Sunday, 11 January 2026

CHIMAMANDA’S TRAGEDY: HEALTH IN NIGERIA AND SORROWS IN A SYSTEM THAT HAS LOST ITS SOUL

 CHIMAMANDA’S TRAGEDY: HEALTH IN NIGERIA AND SORROWS IN A SYSTEM THAT HAS LOST ITS SOUL

 

by

 

Dr. Uzodinma Adirieje

Global Health and Development Projects Consultant | Conferences Organiser | Trainer| Facilitator |

 Researcher | M&E Expert | Civil Society Leader | Policy Advocate

πŸ“ž 🟒 +234 803 472 5905 | ✉️ afrepton@gmail.com| 🌐 https://www.afrihealthcsos.org

 

 

The anguished cry credited to celebrated writer Chimamanda - “My son would be alive today if not for an incident at Euracare Hospital on January 6th” is not just the lament of a bereaved mother. It is an indictment of a health system that has become dangerously casual with human life. The painful narrative of little Nkanu’s final hours, as shared by his father Ugo Egbujo, exposes with frightening clarity the everyday realities of medical negligence, weak regulation, and institutional failure that plague Nigeria’s health care services.

 

Nkanu was not brought to the hospital in a hopeless condition. He had an infection, was stable, and was being prepared for a medically supervised evacuation to Johns Hopkins Hospital in the United States the following day. A world-class team was waiting to receive him. All that was required in Lagos were routine but critical preparatory procedures: a lumbar puncture, an MRI, and the insertion of a central line. These are not extraordinary interventions. They are standard procedures in any hospital that claims tertiary or specialist status.

 

Yet, in the space of a few hours at a supposedly high-end facility, a child who was alive and fighting was gone.

 

The account is chilling. Nkanu was sedated with propofol, a powerful anesthetic drug that requires strict dosing, continuous monitoring, and immediate readiness to intervene if complications occur. According to the narrative, he was overdosed, became unresponsive, and was not properly monitored. The anesthesiologist reportedly carried him on his shoulder instead of ensuring he was safely connected to monitoring and oxygen. He was later found to have seizures, suffered cardiac arrest, was ventilated, and ultimately died. Even more horrifying are claims that this same anesthesiologist had previously overdosed children and yet was still allowed to practice, instead of facing the law.

 

If these facts are confirmed, what happened was not an accident. It was a systemic failure, organised murder and, arguably, criminal negligence.

 

At Afrihealth Optonet Association (AHOA), we have long argued that Nigeria’s health crisis is not only about funding, infrastructure, or brain drain. It is also about governance, accountability, and a generalized culture of impunity that allows unsafe practices to thrive. The tragedy of Nkanu exposes all three.

 

Nigeria has some of the best-trained doctors and nurses in the world. They work in the NHS in the UK, in hospitals across the United States, Canada, and the Gulf. Yet within Nigeria, too many facilities operate without rigorous clinical governance, without enforceable protocols, without accountability, and without fear of consequences when things go wrong. In such an environment, a negligent practitioner can continue to harm patients, and hospitals can quietly close ranks instead of confronting malpractice.

 

The role of regulation is critical here. Bodies such as the Medical and Dental Council of Nigeria (MDCN), the Nursing and Midwifery Council, and hospital accreditation agencies exist to protect patients. But in practice, they are often slow, under-resourced, or compromised by political, financial, business, and professional pressures. Complaints drag on for years. Families are worn down by legal costs, intimidation, and bureaucracy. Meanwhile, the same doctors continue to practice, and the same unsafe systems remain in place.

 

What makes this case particularly painful is that it occurred in a private, supposedly premium hospital. Many Nigerians believe that if they can just afford private care, they will be safe. Nkanu’s story shatters that illusion. When regulation is weak, even expensive hospitals can become dangerous. Quality is not guaranteed by price; it is guaranteed by standards, compliance, monitoring, and accountability.

 

There is also the human dimension that statistics cannot capture. Chimamanda’s words speak of a grief that will never fully heal. “It is like living your worst nightmare. I will never survive the loss of my child.” This is the true cost of health system failure: not just lost lives, but shattered families, lifelong trauma, and a deepening distrust of institutions that are meant to protect us.

 

Nigeria loses tens of thousands of lives every year to preventable causes - maternal deaths, newborn complications, untreated infections, and medical errors. Each of these deaths has a name, a story, and a family left behind. Yet most pass quietly, without headlines or outrage. It often takes the voice of a prominent figure to force the nation to pay attention. That, too, is part of the injustice.

 

NEXT URGENT CRITICAL ACTIONS

 

Nigeria’s Honourable Minister for Health is expected to ensure a transparent, independent, and thorough investigation into Nkanu’s death. Not an internal hospital panel, but a process that involves professional regulators, legal authorities, and patient safety experts. If negligence is proven, there must be real consequences, including loss of license and criminal prosecution where appropriate.

 

Nigeria needs a stronger culture of clinical governance. Every hospital must have clear protocols for sedation, anesthesia, monitoring, and emergency response, and these must be audited regularly. Continuous professional development should not be a formality but a requirement tied to patient safety outcomes. Patients and their families must have accessible channels for redress. Medical malpractice should not be a taboo subject. Whistle blowers within hospitals should be protected, not punished. We must recognise that health care is not a luxury. It is a right. Whether a child is born into a famous family or an anonymous one, their life is equally precious. The system must reflect that truth.

 

Nkanu’s life was cut short in circumstances that should never have happened in any society. If we allow this tragedy to fade without reform, accountability, reward, or punishment, we become complicit in the next one. This sorrow of Chimamanda and her family must become a turning point for Nigeria’s health system, towards competence, compassion, and accountability. Yes, we can!

 

 

Dr. Uzodinma Adirieje is a Nigerian development expert, consultant, health economist, evaluator, climate activist, SDG Champion, and civil society leader renowned for his writings and knowledge-management leadership. As CEO of Afrihealth Optonet Association (AHOA), President of SOCSEEN, and Chairperson of Global Civil Society Consortium on Climate Change, he has built systems that generate, organise, and translate evidence into policy and practice. He is highly skilled in research synthesis, policy analysis, monitoring, evaluation, and results-based reporting. Dr. Adirieje has authored and edited numerous policy briefs, technical papers, advocacy tools, and training manuals used by governments, donors, businesses, and civil society. He contributed to Nigeria’s National M&E Policy and SDG frameworks, helping institutionalise data-driven decision-making, effective development communication, and mentoring emerging policy and research writers with strong ethical and analytical grounding. 

Monday, 5 January 2026

PROMOTING DEMOCRACY IN AFRICA WITHIN THE FRAMEWORK OF THE UNITED STATES INTERVENTION AGAINST PRESIDENT MADURO IN VENEZUELA

 PROMOTING DEMOCRACY IN AFRICA WITHIN THE FRAMEWORK OF THE UNITED STATES INTERVENTION AGAINST PRESIDENT MADURO IN VENEZUELA

 

Dr. Uzodinma Adirieje

Global Health and Development Projects Consultant | Conferences Organizer | Trainer| Facilitator |

 Researcher | M&E Expert | Civil Society Leader | Policy Advocate

πŸ“ž 🟒 +234 803 472 5905 | ✉️ afrepton@gmail.com| 🌐 https://www.afrihealthcsos.org

 

The United States’ recent interventionist posture toward Venezuela under President NicolΓ‘s Maduro has captured global attention, raising fundamental questions about sovereignty, self-determination, and the international community’s role in advancing democratic norms. While the situation in Venezuela is distinct and context-specific, it serves as a prism through which African nations and civil society can reflect on the promotion of democracy on our own continent.

 

At the heart of any intervention — whether diplomatic, economic, or, in extreme scenarios, military — should be a genuine commitment to democratic renewal and the protection of basic human rights for all citizens and inhabitants of every country. The crisis in Venezuela, defined by contested elections, economic collapse, mass displacement, and severe humanitarian distress, does indeed call for robust international engagement. However, the manner in which external powers — the United States included — engage must adhere strictly to the principles of international law and respect for the will of the people.

 

Africa’s democratic evolution has been uneven. While progress has been made in countries such as Ghana, Senegal, and Botswana, other nations continue to struggle with authoritarian relapse, corrupt leadership, weak institutions, and compromised electoral integrity. Too often, foreign interventions — justified on the basis of promoting democracy — have exacerbated internal divisions, empowered illegitimate actors, or left behind fractured societies. Therefore, African stakeholders must critically examine the Venezuelan case, not to emulate foreign models blindly, but to distil lessons on how democracy should genuinely be cultivated.

 

Promoting democracy in Africa must be African-led. External actors can support civil society, urge adherence to constitutional norms, and encourage transparent governance, but the impetus for democratic change must come from within. This local ownership is essential to legitimacy and sustainability. In the Venezuelan context, many Venezuelans have called for dialogue, institutional reforms, and negotiated solutions. Likewise, Africans must prioritize inclusive political processes and dialogue, ensuring that all voices — including youth, women, and marginalized communities — are meaningfully represented.

 

The international community, including the United States, should deploy consistent, principled engagement rather than selective pressure driven by strategic interests. Democracy is not a commodity to be wielded when convenient; it is a universal value that requires steadfast commitment. When U.S. foreign policy frames intervention in Venezuela, it must be transparent in its objectives, calibrated to avoid harm to civilians, and supportive of humanitarian relief. This same principle applies to Africa — engagement should reinforce local efforts, bolster institutions like independent judiciaries and electoral commissions, and align with African Union frameworks for conflict prevention and democratic governance.

 

The Venezuelan situation underscores the importance of economic foundations for democracy. Political rights cannot flourish in a vacuum of economic despair. In Africa, economic justice and democratic empowerment must be regarded as inseparable. We must champion policies that reduce inequality, expand access to quality healthcare and education, and create opportunities for our citizens — particularly young people — to meaningfully participate in political life. External partners can assist by investing in sustainable development, since imposing economic sanctions inadvertently harm vulnerable populations.

 

Ultimately, true promotion of democracy is less about intervention and more about solidarity with peoples’ aspirations for freedom, equality, dignity, and accountable governance. Africa’s democratic journey will be stronger if informed by principles of respect, partnership, and genuine engagement — lessons we can extract from observing global dynamics such as the United States’ posture toward Venezuela. Democracy must be nurtured with patience, humility, unwavering commitment to human rights, and devoid of nepotism — first and foremost by Africans themselves.

 

 

ABOUT THE WRITER

Dr. Uzodinma Adirieje is a Nigerian development expert, health economist, evaluator, and civil society leader deeply committed to advancing democracy and good governance across Nigeria and Africa. As CEO and Programmes Director of Afrihealth Optonet Association (AHOA) and President of the Society for Conservation and Sustainability of Energy and Environment in Nigeria (SOCSEEN), he integrates principles of accountability, transparency, and citizen participation into policy and program design. Through advocacy, research, and strategic partnerships, Dr. Adirieje champions democratic values that empower marginalized communities, foster inclusive decision-making, and strengthen public institutions. His leadership in the African Network of Civil Society Organizations (ANCSO) and the Civil Society Partnership for Sustainable Development Goals (CSP4SDGs) reflects his dedication to building robust civic spaces where diverse voices influence governance processes. He emphasizes evidence-based engagement with government stakeholders to enhance policy effectiveness and public trust. Dr. Adirieje’s work in monitoring and evaluation equips civil society with tools to hold leaders accountable and measure governmental performance against democratic and good governance benchmarks. A Certified Management Consultant and Health Economist, he also contributes to national policy frameworks, advocating for systems that uphold rule of law, transparency, and equitable service delivery. His career exemplifies a sustained commitment to democratic deepening and responsive governance.

 

 

PRINCIPLES OF RESULTS-BASED PROJECT MANAGEMENT

 PRINCIPLES OF RESULTS-BASED PROJECT MANAGEMENT

 

— Statement by:

Dr. Uzodinma Adirieje

Global Health and Development Projects Consultant | Conferences Organizer | Trainer|

Facilitator | Researcher | M&E Expert | Civil Society Leader | Policy Advocate

+234 80 34 72 59 05   /   druzoadirieje2015@gmail.com

Facebook link <https://web.facebook.com/ahaejiejemba.amaruru> to receive more posts

 

 

Results-Based Project Management (RBPM) is a strategic approach that reorients planning, implementation, monitoring, and evaluation around clearly defined outcomes and measurable impacts rather than inputs and activities. At its core, RBPM is grounded in accountability, evidence-based decision-making, stakeholder ownership, and adaptive learning — principles that are essential for delivering sustainable development results in complex and dynamic environments.

 

A foundational principle of RBPM is clarity of purpose through outcome-oriented planning. Projects must begin with a well-articulated theory of change that links activities to outputs, outcomes, and long-term impacts. This logical framework enables teams to focus on what truly matters: improving lives and systems, not merely completing tasks. By establishing Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) results, practitioners ensure that expectations are realistic yet ambitious.

 

Another core principle is evidence-driven performance measurement. RBPM requires robust monitoring systems that generate timely, reliable data on performance indicators. This data informs adaptive management, enabling project teams to course-correct in real time and allocate resources where they yield the greatest effect. Evaluation — both formative and summative — deepens understanding of what works, for whom, and under what conditions.

 

Stakeholder engagement and ownership are also indispensable. Results are more enduring when beneficiaries, partners, and implementing institutions co-design interventions and participate in tracking progress. Such inclusivity fosters transparency, strengthens accountability, and enhances sustainability beyond project lifecycles.

 

Equally important is the principle of continuous learning and adaptation. RBPM treats setbacks as learning opportunities, integrating feedback loops that refine strategies and deepen institutional capacities.

 

By centering on outcomes, data, participation, and learning, Results-Based Project Management becomes a powerful methodology for delivering measurable, equitable, and sustainable development results — aligning resources and efforts with meaningful change for communities and systems.

 

Dr. Uzodinma Adirieje

Global Health and Dev’t Projects Consultant | Conferences Organizer | Trainer| Facilitator | Researcher | M&E Expert | Civil Society Leader | Policy Advocate

CEO and Perm. Rep. to the United Nations Systems,

Afrihealth Optonet Association (AHOA) CSOs Global Network and Think-tank for Health, Climate Actions and Sustainable Development (Winner of the SDG 3 – Good Health and Wellbeing Champion Award)

<https://afrihealthcsos.blogspot.com/2024/03/about-afrihealth-optonet-association_15.html>

πŸ“ž πŸŸ’ +2348034725905 / ORCID: https://orcid.org/0000-0003-3100-6336 /

✉️afrepton@gmail.com ceo@afrihealthcsos.org  / X: twitter.com/druzoadirieje

🌐 https://www.afrihealthcsos.orghttps://druzodinmadirieje.blogspot.com

LinkedIn: https://ng.linkedin.com/pub/dir/Dr.+Uzodinma/Adirieje

 

 

Dr. Uzodinma Adirieje is a highly experienced Global Health and Development Projects Consultant with over a decade of providing retainership, advisory services, and technical leadership to governments, donors, NGOs, and civil society platforms across Africa and beyond. A health economist, Monitoring & Evaluation (M&E) expert, researcher, trainer, and facilitator, he possesses strong expertise in programme design, policy analysis, and results-based management, and has very successfully delivered several health and development projects/programmes. His work spans climate change, energy transition, environmental and biodiversity sustainability, universal health coverage (UHC), and health and community systems strengthening, promoting evidence-based and scalable development solutions. Dr. Adirieje was a Technical Adviser to Nigeria’s Ministry of Foreign Affairs and as a member of President Muhammadu Buhari’s National Steering Committee for Nigeria’s Alternate School Programme. He is CEO and Programmes Director of Afrihealth Optonet Association (AHOA), Chair of the Global Civil Society Consortium on Climate Change (GCSCCC), President of African Network of Civil Society Organizations (ANCSO), and holds multiple leadership roles in national and global civil society platforms. A prolific writer and conference organizer, he is a respected policy advocate and development leader, contributing significantly to Nigeria’s M&E and SDG implementation frameworks.

 

 

DANGOTE: NIGERIA’S CRISIS IS NOT WEALTH, BUT PERSISTENT FAILURE OF GOVERNANCE

 3 January 2026  /  friday Blues 1-029

 

DANGOTE: NIGERIA’S CRISIS IS NOT WEALTH, BUT PERSISTENT FAILURE OF GOVERNANCE

 

by

Dr. Uzodinma Adirieje

Global Health and Development Projects Consultant | Conferences Organizer | Trainer| Facilitator |

Researcher | SDGs Champion | M&E Expert | Civil Society Leader | Policy Advocate

+234 80 34 72 59 05   /   druzoadirieje2015@gmail.com

Facebook link <https://web.facebook.com/ahaejiejemba.amaruru> to receive more posts

 

 

Nigeria’s Alhaji Aliko Dangote’s recent public frustration over the growing number of private jets owned by wealthy Nigerians, set against the backdrop of mass youth unemployment and deepening poverty, has understandably resonated with many citizens. The imagery is powerful: congested airports filled with luxury aircraft, while congested streets tell stories of despair, hunger, and hopelessness. Yet, as emotionally compelling as this narrative is, it risks oversimplifying Nigeria’s crisis. The real problem confronting Nigeria is not the existence of wealthy individuals or their display of affluence; it is the persistent failure of governance.

 

It is important to state this clearly: private wealth, in itself, is not Nigeria’s enemy. In every successful economy, there are individuals of immense wealth who own private jets, luxury cars, and expansive assets. What differentiates those societies from Nigeria is not the absence of luxury, but the presence of effective, accountable, and development-oriented governance. In countries where institutions function, private wealth coexists with public prosperity. In Nigeria, private wealth flourishes alongside public deprivation because governance has failed to translate resources into shared wellbeing.

 

Nigeria is not a poor country. It is a resource-rich nation with abundant human capital, vast natural endowments, and one of Africa’s largest markets. What Nigeria lacks is not money, but competent patriotic caring leadership, policy coherence, and institutional discipline. When governance systems are weak, economic outcomes become distorted. Wealth concentrates in a few hands, not necessarily because those individuals are immoral, but because the rules of the game reward rent-seeking rather than productive investment.

 

The focus on elite consumption—private jets, Rolls-Royces, luxury lifestyles—can be emotionally satisfying, but it distracts from the structural roots of poverty. Youth unemployment in Nigeria is not primarily the result of rich people buying jets; it is the consequence of decades of policy failure, weak industrial strategy, nepotic leadership, poor education planning, collapsing infrastructure, and a business environment hostile to genuine enterprise. Without reliable power, efficient transport, fair regulation, security of lives and properties, and access to finance; while job-creating industries struggle to survive, let alone thrive.

 

Governance determines whether wealth creation becomes inclusive or extractive. Where governments invest in education, health systems, infrastructure, justice without delays, fair governance, and innovation, private capital naturally flows into productive sectors. Where governments fail, capital seeks safety, prestige, and quick returns—often abroad or in non-productive assets. In this sense, elite extravagance is not the cause of Nigeria’s underdevelopment; it is a symptom of a broken governance ecosystem.

 

Moreover, it is unrealistic to expect private individuals, no matter how wealthy, to substitute for the Government or State. Philanthropy and corporate social responsibility (CSR) are valuable, but they cannot replace sound public policy. Dangote himself is a notable example of private investment creating jobs and building industrial capacity, yet even such efforts operate within the constraints of Nigeria’s governance environment. When ports are inefficient, regulations unpredictable, and security fragile, even the most patriotic investors face limits.

 

True wealth, as Dangote rightly suggests, is wealth that changes lives. But the primary mechanism for changing lives at scale is governance, not individual benevolence. Roads that work, schools that educate, hospitals that heal, electricity that works for the people, and institutions that enforce fairness are the foundations of shared prosperity. These are public goods, and their provision is the responsibility of the State.

 

The uncomfortable truth is that Nigeria’s poverty persists not because elites are too rich, but because governance has been too weak, too captured, and too disconnected from the needs of the majority. Until Nigeria fixes how it is governed—how decisions are made, how resources are allocated, and how leaders are held accountable—airports will continue to expand while opportunities shrink.

 

The challenge before Nigeria, therefore, is not to shame wealth, but to reform governance. When governance works, wealth becomes productive, inclusive, and transformative. When it fails, luxury jets multiply in the skies while poverty deepens on the ground. The choice, ultimately, is not about private jets versus public suffering; it is about whether the Nigerian leadership - President, Governors, Parliamentarians, Civil Service - is ready to build a governance system that works for all.

 

 

Dr. Uzodinma Adirieje is a highly experienced Global Health and Development Projects Consultant with over a decade of providing retainership, advisory services, and technical leadership to governments, donors, NGOs, and civil society platforms across Africa and beyond. A health economist, Monitoring & Evaluation (M&E) expert, researcher, trainer, and facilitator, he possesses strong expertise in programme design, policy analysis, and results-based management, and has very successfully delivered several health and development projects/programmes. His work spans climate change, energy transition, environmental and biodiversity sustainability, universal health coverage (UHC), and health and community systems strengthening, promoting evidence-based and scalable development solutions. Dr. Adirieje was a Technical Adviser to Nigeria’s Ministry of Foreign Affairs and as a member of President Muhammadu Buhari’s National Steering Committee for Nigeria’s Alternate School Programme. He is CEO and Programmes Director of Afrihealth Optonet Association (AHOA), Chair of the Global Civil Society Consortium on Climate Change (GCSCCC), President of African Network of Civil Society Organizations (ANCSO), and holds multiple leadership roles in national and global civil society platforms. A prolific writer and conference organizer, he is a respected policy advocate and development leader, contributing significantly to Nigeria’s M&E and SDG implementation frameworks.