September 2025 Cohort: ONLINE PROJECT MANAGEMENT AND IMPLEMENTATION TRAINING CERTIFICATE COURSE

ONLINE PROJECT MANAGEMENT AND IMPLEMENTATION TRAINING CERTIFICATE COURSE, September 2025 Cohort

 

A. INTRODUCTION

Effective project management is critical to the success of development initiatives in Africa and the Global South, where resources are often limited, and complex challenges abound. Training in project management equips people in both the formal and informal sectors with essential skills such as planning, budgeting, risk management, and monitoring, ensuring projects are delivered on time, within budget, and meet quality standards. With strengthened project management capabilities, ministries, departments, agencies, businesses, and organizations can improve resource utilization, coordinate stakeholders efficiently, and adapt flexibly to changing circumstances. This leads to higher impact and sustainability of interventions. Given the increasing demand for accountability from governments, donors, philanthropies, and beneficiaries alike, the ability to document progress and lessons learned becomes a key asset. Without these skills, projects risk delays, cost overruns, and failure to achieve intended outcomes, which can erode community trust and organizational credibility. Therefore, investing in project management and implementation training enhances the overall effectiveness of ministries, departments, agencies, businesses, and organizations; and supports the achievement of sustainable development goals (SDGs).

 

B. JUSTIFICATION

Development work often involves complex projects with limited resources and tight timelines. Strong project management skills ensure that interventions are planned well, executed efficiently, and adjusted as needed to achieve intended outcomes. Without this, projects risk failure, waste, or poor impact. This Project Management and Implementation Training will provide participants with skills in planning, executing, monitoring, and evaluating development projects effectively.

 

C. OBJECTIVES

1. Equip leaders, personnel, and workers with skills to develop comprehensive project plans including timelines, budgets, and risk management.
2. Strengthen abilities to coordinate resources and stakeholders for effective project delivery.
3. Enhance monitoring techniques to track progress and ensure timely adjustments.
4. Build capacity in reporting results and documenting lessons learned for accountability and learning.

 

D. OUTCOMES

1. Participants consistently deliver projects on time, within budget, and according to quality standards.
2. Improved coordination and collaboration among stakeholders throughout the project lifecycle.
3. Timely identification and mitigation of project risks and challenges.
4. Enhanced documentation and reporting, contributing to organizational learning and accountability.

 

E. TARGETS IN FOCUS FOR THIS TRAINING

1.       Project managers and coordinators

2. Programme officers and technical specialists
3. Monitoring and evaluation staff
4. Field supervisors and team leaders

 

F. BENEFICIARIES

1.       Sectors: International Development, NGOs, Public Health, Agriculture, Education, Infrastructure

2. Professions: Project Managers, Programme Officers, Development Consultants, Engineers, Health Programme Coordinators
3. Industries: Nonprofits, Government Agencies, Donor Organizations, Private Sector Development Firms

 

G. BENEFITS TO PARTICIPANTS AND THEIR ORGANIZATIONS

1. Increased efficiency in delivering projects on time and within budget.
2. Better risk identification and mitigation reduces project failures.
3. Improved coordination among stakeholders ensures smoother operations.
4. Higher quality outcomes due to structured planning and monitoring.
5. Enhanced organizational reputation and donor confidence through reliable delivery.

 

H. APPROACH/METHODOLOGY FOR THIS COHORT

While this training will be delivered in English language, the training presentation will be made available to participants in any of the United Nations official languages preferrable to them – namely Arabic, Chinese, English, French, Russian, Spanish; and in Swahili.

Outside this cohort, and not covered by/included in this announced training offer, this course can also be delivered through the following additional approaches outside this Training Announcement dates, as may suite organizations and individuals, in agreement with our faculty – contact the Training Director for discussions (see contact at the end of this announcement).

1.       Groups/Workshops and in-person training

2. On-the-job coaching and mentoring by experienced project managers
3. E-learning modules covering with tools and software (e.g., MS Project, Gantt charts)
4. Peer learning groups to share best practices and challenges
5. Simulation exercises to practice managing projects under real-life scenarios

 

I. DATE AND TIME

Monday – Friday, 22^nd – 25^th September 2025

• WAT: 8:30 AM – 11:30 AM | 4:00 PM – 6:00 PM
• GMT: 7:30 AM – 10:30 AM | 3:00 PM – 5:00 PM
• EAT: 10:30 AM – 1:30 PM | 6:00 PM – 8:00 PM
• IST: 1:00 PM – 4:00 PM | 7:30 PM – 9:30 PM

 

J. COURSE FEE, PAYMENT, AND ONBOARDING

The course fee for this August 2025 cohort is a promotional fee of US$100 only per participant. It’ll be US$200 from October 2025 (We are aware that other organizations are collecting more, up to $400). Payments in Nigeria’s Niara is N160,000.00. It’ll be N300,000.00 from October 2025.

 

Certificate and course materials will be issued to each participant on completion of the course.

 

Pay into the following account – US$ or Nigerian Naira

 

US Dollar/$ Account Information
Bank Name: CITIBANK N.A. CANADA SQ. CANARY WHARF, LONDON, E14 5LB
Sort Code: 18-150-08
Swift Address: CITIGB2L
IBAN No: GB80CITI18500810407941
Account No.: 10407941 (USD)
Account Name: ZENITH BANK PLC
Swift Code: ZEIBNGLA
Beneficiary: UZODINMA ADIRIEJE
Dollar account no.: 5070914392

 

Naira Account Information

Bank: Zenith Bank PLC

Account Name: Health Systems and Projects Consultants Ltd

Account Number: 1013070541

 

K. ONBOARDING FOR THIS COURSE 

After you have paid the course fee, email your CV as a Word attachment to the following email addresses: hspempowerments@gmail.com, druzoadirieje2015@gmail.com. 

After submitting your CV, click on the following link to join the Certificate Course Training Participants Information Platform: https://chat.whatsapp.com/HMeS1TvjJOaIqIsg4vfpHV?mode=ac_t

 

L. ABOUT THE FACULTY LEAD FACILITATOR – DR. UZODINMA ADIRIEJE

<https://druzoadiriejefoundation.blogspot.com/2024/07/cv-of-dr-uzodinma-adirieje-february-2024.html>

Dr. Uzodinma Adirieje is a highly skilled and seasoned trainer, facilitator, and educator, with extensive experience designing and delivering impactful learning programmes across health, development, governance, gender, climate, and sustainability sectors. As Lead Facilitator for this certificate course, he brings a dynamic blend of subject-matter expertise, thought leadership, participatory training methods, and results-oriented facilitation skills that inspire, equip, and empower participants. He has successfully facilitated hundreds of workshops, seminars, symposium, conferences, meetings, and certificate trainings for diverse audiences/courses, including policymakers, civil society leaders, health and development professionals/workers, community-based organizations, youth groups, women groups, and international development practitioners. His approach emphasizes adult learning principles, interactive methodologies, practical case studies, and real-life applications to ensure deep understanding and sustained competence. Dr. Adirieje’s training portfolio spans critical themes such as global health, climate-smart development, gender equality, organizational development, community mobilization, strategic planning, project management, advocacy, out-of-school/inclusive education, and monitoring and evaluation (M&E). He has led multi-country training programmes and adapted curricula to meet the needs of multicultural and multidisciplinary participants, ensuring inclusivity and cultural sensitivity. With a track record of fostering collaboration, building capacity, and enhancing institutional performance, Dr. Adirieje’s facilitation consistently produces measurable results/outcomes. His leadership in certificate courses not only delivers technical knowledge but also nurtures participants’ confidence, problem-solving skills, and professional growth.

 

Welcome!

 

Dr. Uzodinma Adirieje, DDP, CMC, CMTF, FAHOA, FIMC, FIMS, FNAE, FASI, FSEE, FICSA

<https://druzoadiriejefoundation.blogspot.com/2024/07/cv-of-dr-uzodinma-adirieje-february-2024.html>

Health Economist; Certified Evaluation and Projects/Programmes Management Consultant; Conferences and Workshops Organizing Expert; Researcher; Health/Development, Climate Change/Biodiversity and Human Rights Advocate; Facilitator/Trainer; Blogger; Writer/Columnist

No. 1 Taiwo Close, off MCC Road, P.O. Box 1484, Owerri, Imo State / Plot 520, FHA Estate, Lugbe, Airport Rd; P.O. Box 8880, Wuse, Abuja, Nigeria 

Email:  afrepton@gmail.com

Twitter: @uaadirieje; https://twitter.com/uaadirieje; @DAdirieje

Instagram: @druzoadirieje; https://www.instagram.com/druzoadirieje/

Facebook: https://web.facebook.com/uzoadirieje 

Skype: druzoadirieje, uaadirieje@yahoo.com;

Zoom: uaadirieje@yahoo.com     

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

Phone and Telegram: +234 803 472 5905

WhatsApp: +234 701 553 0362

Website: <https://druzodinmadirieje.blogspot.com

ORCID: https://orcid.org/0000-0003-3100-6336

 

IN BAD FAITH? WHY FORMER PRESIDENT GOODLUCK JONATHAN MIGHT NOT BE CONTESTING IN THE 2027 ELECTIONS

IN BAD FAITH? WHY FORMER PRESIDENT GOODLUCK JONATHAN MIGHT NOT BE CONTESTING IN THE 2027 ELECTIONS

- by Noble Dr. Uzodinma Adirieje (KSJI)

+234 70 155 303 62 – WhatsApp messages only

druzoadirieje2015@gmail.com

 

As Nigeria approaches the 2027 general elections, the question of who should vie for the presidency is gaining intense public and political attention. Among those often discussed is former President Goodluck Jonathan, who served from 2010 to 2015. While Jonathan remains a respected figure in Nigerian politics, there are compelling reasons why he should reconsider contesting in 2027, especially when considering the evolving political dynamics shaped by figures like Peter Obi and the rising political consciousness of the Southeast region.

 

1. The Rise of Peter Obi and a New Political Narrative

 

Peter Obi, the former Governor of Anambra State, emerged as a major political force during the 2023 presidential elections. His appeal, particularly among young Nigerians and the middle class, was based on a platform of good governance, transparency, and economic reforms. Obi’s candidacy symbolized a break from the traditional political elite and resonated strongly across Nigeria, especially in the Southeast. It must be appreciated that the Southeast was a major supporting political block for Jonathan during his previous elections, whereas he did not execute any significant project in the Southeast during his tenure, not even the much needed second Niger Bridge.

 

Jonathan’s attempt to return could be seen as a regression to old politics. The political momentum now favors fresh, credible leadership that reflects Nigeria’s youthful demographic and desire for change. Obi represents this new narrative, while Jonathan is often associated with the status quo, which many voters feel has not delivered the transformation Nigeria desperately needs. Jonathan contesting might risk splitting votes and undermining the unity and progress the Southeast community and Obi’s supporters nationwide.

 

2. The Southeast’s Quest for True Representation

 

The Southeast region of Nigeria, home to millions of Igbo people, along with Igbo populations in various States of the South South and North Central, has long sought equitable political inclusion at the federal level. After decades of political marginalization, the region’s political actors and electorate have increasingly demanded authentic representation rather than symbolic gestures.

 

Jonathan’s previous presidency did not fully address the Southeast’s longstanding demands for inclusion and development. Many in the Southeast view Peter Obi as a genuine representative of their aspirations, and an opportunity for President Jonathan and South South to reciprocate and support a Southeast candidate, instead of positioning to split the votes. Obi’s leadership style and political platform directly address the Nigerian Youths’ and Southeast’s hopes for a presidency that would deliver structural reforms, economic opportunities, and greater national integration.

 

If Jonathan contests, it could dilute the Southeast’s political voice and potentially divide voters who are looking to present a united front behind a candidate from the region, further delaying the region’s political breakthrough. Arguably too, the Southeast will view it as a ‘backstabbing’ and ingratitude for all their votes for former President Jonathan. It was the support of the Southeast for Jonathan to made former President Buhari to refer to 5% votes and infamous derogatory “dot” size for the Southeast.

 

3. Jonathan’s Political Legacy and Its Limits

 

President Goodluck Jonathan’s presidency was marked by both achievements and controversies, including challenges with security, economic management, and allegations of corruption. While his tenure saw some developmental strides, many Nigerians are eager to move beyond his administration’s legacy. Given that Jonathan has been out of office for over a decade, a return bid may be viewed as an attempt to reclaim past glory rather than focus on Nigeria’s future. In contrast, Peter Obi’s rise signals a new generation of leaders who are less tied to the old political order and more focused on reform.

 

4. The Need for Political Renewal

 

Nigeria’s democratic evolution requires periodic renewal of its leadership cadre. The 2027 elections present an opportunity to deepen democracy by encouraging new leaders who embody integrity, inclusiveness, and forward-thinking policies. Jonathan’s candidacy might be interpreted as a setback to this renewal.

 

Conclusion

 

In the context of Peter Obi’s ascendancy and the Southeast’s growing political alertness, former President Goodluck Jonathan contesting the 2027 presidential elections would likely be counterproductive. It risks fragmenting the opposition vote, undermining regional unity, and slowing Nigeria’s political renewal. Nigeria’s democracy and its citizens deserve leadership that reflects the country’s dynamic realities and aspirations — a mantle better carried by new leaders emerging from the Southeast and beyond. For Jonathan, the wiser course might be to support the next generation of leadership and contribute to Nigeria’s future in other impactful ways.

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance.

Friday Blues - DECEPTION AND DEMOCRACY: THE RISE OF FALSE NARRATIVES AND MISINFORMATION AHEAD OF THE 2027 GENERAL ELECTIONS IN NIGERIA

 Friday Blues

DECEPTION AND DEMOCRACY: THE RISE OF FALSE NARRATIVES AND MISINFORMATION AHEAD OF THE 2027 GENERAL ELECTIONS IN NIGERIA

 - by Noble Dr. Uzodinma Adirieje (KSJI)

+234 70 155 303 62 – WhatsApp messages only

druzoadirieje2015@gmail.com

 

As Nigeria approaches the 2027 general elections, the political atmosphere is already thick with propaganda, misinformation, and dangerous false narratives. Politicians and their supporters are increasingly relying on deception and emotional manipulation to sway public opinion, rather than presenting evidence-based achievements/programmes, clear policies and target-driven developmental plans. This troubling trend threatens the integrity of the democratic process and undermines informed electoral decision-making.

 

False narratives—ranging from exaggerated achievements, fabricated wrongdoings/scandals, ethnic and religious incitement, to outright lies—are being weaponized through social media, radio jingles, WhatsApp broadcasts, and staged rallies. Political actors deploy these tactics to distract from their failures, tarnish opponents, and exploit the vulnerabilities of voters who have become disillusioned by years of unfulfilled promises.

 

In many instances, politicians deliberately distort statistics, claim credit for unrelated developments, or invent crisis narratives to create a sense of achievements for themselves. Their supporters amplify these claims without scrutiny, creating echo chambers that shield followers from facts. The consequences are profound increased voter apathy, polarization, hate speech, and in extreme cases, violence.

 

Moreover, the prevalence of digital disinformation, particularly via deepfakes and AI-generated content, makes it harder for voters to distinguish truth from fiction. Without urgent media literacy campaigns, fact-checking infrastructure, and electoral reforms that penalize disinformation, Nigeria risks another cycle of post-election tension, mistrust of the electoral, and instability.

 

To safeguard the 2027 elections, civil society, media houses, religious and traditional leaders, and the Independent National Electoral Commission (INEC) must take proactive steps to expose and counteract false narratives. Nigerians must demand objectively verifiable indicators of claimed achievements, accountability, verify information before sharing, and prioritize competence over sentiment.

 

Ultimately, the quality of leadership in Nigeria depends on the quality of choices voters make—and that begins with truth, not deception.

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance.

The Tragi-Comedy of Citizen Olamusozo in the Federal Republic of Anything Goes

 The Tragi-Comedy of Citizen Olamusozo in the Federal Republic of Anything Goes

- by Noble Dr. Uzodinma Adirieje (KSJI)

+234 70 155 303 62 – WhatsApp messages only

druzoadirieje2015@gmail.com

 

Once upon a time, in the illustrious Federal Republic of Anything Goes (popularly mispronounced as Nigeria), there lived a most unfortunate fellow called Citizen Olamusozo. His name meant “Joy Unending,” but thanks to decades of bad governance, his only constant companion was misery on an all-you-can-eat buffet.

 

Olamusozo’s morning ritual began with the National Power Outage Anthem. For the past ten years, he had paid electricity bills for light that rarely arrived. In the dark, he rehearsed his gratitude to the Honourable Minister of Darkness and Confusion for making sure his generator remained his most reliable friend—and chief consumer of his meagre salary.

 

By sunrise, he ventured onto roads that doubled as swimming pools in rainy season and moon craters in dry season. The roads had been “rehabilitated” twelve times in four years—each rehabilitation lasting precisely three months before the potholes, like politicians’ promises, reappeared fatter and more determined.

 

At work—if you can call an overcrowded, underfunded office “work”—Olamusozo spent hours improvising solutions to problems created by government policy. The internet connection was slower than the ministry’s procurement process, and the printer jammed as often as the politicians’ consciences. The Permanent Secretary once assured the staff that things would improve—just as soon as the new budget was “harmonized,” “reviewed,” “padded,” and eventually siphoned into foreign accounts.

 

The highlight of Olamusozo’s day was lunchtime, when he joined colleagues to dissect the latest news. Yesterday, a governor had declared himself the “Messiah of Good Governance” while commissioning a borehole that cost the state treasury more than a small airport runway. The day before, a senator was caught on camera slapping a salesgirl at the ticketing point at the airport, later explaining that he was only “demonstrating leadership.”

 

Meanwhile, Olamusozo’s children attended a public school where teachers hadn’t been paid in months, and lessons were as scarce as transparency in government. He dreamt of sending them abroad, but his bank balance resembled the health sector—perpetually anaemic.

 

On weekends, Olamusozo queued endlessly for petrol in a country floating on oil. A helpful government spokesperson assured the nation that fuel scarcity was “a sign of economic progress.” When he finally secured twenty litres, he carried it home like a trophy, feeling more triumphant than any Olympic champion.

 

When elections came around, the politicians reappeared with bags of rice and crisp naira notes. They promised to end poverty (which they themselves had manufactured) and to deliver “dividends of democracy,” though no one could remember ever receiving any. Olamusozo once tried to complain but discovered that speaking out too loudly risked an invitation from the State Security Agency for “a friendly chat.”

 

And so, Citizen Olamusozo trudges on—one of millions condemned to endure the tragi-comedy of bad governance, where nepotism is promoted as a State policy, mediocrity is rewarded, accountability is optional, and the average citizen must become a contortionist just to survive.

 

After all, in Nigeria, it is easier for a camel to pass through the eye of a needle than for the ruling elite to govern with sincerity.

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance.

 

STRENGTHENING HEALTH SYSTEMS FOR UNIVERSAL HEALTH COVERAGE WITHIN THE AFRICAN UNION’S AGENDA 2063 (current concerns 2-001)

 current concerns 2-001

STRENGTHENING HEALTH SYSTEMS FOR UNIVERSAL HEALTH COVERAGE WITHIN THE AFRICAN UNION’S AGENDA 2063
-by Dr. Uzodinma Adirieje / +2347015530362 (WhatsApp) / druzoadirieje2015@gmail.com

 

As the African Union advances Agenda 2063—its roadmap to achieve “The Africa We Want” by 2063—the imperative to strengthen health systems across the continent has never been more urgent. Central to this vision is the goal of Universal Health Coverage (UHC): ensuring that all Africans have access to quality health services, when needed, without suffering financial hardship. Despite growing momentum, half of Africa’s population still lacks access to essential care, and nearly 97 million people experience catastrophic health spending annually.

 

Agenda 2063 and Health Systems: A Strategic Nexus

Adopted in January 2015, Agenda 2063 outlines Africa’s long‑term development trajectory—including poverty eradication, integration, and resilient institutions. Health systems strengthening (HSS) is embedded in multiple flagship initiatives and strategic priorities—particularly in workforce development, primary health care, digital health, local pharmaceutical manufacturing, and regulatory harmonisation. These align with the AU’s Africa Health Strategy 2016‑2030, which explicitly targets UHC by 2030.

 

The Workforce Imperative

A major barrier to UHC is the severe shortage of skilled health professionals: Africa could face a gap of over 6 million health workers by 2030. The AUDA‑NEPAD Continental Primary Healthcare Programme (2025‑2030), launched on 24 May 2024, is specifically designed to train and empower Community Health Workers (CHWs), underscoring their central role in reaching underserved communities. Simultaneously, governments must address brain drain by improving salaries, working environments, and professional development opportunities—especially in rural and underserved areas.

 

Primary Health Care as the Foundation of UHC

The UHC2030 coalition and AU policy advocates, consistently highlight that primary health care can deliver up to 90% of essential health services and extend average life expectancy by nearly four years if prioritized effectively. Embedding PHC at the centre of national systems ensures resilience and readiness to confront emerging health threats—from pandemics to climate‑induced disease outbreaks.

 

Digital Health and Innovation

The digital transformation of health systems—through telemedicine, biomonitoring, interoperable electronic health records (EHRs), and AI‑assisted surveillance—offers opportunities to bridge gaps in infrastructure, data, and quality of care. The AU’s recent World Health Day webinar affirmed its commitment to scaling homegrown digital tools, including AI‑powered diagnostics and patient monitoring systems like Rwanda’s IMPALA system – now gaining recognition for its potential to improve newborn care in Rwanda and beyond, which demonstrated up to 32% reductions in neonatal mortality during early adoption.

 

Pharmaceutical Sovereignty and Regulation

Under Agenda 2063, enabling local pharmaceutical production and strengthening regulation are vital. The African Medicines Agency (AMA) - a specialized Agency of the African Union (AU) dedicated to improving access to quality, safe and efficacious medical products in Africa; operational since 2021, is expected to harmonise regulatory standards across AU member states—bolstering medication quality, safety, and availability across borders. This supports AU efforts to reduce dependency on imports and curb the proliferation of counterfeit medicines.

 

Financing Health Systems

The AU has repeatedly called on member states to meet or exceed the Abuja Declaration target—allocating at least 15% of national budgets to health—but few have done so consistently. In 2024, however, 23 countries actively increased health spending as a share of GDP, moving toward the aspirational 5% benchmark. Strategic financing models—including blended finance mechanisms and innovative taxation (e.g., an “African air tax”)—are being explored to sustain domestic health investments and reduce reliance on external aid.

 

Governance, Coordination and Accountability

To ensure coherence and political permanence, the AU must adopt an enduring continental Health Architecture—a standing, institutionalized framework akin to the AU’s Peace and Security Council—to monitor progress, hold governments accountable, and coordinate joint action. Proposals include an annual “State of Africa’s Health” report to the AU Assembly and a scorecard that tracks member states’ fulfilment of health pledges—creating peer pressure and fostering transparency.

 

The Role of Partnerships and Multisectoral Engagement

Achieving UHC demands alliances across governments, civil society, academia, development partners, and the private sector. Civil society organisations, such as Afrihealth Optonet Association (AHOA), are vital in raising awareness, demanding accountability, and supporting community engagement. Similarly, strategic partnerships—such as Gavi’s collaboration with Japan and the AU—advance immunisation and financing goals aligned with Agenda 2063 and the SDGs.

 

Africa CDC’s “New Deal” and Public Health Security

Africa CDC’s strategic “New Deal” for health security aims to integrate digital health, supply chain resilience (e.g., regional drug depots), workforce development, and innovative financing—complementing efforts toward UHC and Agenda 2063’s health objectives africacdc.org. This continental cohesion bridges preparedness for emergencies and routine health service delivery.

 

Call to Action/Recommendations

 

Based on the many discussions, dialogues, and field interventions I’ve led—including the 2024 UHC Day event—I urge urgent, coordinated action in five key domains:

 

1. Political Commitment and Domestic Investment: AU Member States must recommit to the Abuja target, embedding health financing into national fiscal planning. Innovative taxes and public–private investment should be pursued to ensure sustainability.

2. Empower Primary Health Care and Health Workforce: Scale the AUDA‑NEPAD CHW programme continent‑wide, with consistent support for recruitment, training, and retaining talent. Health worker remuneration and work environments must improve systematically.

3. Accelerate Digital Health Innovation: Incentivise interoperable EHR systems, telemedicine, AI disease surveillance and remote monitoring in PHC settings—prioritising systems that improve access in rural and low‑resource regions.

4. Institutionalise Health Governance and Accountability: Establish a permanent AU health coordination platform, regularly reporting national progress, harmonising regulatory systems via the AMA, and aligning with Agenda 2063’s integration goals.

5. Foster Inclusive Partnerships and Community Leadership: Civil society must remain central in health advocacy. CSOs should drive awareness about health rights and monitor resource usage. Public–private partnerships should support technology scale‑up and local pharmaceutical industrialisation.

 

Conclusion: Toward “The Africa We Want”

 

As an African health advocate and development professional, I firmly believe that Universal Health Coverage is not a distant dream—but an attainable goal, if health systems are robust, equitable, digitally empowered, and fully funded. Agenda 2063 provides the blueprint; AU strategies, institutions like Africa CDC and AMA, and local innovations supply the tools. Member States must act now, in unity and with resolve, to realize a continent where every person—regardless of geography or income—can access high‑quality, affordable healthcare.

As we march toward 2063, strengthening health systems is not just a health-sector agenda—it is a pillar of economic growth, social justice, and continental self‑reliance. We can—and must—deliver UHC for all Africans. The time to act is now.

 

about the author:                                                                                                                                        Dr. Uzodinma Adirieje is a seasoned consultant with extensive expertise in global health, development planning, project management, sustainable development goals (SDGs), governance, health/community systems strengthening, policy advocacy, and monitoring and evaluation (M&E). He provides high-level consultancy services to governments, UN agencies, international organizations, NGOs, and development partners across Africa, leveraging over 25 years of multidisciplinary experience across Africa and the Global South. 

H.E. Sir Peter Obi's achievements as the governor of Anambra state

SOME OF H.E. SIR PETER OBI'S EVIDENCE-BASED, VISIBLE, AND MEASURABLE ACHIEVEMENTS AS THE GOVERNOR OF ANAMBRA STATE.

1. Anambra was the first State to commence Sub-Sovereign Wealth savings, the first of its kind in Sub-Saharan Africa.

2. The Nigerian Debt Management Office (DMO) rated Anambra as the least indebted state in Nigeria. In spite of visible and measurable achievements recorded in various sectors, the State under him did not borrow or raise bonds for her various projects.

3. The Senate of the Federal Republic of Nigeria rated Anambra State as the most financially stable state in the country.

4. The state also entered into strategic partnership with the Churches in the Health sector. Through partnership with the Church in the Health sector, his Government funded the transformation of -:

a: Iyienu Hospital, Ogidi;

b: Our Lady of Lourdes Hospital, Ihiala;

c: St Charles Borromeo Hospital, Onitsha;

d: Holy Rosary Hospital, Waterside, Onitsha;

e: St. Joseph Hospital, Adazi-Nnukwu.

5. His Government also built the Joseph Nwilo Heart Centre in St. Joseph, Adazi-Nnukwu, where heart operations are now being performed.

6. His Government won the Bill and Melinda Gates Foundation (1 Million dollars) as the best-performing state in immunisation in the South-East.

7. The state was the first to procure and distribute more than 30,000 computers to secondary schools, including 22,500 from HP.

8. Anambra State Government provided Microsoft Academies to more than 500 secondary schools The state provided Internet access to more than 500 secondary schools

9. More than 700 buses were provided to secondary schools in the State by our government.

10. Boreholes were provided in schools all over the state. Also, numerous classrooms were built in all the 177 communities of the State.

11. As part of the efforts to turn around the economy of the State, a number of companies were attracted to build their facilities in Anambra State. A case in point is SABMiller, the 2nd largest brewery in the world. A number of other companies followed the SABMiller initiative.

12. Anambra state provided at least one security vehicle to each of the 177 communities in the State as well as various organizations such as markets and Churches.

13. His Administration conceived and built, from scratch, the first state-owned Teaching Hospital, Chukwuemeka Odumegwu-Ojukwu Teaching Hospital, Awka.

14. His Government attracted the World Bank support on erosion – National Erosion and Watershed Management Project (NEWMAP) – to Anambra State.

15. His government was the first to do Poverty Mapping in Nigeria, as a guide for the effective implementation of our poverty-alleviation strategies.

16. His Government, for the first time, undertook the aerial mapping of Awka as well as the production of Structure Plans for Awka Capital Territory, Onitsha, and Nnewi.

17. He built the first Secretariat Complex to house State Government Ministries that were hitherto scattered around the State.

18. By the end of his tenure in 2014, more than twelve (12) health institutions, including two hospitals, had secured accreditation; when we took off in 2006, no health institution in Anambra state was duly accredited

19. Under Peter Obi, school children moved from No. 26 to No.1 in WAEC... What else are you expecting in education?

20. Poverty rate was 11 under Peter Obi, making the state the third best in Nigeria.

IN SUPPORT OF ONE-TERM TENURE FOR ELECTED POLITICAL OFFICE HOLDERS IN NIGERIA

Advocacy Message: IN SUPPORT OF ONE-TERM TENURE FOR ELECTED POLITICAL OFFICE HOLDERS IN NIGERIA

by Noble Dr. Uzodinma Adirieje (KSJI)

+234 70 155 303 62 – WhatsApp messages only

druzoadirieje2015@gmail.com

 

Nigeria’s democracy, though evolving, continues to struggle under the weight of institutional weaknesses, corruption, political violence, and an underperforming governance system. A bold and transformative reform that could reshape the nation’s political culture, strengthen accountability, and promote inclusive development is the implementation of a one-term tenure for all elected political office holders—including the President, Governors, Senators, and Members of the National and State Assemblies, and Local Government Chairpersons.

 

One-term tenure, non-renewable and limited to four or five or six years, offers Nigeria a unique opportunity to end the wasteful and often disruptive cycle of re-election politics. In its current structure, the pursuit of a second term is the root of many governance challenges. From the moment elected officials take office, attention quickly shifts from public service to political survival. Resources meant for development are diverted to fund re-election campaigns, reward political allies, and suppress opposition. This distorts priorities, breeds impunity, and often results in failed promises.

 

A single, non-renewable tenure eliminates the incentive to manipulate electoral processes, reduces political violence, and fosters greater focus on service delivery. Knowing that they have only one chance to serve, elected officials will be more likely to prioritize legacy, performance, and people-centered governance. It will also encourage inclusivity by rotating power more frequently among Nigeria’s diverse communities, thereby strengthening national unity and reducing the toxic competition that surrounds power retention.

 

Moreover, a one-term system can significantly cut down on the cost of governance and elections. Nigeria spends billions of naira every election cycle, with much of that cost tied to re-election campaigns. Political parties also face less pressure to compromise ideologies in favour of incumbents, allowing for more ideological diversity and new leadership to emerge. This would enhance democratic competitiveness and renew public faith in governance.

 

Critics argue that a single term limits the ability of visionary leaders to fully implement long-term plans. While this concern appears valid, it can be addressed through strong institutions, effective succession planning, and comprehensive development frameworks that transcend personalities. No democratic system should depend on individuals rather than systems and structures. A one-term limit will encourage leaders to focus on building such structures rather than consolidating personal power.

 

Additionally, one-term tenure will reduce electoral violence. In Nigeria, the desperation to win or retain power often leads to political thuggery, vote-buying, and in some cases, loss of lives. With no second-term ambition, the stakes are lowered, and the political space becomes more stable and less violent.

 

In conclusion, Nigeria needs political reforms that challenge the status quo and prioritize the people's interest. One-term tenure is a forward-thinking policy that can reduce corruption, improve governance, curb electoral violence, and promote inclusive development. It is time for Nigerians—civil society, the media, political parties, and citizens—to rise in support of this change. Let us build a system where public service is about legacy, not longevity; performance, not power. A single term for all elected officials is not only feasible—it is necessary for the rebirth of democracy in Nigeria.

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance.