Boys child education in Nigeria

helpingyoung people become healthy, happy, productive
adults. These studies often are not exclusive to boys;
however, they provide some strategies that research
suggests help to build boys strengths and lessen the
obstacles they face.
This brief is based on a comprehensive review of scientific
literature on the strengths and challenges that affect boys
ages 10 through 18. Major literature databases, articles that
summarize research into the wellbeing of boys and youth,
and the directories listed in the box on page 11 were
searched for relevant information. Although the review
focused on materials published in 2000 and later, influential
earlier reports and articles are also included.
The strategies for helping boys that are listed here have
been evaluated in peer-reviewed scientific studies and have
strong evidence to suggest that they work. Where
appropriate, this brief provides information about whether
the interventions included have focused on specific
subgroups of boys.
Building Individual Strengths
Pair young people with caring adult mentors. Youth who
perceive that they have support from adults in their lives
develop personal qualities, such as life skills, problem-
solving skills, and social skills, that allow them to thrive
even in the most difficult life situations and the toughest
environments. Mentoring is one way to help young
people know that adults care about them. Studies have
found that youth with mentors often feel better about
themselves and are less likely to use drugs. Mentoring
programs have been used effectively with various racial and
ethnic groups, including White, African American, and
Hispanic youth. Research suggests that mentoring programs
that use the following practices are more likely to help
young people:
Providing intensive screening of potential mentors
Training new mentors for a total of at least 6 hours and
providing ongoing training and support
Ensuring regular meetings between mentor and mentee
that total 4 hours or more per month for at least a year
Recruiting mentors who maintain a steady presence in
their mentees lives by showing up for scheduled
meetings, giving advanced notice when they need to
cancel a meeting, and calling or e-mailing when they
cant meet face-to-face
For boys in particular, features of effective mentoring
programs include:
Matching boys with male mentors who share the same
culture, race, ethnicity, or interests
Having mentors focus on teaching specific skills rather
than simply trying to develop emotional connections
Parents can contact schools, faith-based organizations, and
community organizations for boys (such as Big Brothers Big
Sisters of America, Boys & Girls Clubs of America, Boy
Scouts of America, and the YMCA) to determine if
mentoring programs are available nearby. In choosing a
mentoring program, parents should use the elements of
effective mentoring programs, as defined by MENTOR/
National Mentoring Partnership, as a guide.
Community members can volunteer to be mentors. They
should sign up for programs that include MENTORs
elements of effective mentoring. People interested in
mentoring can search for
Local businesses , such as movie theaters, miniature golf
courses, and bowling alleys can host mentor-mentee days.
For more information about how to get involved, they can
contact their State mentoring partnership. (For a
Help youth understand the harmful effects of drinking,
smoking, and using drugs. When adolescents think drugs
such as marijuana and cocaine are bad for them and when
they encounter social disapproval of drinking and using
drugs, they may be less likely to use substances.
By changing young peoples perceptions of smoking,
drinking, and drug use, educators have been able to keep
some adolescents from experimenting with drugs, alcohol,
and tobacco. Research is also
beginning to show that smoking prevention programs in
schools can work even better when paired with programs
that teach parents and families how to prevent their
children from smoking. Overall, programs and
interventions that prevent adolescent substance use tend to
target general populations. However, these programs can be
adapted to meet the needs for ethnic minority youth.
Elements of effective programs include:
For teachers, in the classroom:
Conducting classroom discussions about the perceived
acceptability of smoking, drinking, and doing drugs and
developing lessons aimed at changing those
perceptions
Incorporating lessons about the physical and social
harm that use or misuse of alcohol, drugs, and tobacco
can have, both in the short and long term
Initiating classroom conversations about the types of
things that may cause youth to use substances, such as
peer pressure, messages in the media, and personal
pressures (wanting to fit in, feeling depressed)
Teaching young peop

HISTORY Of KADUNA POLYTECHNIC

The idea to start a Technical Institution in Northern Nigeria started as far back as 1951, which resulted into the establishment of Kaduna Technical Institute in 1956. The establishment of Technical Institute, Kaduna was as a result of the acceptance by the British Government on the recommendation of the Higher Education Commission, which suggested the upgrading of Yaba Higher College to Technical Institute and proposed Technical Institutes in Kaduna and Enugu. The Northern Nigeria Executive Council at its meeting of 17th August, 1962, Conclusion No.1, re-designated the Technical Institute, Kaduna as the Polytechnic, Kaduna. It became Kaduna Polytechnic in 1968 by the Federal Government Decree No. 20 of 1968, which was revised in 1979 by Decree .No. 79. In 1991, the institution was taken over by the Federal Government under Decree No. 40 of the same year. The institution was established with the objective of providing diverse instruction, training and research in technology, the sciences, commerce, the humanities and programmes of in-service instruction for members of the public service in Nigeria. In 1968, it amalgamated two training centres, namely; the College of Science and Technology and Staff Development Centre, with Survey Unit joining later. These formed the nucleus of its four- college structure then. Kaduna Polytechnic outside the Ahmadu Bello University (ABU) Zaria, is known to be the biggest higher institution in Nigeria. For the avoidance of doubt, the comparism includes all other polytechnics, universities, colleges of education and other centres of higher educational pursuits in the country. It is also rated as the largest technical institution in Africa. It is a large institution in physical size and numerical strength of students and staff population and in the number of programmes it runs. It is a polytechnic built on four campuses, each campus is as big as many higher institutions in the country. The Polytechnic is highly cosmopolitan with students from all over Nigeria and other countries. From a modest figure of 158 students in 1961, student enrolment increased to 894 by 1968. Currently, the polytechnic has over 25,000 students undertaking more than 138 programmes in 44 Academic Departments with staff strength of about 2,963 (Academic and Non- Academic) The late Premier of Northern Nigeria, Sir Ahmadu Bello, Sardauna of Sokoto and Late Alhaji Isa Kaita, Wazirin Katsina, the then Minister of Education contributed immensely towards the establishment of this institution. It is significant to note that the Late Premier, Sir Ahmadu Bello opened the Staff Development Centre officially in July 1964, after the first students’ admission in 1963. He also released his Deputy Secretary, Mr. T. H. Smith, (British) to become Director of the Centre. One of the major tasks performed by the Centre in the early days of its establishment was running the three Civil Defence and Home Guard Courses for Senior Civil Servants which the Centre organized at Kachia between 1964 and 1966. The symbol, “spider and its web”(Gizogizo), the crest for Kaduna Polytechnic was suggested during one of these courses. The symbol was designed by a local artist, Mr. Alexius Enche. The Gizogizo, which in many Nigerian and West African folklores symbolizes a hero, which by its sharpness, industry and tenacity always comes on “top”; this aptly symbolises Kaduna Polytechnic’s desire to excel in and spread its services. The hexagonal shape of the crest symbolises the then six Northern States; the original owners of the institution. Before the taking over on 27th August, 1991 by the Federal Government, the institution was owned and financed by the eleven northern states which were created from the defunct Northern Region. The Board of Governors of Kaduna Polytechnic was up to August, 1991 made up of representatives of the “eleven owner state governments”, universities and the private sector. It was responsible for the general supervision and control of the institution. The Board is now known as the Governing Council. The Rector is the Chief Executive Officer of the institution. In the performance of his duties, he is assisted by the Management Committee comprising the Deputy Rector, Registrar, Bursar, Polytechnic Librarian, the College Directors, Director of Medical and Health Services, Director of Works, Director Physical Planning, Director Centre of Technology Entrepreneurship Education and Development (CTEED), Director Kadpoly Consult, Director Special Duties and Director Strategic Planning and Data Management. The monumental growth and achievements, physically and intellectually have proved that the institution has maintained its Spider image. The “web” has spread from Nigeria to Africa and beyond.

History of kaduna

Until the late eighties when Kaduna State seemed to have slid into intermittent sectarian and ethnic violence, its capital city, Kaduna, was one of the most peaceful, cosmopolitan and politically important cities in Nigeria. These crises have, however, merely diminished rather than eliminated the city’s virtues, thanks largely to the effective measures the authorities in the state adopted from 2000, the year of the worst crisis, to curb the hostilities in the state.

Established in 1912 by Lord Frederick Lugard, first as a garrison town and then as the regional capital of the then Northern Protectorate, Kaduna soon attracted people of all races, religions and cultures. Within two decades of its establishment, it grew from an almost virgin territory of small scattered settlements of the indigenous population, mostly the Gbagyi, to a town of over 30,000 people. This population comprised the British colonizers, artisans from other West African British colonies, artisans and clerks from the Southern Protectorate as well as labourers and traders from the Hausa, Nupe, Kanuri, Fulani and other tribes in the Northern Protectorate.

By 1963 the town had about 250,000 residents and nearly 30 years later, the 1991 census put its population at 1,307,311, a little over a third of the population of the entire state.

Kaduna’s history reflects that of the North in particular and Nigeria in general. This history dates back before 1912, the year Lord Lugard chose it to become the dual capital of the North and Nigeria. The road to Kaduna actually started in 1900 when Lord Lugard was first appointed the High Commissioner of the Northern Protectorate. At that time Lokoja, at the confluence of the mighty rivers Niger and Benue, was the centre of British missionary activities and British trade. It was also the headquarters for its wars of occupation of the North.

Lugard first settled in Lokoja as regional capital to continue with the colonial conquest of the region. Two years later, i.e in 1902, he moved the capital from Lokoja further upstream of River Niger, to Jebba. However, Jebba remained the headquarters for only a few months. Towards the end of the year, he moved even further upstream to Zungeru with the intention of making it the permanent capital of the North. Many Nigerians will remember Zungeru, a major railway town, as the birth place of Nigeria’s foremost nationalist and first president, Dr. Nnamdi Azikiwe. His father had worked there as a railway staff.

For a while it seemed as if Zungeru had succeeded where Lokoja and Jebba had failed; it remained the regional capital for 10 years. However, with time, Lord Lugard himself began to doubt the wisdom of his choice especially given the vastness of the North which had been “pacified” by 1906. He then began a search for a more central and more accessible location than Zungeru.

His search finally ended at a location on the Zaria plains, roughly in the middle of the region. Not only was Kaduna centrally located and much more accessible than Zungeru, the Zaria plains in which it was located were well served by two major tributaries of River Niger, River Kaduna, which gave the settlement its name, and River Gurara. River Kaduna itself was so called because it was crocodile infested, kadduna being the plural of ‘crocodile’ in Hausa.

Apart from its centrality, accessibility and abundant water supply, the location also possessed a clement environment. Also, following the not-too-happy relationship of the colonialists with the large indigenous population of Lagos as capital of the Lagos Colony and Calabar as capital of the Southern Protectorate, the British considered the virginity of a location an important consideration in their choice of a capital. Kaduna, with its sparse and scattered settlement of the indigenous population, satisfied this criterion.

No sooner had Lord Lugard settled down in Kaduna as regional capital in 1912, than he began to plan for it as Nigeria’s capital, ahead of the amalgamation of the Northern and Southern Protectorates in 1914. This followed his promotion that same year as Governor-General of the amalgamated Nigeria. As Governor-General, he did not hide his antipathy towards Lagos and recommended that the capital be moved to Kaduna as quickly as possible. “Government House, Lagos,” he wrote in one of his papers, “would make an excellent hotel if the transfer to Kaduna was achieved.”

FG’s borrowing trend in the last 21years .

The overall public debt is the total debt accrued by federal, states, and the FCT from local and international lenders.

Of the N33.1 trillion, the federal government alone borrowed N26.91 trillion — this includes the FGN bonds, Sukuk, green bonds and Euro bonds.

Finally, after weeks of data aggregation, number crunching, dissecting and analyses of freedom of information (FOI) response from the Debt Management Office (DMO), TheCable presents findings that highlight how Nigeria’s aggressive borrowing defies its fiscal responsibility laws.

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The analyses also include data from the DMO, National Bureau of Statistical (NBS), and fiscal papers from the Budget Office of the Federation. 

FG DEBT CLIMBED 658% TO N26.9 TRILLION IN 21 YEARS

Data from the DMO seen by TheCable showed that federal government borrowings (local and foreign debt) climbed from N3.55 trillion in 1999 to N26.91 trillion at the end of March 2021 (the country’s latest official figure). 

This represents a 658 percent increase in 21 years, comprising the administrations of Olusegun Obasanjo, Umar Musa Yar’Adua, Goodluck Jonathan, and the current Muhammadu Buhari.

HOW MUCH BUHARI BORROWED IN 6 YEARS

The Budget Office’s medium-term expenditure framework and fiscal strategy paper from 2015 showed that the Buhari-led administration incurred N7.63 trillion in domestic debt from June 2015 to December 2020.

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On external borrowings, President Buhari increased debt from $7.3 billion in 2015 to $28.57 billion as of December 2020. This means that the president incurred $21.27 billion on foreign loans to the country’s debt portfolio. 

The country’s exchange rate moved from N197 to a dollar in 2015 to N381 at the end of December 2020.

Analysis of consolidated debt showed that the external debt increased by 291.37 percent while domestic debt grew by 86.31 percent in the last six years of the Buhari government.

Overall, the Buhari-led government has had an accumulated debt of N17.06 trillion as of March 2021, using the N381 exchange rate. This represents a 173.2 percent increase from when he was elected president in 2015.<img src=”data:image/svg+xml;charset=utf-8,

DEBT PROFILE UNDER JONATHAN’S ADMINISTRATION

At the beginning of former President Goodluck Jonathan’s tenure in 2011, the federal government had an accumulated debt of N6.17 trillion. 

Analysis of the debt figure showed that local debt amounted to N5.62 trillion while foreign debt stood at $3.5 billion (about N548.65 billion, using the exchange rate of N156.7/$1).

By the end of 2015, the foreign debt component hit $7.3 billion, while domestic debt increased by N8.4 trillion. The country’s exchange rate also stood at N197/$1. 

Overall, the federal government component of the total public debt increased from N6.17 trillion in 2011 to N9.8 trillion in 2015, representing an increase of N3.63 trillion or 58.8 percent.<img src=”data:image/svg+xml;charset=utf-8,

YAR’ADUA/JONATHAN’S BORROWINGS

Under the Umar Musa Yar’Adua/Goodluck Jonathan-led government between 2007 and 2011, domestic debt of the federal government moved from N2.17 trillion to N5.62 trillion. The foreign component of the debt also increased from $2.11 billion to $3.5 billion within the period.

The country’s exchange rate also moved from N116.8/$1 to N156.7/$1.

The combined debt profile increased from N2.42 trillion to N6.17 trillion in four years, representing a 155 percent jump. 

Of the debt figure, Jonathan completed the tenure from May 2010 to May 2011 after the death of Yar’Adua. The period saw a surge in the federal government’s debt from N4.94 trillion to N6.17 trillion. This represents a 24.9 percent increase in one year. <img src=”data:image/svg+xml;charset=utf-8,

OLUSEGUN OBASANJO’S TENURE

During the tenure of former president Olusegun Obasanjo, the debt level of the federal government reduced from N3.55 trillion in 1999 to N2.42 trillion at the end of 2007.

The 8-year term of Obasanjo resulted in a dip in FG’s local and foreign debt level, representing a 31.8 percent decline.

The country’s exchange rate was between N98.02 to N116.8 to a dollar during the tenure.

Analysis of the figures showed that external debt decreased from $28.04 billion by 1999 to $2.11 billion at the end of 2007. However, the domestic component increased from N798 billion to N2.17 trillion within the same period.

The huge decline in foreign debt was a result of the substantial reduction following the pay-off of the outstanding debts owed to the London Clubs of Creditors in the first quarter of 2007.

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