Public scrutiny of government actions is fundamental to democratic accountability. Investigative journalism—when grounded in context, evidence, and balance—strengthens governance and improves service delivery. However, narratives that isolate present challenges from historical realities, ongoing reforms, and measurable progress risk presenting an incomplete picture.
Recent reports on Primary Health Care (PHC) facilities in Ogun State have projected a narrative of stagnation and neglect, often implying that current deficiencies are recent and unattended. That framing does not fully reflect the complexity of the challenges nor the scale of reforms underway.
The reality is more nuanced.
When Governor Prince Dapo Abiodun, CON, assumed office in 2019, Ogun State’s primary healthcare system was already severely weakened. Many PHCs—particularly in rural and hard-to-reach communities—had suffered years, sometimes decades, of infrastructural decay. Electricity supply was unreliable or non-existent. Water systems were inadequate. Equipment was obsolete. Staff accommodation was poor or absent. Community trust had eroded. In several instances, health workers improvised just to keep essential services running.
These conditions were inherited. They were not created in 2019, and they could not be reversed overnight. Primary healthcare systems deteriorate gradually—and rebuilding them requires phased, systemic, and sustained interventions.
Upon assumption of office, the administration conducted statewide facility assessments, engaging frontline workers and identifying structural, manpower, and governance gaps. This informed a reform strategy focused not on cosmetic fixes but on systems strengthening, leadership restructuring, and strategic partnerships.
A technically competent health leadership team was constituted with a mandate to drive institutional reform and improve service delivery. That governance architecture has since improved coordination, policy coherence, and engagement with development partners.
Across the State, tangible interventions are visible. Facilities that once relied on torchlights during deliveries now operate with 24-hour solar power. Purpose-built staff quarters have improved retention in rural postings. Perimeter fencing, upgraded infrastructure, and modern equipment now support essential services including maternal and child health, immunisation, and disease surveillance.
To date, over 60 PHCs have been renovated by the State Government. Through strategic partnerships—particularly the World Bank-supported IMPACT Project and the Basic Healthcare Provision Fund—80 PHCs across all 20 Local Government Areas have been revitalised as the first phase of a broader reform programme.
The objective is clear: create standardised, well-equipped facilities capable of delivering quality care while reducing under-five mortality and improving outcomes for women and children. Rigorous contractor selection and multi-layered monitoring systems—including World Bank oversight and independent verification—have been
instituted to ensure accountability and value for money.
Infrastructure alone, however, cannot deliver quality healthcare.
In partnership with IMPACT, the State has initiated the recruitment of over 400 Community Health Workers across the 20 LGAs to close workforce gaps, especially in underserved areas. Continuous training, supportive supervision, and structured deployment of senior health personnel reinforce service quality. Digital tools—including laptops for data collection—are strengthening evidence-based planning and monitoring.
Specific facilities highlighted in recent reports also require context. Ikereku Health Post in Abeokuta North, for example, is a colonial-era structure that became largely inactive due to significant rural–urban migration. Prior to 2019, it had been closed. It has since reopened as a basic daytime facility, not designated for maternity services due to staffing realities and limited utilisation.
With only a small number of households in its catchment area, outreach services now prioritise neighbouring communities with higher population density. Residents are served by three functional health centres nearby. Plans are in place to rationalise services further upon completion of a new facility at Ibara Orile, with staff redeployed to higher-need areas. This reflects resource optimisation—not neglect.
External validation reinforces this reform trajectory.
During a January 28, 2026 visit, the World Bank Vice President commended Ogun State’s investments in primary healthcare, acknowledging strengthened PHCs as contributors to improved system resilience and health outcomes. Additionally, for the second consecutive year, Ogun State emerged runner-up in the Nigeria Governors’ Forum Primary Health Care Leadership Challenge, securing a $400,000 award based on performance benchmarks—not rhetoric.
None of this suggests that all PHCs have reached optimal standards. Some facilities remain in need of intervention. Demographic pressures and resource constraints persist. But governance is measured not by the absence of challenges, but by the clarity of direction and consistency of reform.
More facilities have been earmarked for upgrading in subsequent budget cycles, reinforcing a phased and sustainable recovery strategy.
Healthcare reporting should illuminate both gaps and progress. Portraying Ogun State’s PHC system as static since 2019 overlooks the structured and deliberate rebuilding of a fragile system. The more accurate narrative is one of transition—from long-standing neglect to institutional recovery.
What is underway is foundational reform: infrastructure renewal, energy security, workforce expansion, leadership strengthening, and strategic global partnerships.
The journey toward universal, high-quality primary healthcare continues. But the groundwork being laid today provides a credible platform for durable and equitable improvement in the years ahead.