After perusing the content of my last week’s column, which was forwarded to me by one of my readers, I became aware of all the complexities of the Kano State Sports Commission Law, which was passed and signed by the previous administration,
At that point, I became aware of all the shortcomings that prevented the commission from advancing sports in the state and rendered it passive and ineffectual in achieving its goals.
It will be recalled from the write-up entitled “From my inbox: Memo to the governor of Kano State, Abba Kabir Yusuf.” I discovered several flaws in the commission’s creation law, which clarified why it has not produced any noticeable results since its formation many years ago.
It is abundantly unmistakable to say that, since its inception, the commission has not produced any concrete programs that would lead the state to become self-sufficient in meeting its players’ needs. But instead, it has stuck to the outdated practice of using ready-made athletes from other states for every national competition.
As a result, whenever there is a national competition, the state is forced to hurriedly provide jobs to the indigenous people of other states, preventing our hordes of young sports people from finding employment or gaining exposure both domestically and abroad.
For this reason, I was compelled to call the attention of His Excellency the governor of Kano State to the fact that, in the eyes of the majority of us, the commission’s inability to produce the desired outcomes was caused by the flawed makeup of its members from the very beginning. I therefore call for its review.
Most of us believe that, as the name suggests, every member of the commission—aside from the administrative secretary—must have some sort of past or present connection to sports.
Unfortunately, such is not the case because those mentioned under the commission’s establishment law are not athletes, nor former athletes, or people with any kind of sports knowledge or background.
That explained why since its creation, the commission has not come out with any sports programs, competitions, or tournaments, which would have revealed a wealth of untapped potential throughout the state, making it negligent and ineffectual in its true responsibilities.
Given the vast number of young people who participate in and watch sports in Kano State and the nation at large, most of us believe that the commission should have expanded and improved the fortunes of Kano State sports by now.
Regretfully, their only choice was to sit in the luxury of their offices and search for unattached players from other states to hire or sign up for any approaching athletic tournaments or event.
I am fully aware that the law that established the State Sports Commission tasked it with developing, overseeing, and promoting sports in the state under the terms of the Commission Law 2016.
For this reason, the ten (10) member Governing Council established by Section 4 of the Kano State Sports Commission Law 2016—which consists of an Administrative Secretary, a substantive Chairman, three representatives from each state senatorial zone, and five (5) representatives from the Ministry of Education, ALGON, Higher Institution, Persons with Disabilities, and Youth—has not accomplished the intended outcome.
Most of us believe that this commission has been put in the wrong hands and cannot possibly yield the intended outcome. According to a popular saying, a blind person cannot possibly lead two or even one eyed men.
Therefore, sir, it is necessary to restructure the commission’s membership in order to eliminate those who have nothing to contribute to the development of sports in the state. Only well-known figures in the sports arena of the country should serve on the commission.
The majority of us believe that the substantive chairman and the three members who represent each state senatorial zone with the exception of the administrative secretary, who is a career administrator must be athletes.
In a similar vein, we looked at the five (5) representatives from the Ministry of Education, ALGON, Higher Education, and Persons with Disabilities as merely parasites who have nothing meaningful to offer the state’s sports community.
Additionally, the aforementioned representatives need to be well-versed in or skilled in sports. Even the three personalities from the state’s three senatorial zones must be knowledgeable about sports because the law must be clear about who is needed but not about anybody else.
This is because I see some of the representatives from any of the aforementioned sectors as novices who have nothing to contribute in sports or have nothing to offer other than to receive their “setting allowance.”
We don’t need everybody but we need experts or individuals with training or expertise or those with genuine love for sports to lead our fledgling sports, just like in the medical, legal, and engineering sectors.
In the alternative, I have the following recommendations which can be more effective than the present arrangement.
The Government can appoint a 13 or 14 members Governing Council of the commission which should be composed of the following namely:
(a) A Part-time Chairman for the Commission who shall be a renowned sports Administrator with track record in sports administration either at State, National or International level):
(b) The Director-General of the Commission as the CEO;
(c) (i) One representative of the Chairmen of each of the following five (5) Groups of Kano State Sports Associations:-
(ii) One representative of the chairmen of Ball Games/Sports (Baseball, Basketball, Football, Handball, Rugby, Softball and Volleyball);
(iii) One representative of the chairmen of Individual Games/Sports (Athletics, Cycling, Gymnastics, Shooting, Swimming and Weightlifting);
(iv) One representative of the chairmen Martial Arts Games/Sports (Boxing, Karate, Judo, Kick-Boxing, Kun-fu, Taekwondo and Wrestling);
(v) One representative of the chairmen of the Racket/Sticks Games/Sports (Badminton, Cricket, Golf, Hockey, Polo, Squash, Table Tennis and Tennis);
(vi) One representative of the chairmen of the Indoor and Other Games/Sports (Chess, Fives, Para-Soccer, Scrabble, Special Sports and Traditional Sports);
(d) Six other members: Three each from Sports academicians within and outside our tertiary institutions and other individuals to complete the commission’s membership.
The aforementioned people are true sports stakeholders who understand the nuances of the game and make everyday contributions to the growth of sports in Kano State.
It would be like adding the desired fertilizer to a growing plant to have them serve as members of the commission.
To me, I believe that in order to provide the right or proper people the opportunity to change and advance our sports, the Kano State Sports Commission Law needs to be reviewed now.
I wish His Excellency to find reason and evaluate the current Kano State Sports Commission Law, just as he has seen reason to amend several other laws in the state.
Like any other discipline, sports is a profession that needs to be led or managed by people who either excelled in them as during their youth days or studied them in school or other institutions.
I am aware that the law gives His Excellency, the authority to select members to serve on the commission.
I am also glad to let the state’s top citizen know that Kano State is gifted with a huge number of skilled and informed personnel who, if given the chance, will achieve the desired results.
Sir, according to my understanding, the commission can only accomplish or align with your administration’s people-centered objective by reviewing the Kano State Sports Commission Law, which will enable it to be operated by qualified and experienced individuals.
For sure I have no doubt that His Excellency wants to encourage our young people to reach new heights in their lives and doing the review is the first step.
On Kano Pillars Football Club
His Excellency should be aware that Kano Pillars, which was established over thirty years ago, does not have a working handbook or manual to guide and properly oversee its operations.
Its numerous issues, which led to it being in the news regularly, were explained by the fact that people were simply appointed to run the team in their own ways and without any guidance.
In recognition of Kano Pillars Football Club’s historical significance and its vital role in promoting the sporting image of Kano State and Nigeria at large, I respectfully submit the following professional recommendations for the restructuring, governance, and sustainable development of the club:
1. Establishment of a Comprehensive Governance Framework
Develop and implement a Standard Operational Handbook that will clearly define the Club’s mission, vision, values, objectives, operational policies, and procedures.
Form a Kano Pillars Football Club Board of Trustees, comprising respected professionals in law, finance, sports management, business, and former players to guide strategic direction.
And create an Independent Management Committee responsible for daily operations, free from political interference and vested interests.
2. Club Structure and Departments
Establish a professional club structure consisting of key departments:
Technical Department: Oversight of coaching, player development, scouting, and match preparations.
Legal Department: Handling contracts, regulatory compliance, disciplinary issues, and dispute resolutions.
Finance Department: Budget preparation, funds management, sponsorship accounting and financial reporting.
Marketing and Sponsorship Department: Securing sponsorships, partnerships, merchandising, and brand promotion.
Player Welfare and Human Resource Department: Managing players’ health insurance, career development, and general welfare.
Transfer and Recruitment Department: Handling player acquisitions, loans, transfers, and maintaining compliance with FIFA and CAF regulations.
Youth Development and Academy Department: Cultivating future talents and supporting community engagement.
Media and Communications Department: Managing public relations, media interactions, social media presence, and fan engagement.
3. Staffing and Professionalization
Recruit experienced sports technocrats, including a certified General Manager/Chief Executive Officer.
Engage qualified financial experts, legal advisors, technical directors, and marketing specialists with clear key performance indicators (KPIs).
Implement periodic training and capacity-building programs for staff and technical teams.
4. Financial Guidelines and Sustainability
Adopt a Quarterly or Bi-Annual Funding Model to ensure timely financial support and cash flow stability.
Establish transparent financial management systems, with quarterly audits and annual public financial reports.
Develop multiple revenue streams through ticket sales, merchandising, sponsorship deals, broadcast rights, and community-driven membership programs.
5. Sponsorships, Marketing, and Partnerships
Actively seek strategic partnerships with corporate organizations, international clubs, and development agencies.
Revamp the Club’s Brand Identity through modern marketing, digital presence, and fan engagement initiatives.
Leverage the club’s legacy and massive fan base to attract and maintain local and international sponsorships.
6. Player Transfers, Contracts, and International Standards
Standardize player contracts to reflect global best practices ensuring fairness, loyalty incentives, and career development clauses.
Monitor player transfers rigorously to prevent exploitation and ensure that the club benefits financially from outgoing player deals.
Set up a scouting network within and outside Nigeria to identify talents early and integrate them into the team’s succession plan.
7. Transparency, Accountability, and Reporting
Institute strict compliance mechanisms including an Internal Audit Unit and External Oversight Committee.
Publish Annual Reports covering financials, club activities, youth development programs, and community engagement.
Implement whistleblower policies and regular stakeholder briefings to promote internal transparency.
8. Player Welfare and Development
Offer players comprehensive medical insurance, educational support, and post-career transition programs.
Introduce mental health and sports psychology programs to enhance player performance and well-being.
Establish clear grievance procedures accessible to all players and staff.
9. Development of Grassroots and Feeder Clubs
Support the establishment and strengthening of local and regional football clubs to nurture grassroots talents and reduce player congestion at Kano Pillars.
Develop a Player Loan Program to give young talents exposure and playing time with affiliate clubs.
His Excellency should know that Kano Pillars Football Club remains a beacon of pride for Kano State. With the outlined reforms and committed political will, the Club can once again lead Nigerian football and project Kano’s influence positively across the African continent.
I respectfully recommend that a Kano Pillars Reforms Implementation Committee (KPRIC) be inaugurated to oversee the phased and strategic execution of the above recommendations.
I am sure with His Excellency’s visionary leadership, Kano Pillars will be positioned for sustainable excellence.
Revitalization of Mahaha Sports Centre
The Mahaha Sports Center deserves more attention due to its importance and connection to the growth of sports. Phased construction ought to be given top priority.
And to sustain the two current stadiums in the state, a new stadium should be erected on one side of the Mahaha center.
However, Games Village ought to be established there, or in any other part of the state. This will involve combining sports, leisure, and business endeavors.
And to boost the number of multisport facilities in the state, I also advise the total reactivation of the Kofar Nassarawa Basketball Court.
The government ought to support the construction of additional sports facilities that are funded by a Public-Private Partnership (PPP) structure.
Revamp and Empower Karfi Sports Institute
Sir, it is impossible to overstate the significance of this institute. The renovation and modernization of the Karfi Sports Institute requires specific funding from the government.
It is impossible to overstate the significance of this institute. Therefore, renovation and modernization of the Karfi Sports Institute require specific funding from the government.
Establish the Institute as a premier hub for athlete development, coaching, and sports administration.
Sports Decentralization to Enhanced Good Sports Governance
Decentralization of sports is undoubtedly necessary in the state to revitalize it; for this reason, it is crucial to establish three zonal offices, one for each senatorial district.
This will undoubtedly decentralize sports administration, encourage local sports program execution, and enable Local Government Sports Units to be independent and creative.
Upgrading and Preservation of Sports Facilities
Sir, upgrading and maintaining the state’s dilapidated sports facilities is another crucial step in the development of sports in the state.
Government might ask the Sports Commission to perform a state-wide inventory audit of all sports facilities, especially those housed within educational institutions, for proper documentation.
Government should form a Sports Infrastructure Committee to develop plans for upgrading, preserving, and sustaining these facilities to worldwide standards.
A Kano State Sports Infrastructure Protection Law and tax breaks for private companies who invest in sports facilities should also be taken into consideration.
Finally, His Excellency should know that sports remain a powerful tool for youth engagement, economic development, and social harmony.
Acting upon these recommendations will revitalize the sports ecosystem in Kano and create employment and commercial opportunities.
Enhancing Kano’s standing as one of Nigeria’s leading sports states should not be negotiable.
