MOHAMMED HAYATU-DEEN, OON (MHD) VISION FOR TRANSFORMING NIGERIA FOR ALL

Executive Summary

Nigeria is currently at a crossroads in the wake of the preparations for another election year in 2023. It’s economic and development indices send one message – that the situation is getting considerably worse, and Nigeria needs a leader that the people truly believe can lead them to a better-quality life.

Mohammed Hayatu-Deen, OON (MHD) is aspiring to be that person and be elected to office as the President of the Federal Republic of Nigeria for the year 2023 – 2027 on the platform of the Peoples Democratic Party (PDP).

MHD may not be a traditional politician, but his willingness and ability to serve and succeed in a manner that is inclusive and consistent with the needs of a diverse nation is, without a doubt.

He is a disciplined man who has overtime built a wealth of pan-Nigeria leadership experience in the tri sectors of Nigeria – Public, Private and the Non-Governmental sectors, giving him a balanced perspective and insight to Nigeria’s needs, impacting millions of people.

MHD’s values of kindness, character, hard work, empathy, integrity, and supporting the vulnerable, enable him to build coalitions across the country towards achieving desired results.

MHD has a burning desire, skills, and exposure to address the obstacles and challenges facing Nigeria, and to take advantage of the immense opportunities available to be innovative, serve the nation and make Nigeria achieve its preeminent position as a superpower not just in possibilities, but in reality.

MHD believes that the public servant is critical to Nigeria’s transformation and that they can outperform expectations just by having someone who can stand up for them as shining stars.

MHD’s government will run a people-centred inclusive economy that focuses on caters to the welfare of the people because he understands that everything begins and ends with putting bread and butter on the table.

In thinking of MHD, think 20 for 2023 [5+-3+9+3)

5, Five Pillars of Change for transforming Nigeria

i) Vision led Governance,

ii) Socio-Cultural Reengineering,

iii) Nigeria’s position in the World (International Relations),

iv) Economic game changers

v) Security of Lives and Property

3, Three-point Economic agenda.

i) Have a clear and coherent economic philosophy that is people and principle centred, catering to the welfare of Nigerian people across various spheres.

ii) Package trade, tax, and investment incentives that are targeted to promote the expansion of specific industries and stop the cycle of commodity boom and bust

iii) Put better and functional infrastructure in place through decentralization as well as public-private partnerships in the critical areas of strategic national interest – power, aviation, education, technology, healthcare, public transport, and security

9, Nine Economic principles

i) Encourage in the real sense, local (Private sector and Nigerian led) production and services in all aspects of the economy, and reduce complexities and tollgates in business interaction with the government

ii) Have a deliberate effort toward building an entrepreneurial class in a way that can alter the landscape and create jobs.

iii) Genuinely create an enabling environment for business, leverage the innate skills of Nigerians as entrepreneurs, with equal rights for all citizens

iv) Strictly safeguard, the independence of the Central Bank and other Regulatory Agencies at all times.  Have regulators focused on enforcing policies and reducing market inefficiency, with zero-tolerance for expropriation

v) Base what we choose to produce on our comparative advantage.

vi) Develop a world-class operating model for industry intervention premised on the private sector providing leadership in the ownership and management of business entities

vii) Introduce principles of fair trading to check abuses emanating from monopolistic or oligopolistic practices.

viii) Consciously and deliberately encourage public listing as entities and industries grow in size and complexity, to provide liquidity and exit.

ix) Put in place a robust framework for a gigantic funding plan unprecedented in nature and scope in our history, to implement Nigeria’s investment agenda successfully.

3, Enablers – MHD’s leadership style, his diverse team and massive funding for massive growth and development, will be game changers in the transformation of Nigeria

MHD is credible, proven and a President that will make Nigeria work for all.

I WHO IS MOHAMMED HAYATU-DEEN (MHD)?

I.1 Family Life

Mohammed Hayatu-Deen (MHD) is a family-oriented man who comes from a disciplined family and has built his own family on the values of hard work, the importance of family, and the immense value of working as a team to achieve agreed goals.

MHD was born in Bama, Borno State, in a polygamous family as the first surviving male child of several children. He spent his adolescent years at Bama before moving to Zaria when his father, Hayatu Jere (an accomplished educationist who was Director of Schools in the then Northern Region), was transferred from Bama to Zaria.

MHD grew up with his mother, the eldest of four wives, who was always available to nurture, support, and counsel him, as his father spent most of his time as an educationist shepherding youths across the provinces. His mother was a disciplinarian who was exact and demanding. But, as MHD would say, “she would spoil you with love and swiftly reprimand you when you fall out of line.”

MHD’s Mum effortlessly dispensed the milk of human kindness and provided grounding and stability for MHD and all his siblings regardless of who their biological mother was. The phenomenal people skills of his mother were put to great use as a reconciler in chief within the family and the larger community. She earned these stripes because she was honest and a truth-teller.

MHD took from his mother, her people management skills, and from his father great work ethic, from just watching his parents go through the demands and pressures of daily life to putting food on the table and celebrating life. His father was gracious in sharing his experiences with him, and most of those lessons formed MHD’s early experiences, instilling values that became part and parcel of his life.

MHD has grown to become a relaxed and calm leader through the influence of his wife. Time without number, she has demonstrated a great deal of poise and remained unruffled in the face of difficulty and challenges. She has remained content, and to MHD, she’s the epitome of civility. She is deeply concerned about the plight of the poor and the underprivileged, exemplified in her establishment of the highly successful NGO, Arewa Development Support Initiative (ADSI), dedicated to poverty alleviation in Northern Nigeria.

Although MHD grew up in a traditional northern family, he was an activist as a university student promoting the cause of underdeveloped nations through his association with several organisations involved in promoting social justice. He has raised his children to find their paths while upholding family values of kindness, character, hard work, empathy, integrity, and supporting the vulnerable.

I.2 MHD exposure, beliefs, and values

MHD was very lucky to be exposed to the richness and diversity of Nigeria by receiving his elementary education in Zaria and subsequently the famous Government College Keffi in the then Benue-Plateau State. He went to Ahmadu Bello University (ABU), Zaria, for his undergraduate degree, qualifying with a BSc. Economics (1976).

ABU was a melting pot for all Nigerians and gave him a powerful and penetrating insight into Nigeria’s sheer beauty, splendour, and potential.

MHD has other certifications, namely, Advanced Management Program, Harvard Business School, Boston, Massachusetts, USA (1998); Strategic Leadership and Corporate Renewal, London Business School (2000); Making Corporate Boards more effective, Harvard Business School, (2000); Strategic Leadership Programme, INSEAD, France.

MHD believes in giving back, as ingrained in him by his family. He sees the divide between his well-grounded traditional and cultural values and modern world outlook as mutually reinforcing and supportive.

MHD believes in a united Nigeria and has the competence to drive change at a national level, having offered change at the highest level and provided leadership in what is widely regarded as a case study of successful turnaround management in the financial services industry.  

I.3 MHD work experience and competencies  

MHD founded the Alpine Group in 2005 – a project development company focused on intervening in high-growth sectors of the economy through direct investments. Alpine’s flagship project, the Ado Bayero Mall in Kano, commissioned in 2014, is currently one of the two largest shopping malls in West Africa. He currently serves as the Chairman and Chief Executive Officer of the group.

Before establishing Alpine Group, MHD was the Pioneer Managing Director/Chief Executive Officer and later Chairman/Chief Executive Officer of FSB International Bank Plc (1990-2001), a Distressed Government Savings institution that MHD was able to transform into a leading dynamic and innovative full-service commercial and investment bank in Nigeria. This transformation represents a shining success story of turnaround management and privatisation of public enterprise in Nigeria.

MHD was also Chairman/CEO of FSB International Bank Plc (2001-2004) and Group Managing Director/Chief Executive Officer, New Nigeria Development Company (NNDC) (1983-1988).

The NNDC was the single largest diversified holding company in Nigeria. As Group Chief Executive, at a relatively young age of 30, MHD provided leadership, direction, and oversight to 140 subsidiary and associate companies under the group portfolio.

MHD has also been Chairman/Director of several organisations, including Nigerian Stock Exchange (Council Member), Northern Nigeria Investments Limited, Nigeria Hotels Limited, Kaduna Textiles Limited, New Nigeria Construction Company, Benue Cement Company, Sokoto Cement Company, Virgin Nigeria Limited, Seven-Up Bottling Company, PZ Cussons, Inlaks Computers Limited, etc.

I.4 MHD extra-curricular activities, awards, and commendations

MHD has been involved in several extra-curricular and national assignments:

– Member of the Institute of Directors

– Director of the Nigerian American Chamber of Commerce

– Director of the Nigerian German Business Council

– Member of the Nigerian Industries Transparency Initiative

– Member World Economic Forum

– Member of the Corporate Council on Africa

– Member of the Africa Business Round Table

– Member of the West Africa Business Association

– Member Presidential Advisory Council

– Chairman Nigeria’s Technical Committee on Privatisation

– Member President Buhari’s 2015 Transition Committee

– Member Vision 2010 Committee

– Member National Council on Nigerian Vision (NCNV) and

– Chairman Nigerian Economic Summit Group – for two terms between 2003 – 2007.

In recognition of his services to the nation, President Olusegun Obasanjo bestowed the national honour of Officer of the Order of the Niger (OON) on Mohammed Hayatu-Deen in 2000.

MHD has received many commendations from friends he has known for years who extol his leadership credentials for his latest foray into Politics. MHD believes that the admiration has come from immense confidence in his ability as a result-oriented change agent.

MHD may not be a traditional politician, but his willingness and ability to serve and succeed in a manner that is inclusive and consistent with the needs of a diverse nation is, without a doubt.

II WHY IS MOHAMMED HAYATU-DEEN RUNNING FOR PRESIDENT?

II.1 The motivation to serve

MHD has a burning desire to work with colleagues and public servants all over the country in addressing the obstacles and challenges they face, and take advantage of the immense opportunities available to be innovative, serve the nation and make Nigeria achieve its preeminent position as a superpower not just in possibilities, but in reality.

MHD believes that the public servant is critical to Nigeria’s transformation and that they can outperform expectations just by having someone who can stand up for them as shining stars.

MHD understands the commitment required to wake up every morning and work in an environment that doesn’t offer the proper infrastructure and support for growth. He knows first by observing his father do so, serving and contributing to an environment different from his, and then working in such an environment.

Furthermore, MHD understands that these distinguished men and women of the public service do so for the love of family and country. Therefore, it is dishonourable to ignore the contributions of these great men and women who retire with no guarantee of a sustainable pension, for they remain our most undervalued assets.

II.2 Building a strong Public Service  

Today, our public service is threatened. Everyone is watching our government suspiciously, and nothing can be built in an environment dominated by a deficit of trust.

That’s where MHD sees an opportunity. People are eager for a government they can believe in. People are thirsty for quality leadership that delivers on the assignment to provide public goods without discrimination. MHD sees how his children’s eyes light up in disbelief when he shares stories of how easy it was to get a job after graduation.

MHD’s activist nature motivated him to walk into the New Nigeria Development Company in Kaduna and demand an appointment. His resilience paid off when he was offered a job at the holding company’s agricultural subsidiary in Kano, where he started his career.  

The questionable response from his children ‘in this Nigeria?’. Yes, in this Nigeria, it is possible again.

II.3 MHD’s readiness to serve

MHD wants to contribute – he knows he is ready because he has managed people and built systems that became profitable enterprises. Yes, he has been a great change agent both as GMD in NNDC and as Chairman/ Chief Executive Officer of FSB International Bank Plc. Today, Nigeria lacks institutions and leadership that can drive change with measurable, sustainable results.

In hindsight, it is flattering that he became a CEO at 30 years old, working for the New Nigeria Development Company (NNDC). This feat is unlikely today not because of the dearth of talents but due to the erosion of our economic gains through sustained misgovernment.

The challenges in Nigeria are rife. MHD sees these challenges as an opportunity to reawaken the Nigerian child who has been ignored for so long to deliver solutions that will accommodate all. Practical solutions that are simple and inclusive with sustained gains over a long period. Solutions that put the people at the centre of economic plans.

MHD knows Nigeria is a highly complex sovereignty. He understands the challenges of traditional institutions and religion and their role in nation-building. These institutions are essential in building a functioning society. Still, their roles need to be redefined, not by the government but by the people whose lives are impacted daily by these organisations. To start the journey, we need the involvement of these community gatekeepers to discuss their concerns, identify gaps, distil opportunities, and create room for integration without fear.

The fear has forced people to erect walls and barriers instead of building golden bridges of collaboration.

He believes that Nigeria is positioned for an enviable transformation with exemplary leadership driven by people with credibility, imagination, and skills.

II.4 Why support and vote for MHD

Nigeria is arguably going through its most challenging times since the return of democracy in the fourth republic. In the last six years, Nigeria has been through two recessions, the last being in the third quarter of 2020 with a GDP decline of 3.6%, having contracted 6.1% in the second quarter. Although the previous recession can be attributed to the global impact of the COVID 19 pandemic, the recession of 2016 was due to misgovernment and a lack of foresight.

The challenges are profound, structural, and rapidly compounding due to the ingrained mindset of continuously doing the wrong things and expecting different results. If these bad habits continue unabated, there is no doubt Nigeria will eventually collapse.

However, with a clear vision, a robust strategic plan, and unrelenting commitment, Nigeria can demonstrate a turnaround comparable to countries referred to as the East Asian Tigers – Hong Kong, Singapore, South Korea, and Taiwan. Therefore, to begin this process, there is the need to take a data-driven approach to grow the economy and reposition Nigeria for competitiveness.

The table below indicates some critical economic indices which give cause for sober reflection before we set on the journey to rebuild Nigeria:

Table 1– Some critical economic indices for Nigeria 

INDICATORS	2020	2019	2018	2017	2016
GDP (US$)	432.294	448.12	397.19	375.746	404.65
GDP per capita (US$)1	2,097	2,230	2,028	1,969	2,176
GDP growth rate (%)1	-1.79	2.21	1.92	0.81	-1.62
GDP (US$)	432.29	448.12	397.19	375.75	404.65
GDP per capita (US$)	2,097	2,230	2,028	1,969	2,176
GDP growth rate (%)	-1.79	2.21	1.92	0.81	-1.62
Population 1 (‘mn)	206.14	200.96	195.87	190.87	185.96
Budget (N’tn)	6.06	7.44	9.12	8.92	10.59
Tax (PPT + non-Oil taxes) (N’tn)	4.95	5.26	5.32	4.03	3.31
Tax to GDP (%)	6.1	7.9	8.5	6.6	5.1
Manufacturing, value-added (% of GDP) 1	12.67	11.52	9.65	8.74	8.68
Trade balance (US$’bn)1	-33.46	-25.01	-8.00	-0.00	-9.25
Export (US$’bn)1	38.17	63.73	61.55	49.49	37.30
Import (US$’bn)1	71.63	88.74	69.55	49.51	46.55
FDI, net Inflows (BoP, current US$’bn)1	2.39	2.31	0.78	2.41	3.45
FDI, net inflows (% of GDP)1	0.55	0.51	0.2	0.64	0.85
Inflation, consumer prices (annual %)1	13.2	11.40	12.09	16.52	15.65
Unemployment, annual change (% of total labor force) (Modeled ILO estimate)1	9.01	8.53	8.45	8.39	7.05
Youth unemployment (% of total labor force between ages 15-24) (modeled ILO estimate)1	19.66	17.72	16.175	14.454	13.135
Poverty headcount ratio at national poverty lines (% population)1	42.0	40.1	40.1
Life expectancy at birth (years)1	55.02	54.687	54.332	53.95	53.541
GNI per capita atlas method (current US$)1	2,000	2,030	1,960	2,090	2,430
Statistical Capacity Score (overall average) (scale 0-100)1	53.333	56.667	63.333	63.333	67.778
Individuals using the internet (% of population)1		33.6	31.9	28	25.67
People using safely managed sanitation services (% of population)1	30.509	29.905	29.313	28.735	28.171
Access to electricity (% of population)1		55.4	56.5	54.4	59.3

Sources: Budget Office of the Federation, National Bureau of Statistics, Federal Inland Revenue Service, World Bank, and International Monetary Fund

These indices send one message – the situation is getting considerably worse, and Nigeria needs a leader that the people believe can lead them to a better-quality life.

II.5 What MHD will strive to achieve

MHD’s government will run a people-centred economy that caters to the welfare of the people because he understands that everything begins and ends with putting bread and butter on the table.

MHD’s goal will be to create avenues for families to have a quality of life that guarantees, at the very minimum, nutritious and affordable meals by promoting market-led policies and building an enabling environment to encourage private sector investment and involvement.

MHD will delineate the role of Government, to focus on areas of strategic national interest like Education, Health and National security, while unleashing the creative energy of the private sector to generate prosperity for the Nigerian people. MHD believes that it is time to reignite the inherent entrepreneurial qualities of the Nigerian people through policies that open up the market for opportunities without government interference.

III HOW IS MOHAMMED HAYATU-DEEN DIFFERENT?

MHD recognises that the task at hand is enormous and requires sober reflection and deep strategic thinking. He is precisely what Nigeria needs in status and intellect. He is a change manager who has sacrificed his entire life building broken systems. His wealth of experience in the private and public sector space, heading top institutions in the North and the South, gives him a great perspective. His knowledge of Nigeria is deep and profound having been living and working out of Lagos over the last thirty-two years.

MHD possesses the ability to settle differences where disputes may arise. MHD will be a president for all, not a president for a section of the country or his friends and family. MHD’s work ethic is comparable with those of global leaders of thought, and he intends to bring all these qualities to the service of the people. He will take bold steps to forge alliances and partnerships across the globe to foster unparalleled trade and investment relationships, which will fast-track Nigeria’s economic recovery.

MHD is a great listener and communicator and has the independence of mind to make hard decisions if it is in the interest of a more significant number of people. MHD will not be shy to speak and walk with Nigerians throughout his tenure in office. He knows how to assemble a team that can deliver the best service. He will take responsibility and accept criticism. He will reinforce the rule of law and the rights of every Nigerian regardless of location or level of access and build systems to support justice institutions.

MHD is motivated by the courage of his conviction and will leverage his vast reservoir of goodwill and knowledge of international financial and capital markets to identify and source unprecedented large-scale funding plans to propel development, thus abandoning the tepid tradition of small and incremental investments to support public infrastructure projects. This will also ensure that funding raised is used to fuel growth and not debt service.

MHD will also specifically address recurring challenges holding back the nation’s progress such as the power sector, which has been killed by a lack of in-country know-how, poor privatisation framework, and regulatory complications.

A clear plan will be formulated to attract credible and experienced players into the power sector value chain.

IV. THE JOB TO BE DONE

The task to transform Nigeria is enormous and needs someone who is a square peg in a square hole to solve today’s existential problems without losing sight of the need to embrace a brave new future in a fast-changing global landscape. MHD has categorised FIVE PILLARS OF CHANGE for Nigeria

• Vision led Governance

• Socio-Cultural Reengineering

• Nigeria’s place in the world (International Relations)

• Economic Game Changers

• Security of lives and property

These are described in detail below:

IV.1 Vision led Governance

Today, Governance in Nigeria is broken; Leaders are expected to govern in the public interest, but it is known to all that the public is underserved to the point that there is a complete erosion of trust in the government. The focus and obsession today, are more about public glare and perks of office rather than toiling and sacrificing to govern in the public interest on a visionary path.

There is a need for strong, unbiased visionary leadership with a recognised, accepted, and inclusive system of governance for all stakeholders.  

IV.1.1 MHD will set an inclusive Vision for Nigeria

No nation can become globally competitive and prosperous without clearly articulating and implementing a long-term vision based on discipline, sacrifice, hard work and patriotism. The country currently has a National Development Plan for the period 2021-2025 that ostensibly builds on previous attempts in Vision 20:2020, the Economic Recovery and Growth Plan (ERGP) and Vision 2010.

The Vision for Nigeria as stated in this plan, is not known or owned by Nigerians as their vision nor is it inspiring to catapult Nigerians to action. The following attributes are essential in crafting an inclusive vision:

• It must place the prosperity and welfare of the Nigerian people at the epicentre of the Visioning process.

• It should clearly define the desired end state and the period we shall attain such an end state.

• Mass mobilisation of the populace is essential,

• Every President should be the chief sponsor of the Vision project, which must have his undiluted attention and focusfor it to have any reasonable chance of success.

MHD will be that President to drive a vision for Nigeria that all citizens own and aim to mobilise the citizenry around a Vision 2060 to become one of the top 10 economies in the world. Countries have transformed in 30 years and Nigeria will be no different with the right leadership.

Three development planning cycles will also be at the heart of the journey to Vision 2060. The first Development Plan 2025 to 2035 will leverage on the current 2021-2025 plan, with a focus on building a true nation by ensuring the balanced development of all parts of the country and economic sectors and a goal to eradicate poverty. The second plan, 2035-2045, would span a decade, seeking to make Nigeria a highly industrialised export-driven economy, positioning it to become a high middle-income country by the end of that period. The third Plan beginning in 2045, should set the country to become a highly innovative economy that is resilient and globally competitive, with the services sector accounting for a significant share of the GDP. By 2060 the goal should be to make Nigeria a high-income economy that is inclusive and sustainable.  

To drive this especially as change will transcend his own administration of eight years, MHD will formulate a clear, coherent and robust economic and social philosophy supported by laws, on which the nation’s vision and development plans will be anchored. At the heart of this philosophy is the need for all successive governments to demonstrate their unwavering commitment to bringing development to the people by raising their quality of life, enhancing their sense of self-worth and raise their potential to share in national prosperity.

As the most efficient allocator of resources, reliance on the market should form the bedrock of macro-economic philosophy. Knee jerk reaction to external shocks through simple capital controls, price control and import bans will be avoided.

Experience around the world and here in Nigeria suggest that resorting to such crude techniques can cause significant harm to any economy. Instead, in the face of shocks to the economy, prices must be allowed to adjust to restore balance and equilibrium; otherwise, output and employment will bear the brunt of bad policies with a vengeance.

MHD believes that it is mainly on account of the decision by the current Administration to fix prices and impose capital controls that Nigeria found itself in a severe and avoidable recession today. However, it is acknowledged that when faced with sudden shocks, countries can impose controls for a brief transient period, but this should not become entrenched state policy.

IV.1.2 Governance under MHD

As the visioning process commences, with planning and strategic public communication setting the right tone for true development, MHD will be a servant to Nigerian stakeholders. The orientation of public service will change. As President, MHD will uphold his oath of office. His behaviour and optics would project the right ethos. The government will deliver and attend to the vital needs of people across the economic and social space. To enable this, MHD’s views on areas of focus are itemised below:

i. Office of the President

MHD will regard the office of the presidency as the vital nerve       center of operations around which all public institutions will revolve. He will reorganize and overhaul the executive office of the president and reposition it to be a lean and muscular fighting machine – efficient, compact, and well resourced. The Office of the President will be held fully accountable by the Nigerian people. The office of the president will be manned by the best and brightest with their hearts and minds sharply focused on the job.

ii. Cabinet Team members

The cabinet will be given full responsibility for execution of policies and will be the political heads of their various spheres of influence. Even in normal times, MHD believes in hiring the best and brightest. At these extraordinary times, which have added urgency, Nigeria needs an A team that can compete with anyone globally. He recognises the strength of a team and the need to have a cast of Ministers from all over the country who by themselves are fit to become president.

iii. Public Agencies/Parastatals

MHD will give priority to the reform of public agencies and parastatals given their pivotal role as revenue generators. These public agencies and parastatals will be reviewed and ranked in order of size, magnitude, and volume of revenue generation. Management will be rewarded if they meet and exceed their set goals and will be replaced if they fail to meet performance benchmarks.

Top guns will be hired and made a part of a public sector reform process. Reforms will be well-paced to avoid system paralysis, disillusionment, and alienation.  

MDAs will be significantly empowered to do their jobs in line with a new national imperative. There will be a robust mandate for MDAs with clear deliverables and timelines.

An A-team will be recruited to advise the President without interference and a mandate to identify gaps and establish digital transformation solutions to drive efficiency and speed up service delivery.

Technology will help reduce complexity, measure performance for reward and identify areas of redundancy and training. A lean government that generates benefits for a greater number of our citizens will be the guiding principle of all public institutions.

MHD notes that civil service reforms need to be deepened to make such reforms work, and this would be treated as a national emergency.

iv. Working with the National Assembly

MHD recognises the importance of the National Assembly (NASS). The current situation is that the country cannot afford the high cost of public administration and MHD will work with NASS as patriots and partners in Progress to develop creative ways of addressing this challenge. He will work closely with NASS and seek its counsel to drive a public referendum around the existing constitution and identify areas for further review that align with the needs of all the citizens.

v. Managing the Nation’s Complexity

MHD fervently believes that every child out there must be your child. There will be no distinction. MHD sees himself as elected by all to serve all.

vi. Working with the Press/Media

MHD will work to strengthen the media and its governance to improve the quality of reporting and the level of independence. Press freedom will be enforced to elevate the level of public conversation on the conduct and accountability of government in an ethical manner.

vii. Judiciary Reform

MHD sees the reform of the judiciary as critical for governance. Minor offenders are jailed without privilege and serve time in prison awaiting trial. Many laws are antiquated haven been derived from our colonial legacy and need to be updated – in tandem with the dictates of modern times – borrowed from the English system. The infrastructure available to courts is despicable; e-libraries/automation is going on at a slow pace. Nothing gets done if you don’t know someone, as getting things resolved often result in a tug of war. There is either no justice, or the speed of dispensation of justice is very slow – in most cases, 25 years and counting.

MHD’s empathy for the needs of the Nigerian is self-evident in a story he witnessed – an example of what people without access face every day. A young man in the late 1950s, while riding his bicycle, mistakenly left a dent on a police officer’s car; he was immediately arrested and thrown into jail without trial and utterly forgotten. This young man was released in 2017, 60 years later, as a wretched older man with no family or means of livelihood. Straight out of the prison gates, this now much older man was to visit the police officer who had since the 1960s become a prominent traditional ruler to cry out at the injustice meted out by literally robbing him of his life.

Even after the policeman-turned-ruler restrained his palace guards from arresting him for the perceived impudence of the irate man (this ruler was known for his empathy and fairness and had no idea of what the man had gone through for decades) he still pleaded for forgiveness, requesting a chance to make amend, but the older man did not relent in conveying his agony and resentment. He walked out, demonstrating the sheer bitterness and hostility ordinary people face daily in their life journey. The moral of this story is that people’s lives are taken away daily for unjustifiable reasons while others with higher offences walk scot-free, enjoying privileges that should otherwise be available to all Nigerians.

To MHD, this kind of system cannot guarantee security or prosperity and needs to change.

viii. Reward and Recognition

MHD will prioritise the pain points of public servants in establishing reward mechanisms and reduce the social and economic encumbrances confronting them. MHD will address their sources of stress and strength. This will be cascaded into a 30-year strategic plan for the country highlighted above. The aim is to reduce the cost of public administration through a well-managed, incentivised, and organised system.

On a final note, MHD recognises that Governance and its execution will be driven by the personal example he sets as President. He also acknowledges that many people are disillusioned with past promises that do not get fulfilled. In the words of some, once people become President, they change and become something else entirely.

MHD recognises the enormous responsibility of becoming president and does not take it lightly. Leadership is not new to him, but he also acknowledges the fragility of humans and the need to constantly keep in touch with the people to listen to the voices of those in need.

This will ensure that MHD reduces the risk of getting disconnected at every point due to the frills of the office.

MHD also recognises that for those who succeed in office, “money means nothing to them”; MHD was counselled very early in life by one of his great mentors, Late Dr Hamzad Zayyad (his predecessor as GMD in NNDC) that “money and power don’t go together and you should never mix the two.” He is mindful of personally checking himself around certain potential pitfalls: – the role of close family members when in office; friends who may exert unbridled influence inconsistent with the national interest; acting on rumour mongering without giving fair hearing; the reality that power is intoxicating and the need for constant self-reflection and self-restrain by keeping one’s life simple and making sure you never lose access to the people that genuinely need service.

IV.2 Social Change re-engineering

• Norms and Values

• Youth

• Women

• Education

• Health

IV.2.1 Norms & Values:

The soul and character of the Nigerian social system is broken. A critical reason for our situation lies in our inability to define who we are as a competitive selling point. We are drifting and unable to progress. Therefore, having a strong character trait is essential to Nigeria’s national identity and nation-building, a compelling and urgent priority for MHD’s administration.

MHD believes that we need to bring Nigerians together around what unites them; and pull our great communities back from the brink, from the current level of moral decadence, which makes them do the most inhumane things to each other.

Where we are now – ritual killings, kidnapping, terrorism, inhumanity to each other, is unfathomable and unthinkable, but it can be reversed. It has been done and can be done.

MHD believes this crucial national endeavour is not an event requiring a magic bullet but a deliberate, methodical, and painstaking process which will take time and will require constant and persistent application over time. It will involve celebrating our diversity sincerely and in real terms. Rewarding good behaviour and hard work; providing equal access to all; building disciplined and ordered systems through strengthened law and order mechanisms; Being fair and just to all; Leaning on good people wherever they are, breathing it, living it.

Social change captains and influencers will be identified and mandated to start the campaign to rebuild the fabric of society. These social changes will be a critical part of the development process through families, the schooling system, and communities.

Emphasis will be on modelling the proper behaviour in government, starting with the President, and at home, in families, as every child is a product of nurture and nature.  

IV.2.2 Youth:

The current population of Nigeria is 215,735,601 based   on projections of the latest United Nations data. The UN estimates the July 1, 2022 population at 216,746,934. Of this number, the large numbers of youth in Nigeria (76% are 34 years and below) can be regarded as an opportunity for national development if well harnessed. However, with a net addition rate that adds 5.4m people every year (Net increase of 1 person every 6 seconds) without commensurate expansion of national output and infrastructural stock. Furthermore, according to the NBS website, national estimates for unemployment at 33.3%, youth unemployment is at 42.5%, we have a crisis of worrisome dimensions.

In a statement commemorating the International Day of Education in Nigeria, in 2022, UNICEF reports that “10.5 million children are out of school in Nigeria, which is the highest rate in the world. The figure indicates that one-third of Nigerian children are not in school, and one in five out-of-school children in the world is a Nigerian.” ““Millions of Nigerian children have never set foot in a classroom”

The current rural ecosystem cannot accommodate this population growth level. The drift in rural-urban migration is huge, with many youths uneducated, hence, deprived of opportunities for social and economic advancement.

MHD will adopt a systematic approach and focus on rapid and integrated rural development.

As President, MHD will work with Governors and local authorities to ensure the youth are productively engaged. MHD will create a community of small towns that are flourishing with new industries and industrial clusters to absorb these people;

Areas of comparative advantage will be targeted for fast-paced development such as education, health, and technology to supply all of the talents required for a flourishing cluster of farming communities and Small and Medium Scale Enterprises supported by a robust infrastructure grid.

Digital infrastructure – broadband and the power sector will be resuscitated. Quality of life will be enabled by stable and adequate electricity – solar, wind, and other renewables that rely less on fossil fuels. Other areas of focus will include, Massive public works program, including road construction, street lighting, housing, and other massive projects targeted at engaging the Nigerian Youth.

IV.3.3 Women

MHD understands that the Nigerian and global environment is male dominated.

This point of disadvantage to women is rooted in culture and traditions that box women into traditional roles.

As a child of the mid-1950s, MHD acknowledges that he came from a similar very traditional home. However, he has been exposed to recognise that men and women play a vital, mutually supporting role at all levels of society and in all sectors.

And that while progress may have happened in other parts of the world to some extent, even if women constitute 50% of the population, Nigeria is yet to make as much progress as it could have.

Change has gradually evolved where girl child education is accepted and encouraged as distinct from the past. More women are going to school voluntarily and running their businesses.  More women sit on and chair public boards. Yet a LOT MORE needs to be done. For example, only one woman is on the ballot vying for the presidency in any large party.

MHD believes that there is a clear need for additional policies and legislation to bridge this divide. He also believes that change will not happen overnight, and the pace will vary from region to region, but MHD is resolute in achieving equity, opportunity, and advancement for women. As a father of three daughters, who are strong advocates for women, this is not just a personal goal but one that has his entire family’s commitment to making happen. MHD is personally resolved to leading the way in driving this commitment.

MHD will appoint ombudspersons in different parts of the country to ensure child/women abuse /sex trafficking is contained. An A-Team would lead MDAs responsible for women’s affairs. MHD will also ensure that conscious decisions in the private, public sector, civil society, and labour unions are made to allow women assert themselves and allow them to advance to levels of excellence, starting with his cabinet.

Funding for women’s causes will be critical in the MHD administration. The media has a significant role in bringing this to the limelight; for example, women are very vulnerable in the drug war as they hold the short end of the stick. Men suppress them, abuse them, frighten them, cajole them – MHD’s government will step in and do what is right.

MHD admits that he doesn’t understand it all and that there is a need to look at this holistically. He will sit down with experts to aggregate all the issues that face women, identify opportunities and take steps to mitigate threats. MHD notes that he changed his approach to women around 1990 as a young man driven by his varied experience and exposure. He is a much better person today than he ever was. And if he can change, others can as well.

IV.3.4 Education

As a beneficiary of a great public educational system, MHD recognises education as the nation’s wealth.

Progressive nations and societies have continuously honed and improved educational systems to meet the demands of the time. Today, public education has regressed to an unthinkable and unfathomable level.

Schools have increasingly become a breeding ground for social vices and destroyed people’s futures unwittingly. Certificates can no longer be entirely relied upon to represent a person’s knowledge.

Under MHD, our educational curriculum will be standardised to meet the needs of our Nigerian Society and the type of skills and values to be developed to be members of the global community.

Primary education will be made compulsory and ensure out-of-school children go back to school and become productive members of society. Teachers’ rewards, recognition, training, and retraining will be given special attention.

The establishment and proliferation of tertiary universities will be controlled while supporting structures and arrangements that would increase funding to existing institutions AND improve infrastructure and the quality-of-service delivery in our educational institutions – from primary to tertiary; vocational to technical will be accorded priority.

Educational institutions in the country’s six geo-political zones will be encouraged to emphasize science and technology deeply embedded in research and innovation. With the level of abuse against girls, boys, men, and women in our educational institutions, a set of protocols to address abuse and encourage a strong moral compass will be enforced.

MHD’s Presidency will guarantee a strike-free environment, ensure funding issues of educational institutions are resolved and give the academic and non-academic staff due recognition so that they can look forward to stable and rewarding careers in a peaceful and secure environment.

This will be done by building golden bridges with multilateral, bilateral, and world-leading institutions and State governments, local government authorities, and the private sector.

Tax breaks will be given to companies and individuals that adopt schools annually for holistic capital infrastructure development, teacher remuneration, and development.

MHD considers the issues around due remuneration of teachers as one worse than the power situation in the country as they are the builders of the future of Nigeria.

Regulators, policymakers, and educationists will be redeveloped from the ground up to be sophisticated and with a passion for nurturing and developing talent flowing in their veins.

IV.3.5 Health

Covid-19 brought the state of our healthcare infrastructure to the front burner and care in general, which requires considerable work.

The continuing exit of health care professionals from the country after graduation and increasing concerns about the standards of entry and exit qualifications of medical students results in abysmally low health professional to patient ratio in all specialties, further worsening the situation.

Lives are lost not just from Covid-19 but from infant and Maternal mortality; Malaria; Waterborne diseases; trauma; family and emergency care; unaffordability; malnutrition; improper use of and fake medication; Poor care and negligence; inadequate primary health care centres and affordable hospitals; Attitude to, and short supply of mental health therapists and counsellors, amongst others.

MHD’s objectives revolve around giving the public access to quality and affordable healthcare. The health sector will go through holistic reform that will include effective reward, recognition, and development of health care professionals in every respect.

MHD will encourage RobinHood public-private partnerships that cater to those that can afford health care, reversing medical tourism towards Nigeria while using the funds generated to provide affordable health care for the less privileged.

Quality of teaching and student development will be tightened while teaching hospitals will be remodelled with linkages to external hospitals of repute, recognising the world’s demand for Nigerian health care professionals.

Health Insurance access will be improved upon and made compulsory for the aged to relieve families of the burden of taking care of the family’s senior members. The goal will be to also focus on preventive solutions such as continuing education through the most accessible channels on how to prevent these diseases and reduce the incidence of the disease in the first instance.

MHD will also work towards having at least one standard specialised tertiary healthcare facility in each of the country’s six geo-political zones.

IV.4 Nigeria’s place in the world (International Relations)

To address the significant economic challenges Nigeria faces, Nigeria’s place in the world is critical. It is essential that Nigeria understands where we are, where we should be and what we must do to be where we want to be.

The level of fraud in Nigeria and our entry and exit points to Nigeria, either physically or talking to or working with Nigerians, have damaged us enormously. Our public servants, embassies, airports, seaports, and road borders need to be a better face of Nigeria.

Nigeria is also increasingly becoming a hostile place to live in from road infrastructure, service habits, and just stifling for the youth who increasingly question their future and the country’s direction.

In addition to these current challenges, MHD believes that we must ALSO have a clear understanding of where the world is today compared to 30 years ago.

Today, the world is highly interconnected with information traveling in real-time. People migrate openly across borders dealing with a more open and dependent world. As a result of technology and information, trade and investment patterns have shifted. It is now all about alliances, networks, and partnerships.

Nigeria MUST recognize, and quickly too, that she cannot go alone. Everything from climate change, new forms of energy supply, global defence and security challenges, global health challenges such as pandemics, population explosion in developing countries, migration issues, rise of nationalism and nativism, radical changes in technology, communications and information ALL have major impact on Nigeria for better or worse.

Nigeria needs to, beyond attending to immediate basic challenges such as power, water, fuel and security, lifts its sights to also pay attention to global challenges that could worsen our current situation and may even flush Nigeria into the dustbin of history if we do not act today.

This is the task of Nigeria’s next leader and MHD is uniquely positioned to attend to these existing and emerging challenges.

We must work to live in the future and not the past and define a competitive and respectable space for Nigeria at the global table.

MHD will showcase possibilities, leveraging talent previously unheard of. MHD will also work actively with the Nigerians in the diaspora to tap into their wealth of experience and network. Hence, they become ambassadors of Nigeria wherever they are, do a better job of local-diaspora integration in all sectors – public, private, and NGO, for those who come home so that it is mutually beneficial; and grow the level of diaspora remittances as a source of funds for the development of Nigeria.

MHD recognises that our behaviour and conduct should show that we are ready for genuine partnerships that create mutual trust and respect for this to happen. MHD will prioritise respect for the sanctity of contracts, honouring international agreements, escalating the rule of law, and enforcing the rule of law.

IV.5 Economic Game Changers

The economic indices in Table 1 on pages 8, 9, and 10 showcases the urgency in building the commonwealth of the people. Nigeria needs a society oriented to bring out the best of its people, a production rather than a consumption economy. MHD will formulate and implement an integrated set of policies and programs in one fell swoop to drive increase in disposable income, improvements in quality of life, enhancement of market conditions, and enablement of a future that everyone is proud of.

MHD believes that all Nigerians within and outside Nigeria need to be wired from the cradle to the grave to produce, earn money, and be worldwide enterprise leaders. To do this, MHD has a THREE-point agenda.

9 Have a clear and coherent economic philosophy that is people and principle centred, catering to the welfare of Nigerian people across various spheres. MHD’s transformational journey for Nigeria will be driven by a new National Industrial Policy designed around the following NINE organising principles: –

• Encourage in the real sense, local (Private sector and Nigerian led) production and services in all aspects of the economy, and reduce complexities and tollgates in business interaction with the government

• Have a deliberate effort toward building an entrepreneurial class in a way that can alter the landscape and create jobs. There will be targeted incentives to promote government interventions and incentives.

• Genuinely create an enabling environment for business, leverage the innate skills of Nigerians as entrepreneurs, with equal rights for all citizens; ensure government stays out of business except in areas of significant national interest.

• Strictly safeguard, the independence of the Central Bank and other Regulatory Agencies at all times.  Have regulators focused on enforcing policies and reducing market inefficiency, with zero-tolerance for expropriation from regulatory agencies.

• Base what we choose to produce on our comparative advantage. We should not produce those goods which can be made better and cheaper by other people as we cannot be the best in everything.

• Develop a world-class operating model for industry intervention. Such a model should be premised on the private sector providing leadership in the ownership and management of the business entities regardless of whether they are green or brownfields. Where it is a state-owned enterprise that needs to be turned over to the private sector, these same principles relative to ownership and management should apply either through outright privatisation or some public/private partnership scheme. Where necessary and desirable, the government can retain a strong minority interest designed around the very successful NLNG model or some variant of it.

• Introduce principles of fair trading to check abuses emanating from monopolistic or oligopolistic practices.

• Consciously and deliberately encourage public listing as entities and industries grow in size and complexity, to provide liquidity and exit. This will have a salutary effect on deepening and broadening the capital market.

• Put in place a robust framework for a gigantic funding plan unprecedented in nature and scope in our history, to implement Nigeria’s investment agenda successfully.  The experiences of South Korea and China provide relevant examples of the success of this type of state intervention.

10 Package trade, tax, and investment incentives that are targeted to promote the expansion of specific industries and stop the cycle of commodity boom and bust

a. Regulate industries to meet global standards while adapting to the nuances of our environment. Have supportive Institutions developed to meet governments’ strategic objectives in advancing a market-driven economy

b. Adequately secure Investors and eliminate the need for intermediaries to negotiate their rights.

c. Revise labour laws to create a more friendly work environment for employers and employees

d. Put a better tax regime and eradicate multiple taxations aided by the appropriate technology and systems.

11 Put better and functional infrastructure in place through decentralization as well as public-private partnerships in the critical areas of strategic national interest – power, aviation, education, technology, healthcare, public transport, and security.

a. Move from central ownership of infrastructure to central guidance such that the Federal Government focusses on policy execution, supervision, quality assurance and critical funding interventions while the State and Local Governments have increased ability to drive change within their territories. For example, for power, transmission will be unbundled with a move from centrally generated electricity to adoption of embedded generation as an alternative for electricity supply. The embedded generation will save about 30% of the cost because it is on-site and avoids costs associated with generation and distribution.

b. Recruit the right investors with the experience and know-how to handle critical sections of the value chain. Increase funding with clear deliverables and timelines; Grow domestic investment – locally and from the diaspora: Funding and value creation will be given adequate attention through consistent engagement; A robust diaspora database that supports special investment incentives for the diaspora community will be leveraged on.

c. Support agencies such as the Nigeria Identity Management Commission (NIMC) and the Nigerian Communications Commission (NCC) to develop and deploy more data-gathering infrastructure and open up the digital space to support the innovative drive of youths.

d. Revise the educational curriculum to address needs of a growing population, be more skill driven, market-facing and expand the digital economy. For example, financial and skill-based education will start at age 6; this will build a society that is economically aware of querying and scrutinising government financials

e. Enhance primary healthcare to make healthcare more affordable and accessible and reduce the number of cases at the tertiary level by implementing compulsory hygiene protocols

f. Put in place harmonised and technology driven revenue-generating infrastructures to enable effective and efficient revenue administration  

IV.5 Security of lives and property

Even though this pillar is the last, it is the foundation for strengthening all other pillars. MHD considers National security as the #1 priority, and security here goes beyond military readiness and military power.

National security accommodates demands of several security aspects such as energy security, political security, economic security, cybersecurity, human security, food security, and environmental security. This elaboration of the National Security definition introduces a different layer of complexity and challenges that demand a total repurposing of domestic policy programs to respond to a rapidly changing global landscape.

MHD sees the need for Nigeria to rethink all its policies and programs as a National Security imperative, especially in areas such as Education, Health, Infrastructure, and National identity, while maintaining military spending to tackle existential threats. Therefore, MHD’s National Security Strategy (NSS) will include a robust plan that consolidates military (hardware) and non-military (software) infrastructure in protecting the citizens, economy, and institutions. MHD’s leadership will rely on tactics that integrate military power, economic power, political power, and diplomacy to ensure a successful implementation.

Today, the parlous state of the Nigerian economy is characterised by conflicts within states caused by extremism in ethnic, religious, and political formations. MHD sees these divisions as artificial and triggered by the scarcity of the most basic human needs due to unfair distribution of resources and inappropriate allocation of critical infrastructure. Also, disagreements between political elites are cascaded and argued with ethnic and religious configurations, further hurting our National Security Framework.

In Nigeria, the National security environment is complicated and dominated by various non-state actors.

These insurgents commit cowardly acts of violence targeting innocent citizens by utilising subversive means to disrupt the country. They aim to exploit these vulnerabilities to extort the government. In collaboration with neighbouring countries, the government will ensure the development of a National Security policy that articulates the plans for funding Nigeria’s security infrastructure.

A national security emergency will be declared from day one, and all Nigerians will be tasked with some level of vigilance. There will be a clear imperative to reform national security to involve more stakeholders in developing and strengthening the current security infrastructure of the country. To achieve this, all hands must be on deck, and all layers of our society must be adequately assessed and accommodated.

There will be defined roles for the academia, retired security chiefs, and serving and retired governors. MHD will develop better strategies for policing our borders and have the best foreign policy officers in neighbouring offices to provide offsite surveillance. The offsite officers will be incentivised and mandated to tackle and provide intelligence on the proliferation of small arms and track their channels across Africa.

The best men for the job will be appointed to marshal out a plan to include community gatekeepers in protecting our borders. Appointment into Nigeria’s foreign offices will align with the country’s security objectives, and the right intelligence will be communicated for action whenever necessary.

MHD recognises that flexible arrangements in dealing with non-state actors will always be necessary. However, Conventional National Security strategies are no longer sufficient in combating these non-state actors. MHD will deploy ‘spoiler management’ strategies such as:

o Socialisation to change behaviours

o Positive inducements to counter demands made by non-state actors

o Arbitrary measures to weaken armed actors and force them to accept government terms.

MHD will go beyond ‘spoiler management’ strategies and challenge the position of these non-state actors by strengthening and rebuilding state structures and institutions. He knows that National Security Strategies are at two levels: physical (building systems and infrastructure) and psychological (values and ethics).  While it is important to face them head-on, it is critical to block channels that create attractive incentives for adoption and participation in these criminal activities. MHD will focus on building a functional state capable of maintaining peace.

MHD will instill an effective monitoring and evaluation system and swift sanctions on officers who fail to live up to their oath of service to the Nigerian people. The system will embed performance management and measurable reward mechanisms for high-performing officers.

Technology will be heavily deployed and prioritise funding toward security with clear deliverables and deadlines.

V HOW MHD SHOULD BE HELD ACCOUNTABLE

MHD expects to be held accountable in office. The expected results and measurable outcomes to deliver immediate impact while shaping the country for a sustained economic path will include:

• Visionary led Governance:

o A vision 2060 statement with related development plans that all Nigerians buy-in to

o A people driven constitution and related laws that reflects the intended outcome of the Vision 2060

o Visibly efficient use of public resources with reduced cost of government and use of technology to disrupt corruption enabling practices and improve services to the citizenry and residents

o Enable more secure channels for value creation without prejudice.

o Put an open, fair, and just system that works for all Nigerians, providing equal access to opportunity and respecting every Nigerian’s fundamental human rights.  

• Social System Re-engineering:

o Develop strategic health, education, and environmental infrastructure and systems that truly serve the public interest.  

o Sign an executive order for the freedom of girls that ensures all girls go to school, and practices that stop this shall be abolished.

o Reintroduce a minimum of 35% affirmative action for women and 40% of government positions given to youths.

o Develop one standard institution in each of the six geopolitical zones of the country in sectors such as Health, Education, and Tourism.

• International Relations [Nigeria’s place in the world]

o Make our embassies and airports work for Nigerians and Investors

o Improve Nigeria’s place globally and make Nigeria one of the top fifty countries in foreign policy positions

• Economy

o A vibrant economy – improve the ease of doing business through better regulatory practices and protection of investors.

o Unbundle transmission in the power sector and increase the number of hours Nigerians enjoy light to at least 12 hours a day. Priority will be given to the industrial areas and clusters with high economic activities.

o Track jobs created! – incentivise the private sector and encourage public-private partnership with better-earning potential for the people and reduction of cost of food items (Food on the table)

o Increase the tax revenue to GDP ratio to 15%. This will be done by broadening the tax base and integrating the informal sector into the mainstream economy.

o Increase the productivity and output of the people.

o Reduce unemployment by 50% by adopting the private sector as the critical job-creating sector of the economy

• Security:

o A secured environment – zero loss of lives from systems weaknesses and a national security policy that gives people comfort that government is in charge, guaranteeing the security of lives and properties.

o Take back over territories under the control of terrorists; Make our roads safe with people free to do business and work in any part of Nigeria without fear and discrimination.

o Put in place a people-centred and robust National Security master plan.

MHD’s government will develop a clear measurement framework with best practices and ensure outcomes are adequately measured and tracked for execution.

VI ENABLING THE JOB DONE

Three drivers to be adopted by MHD in achieving results in the fastest possible time are:

– Leadership style

– MHD’s Team

– Funding

VI.1 Leadership Style

MHD understands that the president’s leadership style is critical in managing and understanding government affairs by all stakeholders. Therefore, the leadership style of MHD will be

Selfless

MHD understands that Nigerians are tired of selfish and rudderless leadership with no focus. MHD understands the power of working through people in achieving important strategic national goals. He will adapt and develop suitable vehicles to deliver public goods and services. He will apply his exposure and education to enlighten and uplift the people and not exploit them by abusing the oath of office.

Data-driven

All decisions of government will be backed by data-driven insight. The goal will be to make decisions that are objective and qualitative. We understand that decisions supported by facts are easy to replicate and follow. Although there are instances where we may have to do things our way based on the urgency or peculiarity of action, it will be done in compliance with the agreed system protocol. The programs will accurately diagnose the problems, bring personal attributes of discipline and character, and use prosperous countries with similar profiles as Nigeria as case studies for development.

Transparent

Reducing ambiguity in government decisions is a critical driver of motivation and fostering trust. All MHD programs will be clearly articulated, with the people at the core of every intervention. There will be continuous townhalls and colloquiums to brief the people on government activities and take feedback on areas of stress and strength.

Inclusive

All programs and interventions will include women, the youths, and the elderly. This will drive participation and keep the public engaged in all government activities. Inclusion will not be limited to engagement but also constructively scrutinising government policies that do not align with the people’s interests. This will help build a critical mass of followers dedicated and committed to the New Nigeria project that is tolerant and accommodating.

Collaborative

After extensive consultation with the people through town halls and public hearings, government program decisions will be taken and implemented. Our government will be out there to work hand in glove with the people, be by the people, celebrate with the public, and feel their pulses on every issue that affects their welfare. The programs will be manned by the best team recruited across the globe, shielded from the trickery of vested interests to guarantee delivery of timely results.

Goal-Oriented

MHD understands the importance of goal setting in service delivery. With clear, measurable goals, the public can hold the government accountable when programs become cumbersome and unrealistic. It also reduces the likelihood of corruption as the people understand and monitor government programs and interventions. This will help build an effective and efficient system that adequately utilises and allocates resources for the betterment of the public.

VI.2 MHD’s Team

MHD understands Nigeria and recognises the absence of leadership at all levels. MHD identifies the essence of leadership that is missing – leadership that knows what it takes communities, states, countries regions to write a success story. MHD accepts that he cannot do it alone and recognises the importance of a solid team. He intends to assemble an A-team with the credentials and credibility to deliver the best service in the public’s interest. The recruitment of teams across the board will be merit-based, and there will be jobs for everyone in the journey to build a new Nigeria. Experiences have taught him that the next Nigerian leader needs to surround himself with highly experienced statemen, clergy members, labour unions, and goodwill ambassadors to contribute to reconstructing the public service delivery system inside out.

MHD understands that for the team to work:

• The goals must be clear and understood by all members

• Roles and responsibilities are well communicated and understood by members

• Interest and objectives must be well aligned with the interest of the public

• The team must be result-oriented

• All members must be experienced and competent

• Members must engineer a collaborative climate

• Conflicts and dissents are dealt with judiciously and decisively

Teams will be tasked with identifying issues and low-hanging fruits toward solving more significant national problems. The objective will be to reform public service and make tough decisions to right-size government for the benefit of the citizenry. This will be done efficiently and reduce the cost of public administration.  The team will identify gaps and proffer short-term, mid-term, and long-term solutions.

VI.3 Funding

Any government serious about delivering good leadership must consider funding the various government programs. Nigeria currently finds itself in a situation where over ninety per cent of earnings go towards debt servicing. This provides very little room to act, no matter one’s good intentions. MHD’s government will explore the following financing options:

Oil and Non-Oil Tax Revenue Mobilisation

MHD will utilise technology to raise taxes while reducing the pain of paying taxes for all individuals and corporations. The focus will be on integrating databases, creating harmonised payment points for all across the country, and reinstituting a self-assessment culture focusing on returns and payment processing rather than government-imposed assessments and resulting payments.

With improved use of technology, MHD will actively encourage an overall reduction in taxes and charges paid by harmonising rates under one head. This will enhance overall accountability for oil and non-oil taxes while reducing the cost of doing business with taxpayers. MHD will also put an accountability matrix to render monthly accounts on how taxes are utilised.

The problem of oil theft in Nigeria continues to affect petroleum output, with recent reports suggesting that over ninety per cent of crude is stolen. This is a considerable concern, and an MHD government will tackle the issues in the Niger Delta head-on without fear. MHD believes that if utilised alongside the Dangote Refinery’s refining capabilities, the country can become a net exporter of petroleum products across West Africa.

MHD will also address the issues of under recovered charges for publicly provided goods and services. These public-provided goods and services include education, health, and agricultural extension services. There are also charges on government assets such as parks, museums, and libraries. This directly affects the revenues of the government. This area needs an efficient system that monitors and tracks assessments and payments in real-time. MHD will ensure that Nigeria recovers the full benefit of these charges and use them to fund other revenue-generating activities of the government.

Debt Financing and Refinancing

Debt is not inimical if intended to finance long-term government assets and is concessionary. The government would explore debt financing and refinance for some long-term strategic investments in the public’s interest. These debts are expected to be paid off by taxes. Therefore, for the Nigerian government to explore more debt in the future, it is critical to explore strategies that improve taxes through broadening the tax base without necessarily overtaxing the public and businesses. MHD recognises that this is a risky source of financing as it may be tempting to explore the use of debt to finance government expenditures other than long-term assets. Another form of debt financing that can be explored will be issuing bonds to private citizens.

Public-Private Partnerships

This is to mobilise the private sector to combine public financing with private financing to forge effective partnerships for sustainable development in the public’s interest. There will be a private sector-led infrastructure development program that will involve the private sector financing long-term assets to allow them to enjoy a steady cash flow. This model is more valuable than commercial loans as the government will have to make no or insignificant financial contributions towards developing these assets. The government only has to provide structural, fiscal, and regulatory incentives to the private enterprises to boost their interest.

Foreign Direct Investments (FDI)

Nigeria has not enjoyed a lot of FDI due to the market’s volatility and the government’s unfriendly attitude towards investors. This has to change, and Nigeria will have to put suitable systems that will transparently showcase Nigeria attractively. MHD will leverage his local, continental, and global network to position Nigeria competitively to attract most of the FDIs to Africa.

Diaspora Bonds, Direct Financing, and PPP

MHD will incentivise the diaspora community to take an interest in the development of Nigeria. These will be done through various international colloquiums and seminars to showcase Nigeria’s readiness to do business with its diaspora community. There will be special vehicles provided to incentivise diaspora financing of projects.

Intervention Funds

Nigeria will take advantage of the bilateral and multilateral intervention funds available to the country. This will be directed towards specific programs and infrastructure that will help create safer and more attractive social environments for Nigerians.