Penultimate Friday, the people of Kano woke up to an unexpected development that sent shockwaves across its sports circle.
It was the Kano State Sports Commission that experienced a major leadership overhaul, the one that resulted in the mass redeployment of almost all its key staffers including top-ranking officials and principal directors including its chairman Malam Ibrahim Umar Yakubu aka FIFA to different government agencies, and parastatals across the state.
This development comes at a critical time when sports administration globally and nationally is shifting toward autonomy, professionalism, and performance-based governance.
To be honest, I hold no personal grievances against the government’s decision. Because I fully understand that the government, as the employer, possesses the constitutional and administrative authority to deploy, reassign, or transfer its workforce to any office or agency it considers appropriate, at any time it deems necessary.
I am equally fully conscious of the fact that such postings are not unusual in the civil service structure but a routine administrative actions, carried out periodically to inject fresh energy, stimulate innovation, and reinvigorate public institutions for improved efficiency, performance, and service delivery.
I am also aware that these kinds of reassignments are often designed to reposition agencies toward achieving better results and aligning them with government policies and development objectives.
But while the changes came as a surprise to many, I see them as a strategic workforce management approach aimed at strengthening the system, fostering new perspectives, and ultimately driving the Commission and other agencies of the state’s public service at large toward higher productivity and sustainable progress.
However, my only concern, the one shared by many sports enthusiasts and stakeholders across the state, is the urgent need for the government to follow up these changes with the necessary actions that will strengthen the Commission itself.
As an institution constitutionally vested with the responsibility of administering, regulating, and developing sports in Kano State, the Commission requires more than redeployment of personnel; it needs strategic support, expert-driven leadership, capacity building, and a well-defined roadmap to deliver on its mandate effectively.
Like many others who genuinely care about the progress of sports in the state, my expectation is simple: that the government takes the bold and practical steps needed to reposition the Commission, equip it with the right expertise, empower it with adequate resources, and ensure that its core objective which is sports development, is pursued with the seriousness and professionalism it deserves.
This is because Kano’s experience should not sharply differ from the forward-looking reforms championed by states such as Delta,Ogun and Lagos, whose continued dominance in national and global competitions stems from the establishment and efficient functioning of autonomous Sports Commissions.
I am confident that the government is fully aware that a Sports Commission is fundamentally different from a Sports Council in both structure and function.
While a Sports Council typically operates as a conventional government department focused on routine administration and oversight, a Sports Commission is designed to be more autonomous, professional, and results-driven.
It is established to provide strategic leadership, technical direction, and policy implementation aimed at sustainable sports development, high performance, and talent nurturing.
Therefore, the distinction goes beyond nomenclature; it reflects a shift in philosophy, governance, and expectations.
A Sports Commission is meant to be driven by expertise, innovation, and long-term planning, rather than mere bureaucratic procedures that often characterize a Sports Council.
This model enables faster decision-making, more reliable access to funding, greater policy consistency, and stronger protection from disruptive political influence or excessive administrative interference.
It also creates an environment where long-term sports development plans can thrive without being derailed by frequent bureaucratic or political disruptions.
The remarkable success of Delta, Ogun and Lagos states both in hosting and consistently winning major national and international sporting competitions is not a product of chance.
Rather, it is the outcome of intentional, well-planned reforms that empowered their Sports Commissions to operate as goal-driven, professionally managed, and performance-focused institutions.
Their achievements clearly demonstrate that sustainable sporting excellence is built on structure, autonomy, professionalism, and strategic leadership but not on temporary enthusiasm or coincidence.
Historically, the sporting achievements recorded by the three states mentioned above stand as compelling evidence of the effectiveness of this governance model.
Their consistent success across various competitions, athlete development programs, and administrative stability underscores how a well-structured and professionally run sports system can deliver tangible results.
These accomplishments did not occur by chance; they are the product of deliberate policies, technical leadership, and a governance framework that prioritizes expertise, continuity, and performance-driven management.
For Kano State to match the sporting fame and achievements of the states mentioned above, it must entrust the leadership of the Sports Commission to the right hands, individuals who possess the requisite expertise, vision, and passion for sports development.
Fortunately, such capable and experienced professionals are not lacking in the state; they exist in abundance and only need to be properly identified, empowered, and given the opportunity to drive the sector forward.
It is on record that in 1994, the Federal Government took a landmark decision by scrapping the Ministry of Sports and replacing it with the National Sports Commission.
This reform was a deliberate and forward-looking move aimed at insulating sports administration from excessive bureaucracy and political interference.
It marked the beginning of a more technically driven, professionally managed, and performance-oriented era in Nigeria’s sports development, where expertise, specialization, and long-term planning became central to policy formulation and implementation.
The impact of that decision became evident at the 1996 Atlanta Olympic Games, where Nigeria won its first-ever Olympic gold medals, an achievement widely recognized as the result of autonomous sports administration powered by technical expertise rather than ministerial bureaucracy.
Kano State commendably embraced this same progressive trajectory in 2016 with the establishment of the Kano State Sports Commission, a move that signalled a strong commitment to sporting excellence, competitiveness, and sustainable development.
But sadly, Kano State’s shift away from the original founding vision of the Commission particularly the exclusion of key stakeholders from critical sporting blocs such as team games, racket sports, combat sports, martial arts, and individual sports has significantly undermined its operational strength of the commission.
By removing the voices and technical input of those who directly represent and manage these core sports categories, the Commission was deprived of valuable expertise, grassroots alignment, and strategic balance.
This created a disconnect between policy direction and practical sports development needs, slowing institutional responsiveness and weakening stakeholder confidence.
As a result, the Commission’s ability to operate at full capacity, drive coordinated reforms, and deliver the expected outcomes of an autonomous and professionally guided sports institution was considerably diminished, ultimately affecting its competitiveness, administrative efficiency, and overall impact.
This deviation not only disrupted the Commission’s structural balance, but also undermined the very professional and result-oriented framework upon which its success was meant to be built.
Replacing the real technical stakeholders with administrative and political appointees diluted the quality of professional input, weakened athlete-centered planning, and gradually shifted the Commission’s priorities away from measurable performance outcomes toward administrative formality.
Yet, the reality remains clear that sports development flourishes where technical competence is prioritized, systems are sustained through continuity, and stakeholders are meaningfully included in planning and execution, not where decisions are driven by administrative convenience or political symbolism.
The importance of a fully functional Sports Commission to Kano State cannot be overstated. For the government, it represents a strategic platform for youth engagement, crime reduction, social unity, job creation, and international image-building.
When effectively managed, it becomes more than a civil service institution it becomes a tool for governance impact and societal stability.
For the people, particularly the youth, a strong Sports Commission provides clear and structured pathways for talent discovery, professional nurturing, career development, and upward social mobility.
It offers young citizens an alternative route to success, one built on ability, discipline, and opportunity rather than chance.
For Kano’s sporting legacy, it will ensure sustainable athlete development, preserve institutional memory, protect developmental momentum, and guarantee long-term competitive relevance on both national and international stages.
Without such a system, success becomes inconsistent, progress loses direction, and the state risks falling behind in an era where sporting excellence is driven by structure and expertise.
That is why a functional Sports Commission is not a luxury for Kano state, but an absolute necessity, the one that is critical to safeguarding the state’s future, empowering its youth, and preserving and elevating its sporting identity.
A well-structured and professionally run Commission serves as the backbone of sustainable sports development, providing direction, continuity, and opportunities for talent discovery, growth, and excellence across all levels.
To us, any attempt to revert to the old Sports Council model where authority, oversight, and reporting lines are routed through a ministry instead of directly to the Office of the Governor poses a serious and avoidable risk to the gains Kano State has painstakingly achieved in recent years.
Such a reversal would not only slow decision-making and reintroduce excessive bureaucracy, but also weaken accountability, diminish technical autonomy, and dilute the strategic focus required for modern sports development.
Kano State has begun to witness meaningful progress precisely because sports administration has been treated as a specialized, high-impact sector that demands direct executive attention, swift policy execution, and professional leadership.
Returning sports governance to a ministerial chain of command risks undoing these advances, stifling innovation, and relegating sports once again to a peripheral administrative function rather than a powerful tool for youth empowerment, talent development, social cohesion, and international recognition.
In essence, such a move would represent a step backward at a time when Kano State should be consolidating its reforms, strengthening its institutions, and positioning itself as a leading force in Nigerian sports development not retracing a path that history has already shown to be ineffective.
It slows institutional responsiveness, limits access to strategic funding, and disconnects the state from the modern, result-driven sports governance framework now embraced by most Nigerian states that are serious about competitiveness and sustainable development.
This proposed reversal comes at a time when sports has grown far beyond leisure, but it is now acting as a key engine for economic opportunity, social cohesion, and international recognition.
Today, sports serve as a powerful engine for economic growth, youth employment, social stability, national unity, talent export, and global visibility.
Around the world, and even within Nigeria, sporting success is increasingly tied to systems built on autonomy, technical expertise, stakeholder participation, structured investment, and direct executive backing, not bureaucratic routing or administrative convenience.
And Kano State, with its deep reservoir of raw talent, passionate youth population, and historic sporting relevance, cannot afford to fall behind in this new era.
Its future success, both on the field and in the larger socio-economic impact of sports, depends on strengthening not weakening the Kano State Sports Commission.
This includes entrusting its leadership to qualified sports professionals, restoring an inclusive governance structure that represents all key sporting blocs, and maintaining direct oversight from the Governor’s office to ensure policy consistency, funding efficiency, accountability, and performance-centred outcomes.
To many of us, the path forward is unmistakable: the government must safeguard the gains already made, empower genuine expertise, and uphold a system capable of delivering measurable achievements for the government, meaningful opportunities for the youth, and enduring pride for Kano State.
Based on the foregoing, my expectation is that the government will go beyond postings and redeployments alone but to take a more comprehensive look at the Commission’s establishing edict and implement the provisions and reforms it was designed to deliver.
While the deployment and reassignment of mainstream civil service officers to head the Commission’s various departments and sectors may appear as a positive administrative step, it is neither sufficient nor the most strategic approach to guarantee meaningful sports development in the state.
Indeed, leadership placement within critical sports sectors requires more than bureaucratic administration, it demands technical competence, practical experience, vision, and deep understanding of the sports ecosystem.
Without professionals who possess both the knowledge and passion for sports, the Commission may continue to function as an office, but not necessarily as a progressive institution capable of driving the transformation the state desires.
Therefore, there is a compelling need for the government to broaden its scope, identify, select, and appoint qualified professionals with proven expertise in sports development, management, coaching, sports science, and administration to serve as members of the Commission’s board.
This is because we need individuals who not only understand policy but also the dynamics of talent development, grassroots sports, infrastructure planning, athlete welfare, and sports business innovation.
To achieve sustainable progress, Kano state must prioritize expert-driven sports governance, where decisions are informed by technical insight rather than routine administrative conventions.
Only then can the Commission truly fulfil its mandate as the apex institution responsible for regulating and developing sports in the state, and only then can Kano reclaim its pride as one of Nigeria’s most historic and vibrant sports hubs.
I am confident that the government is fully aware that progress in any sector can only be achieved when the right expertise and the best minds are entrusted with its leadership.
Development does not happen by chance, but it is driven by knowledge, experience, innovation, and strategic vision, all of which come from competent professionals who understand the demands of the sector they are appointed to lead.
It is common knowledge that every successful system is powered by people whose skills match their responsibilities.
Expecting progress in sports without placing seasoned sports experts at the core of decision-making is like hoping for a thriving health sector without medical doctors.
That defies logic and contradicts the well-established principles that guide institutional growth, development, and long-term progress.
That is why, for Kano state to achieve the level of sporting progress it rightly deserves comparable to Lagos, Delta, and other leading states, leadership must go beyond merely holding office.
It must bring the expertise, vision, and professional competence that inspire confidence, drive structured development, nurture emerging talent, and create a foundation for sustainable, long-term success.
The government must recognize that the officers recently posted to the Kano State Sports Commission, though experienced civil servants capable of providing oversight, are not sports professionals with the deep, practical understanding of Nigeria’s broader sporting landscape required to drive meaningful progress for the Commission and the state at large.
Administering sports in Kano State or anywhere in the world, requires far more than routine departmental oversight.
It demands individuals with hands-on expertise, first-hand knowledge of national sports governance, a clear understanding of grassroots development systems, and the ability to navigate the complex dynamics of sports politics and administration across the country.
True sports leadership is rooted in a solid grasp of policy frameworks, federation structures, talent pipelines, effective stakeholder engagement, and the informal realities that shape sports administration in Nigeria.
Without this depth of insight, the Commission may function administratively within its offices, yet struggle to engage the broader networks and strategic pathways required for sustainable sports development, both in Kano State and at the national level.
Alhamdulillah, Kano State is blessed with individuals whose knowledge, expertise, and dedication possess the capacity to transform its sporting landscape for the better.
With the right leadership and support, these individuals can truly work the magic that will restore Kano to its rightful place among Nigeria’s leading sporting states.
