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Lessons in School Management from Zhejiang Normal University, China

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By Dr. Austin Maho

I landed in Jinhua on May 9, 2026, carrying more than a suitcase—I carried the weight of 139,772 empty teacher posts back home, and the hope that somewhere in China’s classrooms, I’d find answers we could adapt for Nigeria. For the next 14 days, from May 9 to May 22, I joined 28 other delegates from 7 developing countries for an intensive brain storming session on Management Capacity Enhancement in Primary and Secondary Schools in Developing Countries at Zhejiang Normal University [ZJNU] in Zhejiang Province, China.

What unfolded was not just a programme of lectures, tours and school visits. It was early mornings and afternoons in lecture halls listening to renowed professors deliver indepth lectures on data-driven school management and leadership, walks in the corridors of model schools where principals and teachers are highly motivated, and tour visits to the quiet and peaceful West Lake in Hangzhou and the energy of Shanghai’s Bund Architecture, among others. The sighta and sounds made me reflect: if China can align policy, people, and practice at this scale, what’s stopping us from doing the same, school by school, back home?

Founded in 1956, ZJNU is a public research university ranked among China’s top 100 institutions and a key provincial university designated to host Chinese Government Scholarship students. Its College of Teacher Education is ranked 47th in China for Education Majors, making it a fitting host for a programme focused on school leadership and teacher development. Over 14 days, we engaged with ZJNU faculty, visited model schools, and observed how policy, leadership, and data are aligned to improve learning outcomes.

Walking into the Programme

The tour began with a warm welcome at ZJNU’s campus in Jinhua. The opening ceremony set the tone: respectful, practical, and forward-looking. The Nigeria n delegates were paired with delegates from other developing countries which included, Guinea-Bissau, North Macedonia, the Gambia, Solomon Islands Sierra leone and Indonisia.

The academic component was rigorous. We had sessions on, “Beyond Macro Constructs: Multi- diamentional efforts for increased efficiency: Reform and Reflections on County level Teacher Professional Development Training Credit System”, “Transformation of campus sport”, “Gender Equality in China’s Basic Education”, “Teacher Education System”, “National Policy for Common Prosperity” among others.

What stood out was the dual methodology: theory in the morning, practice in the afternoon. We didn’t just hear about data-driven management; we visited a primary school affiliated to Zhejiang Normal University in Jinhua and saw how schools management aligns with national policy.

Learning Beyond the Classroom

The programme made space for China’s living culture, and those moments shaped my understanding as much as the lectures did. For instance we took a day trip to Hangzhou and spent hours walking around West Lake, a UNESCO World Heritage Site since 2011. The lake is framed by hills on three sides and the city on the fourth, with causeways, pagodas, and gardens layered into the landscape over a thousand years. What struck me was how intentional the design was—every bench, every path, every view seemed placed to encourage reflection and community. Our guide explained how Hangzhou now uses smart sensors and AI to monitor water quality and visitor flow, balancing heritage with modern management. Standing by the lake, I thought about how Nigerian schools could similarly use low-cost data and community spaces to create environments where children feel safe and inspired to learn.

The Bund, Shanghai
One evening we travelled to Shanghai and walked the Bund. It tells the story of Shanghai’s role in global trade. On the other, the futuristic skyline of Pudong rises with the Oriental Pearl Tower and Shanghai Tower. Our guide framed it as a metaphor: China’s education system also holds tradition and innovation in tension. We can’t discard cultural context when borrowing reforms. For Nigeria, that meant adapting China’s structured teacher development to fit our federal system and community realities.

Village and Intangible Cultural Experience

Midway through the tour, we visited a village in Suoyuan County as a case study of Education for Common Prosperity. China presents a living example of holistic education—academics linked to community life. intangible cultural heritage being passed down from generation to generation. For me, it reinforced that schools don’t operate in isolation. When communities own education, children stay engaged.

Core Takeaways

  1. Policy Coherence: Long-Term Planning Over Political Cycles.

China’s basic education system operates within a clear national strategy that remains consistent across administrative changes. The Ministry of Education’s Action Plan to Improve Basic Education in the New Era, released jointly with the National Development and Reform Commission and Ministry of Finance, sets targets for 2027 and 2030 to expand quality education resources and align enrolment with urbanization and demographic changes.

In Nigeria, basic education is decentralized across 36 states and the FCT. While the Federal Government sets policy, implementation varies, and leadership changes often disrupt ongoing reforms. For example, Nigeria still faces a deficit of 139,772 teachers in primary schools and 2,446 in junior secondary schools, and management challenges such as irregular career progression and inadequate supervision undermine teacher development.

Lesson for Nigeria: States should adopt multi-year education sector plans with measurable targets that survive political transitions. This gives schools stability to plan, budget, and deliver results without starting over every four years.

  1. Professional School Leadership: Training Principals as Instructional Leaders.
    In China, principals are trained as both instructional leaders and managers. They are held accountable for student outcomes, teacher development, and school finances. This contrasts with Nigeria, where many principals are promoted by seniority with limited formal management training.

The Nigerian delegation observed how ZJNU’s programmes integrate school management theory with practical case studies from Chinese schools. ZJNU itself runs workshops on.The System of Chinese Higher Education and Practical Cases, exposing participants to university management models that can be adapted to basic education.

Lesson for Nigeria: Establish a mandatory School Leadership Certification Programme for principals. The curriculum should cover instructional leadership, data use, budgeting, and staff management, and be linked to promotion and posting. This requires focused training, not new infrastructure.

  1. Structured Teacher Professional Development: Credit Systems That Work.
    China uses a county-level credit system where teachers earn credits for workshops, peer learning, and action research. Credits affect promotion and salary, creating incentives for continuous learning. In contrast, Nigeria’s in-service training is often project-based, irregular, and donor-driven.

However, Nigeria is already piloting solutions. UNICEF’s School-Based Teacher Professional Development Learning Lab model focuses on collaborative, school-based learning environments. The Teachers Registration Council of Nigeria, with GMind AI, launched and Naija Teacher AI also launched in August 2025 hopefully will equip 1.5 million licensed teachers with AI-powered tools and digital training. The National Commission for Colleges of Education is also revising curricula to include digital literacy, AI, entrepreneurship, and inclusive education.

Lesson for Nigeria: Pilot a Teacher Professional Development Credit System in a few states using SUBEB, NTI, and school-based peer learning circles. Link credits to career progression so teachers see direct benefit.

  1. Holistic Education and Data-Driven Management.
    Chinese schools balance academics with sports, arts, moral education, and civic responsibility, often using community resources. Schools regularly review data to guide decisions. The Ministry of Education’s guidelines on strengthening science and technology education aim to establish a foundational system by 2030, with integrated evaluation and support mechanisms.

In Nigeria, the curriculum remains academically focused, and school-level data rarely drives action. However, the principle does not require large ICT investments. Every head teacher can track five indicators; attendance, test scores, teacher presence, textbook use, and dropout on paper or Excel, and review them monthly with staff. Schools can also use community elders, local markets, and fields to deliver practical, engaging lessons.

  1. Understanding the Chinese Context,
    Beyond technical lessons, the tour deepened our understanding of the concepts shaping China’s education reforms: Reform and Opening Up, Socialism with Chinese Characteristics, New Era under Xi Jinping, Chinese Modernization, Common Prosperity, and the Global Development, Security, Civilisation, and Governance Initiatives. These ideas underpin the policy coherence and long-term orientation we observed.

On behalf of the Nigerian delegation, I thank Zhejiang Normal University for the excellent programme and warm hospitality, and the Government of the People’s Republic of China for facilitating this South-South exchange. We return to Nigeria with practical knowledge and renewed resolve.

What I’ll remember most isn’t just the slides or statistics. It’s that Education in China works because it’s tied to people, place, and purpose.

My commitment is to share these lessons in our ministries and institutions, advocate for pilot relevant practices, and engage policymakers to improve management capacity in basic education. The goal is not to copy China, but to adapt what works for Nigeria. If we focus on training principals, making teacher development continuous, using data at the school level, and strengthening holistic education, we can shift the system school by school.

Nigeria’s teacher education sector is already undergoing bold reforms. In March 2026, the NCCE introduced a two-year Bachelor of Education degree to restore confidence in Colleges of Education and align curricula with global realities. The challenge now is to connect these reforms to school-level management.

May this partnership with ZJNU continue to grow, and may the lessons learned translate into better learning outcomes for Nigerian children.

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PDP REAFFIRMS ABSOLUTE CONFIDENCE IN CHIEF AONDOAKAA

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…Campaign of Mischief Has No Legal or Political Foundation

The Peoples Democratic Party (PDP) in Benue State has watched with amusement the sustained campaign of misinformation and mischief being orchestrated by political opponents and desperate politician against its governorship candidate for the 2027 election, Chief Michael Kaase Aondoakaa, SAN.

The latest falsehood being peddled is the baseless claim that our candidate disqualified hold office of Governor of Benue State as enshrined in the 1999 Constitution (as amended). This narrative has no constitutional base and only legally bankrupt. It a betrays the desperation of those who have become terrified by the overwhelming acceptance Chief Aondoakaa continues to enjoy across Benue State.

For the avoidance of doubt, the PDP states unequivocally that Chief Michael Kaase Aondoakaa, SAN, remains eminently qualified to contest the 2027 governorship election and to hold the office of Governor of Benue State if elected by the people.

Chief Aondoakaa’s record in public service is well known. As Attorney General of the Federation and Minister of Justice, he served Nigeria at the highest level with distinction. Throughout his long career in public life, no court has convicted him of any crimes involving dis honesty within ten years preceding 2027 to disqualified him from holding office of Governor of Benue State .Indeed Chief Aondoakaa has never been arraigned on criminal charges before any court of law or Tribunal since he left office in 2010. Similarly he has never been indicted by any administrative panel or Tribunal established by law.

Indeed, Chief Aondoakaa contested the PDP governorship primary in 2015. He also conested APC Governorship primary 2022 with Governor Alia and several . On each occasion, every aspirant and interested party had the opportunity to challenge his qualification if there had been any legal basis for doing so. None did. No lawsuit was filed. No court was invited to pronounce him disqualified because there was simply no legal basis for such a claim. Rather Chief Aondoakaa challenged the 2022 APC Governorship that produced Governor Alia as it then candidate in court up to the Court of Appeal. He then declined to file an appeal to the Supreme Court of Nigeria against the 2022 APC Governorship primariy due to the intervention of the leadership of APC

The PDP therefore finds it curious that individuals who remained silent throughout those electoral cycles have suddenly discovered imaginary legal impediments only after Chief Aondoakaa emerged as the Party’s candidate for the 2027 governorship election.

Even more ruinous to their propaganda is the clear provision of the Constitution of the Federal Republic of Nigeria, 1999 (as amended).

Section 285 (14)(9) of the Constitution leaves no room for speculation.It define disqualification to contest election into political offices created by the Constitution for electoral contest as pre-election dispute. It provides further that every pre-election matter shall be filed not later than fourteen (14) days from the date of the occurrence of the event, decision or action complained of. That constitutional timeline is mandatory, immutable and jurisdictional. Once the 14 period expires, every court in Nigeria is stripped of jurisdiction to entertain such claims.

Chief Aondoakaa emerged as the PDP governorship candidate following the party’s primary election conducted on 24 May 2026. The constitutional window for instituting any pre-election action challenging his nomination has long closed. No amount of media propaganda, social media campaigns or politically motivated commentary can revive a cause of action that has already become statute-barred by the Constitution itself.

Furthermore, Sections 177 and 182 of the Constitution comprehensively set out the qualification and disqualification for election as Governor and the grounds upon which a person may be disqualified. The law is settled that where the Constitution expressly provides the conditions for qualification or disqualification, no individual, political party or pressure group can manufacture additional grounds outside those constitutional provisions.
The Constitution is supreme. Political propaganda cannot amend it.

The PDP therefore urges members of the public to disregard the avalanche of false narratives being circulated by individuals whose only strategy appears to be character assassination in place of meaningful political engagement.

The 2027 governorship election will not be determined by social media propaganda or wishful legal theories. It will be decided by the people of Benue State through the ballot.

Those who believe they have better candidates should present their candidates, articulate their programmes and allow the electorate to make a democratic choice. Resorting to manufactured allegations against a candidate whose qualification is firmly rooted in the Constitution only exposes the bankruptcy of their political arguments.

The Peoples Democratic Party remains solidly confident in its confidence in Chief Michael Kaase Aondoakaa, SAN. The party is convinced that he possesses the integrity, competence, experience and constitutional qualification required to provide the purposeful leadership that Benue State urgently needs.

No amount of sponsored falsehood, intimidation or propaganda will distract our candidate or our party from engaging the people of Benue State with our vision for security, economic recovery, agricultural transformation, industrial development and good governance.

The PDP is ready for the 2027 election and Chief Michael Kaase Aondoakaa, SAN, is the party’s governorship candidate in Benue State!

Signed:

Bright Yima Antyo
State Publicity Secretary
PDP, Benue State
July 25, 2026

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THE MONEY THAT NEVER MOVEDHow Nigeria’s Expenditure Controls Prevented the PEAC/PFIPC Appropriation from Becoming Public Expenditure

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A MEDIA STATEMENT BY
TANIMU YAKUBU
Director-General,
Budget Office of the Federation
24 July 2026

THE ISSUE WAS NEVER THE APPROPRIATION
The National Assembly appropriated funds for the Presidential Economic Advisory Council/Presidential Foreign Intervention Promotion Council, known as PEAC/PFIPC. That is a matter of record. The issue, however, was never merely whether Parliament had appropriated funds. It was whether the law permitted those funds to become expenditure. An appropriation is not expenditure; it is only the beginning of a legal process.
Public money does not move because a figure appears in an Appropriation Act. It moves only when the conditions prescribed by law have been met. Those conditions include Financial Clearance, lawful recruitment, payroll enrolment, Treasury warranting, cash backing and, where capital expenditure is involved, the required procurement approvals. None of those conditions arose in the case of PEAC/PFIPC. The appropriation therefore remained an appropriation. It never became expenditure.
Between appropriation and expenditure lies a chain of controls, with each link assigned to a different institution. The Budget Office is one part of that chain. The Office of the Head of the Civil Service of the Federation approves establishment and recruitment. The National Salaries, Incomes and Wages Commission regulates remuneration. The Federal Ministry of Finance and the Office of the Accountant-General of the Federation control warrants, releases, cash backing and payment. The procurement authorities govern capital spending.
No one institution can carry public money from appropriation to expenditure. Each control must hold before the next stage can open. That institutional division of responsibility is the safeguard upon which the integrity of the expenditure-control system depends. In the case of PEAC/PFIPC, the safeguard held.
HOW THE COUNCIL ENTERED THE BUDGET
PEAC/PFIPC did not enter the 2026 Budget merely because it asked for funds. The Council had its origin in the Presidential Economic Advisory Council inaugurated during the administration of the late President Muhammadu Buhari, GCFR. By the time preparation of the 2026 Budget began, official instruments had already been issued by the institutions charged with those functions.
The Office of the Accountant-General of the Federation had assigned an administrative code. The Office of the Head of the Civil Service of the Federation had approved an authorised establishment and a recruitment waiver. The applicable public-service salary structure also existed. These instruments did not come from the Budget Office. They came to it.
The Budget Office did not create the Council. It did not assign its code. It did not approve its establishment. It did not grant its recruitment waiver. It received official instruments and did what the law required of it: it measured their fiscal effect.
The Council later submitted a personnel estimate of ₦3,850,935,000.00. That estimate did not form the basis of the Budget Office’s recommendation. The Budget Office disregarded it and made an independent calculation using only the authorised establishment, the approved recruitment waiver, the applicable public-service salary structure and the extant costing methodology.
That calculation produced ₦802,978,783.00. This was not a concession to the Council. It was the Budget Office’s own fiscal judgment. It was the amount placed in the Executive Budget proposal and later appropriated.
FINANCIAL CLEARANCE WAS THE CLOSED GATE
Financial Clearance is the point at which a personnel provision may begin to acquire legal force as expenditure. It is not a routine letter. It is the confirmation that the fiscal and regulatory conditions for recruitment have been met.
Until it is issued, the figure remains in the budget. It does not create staff. It does not open payroll. It does not produce salary.
The Budget Office did not issue Financial Clearance for PEAC/PFIPC because the conditions were incomplete.
The 2026 Appropriation Bill did not become law until Presidential Assent on 31 March 2026. Before that date, the Budget Office could cost the proposal. It could not grant final Financial Clearance against a bill that had not yet become law.
After assent, a further condition remained outstanding. The National Salaries, Incomes and Wages Commission had not confirmed that the proposed staffing and remuneration arrangements complied with its prescribed template and the approved public-service compensation framework.
The Budget Office could calculate the cost. It could not open the gate.
There was therefore no Financial Clearance. There was no lawful recruitment. There was no payroll enrolment. There was no salary payment.
THE PERSONNEL PROVISION WAS NEVER MONEY IN THE HANDS OF THE COUNCIL
The personnel provision was ₦802,978,783.00. It represented 61.63 per cent of the total appropriation of ₦1,302,978,783.00. It has sometimes been described as though the Council could have received the whole amount and spent it at will. That description is false.
Personnel appropriations are not paid to agencies as lump sums. After every legal condition has been met, salaries are paid month by month. The money moves electronically into the designated bank accounts of verified employees enrolled on the Federal Government payroll.
The institution does not receive the annual personnel provision as cash under its control. Even in a lawful process, the Council would not have received ₦802,978,783.00 in one payment. The money would have gone over twelve months to individual employees.
That process never began. No Financial Clearance was issued. No recruitment took place. No payroll record was created. No salary became due.
Not one kobo of the personnel provision could lawfully have been drawn. Not one kobo was drawn. There is no personnel expenditure to recover because there was no personnel expenditure.
THE OVERHEAD PROVISION NEVER BECAME A RIGHT TO CASH
The overhead provision was ₦200,000,000.00, or 15.35 per cent of the appropriation. It was not payable as one annual sum. Overhead is released month by month after assent, and only when the Treasury issues the required warrant and provides cash backing.
The annual figure translated to ₦16,666,666.67 a month. During the period under review, the Treasury generally released between 25 per cent and 50 per cent of monthly provision. The amount that might have become available therefore ranged between ₦4,166,666.67 and ₦8,333,333.33 a month. Even that depended on the cash position of Government.
Then the legal question changed the course of events. In June 2026, doubts arose about the status of the Council. The Budget Office formally notified the Federal Ministry of Finance and the Office of the Accountant-General of the Federation to withhold every instrument that could support payment.
That instruction closed the route to release. The ₦200,000,000.00 remained a provision in law. It did not become money in the hands of the Council.
THE CAPITAL PROVISION NEVER REACHED PROCUREMENT
The capital provision was ₦300,000,000.00, representing 23.02 per cent of the total appropriation. It was a standard start-up provision for new, reinstated or reactivated public bodies. It was meant for basic operational assets. It was not a cash award.
Capital expenditure follows another chain. There must be a procurement plan. The appropriate Ministerial Tenders Board must act. The Public Procurement Act must be obeyed. Where the threshold requires it, the Bureau of Public Procurement must issue a Certificate of No Objection. After that, the expenditure must still be warranted, released and cash-backed.
None of these stages was completed.
No procurement reached the point at which expenditure could arise. No Ministerial Tenders Board approved a transaction. No Certificate of No Objection was issued. No warrant followed. No Treasury cash backing followed.
The capital provision remained where Parliament had placed it: in the Appropriation Act, subject to law. It never became capital expenditure.
THE SYSTEM DID NOT CHASE A LOSS. IT PREVENTED ONE.
The three provisions tell one story. The personnel provision stopped at Financial Clearance. The overhead provision stopped before warranting and cash backing. The capital provision stopped before procurement approval and release.
Each met a different control. Each control held.
The Budget Office rejected an unsupported estimate and made its own calculation. It withheld Financial Clearance when the conditions were incomplete. When doubts arose about the legal status of the Council, it asked the Federal Ministry of Finance and the Office of the Accountant-General of the Federation to stop all payment instruments.
The wider system then did what it was designed to do. Payroll was never activated. Overhead was not converted into an annual cash release. Procurement did not commence. Treasury instruments did not mature into payment.
The result was measurable. The ₦802,978,783.00 personnel provision never became payroll expenditure. The ₦200,000,000.00 overhead provision never became a cash entitlement. The ₦300,000,000.00 capital provision never became procurement or capital expenditure.
The law did not recover money after it had gone. It prevented the money from going.
THE BROADER LESSON
This matter is larger than one council and one appropriation. It shows why appropriation and expenditure must be kept apart in law and in public understanding.
Appropriation gives authority subject to conditions. Expenditure arises only when those conditions have been met. The system divides power because public finance cannot rest on one office, one letter or one decision. It rests on sequence, proof and restraint.
In the PEAC/PFIPC case, that sequence did not fail. It stopped the expenditure before it began.
What has been called weakness is better understood as resilience. The controls did not identify a loss after the event. They prevented the event. They did not pursue money after it had left the Treasury. They kept it from moving.
The conclusion is firm. Not one kobo of the personnel provision could lawfully have been drawn, and not one kobo was drawn. The overhead provision never matured into a lawful release. The capital provision never matured into procurement or expenditure. The conditions for spending were not met and were not close to being met.
There is therefore no personnel expenditure to recover. The money never moved because the controls held.
The Budget Office of the Federation will continue to cooperate with every lawful inquiry and will provide the records, computations, correspondence and system evidence required to establish the facts.

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SECOND TERM IS NOT A BIRTHRIGHT: ALIA SET TO JOIN THE LIST OF GOVERNORS WHO FELL

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By Aondoakaa Tersugh Daniel 25/07/2026

The Nigerian constitution grants every President and Governor the chance to seek a second term. It does not grant them victory. That distinction has humbled some of the biggest names in Nigerian politics, and it is about to humble another.

If a second term were automatic, Adebayo Alao Akala would still have been governor of Oyo State beyond 2011. Olusegun Mimiko would not have exited Ondo State in 2016. Mukhtar Ramalan Yero, who inherited Kaduna’s seat after the death of Patrick Yakowa, would not have lost his bid for a first full term in 2015. And Goodluck Jonathan, sitting President of the Federal Republic, would not have watched his re election bid collapse in 2015. Power does not renew itself. It is renewed by the people, or it is withdrawn.

Chief Hyacinth Iormem Alia is walking straight into that history. He will not be the first governor to discover that incumbency is not insurance. The comfortable myth in Nigerian politics, that every sitting governor eventually wins a second term, has never been true, and 2027 is shaping up to be the latest proof.

Consider Rivers State. Governor Siminalayi Fubara once spoke with the same swagger Alia now carries, insisting no force could deny him a second term. Days ago, that ambition was quietly shelved. He will not be on the ballot. The man who boasted the loudest is the man who stepped aside first.

The parallel to Benue is impossible to ignore. Fubara is a political product of Nyesom Wike who turned around and went to war with the very benefactor who built him. Alia is a political product of the Bokoti, the structure built around Senator George Akume, and he has chosen the same path, turning his fire on the hand that raised him. A governor who wages war on his own foundation should not be shocked when that foundation declines to carry him back to office.

Alia may already have done to himself what Fubara only recently admitted out loud. The difference is that Fubara had the sense to read the writing on the wall before the ballot forced him to. Whether Alia reads it in time, or waits for 2027 to read it for him, is now the only open question.

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