To: Shehu Dikko, Chairman, National Sports Commission (NSC) And All Nigerian Football Stakeholders

By 𝐏𝐚𝐮𝐥 𝐋𝐮𝐜𝐤𝐲 𝐎𝐤𝐨𝐤𝐮

𝐍𝐅𝐅 & 𝐅𝐎𝐎𝐓𝐁𝐀𝐋𝐋 𝐑𝐄𝐅𝐎𝐑𝐌𝐒 𝐈𝐍 𝐍𝐈𝐆𝐄𝐑𝐈𝐀 — 𝐓𝐇𝐄 𝐑𝐎𝐀𝐃𝐌𝐀𝐏: 𝐅𝐑𝐎𝐌 𝐏𝐑𝐎𝐌𝐈𝐒𝐄𝐒 𝐓𝐎 𝐌𝐄𝐀𝐒𝐔𝐑𝐀𝐁𝐋𝐄 𝐑𝐄𝐒𝐔𝐋𝐓𝐒

Nigerian football has heard enough promises of reform. New administrations arrive, committees meet, recommendations circulate, and too many obligations remain unsettled.

The next leadership must leave behind something more durable than speeches: verifiable payments, reliable accounts, functioning departments and results the public can examine.

𝐑𝐞𝐟𝐨𝐫𝐦 𝐢𝐬 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐜𝐞𝐫𝐞𝐦𝐨𝐧𝐲 𝐨𝐟 𝐚 𝐧𝐞𝐰 𝐛𝐞𝐠𝐢𝐧𝐧𝐢𝐧𝐠.

𝐈𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐝𝐢𝐬𝐜𝐢𝐩𝐥𝐢𝐧𝐞 𝐨𝐟 𝐞𝐧𝐝𝐢𝐧𝐠 𝐟𝐚𝐦𝐢𝐥𝐢𝐚𝐫 𝐟𝐚𝐢𝐥𝐮𝐫𝐞𝐬.

𝐅𝐈𝐑𝐒𝐓: 𝐂𝐇𝐎𝐎𝐒𝐄 𝐋𝐄𝐀𝐃𝐄𝐑𝐒 𝐓𝐇𝐑𝐎𝐔𝐆𝐇 𝐀 𝐂𝐑𝐄𝐃𝐈𝐁𝐋𝐄 𝐏𝐑𝐎𝐂𝐄𝐒𝐒

NFF leadership selection must respect its statutes and authorised procedures. Candidates should face scrutiny of their qualifications, management records, integrity and proposed programmes. 𝐐𝐮𝐚𝐥𝐢𝐟𝐢𝐞𝐝 𝐟𝐨𝐫𝐦𝐞𝐫 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥𝐬 and 𝐪𝐮𝐚𝐥𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐧-𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥𝐞𝐫𝐬 deserve the same opportunity, subject to the requirements of each office.

𝐍𝐨 𝐚𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐜 𝐞𝐧𝐭𝐢𝐭𝐥𝐞𝐦𝐞𝐧𝐭.

𝐍𝐨 𝐚𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐜 𝐞𝐱𝐜𝐥𝐮𝐬𝐢𝐨𝐧.

Responsibility must be earned.

Leadership also requires people with 𝐩𝐫𝐢𝐝𝐞 in their work and enough personal restraint to reject shortcuts that may bring their institution into disrepute. The same expectations should follow an elected board member, a General Secretary or a departmental manager.

𝐒𝐄𝐂𝐎𝐍𝐃: 𝐄𝐒𝐓𝐀𝐁𝐋𝐈𝐒𝐇 𝐓𝐇𝐄 𝐅𝐈𝐍𝐀𝐍𝐂𝐈𝐀𝐋 𝐁𝐀𝐒𝐄𝐋𝐈𝐍𝐄

An incoming administration should commission an 𝐢𝐧𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐭𝐥𝐲 𝐫𝐞𝐯𝐢𝐞𝐰𝐞𝐝 opening account of cash, active contracts, outstanding liabilities and restricted funding.

What is owed to coaches, players, employees and suppliers? Which government, 𝐅𝐈𝐅𝐀 and 𝐂𝐀𝐅 funds were received, committed and spent? Which audit findings remain open?

Bank statements, agreements and payment records should reconcile the answers. Inherited debt must not disappear because officeholders change.

An opening financial statement should distinguish verified obligations from disputed claims and identify which matters require legal, audit or administrative resolution. Publishing an appropriate summary would allow stakeholders to judge progress against a known starting point.

𝐓𝐇𝐈𝐑𝐃: 𝐊𝐍𝐎𝐖 𝐓𝐇𝐄 𝐁𝐔𝐃𝐆𝐄𝐓 𝐁𝐄𝐅𝐎𝐑𝐄 𝐓𝐇𝐄 𝐓𝐄𝐀𝐌 𝐓𝐑𝐀𝐕𝐄𝐋𝐒

The federation works with an 𝐚𝐧𝐧𝐮𝐚𝐥 𝐛𝐮𝐝𝐠𝐞𝐭, international match windows and a competition calendar. It knows its coaching contracts and can anticipate squad sizes, travel requirements and most tournament costs.

Before departure, the approved financial plan should cover:

𝐜𝐨𝐚𝐜𝐡𝐞𝐬’ 𝐬𝐚𝐥𝐚𝐫𝐢𝐞𝐬,

𝐦𝐚𝐭𝐜𝐡 𝐛𝐨𝐧𝐮𝐬𝐞𝐬,

𝐜𝐚𝐦𝐩 𝐚𝐥𝐥𝐨𝐰𝐚𝐧𝐜𝐞𝐬,

𝐨𝐟𝐟𝐢𝐜𝐢𝐚𝐥𝐬’ 𝐞𝐬𝐭𝐚𝐜𝐨𝐝𝐞𝐬,

accommodation, transport and other authorised expenses. Variable performance bonuses and fixture changes can be supported through contingencies and documented supplementary approvals.

𝐓𝐡𝐢𝐬 𝐢𝐬 𝐧𝐨𝐭 𝐫𝐨𝐜𝐤𝐞𝐭 𝐬𝐜𝐢𝐞𝐧𝐜𝐞.

𝐈𝐭 𝐢𝐬 𝐨𝐫𝐝𝐢𝐧𝐚𝐫𝐲 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠.

An allocation is not cash in the bank. Officials must verify available funds, disclose shortfalls and resolve financing before promising payment. Supplementary budgets should address genuine changes, not indefinitely recycle already earned entitlements.

Where a calendar changes, finance staff should revise the forecast. Where a tournament extends because the team progresses, performance-related obligations should already have an approved calculation method.

These are foreseeable management tasks, not surprises that justify leaving people unpaid.

𝐓𝐇𝐄𝐘 𝐏𝐑𝐄𝐏𝐀𝐑𝐄𝐃 𝐓𝐇𝐄 𝐁𝐔𝐃𝐆𝐄𝐓𝐒. 𝐍𝐎𝐖 𝐓𝐇𝐄𝐘 𝐌𝐔𝐒𝐓 𝐀𝐂𝐂𝐎𝐔𝐍𝐓 𝐅𝐎𝐑 𝐓𝐇𝐄 𝐌𝐎𝐍𝐄𝐘.

On 𝐎𝐜𝐭𝐨𝐛𝐞𝐫 𝟒, 𝟐𝟎𝟐𝟒, the NFF Congress approved a proposed 𝟐𝟎𝟐𝟓 𝐛𝐮𝐝𝐠𝐞𝐭 𝐨𝐟 ₦𝟏𝟕.𝟔 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 during 𝐈𝐛𝐫𝐚𝐡𝐢𝐦 𝐆𝐮𝐬𝐚𝐮’s presidency.

On 𝐉𝐚𝐧𝐮𝐚𝐫𝐲 𝟏𝟒, 𝟐𝟎𝟐𝟓, 𝐒𝐡𝐞𝐡𝐮 𝐃𝐢𝐤𝐤𝐨, Chairman of the National Sports Commission, defended the Commission’s budget before the House Committee on Sports, chaired by 𝐇𝐨𝐧. 𝐊𝐚𝐛𝐢𝐫𝐮 𝐀𝐦𝐚𝐝𝐮.

These are not administrators unfamiliar with annual budgets, financial projections or the obligations of public office.

Nigeria’s football authorities plan competitions, prepare expenditure estimates, approve programmes and operate established financial structures.

Meanwhile, President 𝐁𝐨𝐥𝐚 𝐀𝐡𝐦𝐞𝐝 𝐓𝐢𝐧𝐮𝐛𝐮 approved a 𝐍𝟏𝟐 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 intervention in 𝟐𝟎𝟐𝟒 intended to settle outstanding national-team wages and bonuses. Its utilisation subsequently became the subject of reported 𝐄𝐅𝐂𝐂 𝐚𝐧𝐝 𝐈𝐂𝐏𝐂 investigations.

So let the officials responsible produce the records.

𝐖𝐡𝐨 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐬𝐞𝐝 𝐭𝐡𝐞 𝐩𝐚𝐲𝐦𝐞𝐧𝐭𝐬?

𝐖𝐡𝐨 𝐫𝐞𝐜𝐞𝐢𝐯𝐞𝐝 𝐭𝐡𝐞 𝐦𝐨𝐧𝐞𝐲?

𝐖𝐡𝐨 𝐚𝐩𝐩𝐫𝐨𝐯𝐞𝐝 𝐭𝐡𝐞 𝐝𝐢𝐬𝐛𝐮𝐫𝐬𝐞𝐦𝐞𝐧𝐭𝐬?

𝐖𝐡𝐨 𝐫𝐞𝐦𝐚𝐢𝐧𝐬 𝐮𝐧𝐩𝐚𝐢𝐝, 𝐚𝐧𝐝 𝐰𝐡𝐲?

Chairman 𝐒𝐡𝐞𝐡𝐮 𝐃𝐢𝐤𝐤𝐨, the outstanding entitlements of coaches, players and staff must not disappear with another change in administration.

𝐏𝐚𝐲 𝐚𝐥𝐥 𝐯𝐞𝐫𝐢𝐟𝐢𝐞𝐝 𝐨𝐮𝐭𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐨𝐛𝐥𝐢𝐠𝐚𝐭𝐢𝐨𝐧𝐬.

𝐓𝐫𝐚𝐜𝐞 𝐭𝐡𝐞 𝐟𝐮𝐧𝐝𝐬.

𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲 𝐭𝐡𝐞 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐨𝐟𝐟𝐢𝐜𝐢𝐚𝐥𝐬.

𝐄𝐧𝐟𝐨𝐫𝐜𝐞 𝐜𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 𝐰𝐡𝐞𝐫𝐞 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐦𝐢𝐬𝐜𝐨𝐧𝐝𝐮𝐜𝐭 𝐢𝐬 𝐞𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡𝐞𝐝.

𝐓𝐡𝐢𝐬 𝐢𝐬 𝐧𝐨𝐭 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐬 𝐮𝐬𝐮𝐚𝐥.

Nigerian football cannot continue to treat the livelihoods of players and coaches as obligations that can be postponed without consequence.

Accountability must outlive every administration.

𝐎𝐔𝐓𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆 𝐏𝐀𝐘𝐌𝐄𝐍𝐓𝐒 𝐌𝐔𝐒𝐓 𝐁𝐄 𝐒𝐄𝐓𝐓𝐋𝐄𝐃 — 𝐀𝐍𝐃 𝐑𝐄𝐒𝐏𝐎𝐍𝐒𝐈𝐁𝐈𝐋𝐈𝐓𝐘 𝐌𝐔𝐒𝐓 𝐁𝐄 𝐄𝐒𝐓𝐀𝐁𝐋𝐈𝐒𝐇𝐄𝐃

Chairman 𝐒𝐡𝐞𝐡𝐮 𝐃𝐢𝐤𝐤𝐨, this is a direct appeal to the 𝐍𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐩𝐨𝐫𝐭𝐬 𝐂𝐨𝐦𝐦𝐢𝐬𝐬𝐢𝐨𝐧 (𝐍𝐒𝐂), the 𝐍𝐅𝐅 and all relevant oversight authorities.

𝐀𝐥𝐥 𝐯𝐞𝐫𝐢𝐟𝐢𝐞𝐝 𝐨𝐮𝐭𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐜𝐨𝐚𝐜𝐡𝐞𝐬’ 𝐬𝐚𝐥𝐚𝐫𝐢𝐞𝐬, 𝐩𝐥𝐚𝐲𝐞𝐫𝐬’ 𝐛𝐨𝐧𝐮𝐬𝐞𝐬, 𝐜𝐚𝐦𝐩 𝐚𝐥𝐥𝐨𝐰𝐚𝐧𝐜𝐞𝐬 𝐚𝐧𝐝 𝐬𝐭𝐚𝐟𝐟 𝐞𝐬𝐭𝐚𝐜𝐨𝐝𝐞𝐬 𝐦𝐮𝐬𝐭 𝐛𝐞 𝐩𝐚𝐢𝐝.

Not forgotten because an administration has departed.

Not postponed indefinitely because another budget is being prepared.

Not buried beneath another round of promises.

The responsible authorities should establish 𝐰𝐡𝐚𝐭 𝐰𝐚𝐬 𝐚𝐩𝐩𝐫𝐨𝐯𝐞𝐝, 𝐰𝐡𝐚𝐭 𝐰𝐚𝐬 𝐚𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐫𝐞𝐥𝐞𝐚𝐬𝐞𝐝, 𝐰𝐡𝐨 𝐫𝐞𝐜𝐞𝐢𝐯𝐞𝐝 𝐭𝐡𝐞 𝐟𝐮𝐧𝐝𝐬, 𝐡𝐨𝐰 𝐭𝐡𝐞𝐲 𝐰𝐞𝐫𝐞 𝐬𝐩𝐞𝐧𝐭 and 𝐰𝐡𝐲 𝐚𝐧𝐲 𝐯𝐞𝐫𝐢𝐟𝐢𝐞𝐝 𝐨𝐛𝐥𝐢𝐠𝐚𝐭𝐢𝐨𝐧𝐬 𝐫𝐞𝐦𝐚𝐢𝐧 𝐮𝐧𝐩𝐚𝐢𝐝.

Where investigations or audits establish negligence, unauthorised expenditure, diversion of funds or other financial misconduct, 𝐭𝐡𝐨𝐬𝐞 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐦𝐮𝐬𝐭 𝐟𝐚𝐜𝐞 𝐚𝐩𝐩𝐫𝐨𝐩𝐫𝐢𝐚𝐭𝐞 𝐚𝐝𝐦𝐢𝐧𝐢𝐬𝐭𝐫𝐚𝐭𝐢𝐯𝐞, 𝐜𝐢𝐯𝐢𝐥 𝐨𝐫 𝐜𝐫𝐢𝐦𝐢𝐧𝐚𝐥 𝐜𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 𝐚𝐬 𝐩𝐫𝐨𝐯𝐢𝐝𝐞𝐝 𝐛𝐲 𝐥𝐚𝐰.

Settling unpaid entitlements provides justice to those who earned them. Establishing responsibility and enforcing consequences helps deter future violations.

𝐓𝐡𝐞 𝐧𝐞𝐱𝐭 𝐚𝐝𝐦𝐢𝐧𝐢𝐬𝐭𝐫𝐚𝐭𝐢𝐨𝐧 𝐦𝐮𝐬𝐭 𝐧𝐨𝐭 𝐢𝐧𝐡𝐞𝐫𝐢𝐭 𝐚 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐰𝐡𝐞𝐫𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐜𝐚𝐧 𝐟𝐚𝐢𝐥 𝐭𝐨 𝐚𝐜𝐜𝐨𝐮𝐧𝐭 𝐟𝐨𝐫 𝐩𝐮𝐛𝐥𝐢𝐜 𝐦𝐨𝐧𝐞𝐲 𝐚𝐧𝐝 𝐬𝐢𝐦𝐩𝐥𝐲 𝐰𝐚𝐥𝐤 𝐚𝐰𝐚𝐲.

This cannot be business as usual.

𝐏𝐚𝐲 𝐭𝐡𝐨𝐬𝐞 𝐰𝐡𝐨 𝐚𝐫𝐞 𝐨𝐰𝐞𝐝.

𝐀𝐜𝐜𝐨𝐮𝐧𝐭 𝐟𝐨𝐫 𝐞𝐯𝐞𝐫𝐲 𝐫𝐞𝐥𝐞𝐯𝐚𝐧𝐭 𝐩𝐮𝐛𝐥𝐢𝐜 𝐚𝐥𝐥𝐨𝐜𝐚𝐭𝐢𝐨𝐧.

𝐇𝐨𝐥𝐝 𝐭𝐡𝐨𝐬𝐞 𝐟𝐨𝐮𝐧𝐝 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐭𝐨 𝐚𝐜𝐜𝐨𝐮𝐧𝐭.

𝐀𝐧𝐝 𝐞𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡 𝐜𝐨𝐧𝐭𝐫𝐨𝐥𝐬 𝐭𝐡𝐚𝐭 𝐩𝐫𝐞𝐯𝐞𝐧𝐭 𝐚𝐧𝐨𝐭𝐡𝐞𝐫 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐩𝐥𝐚𝐲𝐞𝐫𝐬 𝐚𝐧𝐝 𝐜𝐨𝐚𝐜𝐡𝐞𝐬 𝐟𝐫𝐨𝐦 𝐬𝐮𝐟𝐟𝐞𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐟𝐚𝐢𝐥𝐮𝐫𝐞𝐬.

𝐅𝐑𝐎𝐌 𝐍𝐀𝐓𝐈𝐎𝐍𝐀𝐋 𝐁𝐔𝐃𝐆𝐄𝐓 𝐓𝐎 𝐀𝐂𝐓𝐔𝐀𝐋 𝐏𝐀𝐘𝐌𝐄𝐍𝐓: 𝐖𝐇𝐄𝐑𝐄 𝐈𝐒 𝐓𝐇𝐄 𝐀𝐂𝐂𝐎𝐔𝐍𝐓𝐀𝐁𝐈𝐋𝐈𝐓𝐘?

There is an irony in the recurring disputes over unpaid coaches’ salaries, players’ bonuses and allowances.

Every year, the Federal Government presents its budget to the 𝐍𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐀𝐬𝐬𝐞𝐦𝐛𝐥𝐲. Sports allocations are examined, defended and approved through established procedures.

In 𝟐𝟎𝟐𝟒, President 𝐁𝐨𝐥𝐚 𝐀𝐡𝐦𝐞𝐝 𝐓𝐢𝐧𝐮𝐛𝐮 approved a 𝐍𝟏𝟐 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 intervention intended to address outstanding national-team obligations.

The 𝐍𝐅𝐅 had also proposed approximately 𝐍𝟏𝟒.𝟒𝟗 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 in expenditure for 2024.

In 𝐉𝐚𝐧𝐮𝐚𝐫𝐲 𝟐𝟎𝟐𝟓, 𝐒𝐡𝐞𝐡𝐮 𝐃𝐢𝐤𝐤𝐨, Chairman of the 𝐍𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐩𝐨𝐫𝐭𝐬 𝐂𝐨𝐦𝐦𝐢𝐬𝐬𝐢𝐨𝐧 (𝐍𝐒𝐂), appeared before National Assembly sports committees to defend the proposed sports budget.

These are documented financial planning and oversight processes.

The responsibility does not end when a budget is approved or an intervention announced.

𝐇𝐨𝐰 𝐦𝐮𝐜𝐡 𝐰𝐚𝐬 𝐚𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐫𝐞𝐥𝐞𝐚𝐬𝐞𝐝?

𝐖𝐡𝐨 𝐫𝐞𝐜𝐞𝐢𝐯𝐞𝐝 𝐢𝐭?

𝐖𝐡𝐚𝐭 𝐨𝐛𝐥𝐢𝐠𝐚𝐭𝐢𝐨𝐧𝐬 𝐰𝐞𝐫𝐞 𝐬𝐞𝐭𝐭𝐥𝐞𝐝?

𝐖𝐡𝐢𝐜𝐡 𝐩𝐚𝐲𝐦𝐞𝐧𝐭𝐬 𝐫𝐞𝐦𝐚𝐢𝐧 𝐨𝐮𝐭𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠?

Chairman 𝐒𝐡𝐞𝐡𝐮 𝐃𝐢𝐤𝐤𝐨, these questions deserve documented answers. Any outstanding, verified entitlements owed to coaches, players and staff should be reconciled and paid through the responsible authorities.

Where public funds have been released, there should be a traceable record from approval to receipt, disbursement and final beneficiary.

Where funds were not released, Nigerians deserve an explanation.

𝐓𝐡𝐢𝐬 𝐜𝐚𝐧𝐧𝐨𝐭 𝐛𝐞 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐬 𝐮𝐬𝐮𝐚𝐥.

An administration may leave office. Its financial obligations do not disappear with it.

𝐍𝐨 𝐨𝐮𝐭𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐞𝐧𝐭𝐢𝐭𝐥𝐞𝐦𝐞𝐧𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐛𝐞 𝐚𝐥𝐥𝐨𝐰𝐞𝐝 𝐭𝐨 𝐝𝐢𝐬𝐚𝐩𝐩𝐞𝐚𝐫 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐬𝐢𝐥𝐞𝐧𝐜𝐞 𝐨𝐟 𝐚𝐧𝐨𝐭𝐡𝐞𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧.

The records must survive. The obligations must be resolved. And those entrusted with public resources must account for their stewardship.

Nigerians have every right to continue asking for that accounting.

𝐅𝐎𝐔𝐑𝐓𝐇: 𝐏𝐀𝐘 𝐏𝐄𝐎𝐏𝐋𝐄 𝐖𝐇𝐄𝐍 𝐓𝐇𝐄𝐈𝐑 𝐌𝐎𝐍𝐄𝐘 𝐅𝐀𝐋𝐋𝐒 𝐃𝐔𝐄

A coach’s contractual salary remains due whether the team is home or abroad. Players’ earned bonuses and camp allowances, and staff’s approved estacodes, must follow their agreed payment schedules.

𝐄𝐥𝐞𝐜𝐭𝐫𝐨𝐧𝐢𝐜 𝐭𝐫𝐚𝐧𝐬𝐟𝐞𝐫𝐬 and authorised payroll instructions can be prepared before travel. No official needs to carry envelopes of cash across borders for routine payments.

𝐈𝐟 𝐚𝐧 𝐞𝐧𝐭𝐢𝐭𝐥𝐞𝐦𝐞𝐧𝐭 𝐛𝐞𝐜𝐨𝐦𝐞𝐬 𝐝𝐮𝐞 𝐢𝐧 𝐜𝐚𝐦𝐩, 𝐭𝐡𝐞 𝐫𝐞𝐜𝐢𝐩𝐢𝐞𝐧𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐫𝐞𝐜𝐞𝐢𝐯𝐞 𝐭𝐡𝐞 𝐛𝐚𝐧𝐤 𝐚𝐥𝐞𝐫𝐭 𝐢𝐧 𝐜𝐚𝐦𝐩.

When funding is delayed, the federation should record the shortfall, identify who must resolve it and communicate a firm payment timetable. When funding has already been released, the payment trail should show whether it reached the people entitled to it.

Successive public disputes over coaching and player payments demonstrate the human cost of weak administration. Families depend on those earnings. A national-team assignment should not become a journey to recover wages.

𝐏𝐥𝐚𝐲𝐞𝐫𝐬 𝐚𝐧𝐝 𝐜𝐨𝐚𝐜𝐡𝐞𝐬 𝐚𝐫𝐞 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐟𝐞𝐝𝐞𝐫𝐚𝐭𝐢𝐨𝐧’𝐬 𝐞𝐦𝐞𝐫𝐠𝐞𝐧𝐜𝐲 𝐥𝐞𝐧𝐝𝐢𝐧𝐠 𝐟𝐚𝐜𝐢𝐥𝐢𝐭𝐲.

There should also be a secure, documented process for raising missing-payment complaints without requiring public confrontation. An acknowledgement, claim reference and resolution deadline would protect workers and give management a clear audit trail.

𝐅𝐈𝐅𝐓𝐇: 𝐌𝐀𝐊𝐄 𝐓𝐇𝐄 𝐃𝐄𝐏𝐀𝐑𝐓𝐌𝐄𝐍𝐓𝐒 𝐀𝐂𝐂𝐎𝐔𝐍𝐓𝐀𝐁𝐋𝐄

Finance must reconcile accounts. Competitions must deliver schedules. Technical development must support coaching and youth programmes. Legal officers must protect contractual obligations; marketing must develop sustainable revenue; internal audit must follow up control failures.

Each department needs an accountable officer, a realistic budget and measurable deliverables. Leadership should supervise professional systems, not bypass them.

Commercial partnerships should be recorded against deliverables, and finance teams should maintain separation between payment approval, processing and reconciliation.

𝐒𝐈𝐗𝐓𝐇: 𝐆𝐈𝐕𝐄 𝐒𝐓𝐀𝐊𝐄𝐇𝐎𝐋𝐃𝐄𝐑𝐒 𝐀 𝐖𝐎𝐑𝐊𝐈𝐍𝐆 𝐕𝐎𝐈𝐂𝐄

Players’ representatives should have clear, legitimate consultation channels consistent with applicable statutes. Women’s football, coaches, referees, clubs and grassroots programmes also need structured participation.

Consultation must produce recorded decisions and follow-up responsibilities.

𝐀 𝐬𝐞𝐚𝐭 𝐚𝐭 𝐭𝐡𝐞 𝐭𝐚𝐛𝐥𝐞 𝐢𝐬 𝐰𝐨𝐫𝐭𝐡𝐥𝐞𝐬𝐬 𝐰𝐡𝐞𝐧 𝐞𝐯𝐞𝐫𝐲 𝐜𝐨𝐧𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧 𝐟𝐚𝐥𝐥𝐬 𝐛𝐞𝐧𝐞𝐚𝐭𝐡 𝐢𝐭.

Selection of representatives must be transparent enough that active players can recognise the people speaking on their behalf.

𝐒𝐄𝐕𝐄𝐍𝐓𝐇: 𝐏𝐔𝐁𝐋𝐈𝐒𝐇 𝐀 𝐑𝐄𝐅𝐎𝐑𝐌 𝐒𝐂𝐎𝐑𝐄𝐂𝐀𝐑𝐃

Quarterly reports should identify unpaid obligations, settled claims, audit corrections, programme milestones and unexplained delays. Each entry needs an owner, deadline and verifiable result.

Within 𝟑𝟎 𝐝𝐚𝐲𝐬, leadership should review contracts and immediate risks. By 𝐝𝐚𝐲 𝟔𝟎, publish or present an authorised prioritised action plan. By 𝐝𝐚𝐲 𝟗𝟎, report what has been completed and what remains outstanding.

These are proposed standards for incoming leaders, not claims of an existing NFF programme.

𝐄𝐍𝐃 𝐓𝐇𝐄 𝐑𝐄𝐕𝐎𝐋𝐕𝐈𝐍𝐆 𝐃𝐎𝐎𝐑 𝐎𝐅 𝐔𝐍𝐑𝐄𝐒𝐎𝐋𝐕𝐄𝐃 𝐈𝐍𝐕𝐄𝐒𝐓𝐈𝐆𝐀𝐓𝐈𝐎𝐍𝐒

Investigations into Nigerian football finances should produce documented conclusions, not disappear from public attention when administrations change.

Where sufficient admissible evidence establishes a basis for prosecution, the appropriate authorities should pursue proceedings in accordance with the law.

Where allegations are unsupported or proceedings end without a finding of wrongdoing, the outcome should also be reported accurately.

𝐈𝐟 𝐭𝐡𝐞 𝐞𝐯𝐢𝐝𝐞𝐧𝐜𝐞 𝐬𝐮𝐩𝐩𝐨𝐫𝐭𝐬 𝐩𝐫𝐨𝐬𝐞𝐜𝐮𝐭𝐢𝐨𝐧, 𝐩𝐫𝐨𝐬𝐞𝐜𝐮𝐭𝐞.

𝐈𝐟 𝐢𝐭 𝐝𝐨𝐞𝐬 𝐧𝐨𝐭, 𝐜𝐥𝐞𝐚𝐫 𝐭𝐡𝐞 𝐫𝐞𝐜𝐨𝐫𝐝.

Those found responsible for financial misconduct should face the applicable consequences, while verified outstanding entitlements to players, coaches and staff must be settled.

𝐀𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐬 𝐛𝐨𝐭𝐡 𝐣𝐮𝐬𝐭𝐢𝐜𝐞 𝐚𝐧𝐝 𝐟𝐚𝐢𝐫𝐧𝐞𝐬𝐬.

𝐀 𝐇𝐈𝐆𝐇-𝐋𝐄𝐕𝐄𝐋 𝐑𝐎𝐀𝐃𝐌𝐀𝐏 𝐅𝐎𝐑 𝐍𝐈𝐆𝐄𝐑𝐈𝐀𝐍 𝐅𝐎𝐎𝐓𝐁𝐀𝐋𝐋

Drawing on my professional experience in project management and organisational operations, I have developed this high-level roadmap as a contribution to the ongoing discussion on Nigerian football reforms.

The framework outlines practical priorities, responsibilities, timelines and measurable outcomes that can support meaningful institutional improvements.

It is an independent proposal, open to discussion, refinement and consideration by the appropriate authorities and football stakeholders.

The objective is not simply to identify what needs to change, but to encourage practical steps toward achieving those changes.

𝐍𝐢𝐠𝐞𝐫𝐢𝐚𝐧 𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥 𝐝𝐞𝐬𝐞𝐫𝐯𝐞𝐬 𝐦𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐩𝐫𝐨𝐦𝐢𝐬𝐞𝐬.

𝐈𝐭 𝐝𝐞𝐬𝐞𝐫𝐯𝐞𝐬 𝐦𝐞𝐚𝐬𝐮𝐫𝐚𝐛𝐥𝐞 𝐫𝐞𝐬𝐮𝐥𝐭𝐬.

𝐖𝐞 𝐚𝐫𝐞 𝐚𝐥𝐥 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐭𝐨𝐠𝐞𝐭𝐡𝐞𝐫.

𝐅𝐈𝐅𝐀 𝐈𝐒 𝐍𝐎𝐓 𝐀 𝐒𝐔𝐁𝐒𝐓𝐈𝐓𝐔𝐓𝐄 𝐅𝐎𝐑 𝐅𝐈𝐍𝐀𝐍𝐂𝐈𝐀𝐋 𝐀𝐂𝐂𝐎𝐔𝐍𝐓𝐀𝐁𝐈𝐋𝐈𝐓𝐘

FIFA’s safeguards against improper interference deserve respect. They do not excuse failure to account for public resources or answer legitimate financial questions through lawful channels.

The familiar warning, “𝐅𝐈𝐅𝐀 𝐰𝐢𝐥𝐥 𝐛𝐚𝐧 𝐍𝐢𝐠𝐞𝐫𝐢𝐚,” cannot replace receipts, audits or explanations.

𝐅𝐨𝐨𝐭𝐛𝐚𝐥𝐥 𝐚𝐮𝐭𝐨𝐧𝐨𝐦𝐲 𝐚𝐧𝐝 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐚𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐦𝐮𝐬𝐭 𝐜𝐨𝐞𝐱𝐢𝐬𝐭.

Invoking FIFA should never be a substitute for responding to lawful audit requests or examining whether money appropriated for specific football purposes was used accordingly.

𝐓𝐇𝐄 𝐑𝐎𝐀𝐃 𝐅𝐎𝐑𝐖𝐀𝐑𝐃

We may disagree about individual candidates. We should not disagree about paying earned entitlements, publishing credible accounts and allowing qualified people to compete fairly for responsibility.

Pride in public service should protect the federation’s reputation. A sense of shame should prevent leaders from treating unpaid workers and unanswered financial questions as normal.

𝐍𝐨 𝐦𝐨𝐫𝐞 𝐛𝐮𝐝𝐠𝐞𝐭𝐬 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐫𝐞𝐜𝐨𝐧𝐜𝐢𝐥𝐢𝐚𝐭𝐢𝐨𝐧.

𝐍𝐨 𝐦𝐨𝐫𝐞 𝐬𝐚𝐥𝐚𝐫𝐢𝐞𝐬 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐩𝐚𝐲𝐦𝐞𝐧𝐭 𝐝𝐚𝐭𝐞𝐬.

𝐍𝐨 𝐦𝐨𝐫𝐞 𝐩𝐫𝐨𝐦𝐢𝐬𝐞𝐬 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐨𝐟𝐟𝐢𝐜𝐞𝐫𝐬.

𝐋𝐞𝐭 𝐭𝐡𝐞 𝐟𝐮𝐧𝐝𝐬 𝐛𝐞 𝐚𝐜𝐜𝐨𝐮𝐧𝐭𝐞𝐝 𝐟𝐨𝐫.

𝐋𝐞𝐭 𝐭𝐡𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐛𝐞 𝐩𝐚𝐢𝐝.

𝐋𝐞𝐭 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤 𝐛𝐞 𝐦𝐞𝐚𝐬𝐮𝐫𝐞𝐝.

𝐋𝐞𝐭 𝐭𝐡𝐞 𝐫𝐞𝐬𝐮𝐥𝐭𝐬 𝐬𝐩𝐞𝐚𝐤.

𝐍𝐢𝐠𝐞𝐫𝐢𝐚𝐧 𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥 𝐰𝐢𝐥𝐥 𝐧𝐨𝐭 𝐛𝐞 𝐫𝐞𝐛𝐮𝐢𝐥𝐭 𝐛𝐲 𝐭𝐡𝐞 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞 𝐨𝐟 𝐫𝐞𝐟𝐨𝐫𝐦, 𝐛𝐮𝐭 𝐛𝐲 𝐭𝐡𝐞 𝐝𝐢𝐬𝐜𝐢𝐩𝐥𝐢𝐧𝐞 𝐭𝐨 𝐝𝐞𝐥𝐢𝐯𝐞𝐫 𝐢𝐭.

𝐏𝐚𝐮𝐥 𝐋𝐮𝐜𝐤𝐲 𝐎𝐤𝐨𝐤𝐮

FIFA Legend | Former Nigeria Flying Eagles Vice-Captain | Former Super Eagles International | AFCON Silver Medalist | Football Historian | Football Analyst | Investigative Football Writer | Journalist-at-Large | Founder & CEO, Greater Tomorrow Children’s Fund (GTCF)

𝐅𝐄𝐄𝐃𝐁𝐀𝐂𝐊, 𝐂𝐎𝐌𝐌𝐄𝐍𝐓𝐒 𝐀𝐍𝐃 𝐂𝐎𝐑𝐑𝐄𝐂𝐓𝐈𝐎𝐍𝐒

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𝐏𝐫𝐨𝐩𝐞𝐫 𝐚𝐭𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧 𝐢𝐬 𝐚 𝐜𝐨𝐧𝐝𝐢𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐢𝐬 𝐩𝐞𝐫𝐦𝐢𝐬𝐬𝐢𝐨𝐧.

𝐏𝐥𝐞𝐚𝐬𝐞 𝐟𝐞𝐞𝐥 𝐟𝐫𝐞𝐞 𝐭𝐨 𝐬𝐡𝐚𝐫𝐞 𝐭𝐡𝐢𝐬 𝐚𝐫𝐭𝐢𝐜𝐥𝐞 𝐬𝐨 𝐭𝐡𝐚𝐭 𝐰𝐞 𝐜𝐚𝐧 𝐚𝐥𝐥 𝐥𝐞𝐚𝐫𝐧, 𝐚𝐬𝐤 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬, 𝐡𝐨𝐥𝐝 𝐨𝐮𝐫 𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐥𝐞 𝐚𝐧𝐝 𝐡𝐞𝐥𝐩 𝐩𝐫𝐨𝐭𝐞𝐜𝐭 𝐭𝐡𝐞 𝐟𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐍𝐢𝐠𝐞𝐫𝐢𝐚𝐧 𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥. 𝐖𝐞 𝐚𝐫𝐞 𝐚𝐥𝐥 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐭𝐨𝐠𝐞𝐭𝐡𝐞𝐫.