukuk is traceable to specific projects,’ he says. ‘If you travel through Abuja, Lagos, or across the East, you will see major federal projects financed through this model.’

Looking beyond Nigeria

When asked about legacy, Musa does not dwell on personal glory. Instead, he speaks of collective achievement. ‘Legacy, to me, is not about one man. It’s about the management, the staff, and the board working together. But personally, I would be proud to see Jaiz Bank expand beyond Nigeria – branches in Ghana, Côte d’Ivoire, and across Africa. I would love to see Jaiz remain the leading training ground for talent in non-interest banking and among the top 10 banks in Nigeria – not just in our niche, but across the entire financial sector.’

A new narrative for finance

From sceptics who once dismissed non-interest banking as unsustainable to its current recognition as a driver of transparency, ethics, and growth, Musa’s journey embodies a changing narrative. By marrying strong financial performance with ethical principles, he has shown that banking can be both profitable and principled.

His story is not just about Jaiz Bank but about the potential of finance itself to shape inclusive growth and sustainable futures. As Nigeria continues to grapple with economic challenges, the leadership of figures like Haruna Musa suggests a future where banking is not just about numbers but about values, vision, and impact.

Muhammad Pate, Nigeria’s Minister of Health and Social Welfare has expressed concerns that Nigeria is facing a growing health threat as drug-resistant infections continue to rise, describing the trend as a ‘silent pandemic’ that can erode the country’s gains in disease control and treatment.

He cautioned that the countries often wait for crises before investing in preparedness, noting that this reactive approach had proven costly in both human and economic terms.

‘The rising threat of drug-resistant infection is a silent pandemic. It is time now that we need to prepare and get ready because crisis can strike any time. The lesson of Ebola and COVID-19 are clear. Every naira spent on infection prevention, hygiene, and antimicrobial resistance control, save many more in treatment and economic loss’, he noted.

Pate, who was represented by Nse Akpan, Director of Port Health Services, made the remarks in Abuja on Monday during the 10th anniversary celebration of the Ameyo Stella Adadevoh (DRASA) Health Trust in honour of the late Adadevoh who died after courageously indexing ebola case in Nigeria.

The minister paid tribute to the late Ameyo Stella Adadevoh, whose decisive actions during the 2014 Ebola outbreak helped to prevent a national catastrophe.

‘Ten years ago, Nigeria faced a tremendous threat of the Ebola virus. We remember with profound respect Dr. Ameyo Stella Adadevoh, whose courageous and decisive action to protect millions of Nigerians and sacrifice embodies the highest ideals of medical professionalism and national service. Today, through DRASA’s work, her legacy lives on as a living movement for disease prevention and health security’, he said.

The minister warned that infectious disease outbreaks such as cholera remain a persistent challenge, worsened by human factors including poor sanitation and indiscriminate waste disposal.

‘It’s time we ensure that we have a universal health coverage, a sustainable improvement in public health practices in this country. If we fail to act now by addressing and extending infection control in hospitals, promoting responsible use of anti-vaccine in communities, and expanding hygiene practices in schools, then we risk undermining the very foundation of modern medicine’, he warned.

Pate acknowledged the role of partners such as DRASA, whose collaboration with government agencies over the past decade had contributed to advancing infection prevention and control (IPC) as well as antimicrobial resistance (AMR) strategies nationwide.

‘For much of the past decade, DRASA has helped us to achieve our target in this sustainable system and providing technical services that align with both national and state level priorities, evidenced by how they have mobilized nearly 100,000 health champions.

‘They have done good in communities, schools, health facilities, government institutions, and how they have supported policies. We want to appreciate DRASA for a nice job they have done and their contribution toward improving and improving the health sector. DRASA has proven to be a trusted and expert partner of the government, ensuring that interventions are not parallel or fragmented, but woven into a national health system’, the minister said.

Niniola Williams, DRASA’s Managing Director, the niece of the late Dr Adadevoh, reflected on the organisation’s journey over the past ten years. She said her aunt’s courage and sacrifice during the Ebola outbreak inspired the creation of the foundation, which has since become a vital partner in building Nigeria’s public health resilience.

‘In July 2014, during a moment of fear and uncertainty, she made a decision that turned into what was now support for the greater public good. Her decision protected Nigeria and the world from what could have been a major public health disaster, but it cost her her life. She stood firm to protect Nigeria, refusing to let an infected traveller leave her hospital, despite the risk. That legacy is the seed from which DRASA was grown’, she said.

According to Williams, the trust has established 13 public health response systems at Nigeria’s major airports, seaports, and land borders, while activating cross-border health forums with neighbouring Benin and Niger Republic to facilitate information sharing and coordinated responses to regional health threats.

She added that DRASA had also supported the development and implementation of 28 national and sub-national public health policies, working closely with government agencies to strengthen infection prevention and control. Williams noted that the impact of these efforts is best measured not only in numbers, but in the stories of communities now better prepared to respond to infectious diseases.

On future plans, she outlined DRASA’s new ten-year strategic plan, which includes the establishment of the DRASA Academy a to train and certify an additional 50,000 health workers in infection prevention and control and expand its health champions network to 500,000 people nationwide. She said the Trust also intends to set up centres of excellence across all six geopolitical zones to promote innovation, training, and research in public health, while urging support of Nigerians.

Public health experts like Chikwe Ihekweazu, an assistant director general at the World Health Organisation, Jide Idris, director general of the Nigerian Centre for Disease Control (NCDC) all commended the impact of DRASA.

In Nigeria’s complex federal architecture, local government areas represent a study in contradictions. While constitutionally mandated as the tier closest to the people-responsible for primary healthcare, basic education, local roads, and sanitation-they operate within a system that simultaneously enriches a select few while constraining their developmental impact. Recent data reveal that some Nigerian LGAs command revenues exceeding those of entire states, yet the correlation between fiscal capacity and citizen welfare remains frustratingly weak.

The revenue titans: A tale of extreme concentration

The Federation Account Allocation Committee (FAAC) distributed an unprecedented ?15.26 trillion in 2024, marking a 43 percent increase from previous years. Within this massive allocation, a stark pattern emerges: the top 20 highest-earning LGAs are exclusively from Lagos State, with Alimosho leading at ?11.13 billion in the first half of 2024 alone. This represents more than double the annual allocation to some entire states. Lagos State’s dominance extends beyond FAAC allocations. The state generated ?1.3 trillion in internally generated revenue (IGR) in 2024-a 45 percent increase from ?895 billion in 2023. This wealth cascades down to its local governments, creating what can only be described as fiscal oases in Nigeria’s largely resource-constrained local government landscape.

‘Despite constitutional provisions for local government autonomy, state governments effectively control LGA funds, treating them as extensions of state administration rather than independent governance entities.’

The revenue hierarchy tells a compelling story: Alimosho (?11.13 billion), Ajeromi/Ifelodun (?8.90 billion), Kosofe (?8.80 billion), Mushin, Oshodi-Isolo, Ojo, Ikorodu, and Surulere dominate the rankings. For context, over a seven-year period (2017-2023), Alimosho alone received approximately ?55.04 billion-an average of ?9.17 billion annually. Beyond Lagos, other notable high earners include the Abuja Municipal Area Council (AMAC) in the Federal Capital Territory and the Port Harcourt LGA in Rivers State, which received over ?15 billion from FAAC in 2023 alone. When combined with IGR and state transfers, some councils operate with annual budgets exceeding ?30 billion-rivalling the fiscal capacity of resource-rich states.

The development disconnect: Where does the money go?

Despite these staggering resources, the lived reality of citizens in these wealthy councils often contradicts their fiscal capacity. The gap between revenue and impact reveals itself through several troubling patterns.

Infrastructure deficits amid abundance: In Port Harcourt LGA, residents navigate flood-prone streets during rainy seasons despite the council’s immense oil-derived revenues. AMAC’s sprawling areas like Nyanya and Karu remain chaotic settlements with insufficient schools and healthcare centres, belying the council’s substantial budget.

Project paradox: When projects are delivered, they frequently lack transformative scale. Analysis reveals a troubling tendency toward politically expedient but developmentally marginal initiatives-rice distribution during religious festivals, motorcycle donations to youth groups, or sponsorship of religious pilgrimages. These activities, while visible, constitute welfare rather than development.

Recurrent expenditure bloat: A significant portion of revenues disappears into bloated bureaucracies and political appointments. Many councils maintain extensive payrolls that consume resources intended for capital development, leaving minimal allocations for infrastructure and service delivery.

Success stories: When governance meets resources

However, some councils demonstrate that wealth can translate into development when properly channelled. Alimosho LGA, despite its challenges, has made notable investments in healthcare infrastructure, constructing 15 new primary health centres since 2022. The ?4.2 billion Alimosho General Hospital upgrade, completed in 2023, has reduced infant mortality rates by 18 percent within two years. Ikeja LGA exemplifies strategic resource deployment through its ?2.8 billion investment in the Ikeja Digital Hub, creating over 1,200 direct jobs while attracting technology companies. This demonstrates how councils can leverage their fiscal advantages to catalyse broader economic transformation. AMAC’s digital governance initiatives provide another model. The council’s e-payment systems have increased revenue collection efficiency by 67 percent while reducing corruption in tax administration. Its public-private partnership in waste management has achieved 78 percent collection coverage, compared to the national average of 31 percent for local governments, resulting in a 43 percent reduction in cholera and typhoid incidences.

The systemic constraints: Why money isn’t enough

The persistent development deficit among wealthy councils stems from structural rather than resource constraints. The State-Local Government Joint Account system represents the most significant barrier to effective resource utilisation. Despite constitutional provisions for local government autonomy, state governments effectively control LGA funds, treating them as extensions of state administration rather than independent governance entities.

Transparency deficits: Even high-revenue councils often lack basic accountability mechanisms. Budget implementation reports remain largely inaccessible to citizens, making it impossible to track resource allocation or project delivery. This opacity facilitates misallocation and corruption while undermining citizen oversight.

Capacity constraints: Many councils lack the technical capacity for effective project planning and implementation. Without dedicated engineering departments or project management expertise, even well-funded councils struggle with delays, cost overruns, and quality issues.

Political fragmentation: The proliferation of Local Council Development Areas (LCDAs), particularly in Lagos, has complicated funding, oversight, and coordination. Multiple councils operating within the same geographic space often duplicate efforts or work at cross-purposes.

The rural reality: Constraints and innovation

The contrast with rural councils is illuminating. Yobe State’s local governments collectively generated ?11.19 billion in IGR-less than what individual Lagos councils receive monthly. Bade LGA in Yobe, operating with an ?800 million annual budget, can adequately maintain only 8 out of 23 primary schools, while 40 percent of health facilities lack basic medical supplies. Yet some resource-constrained councils demonstrate remarkable innovation. Birnin Kebbi LGA in Kebbi State achieved 89 percent vaccination coverage through efficient resource allocation and community partnerships. Its investment in motorcycle ambulances-costing ?2.3 million each compared to ?18 million for conventional ambulances-reduced maternal mortality by 28 percent.

Policy imperatives: Unlocking Local Government potential

The analysis reveals several critical reform priorities. The constitutional revenue-sharing formula requires urgent review to address stark disparities between urban and rural councils. While population-weighted allocations have logical foundations, they perpetuate development inequalities that undermine national cohesion. Capacity building must accompany resource transfers. High-performing councils consistently invest in staff training and institutional development, while struggling councils lack basic project management capabilities. Federal and state governments should prioritise technical assistance and human capital development for local administrations.

Performance-based incentive systems could help bridge the gap between resource availability and development impact. Councils demonstrating effective resource utilisation and citizen satisfaction should receive additional support, while underperformers face enhanced oversight and support interventions. Most critically, the financial and political autonomy of local governments must be genuinely enforced. The joint account system should be reformed to ensure direct FAAC transfers to councils, while elected leadership should replace appointed administrators to enhance accountability.

The transparency dividend

Evidence suggests that transparency initiatives yield significant returns. Ikeja LGA’s online https://ikeja.lg.gov.ng/ budget portal, launched in 2023, enables real-time tracking of project implementation and expenditure. Citizen satisfaction surveys indicate 74 percent approval for councils with transparency mechanisms, compared to 31 percent for those without such systems. Private sector partnerships offer another avenue for maximising impact. Eti-Osa LGA’s collaboration with private healthcare providers established 12 primary healthcare centres at 60 percent lower cost than traditional procurement while maintaining superior service quality. Similarly, its ?450 million Digital Academy partnership provides free skills training to 2,000 youth annually, achieving an 87 percent employment rate within six months.

Conclusion: The promise unfulfilled

Nigeria’s local government revenue landscape embodies both extraordinary potential and persistent disappointment. The ?15.26 trillion distributed through FAAC in 2024 represents an unprecedented opportunity for grassroots transformation. Yet the disconnect between fiscal capacity and developmental impact reveals fundamental governance failures that transcend resource availability. The existence of councils with state-level revenues operating alongside others struggling with basic service delivery represents more than administrative inefficiency-it constitutes a systematic failure to harness local government potential for national development. While Lagos and FCT councils demonstrate what adequate resources can achieve with proper governance, the majority of Nigerian councils remain constrained by limited revenue and capacity challenges. The path forward requires not merely more resources, but transformed governance structures that align fiscal capacity with developmental accountability.

Until Nigeria’s wealthiest councils translate their fiscal advantages into genuine improvements in citizen welfare-and until resource-constrained councils receive adequate support-the promise of grassroots development will remain unfulfilled. For a nation grappling with security challenges, economic diversification needs, and infrastructure deficits, the performance of local governments becomes increasingly critical. The success stories from select councils provide blueprints for transformation, but scaling these models while addressing structural inequalities remains Nigeria’s most pressing governance challenge. The revenue is there; the question is whether the political will exists to ensure it serves the people it was meant to benefit.

The scheduled hearing on Monday in the police case against Omoyele Sowore and other organisers of the #FreeNnamdiKanuNow protest did not proceed, as activities at the Federal High Court in Abuja were suspended.

By 9:30 a.m., when a reporter entered the court complex, all 13 courtrooms were locked. Although a few court staff, lawyers, litigants, and security personnel were present, no judge was seen.

Security personnel had been deployed to various locations across Abuja. Water cannon trucks were stationed at junctions including Gana Street and Shehu Shagari Way near Nicon Hilton Hotel, NITEL junction in Wuse 2, the Federal Secretariat, and the National Assembly junction leading to the Presidential Villa in Asokoro.

Vehicular movement was restricted, and pedestrians were barred from entering certain areas. Police reportedly used tear gas to disperse some gatherings.

On Friday, Justice Mohammed Umar had ordered the respondents in an ex-parte motion filed by the police-on behalf of the Federal Republic of Nigeria-to appear and explain why a temporary order restraining protests should not be lifted.

The order barred Sowore and others from protesting in certain parts of Abuja, including near the Presidential Villa, National Assembly, Force Headquarters, Court of Appeal, Eagle Square, and Shehu Shagari Way, until the main motion is heard.

Other respondents include Sahara Reporters Ltd, Sahara Reporters Media Foundation, the Take It Back (TIB) Movement, and any individuals or groups acting under their direction or with similar intentions. Unknown persons were also named as respondents.

The ex-parte motion, filed by police counsel Wisdom Madaki, was granted on Friday. The court also shortened the response time, directing the respondents to file their replies by 9:00 a.m. on Monday, October 20, 2025-the same day set for the hearing of the motion on notice.

The case is filed under suit number FHC/ABJ/CS/2202/2025.

In an affidavit supporting the motion, Bassey Ibithan, a police officer with the Directorate of Legal Services, stated that the protest, if not restrained, could threaten national security.

Sowore, founder of Sahara Reporters and former presidential candidate of the African Action Congress (AAC), had announced plans to hold a peaceful protest demanding the release of Nnamdi Kanu.

Kanu, leader of the proscribed Indigenous People of Biafra (IPOB), is facing terrorism charges before Justice James Omotosho at the Federal High Court.

Meanwhile, there are ongoing calls for a political resolution to his case.

For Africa, a public relations and strategic communications agency, will mark its 20th anniversary with the second edition of The RED Summit, themed ‘From Founders to Future.’ The event, scheduled for 6 November 2025, will bring together leaders in media, business, and governance to reflect on the evolution of communication and leadership across the continent.

The summit, which will be held in Lagos, is an invite-only gathering hosted by media personality Babajide Guerrero. It aims to explore how media institutions can remain relevant and impactful in an evolving African landscape.

Over the past two decades, RED | For Africa has developed some of the continent’s most recognised media platforms and initiatives. These include YNaija, a youth-focused media brand; StateCraft Inc., which has worked on civic and governance campaigns; and The Future Project, which celebrates innovation and excellence through The Future Awards Africa (TFAA).

According to the company, The RED Summit 2025 will serve as both a reflection on its journey and a conversation on what it takes to build lasting organisations in Africa’s fast-changing communication industry. The event will open with a fireside conversation between RED co-founders, Chude Jideonwo and Adebola Williams, on the company’s transition from a personality-driven enterprise to a purpose-led institution.

A highlight of the summit will be ‘The Succession Council,’ a keynote series featuring advertising executive Biodun Shobanjo and other industry figures, who will discuss legacy, governance, and scale.

Other sessions will include The Second Generation CEO Panel with Olushola Olaleye, Ayodeji Razaq, and Debbie Larry-Izamoje, who will share perspectives on sustaining growth; Built by RED, an alumni panel hosted by communications professional Brukeme Dickson; and the Contemporary Media Mavericks Panel, featuring Tosin Ajibade, Folagade Banks, Temisan Emmanuel, and Olufemi Oguntamu, who will examine how creators are redefining influence in the digital age.

Speaking ahead of the event, RED | For Africa’s Chief Executive Officer, Ayodeji Razaq, said, ‘As RED turns 20, we are reminded that our story has always been about more than media; it has been about building something that lasts. This summit is our way of honouring not just where we started, but those who paved the way, shaped the culture, and showed us what is possible.’

The RED Summit 2025 will also serve as a prelude to the 19th edition of The Future Awards Africa, one of the continent’s leading celebrations of youth innovation. Both events are designed to connect RED’s legacy of storytelling with the next generation of African leaders shaping the media and governance landscape.

Together, they mark an important moment in the company’s history – linking two decades of experience with a forward-looking conversation on leadership, media, and the future of influence in Africa.

Industry professionals at the 7th Summit of the Nigerian Institution of Estate Surveyors and Valuers (NIESV), Lagos Branch, have called for stronger ethical standards, innovation, and collaboration to rebuild public trust, drive excellence, and align local practices with global real estate standards.

The two-day summit, themed ‘Building Trust and Driving Excellence in Real Estate Practice: Global Standards, Local Realities,’ brought together key players across the real estate value chain to examine challenges limiting the sector’s growth and discuss strategies for achieving sustainable excellence.

In his opening address on Day 2, Emeka Eleh, chairman of the occasion and former president of NIESV, said the discussions from the first day underscored the urgent need to match professionalism with integrity and innovation.

Eleh acknowledged the local challenges that hamper professional practice, from bureaucratic bottlenecks in project approvals to weak enforcement of regulatory frameworks, but urged estate surveyors to remain ethical and forward-looking.

‘The realities exist, delayed approvals, discretionary powers, files stuck on desks for months, but we must keep our standards. Clients expect us to honour our promises and commitments regardless of what government agencies do,’ he said.

Earlier, Tosin Kadiri, chairman of NIESV Lagos Branch, welcomed participants to the second day of the summit, noting that the discussions were timely in light of the evolving dynamics of Nigeria’s property market.

Kadiri emphasised that while Nigerian professionals must aspire to global best practices, they must also adapt them to local economic and institutional realities.

‘We must continue to explore strategies that balance international standards with the unique challenges of our environment,’ he said.

Delivering the keynote address, Odunayo Ojo, chief executive officer of UPDC, urged estate surveyors and valuers to evolve with the changing face of real estate globally or risk becoming obsolete.

‘Real estate practice must evolve beyond traditional definitions of agency, valuation, and property management,’ he said. ‘Today, technology, private equity, sustainability, and data are transforming the landscape. It’s no longer business as usual, we either innovate or we die.’

Ojo lamented that while Nigerian professionals possess deep technical knowledge, many have failed to lead in investment management, real estate finance, and sustainability, areas driving the global market.

He called for greater emphasis on data, continuous education, and ethics to reverse the ‘trust deficit’ in the industry. ‘My hope is that when we meet again next year, we won’t hear stories of scams or collapsed buildings,’ he said. ‘Excellence must start with us.’

Ojo urged practitioners to embrace collaboration over competition. ‘No professional can do everything. Collaboration allows us to balance each other’s strengths and weaknesses. Rather than compete, let us specialize and work together,’ he advised.

He also challenged regulators to uphold excellence in their duties. ‘Excellence doesn’t stop with professionals; regulators, too, must lead with integrity and accountability,’ he noted.

As the summit concluded, speakers agreed that Nigeria’s real estate professionals must invest in skill development, technology adoption, and strong governance to achieve global relevance.