In the experience of Nigeria, focusing largely on the post-1999 return to democracy, second terms have turned out to be a mixed bag. Very often, the recipient of a new mandate appears to be burnt out or, at times, gives the impression of having something else on their mind. This is why the aversion to second terms has grown, to the extent that many find a single six-year term attractive.
With a focus on the newly re-elected Ekiti State governor, Biodun Abayomi Oyebanji (BAO), we would like to proffer the advice that he avoid second-term trappings by using his new mandate to define and cement a lasting mark. Doing so would make the mandate impactful while strengthening both public policy and the state’s political economy. As a progressive, the onus lies on Oyebanji to be at the forefront of redefining progressive philosophy in Nigeria. Being a governor offers a unique advantage: it bridges theory and practice, an opportunity granted to only a select few.
A clear historical precedent is Michael Okpara, who became Premier of the former Eastern Region at 38. A medical doctor by training, Okpara had by age 31 outlined a brilliant blueprint for Eastern Nigeria’s economic transformation, befitting a political economist. He executed this vision upon becoming premier, driving the region to achieve one of the highest subnational growth rates in the British Commonwealth. His legacy endures today, much like the indelible footprints left by subnational leaders of the Second Republic, notably Lateef Jakande in Lagos (1979-1983) and Sam Mbakwe in Imo (1979-1983).
Because an enduring footprint cannot be cemented on a nebulous platform, focus should shift to a strategic shortlist of what can realistically be achieved in four years within uncertain, potentially turbulent economic waters. All of this should be codified and institutionalized within legal frameworks to prevent future rollbacks, as no one can predict the minds of successors. In clear terms, it is institutions, rather than transient personalities, that ultimately decide the course of history. This is a truth BAO has to keep firmly in mind.
It is essential that, ahead of his second term, Oyebanji constitute a high-powered ‘Brain Trust’ – much like President Franklin D. Roosevelt did to drive through his historic New Deal reforms. Functioning as a collective of deep thinkers, this Brain Trust would prevent policy fatigue and inject clear targets into every sphere of government planning. A seven-to-nine-member team should be assembled without delay so they can hit the ground running on key strategic imperatives.
Our own suggestion here is that a handful of policy thrusts will decide BAO’s second term, which should be aligned with the trajectory of an evolving world. That future will undoubtedly be built on information technology, data science, the creative industry and the modernization of agriculture – transitioning subsistence farmers into data-driven commercial producers.
On agriculture, for example, it bears repeating that the governor should focus his lens on the Netherlands. He should reshape a Department of Agriculture at a university in Ekiti into a knowledge-based, commercially driven powerhouse. Today, ask who is the most important person in the Netherlands? It certainly won’t be the Prime Minister or the King. A compelling case could be made for the President of the Executive Board at Wageningen University & Research (WUR).
WUR is the true engine room of the Dutch food and agritech economy. It also executes corporate research and consultancy projects for hundreds of global companies annually with operational revenue approaching €800 million a year. What are we then saying? The interwovenness of research and successful commercial farming ought to naturally interest a man of intellectual curiosity such as Oyebanji. This should be a major priority in the four years ahead.
BAO should also decide the place of Ekiti in the age of data-driven information technology and artificial intelligence. Our advice is that there should be a holistic revamp of the very concept and idea of education itself to prepare for the next half-century. This will not be easy at a time of fiscal constraints, but it has to be done because, perhaps more than at any time in modern history, the teaching profession at all levels will determine the future and competitiveness of a state.
Given the state’s deep affinity for education – conferring an advantage akin to Singapore’s – it behooves the governor to build a legacy by laying the foundation for the state to become a major outsourcing hub for Nigeria. With the Federal Government targeting one million outsourcing jobs by 2030, Oyebanji will do well to capture 60,000-70,000 of those jobs for Ekiti. The impact on local purchasing power and investment attraction will be significant.
Chief Obafemi Awolowo demonstrated this in the 1950s when introducing the region’s highest minimum wage triggered an influx of fresh investments. It is common knowledge that rational investors direct capital to regions with the purchasing power to absorb their output, and where health and educational standards are superior. This is a foundational lesson of contemporary economic history spanning the last 80 years – and one that should guide BAO’s strategy starting today.
Beyond any political impact that this enigmatic and high-performing Chief Executive of Ekiti has made and will surely continue to make, we believe that establishing a new, state-of-the-art specialist hospital and a high-tech diagnostic centre to tackle serious health challenges would go a long way towards leaving a lasting mark – not just for Ekiti indigenes, but as a referral centre for neighbouring and distant states alike.
To build upon and surpass the fine achievements of his first term, it is also important that Oyebanji maintains a continuous public interface. This requires a clear strategy to consistently engage the media as partners in progress. Gone are the days when paternalistic governance dictated the shape and size of engagement with the electorate. These days, participatory democracy has asserted itself. For this reason, the media should be deployed creatively to generate public enthusiasm and foster deep civic participation at every step. The medium should be the message at all times!
Tested, trusted, and returned, BAO is widely recognized for his honesty, integrity and remarkable generosity. Humble, open and transparent, he is also seen as a leader of deep faith whose life exemplifies the moral clarity and wisdom that Ekitis rely on during challenging times. His overhaul of the state’s civil service was less a mere administrative fix and more a profound realignment of purpose. By embedding ICT frameworks and merit-based growth into the system well ahead of broader adoption, he sought to instill a culture of belief that the state’s primary duty is the efficient service of its people.
The recently unveiled Ekiti State Development Plan (2021-2050), tied to the governor’s 30-Year Transformation Agenda, has added another layer to the binding promise to the future. Since it is a bridge built today for tomorrow’s citizens, it cannot sit as mere paper in a binder. To give this blueprint real force and form, Oyebanji’s second term should look past the quick turn of four-year politics. This is where governance moves from cutting ribbons to building lasting impact, and from turning quiet academic pride into an enduring engine for the Ekitis.
In our considered opinion, the governor has made a very promising start, but he still has “miles to go.” As the first civilian governor in Ekiti’s history to win back-to-back mandates, he owes it to the state to deliver an unforgettable legacy and establish strong, lasting security structures.
Venit hora, venit vir! Oyebanji is, no doubt, a quiet achiever. He is a leader of action rather than talk. Yes, this is his interface with history. He has to go for it; he has earned the moment.
May the Lamb of God, who takes away the sin of the world, grant us peace in Nigeria!
