It is deeply worrying that throughout the life of this administration, no functional economic team, no economic plan, and no competent economic adviser has been instituted to guide the state. This is happening at a time when statutory revenue from the Federation Account is historically high. Instead of channeling these resources into productive, revenue-generating ventures, the government has focused heavily on non-essential and economically non-viable projects.
We have witnessed lavish spending on building and remodeling of hotel, a construction of conference center, a film house/sugar house, and a new court complex. All projects that could have been avoided or remodelled from existing structures. The state government house secretariat and the tallest flag are additional examples of white-elephant projects that offer little or no direct value to the common man in Ilorin, Offa, and across the 16 LGAs of Kwara State. When the economy is not booming and private sector activity is weak, such infrastructure does not attract investors nor generate revenue for citizens.
The introduction of the interlocking road projects initially appeared to be a commendable urban renewal initiative. Unfortunately, it soon deteriorated into abandoned, inconsistent, and substandard works, falling far below the quality seen in Lagos, Abuja, and other major cities. We must, however, acknowledge the few well-executed ones including the one passing through my family house to show that quality is attainable when there is commitment.
Another painful aspect of the last six years is the systematic exclusion of local and indigenous contractors from state projects. Instead of empowering Kwarans, contracts worth billions are awarded to outsiders who repatriate the proceeds back to their states. Even small contracts such as a basic model toilet under SUBEB have become political favours accessible only to those who “know the governor.” This is a sharp departure from the eras of Governor Mohammed Lawal and Dr. Bukola Saraki, when local contractors, artisans, and party faithfuls were empowered, resulting in economic circulation that benefitted carpenters, bricklayers, drivers, traders, and families across the state.
Economically, six critical years have gone to waste. No economic summit has been organized to attract investors or articulate a development roadmap for the state. Just yesterday, December 4th, Imo State successfully hosted the Imo 2025 Economic Summit, drawing global leaders and Nigeria’s foremost industrialists. Commitments and pledges arose from that summit—practical steps toward development.
Kwara State is long overdue for such a gathering.
Across the country, states have begun taking responsibility for their economic destinies. Some have established "State Electricity Regulatory Commissions, ventured into mining, or nearly completed independent power projects to improve electricity supply and stimulate industrial growth. Kwara State is absent in all these conversations.
For a state created over 50 years ago, it is disheartening that younger states like Nasarawa and Imo created in the 1990s now surpass us in industrialization and economic vibrancy. This proves that Kwara’s problem is not financial but "leadership failure". Our state has not been fortunate to have consistently visionary and economically grounded leaders. The administration of Governor AbdulRahman AbdulRazaq is edging out, yet Kwara remains economically stagnant after six long years.
The civil service situation further reflects this stagnation. Kwara is often described as a "civil service state", yet the civil servants themselves are not smiling. How can a university graduate on Level 8, Step 1 be earning ₦73,000 to ₦74,000 while the government claims to be paying ₦70,000 as minimum wage? If the difference between Level 1 and Level 8 is barely ₦3,000 to ₦4,000, then what is the value of obtaining a university degree within the Kwara State civil service system?
All these challenges reinforce the urgent need to set a clear agenda for the incoming administration as we approach 2027. Kwara State cannot afford another cycle of unprepared, visionless, or disconnected leadership.
AGENDA FOR KWARA STATE (2027 AND BEYOND)
What the Incoming Administration Must Commit To
1. Establish a Competent Economic Management Team
a. Appoint a credible Economic Adviser.
b. Develop a comprehensive 10 year Economic Blueprint.
c. Host annual Kwara Economic and Investment Summit to attract investors.
2. Empower Local Contractors and Businesses
a. Prioritize Kwara-based contractors in state projects.
b. Build capacity for indigenous firms to compete nationally.
c. Ensure transparent procurement processes free of political favoritism.
3. Shift from White Elephant Projects to Productive Investments
a. Invest in agriculture, processing zones, SMEs, energy, ICT, and tourism.
b. Rehabilitate existing public structures instead of building unnecessary new ones.
c. Focus on rural infrastructure to support real economic activity and recovery.
4. Pursue Energy and Industrial Reforms
a. Establish a "Kwara State Electricity Regulatory Agency".
b. Develop Independent Power Projects (IPPs) through PPPs.
c. Participate actively in mining and mineral resources development.
5. Revitalize the Civil Service and Improve Welfare
a. Review wage structure to reflect qualifications and responsibilities.
b. Introduce capacity building programmes and digital reform.
c. Ensure promotions and postings are merit-based.
6. Promote Inclusive Governance
a. Reconnect government with communities, artisans, youths, and traditional institutions.
b. Create platforms for public accountability, town-hall reviews, and citizen feedback.
7. Strengthen Transparency in Internal Revenue and Reduce Waste
a. Expand IGR through innovation, not over-taxation.
b. Plug leakages, eliminate wasteful spending, and enforce fiscal discipline and transparency.
Conclusion
Kwara State stands at a crossroads. We cannot continue recycling leadership without vision, strategy, or the courage to take bold decisions. As 2027 approaches, it is imperative that we collectively demand better planning, better governance, and better outcomes.
Kwara is not poor. What we lack is committed, knowledgeable, and forward thinking leadership. If we set the right agenda now, we can finally begin to build the Kwara of our dreams, a state where opportunities flow, industries thrive, public servants are dignified, and citizens can truly feel the impact of governance.
Ibrahim S Jawondo
ibrahimjawondo82@gmail.com
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