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Nigeria: What Colour Of Opposition?
In 1959, before Nigeria’s Independence from Britain, three political parties dominated the political terrain, preparatory to the proper handover date.
They were: the National Council of Nigeria and the Cameroons (NCNC) under the leadership of late Dr Nnamdi Azikiwe, the Northern Peoples Congress (NPC) led by late Ahmadu Bello and the Action Group controlled by late Chief Obafemi Awolowo.
As their leadership structures clearly indicated these parties were ethnically inclined to the East, North and West, respectively, just as 17 other parties that emerged within the first republic (1960 – 1966). They include: Borno Youth Movement (BYM), Igale Union (IU), Northern Elements Progressive Union (NEPU), Zamfara Commoners Party (ZCP) and Lagos State United Front (LSUF), among others.
As ethnic/regional parties they could not muster the necessary majority support base to clinch an outright victory during the election except for a temporary fusion between the NPC and the NCNC that lasted for a short while.
Nevertheless, the dominance by both aforementioned parties naturally pitched others against them with Awolowo as leader of the opposition even as their angst and nadir were ethnically oriented.
The story was not different during the second republic (1979 – 1983) when seven political parties stood out to contest the various political positions in the country.
It was a relatively open and democratic environment of the second republic that witnessed the emergence of new political parties such as the National Party of Nigeria (NPN), the Unity Party of Nigeria (UPN), Nigerian Peoples Party (NPP), Great Nigeria Peoples Party (GNPP) and Peoples Redemption Party (PRP). They were merely incarnates of the NPC, AG, NCNC and NEPU.
While the NPN controlled the North, the UPN dominated in the West, including old Bendel and Kwara States, and the NPP held sway in the East. Without doubt, it was an indication that despite the emergence of new political parties, they were still characterised by the interplay of primordial political loyalties and forces. Again, it was natural that while the NPN controlled the federal government other political parties, devolved into opposition though from very weak frontiers. So weak were they that the ruling party even, if myopic, dictated what true governance was. Invariably, that became a veritable platform for the party to continue in power for as long as it could, despite agitations of corruption permeating the fabrics of the society. Yet, besides dominating in their respective native regions the much the opposition political parties could do was to look on until the 1983 coup d’etat that shoved Alhaji Shehu Shagari aside for General Muhammadu Buhari to take over the mantle of leadership. It was closely followed by another coup in August 1985 that brought General Ibrahim Badamosi Babangida to power.
With Babangida’s “a little to the left and a little to the right” Social Democratic Party (SDP) and National Republican Convention (NRC), his long tenure could not organise a successful election even as he made the entire world believe that his imposed parties were intended to discard with the primordial ethnic sentiments associated with our political parties and the opposition. But despite these lapses Nigerians tolerated IBB Jaunta’s antithesis to natural evolution of political parties to look forward to a vibrant election which nonetheless became a fluke and turned out to be known in Nigeria’s political history as ‘abortive third republic’. Even so, opposition inevitably mounted against the novel tactics that would line everybody behind two self-imposed parties. Unfortunately they could not voice out their anger or muster enough courage to confront the military. However, the full strength of the opposition manifested after the long military rigmarole between IBB who was prevailed upon to step aside and General Sani Abachi who displaced the Interim National Government (ING) of Chief Ernest Shonekan. Of the seven political parties that contended or seemed to oppose the Abacha administration’s make-belief new political dispensation, the National Democratic Coalition (NADECO) was a gadfly and notable opposition that rattled the Abacha Junta to a standstill. Others were: Committee for National Consensus (CNC) Democratic Party of Nigeria (DPN), Justice Party (JP), National Centre Party of Nigeria (NCPN), Grassroots Democratic Movement (GDM) and United Nigeria Congress Party (UNCP).
Unfortunately, what became of these parties under Sani Abacha is now the dark history of Nigeria’s political past.
On May 29, 1999 General Abdulsalami Abubakar midwifed the election that heralded the fourth republic which made the former military leader Olusegun Obasanjo the new president. Suffice it to say that out of the 29 registered political parties, the Peoples Democratic Party (PDP) stood and still stands out, dominates the political clime and rules the country till date with little or no impressive opposition save at the regional levels where the Alliance for Democracy (AD), Action Congress of Nigeria (ACN), All Progressive Grand Alliance (APGA) and the All Nigeria Peoples Party (ANPP) enjoy ethnic support base.
That is to say the history of Nigeria’s Political dispensation is replete with weak opposition that over the years could not engender any positive change. Coupled with rampant corruption, nepotism, insincerity, and ethnic bias, the political class had been overwhelmed by elements bereft of viable political ideology to anchor the nations’ political future and offer a desired constructive opposition.
In fact many believe that Nigeria at best can boast of compromised opposition parties who for material benefit have long abandoned their traditional role as peoples watchdog, ensuring checks and balances on the ruling government and resorted to scouting for pecks of office.
That also explains why in Nigeria individuals that constitute the opposition view it as an opportunity to warm themselves into the heart of the ruling party for recognition. Indeed Nigeria’s opposition parties seem to have no plans, no programmes, no value added and lack credibility to challenge unpopular government policies.
Presently they constitute over 40 mushroom political contraptions with the sole aim of receiving grants from the Independent National Electoral Commission (INEC). Like seasonal preys, they hibernate after major elections only to reappear and heat the polity during elections.
It goes without saying, therefore, that bankruptcy in ideology and vision reduced party politics in Nigeria to bread and butter game. Monetisation of the political process has become the bedrock of loyalty and support, a situation that erodes the objective of the democratic process anchored on supremacy of popular will.
Even when members of the political class in realiSation of their lame-duck approach to opposition initiated the Conference of Nigerian Political Parties (CNPP), Nigerians welcomed the move as the most robust in the nation’s history of political opposition devoid of ethnic, elitist and parochial sentiments. But that was not to be. Allegations mounted that some CNPP leaders compromised their positions for material benefits in form of physical cash or juicy appointments from the ruling parties in their states.
Unlike the first and second republics when ethnicity dictated the actions of the AG and UPN opposition, the present democracy, though better in ethnic orientation has suffered severe degradation owing to inability of the political clas to adhere to the rules of the game. Apart from the ACN with some remarkable efforts, genuine opposition seems to be missing in action in Nigeria.
Apparently, the tragedy of the opposition in Nigeria presently is that there is no difference in party ideology and structure between the PDP and the so-called opposition. By all intent and purposes they are the same and therefore considered as really not having much to offer.
The opposition parties should cease to bemoan their fate and blaming their dismal electoral outing and concentrate on being resourceful and proactive in strategic politicking.
It is instructive to note that inordinate ambition remains the greatest threat to the success of the opposition parties in Nigeria, for instance, the alliance between the AG and UPGA in the first republic was designed to realise the presidential ambition of late Chief Awolowo who was leader of the opposition under the parliamentary system of the first republic. The same was true of the PPA configured to actualise Chief Awolowo’s unrealised presidential ambition in the second republic. And, as if following the trend the political summit spearheaded by the ANPP in 2007 was to realise the presidential ambition of Muhammadu Buhari, a major opposition leader, but it clashed with the presidential ambition of Vice President Atiku Abubakar who left PDP to contest under the newly formed Action Congress. Of course, their clash of interest doomed their ambition and neutralised the strength of the opposition.
Also imperative is the fact that Nigerian political class should endeavour to grow beyond shoddy orientation and pedestral values, and acknowledge that political parties bear the peoples identity whether in opposition or not. Until they come to that realisation our political system would always churn out leadership based on faulty premises and opposition dictated by materialism rather than personal conviction.
Valentine Ugboma
Rivers State Deputy Governor, Prof. Ngozi Odu, has called for renewed commitment, transparency, and collaboration among stakeholders in the health sector in the State.
The deputy governor particularly urged synergy between the Rivers State Contributory Health Protection Programme (RIVCHPP) and the Primary Health Care Management Board towards improved healthcare delivery in the State.
?Prof. Odu made this call during the 2026 First Quarter Review Meeting of the Task Force on Primary Health Care at the Government House, Port Harcourt, on Wednesday.
?She stressed the importance of honesty and urged all parties to be truthful and open in addressing challenges within the system.
?According to her, transparency remains critical to identifying and resolving underlying issues affecting healthcare delivery, noting that “if we are not truthful, we will not cure the disease, but merely cover it up.”
The deputy governor recounted a personal experience at a Primary Health Center where a patient, despite being duly registered under the RIVCIPP scheme with completed biometric capture, was still asked to make payment for services.
According to her, intervention by relevant authorities later confirmed the patient’s eligibility, exposing a communication gap between the scheme and healthcare providers.
Odu warned that such incidents could discourage community members from enrolling in the scheme, thereby undermining its objectives.
“When this happens, we are disenfranchising our people. The message that goes back to the community is that even when you register, you are still made to pay,” she stressed.
?While commending the leadership and staff of the Primary Health Care Management Board, Ministry of Health, Development Partners as well as other supporting units, for their efforts, ty deputy governor stressed that performance should not lead to complacency.
She urged stakeholders to continuously strive for improvement, raise standards, and leave lasting positive impacts within the system.
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The Joint Admissions and Matriculation Board (JAMB) has announced the opening of examination slip printing for candidates registered for the 2026 Unified Tertiary Matriculation Examination (UTME).
JAMB made the announcement yesterday, urging candidates to visit its website to download their slips ahead of the examination.
“Examination Slip Printing is now available. The slip contains details of the venue, date and time of your examination and gives you access to the examination hall,” the board said.
Candidates are to visit jamb.gov.ng and click on “2026 Slip Printing” to print their slips.
The development comes after JAMB dismissed a viral press release falsely claiming the examination had been postponed.
The board described the notice as “malicious and fake” and urged candidates to disregard it.
The 2026 UTME is scheduled to hold from Thursday, April 16, to Saturday, April 25, 2026.
The examination follows a mock test conducted on Saturday, March 28, which recorded technical difficulties at some Computer-Based Test centres.
Of the 224,597 candidates who registered for the mock, 152,586 sat for the test across 989 CBT centres nationwide.
JAMB said over 20 centres were delisted for technical inadequacies.
The board also warned candidates against fraudsters on WhatsApp claiming to facilitate score inflation, describing such claims as “false and criminal”, and threatening cancellation of registration or withholding of results for any candidate found involved.
Over two million candidates, according to JAMB Registrar, Prof. Ishaq Oloyede, registered for this year’s UTME.
News
RSU Unveils Five-Year Strategic Dev Plan …Calls For Collective Commitment To Institutional Excellence
In a decisive step towards redefining its future, the Rivers State University, Port Harcourt, has formally unveiled its Third Five-Year (2026-2030) Strategic Development Plan.
The development plan is a comprehensive roadmap designed to strengthen the university’s position as a leading institution in Nigeria and beyond.
The unveiling took place during a high-level engagement with the Governing Council, Principal Officers and the university congregation, at the Convocation Arena, recently.
Delivering his remarks at the unveiling ceremony, the Pro-Chancellor of the university and Chairman of Council, Hon. Okey Wali, SAN, charged all members of the university community to align their activities with the strategic direction of the institution, emphasizing that the success of the plan depends on collective commitment.
He noted that the plan is not merely a document, but a working framework that requires discipline, accountability and unity of purpose.
According to the Pro-Chancellor, only through coordinated efforts from all stakeholders can the university fully realize its vision.
“I hereby invite the Visitor to the University, donor agencies, friends and well-wishers, and all stakeholders to support and fund the implementation of this strategic plan. We are confident that this plan will take RSU to greater heights in the comity of higher institutions,” he said.
The Vice-Chancellor of the University, Prof. Isaac Zeb-Obipi, described the Strategic Development Plan as a document that would enhance the university’s corporate strengths, mitigate current weaknesses, leverage its corporate opportunities and address perceived existential threats.
“This Five-Year Strategic Plan sets out RSU’s goals, strategic objectives, expected outcomes and impact, including intervention strategies,” he said.
On his part, the Chairman of the Strategic Development Planning Committee, Prof. Emeritus Joseph A. Ajienka, noted that the 2026-2030 Strategic Development Plan represents a bold reaffirmation of the university’s founding ideals of excellence, creativity, innovation and inclusivity, aimed at positioning the institution to respond effectively to contemporary challenges in higher education.
Prof. Ajienka, who is also a member of the Governing Council, disclosed that the plan was developed through an extensive and inclusive consultative process, which he said reflects contributions from Faculties, Departments, Satellite Campuses and Administrative Units.
At its core, the plan seeks to advance the university’s vision of becoming a “unique and uncommon” institution that is structurally and philosophically oriented towards solving practical societal problems and ranking among the top ten universities in Nigeria.
The strategic framework identifies six key challenges confronting the university, including funding constraints, infrastructure deficits, limited research collaboration, and service delivery inefficiencies.
A statement by the university’s Acting Director, Corporate Affairs, Victor G. Banigo, further stated that the university has articulated four broad strategic goals supported by eight targeted objectives.
A central priority of the plan, according to him, is the strengthening of governance and administrative systems, alongside deliberate efforts to expand the university’s funding base. Others include enhanced alumni engagement, strategic partnerships and innovative fundraising initiatives aimed at ensuring long-term financial sustainability.
“Equally significant is the commitment to upgrading physical infrastructure across all campuses. Plans are underway to modernize lecture halls and laboratories, expand student accommodation, improve campus security and deploy advanced ICT systems to support teaching, learning and research.
“Recognizing that human capital is the backbone of institutional success, the university has placed strong emphasis on staff development, recruitment and productivity enhancement. Through targeted training programmes, mentorship initiatives and performance management systems, the plan aims to foster a highly skilled and motivated workforce.
“In addition, the university is poised to deepen its focus on research, innovation and entrepreneurship. By reviewing academic curricula, strengthening industry partnerships and establishing innovation incubation centers, Rivers State University seeks to translate research outputs into practical solutions that address societal needs and drive economic growth,” he said.
The PRO disclosed that the implementation of the strategic plan is projected at ?110 billion, reflecting the scale of transformation envisioned.
“While the university is committed to funding a significant portion internally, additional resources will be mobilized through government support, donor agencies, alumni contributions, and public-private partnerships.
“This multi-channel funding strategy aligns with the university’s broader goal of building a resilient and self-sustaining financial model capable of supporting long-term development,” he explained.
To ensure effective implementation, he said, “the plan incorporates a comprehensive monitoring and evaluation framework, complete with performance and impact indicators. A mid-term review is scheduled within the first two years to assess progress and make necessary adjustments.
“Furthermore, the establishment of a dedicated Strategic Planning Office will provide oversight, coordination and accountability in executing the plan across all units of the university.”
According to the statement, “As the university embarks on this transformative journey, the message from leadership is clear: the Strategic Development Plan is a collective mandate.
“For staff, students, alumni and stakeholders, it represents an opportunity to contribute meaningfully to the growth and advancement of the institution. For the university, it is a pathway to consolidating its legacy while embracing innovation and global relevance.
“With a clear vision, defined priorities and a united community, Rivers State University stands poised to translate this strategic blueprint into measurable progress, advancing knowledge, empowering people and shaping the future of higher education in Nigeria.”
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