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Abdulrasaq Abubakar Toyin University: A 21st-Century Vision for Global Education, Set to Takeoff in Ganmo, Ilorin, Kwara State

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By Abdulrahman Aliagan, Abuja

“I walked miles for secondary education and attained higher learning late in life. This university is my way of giving back—to ensure no child from Ganmo or anywhere else must endure what I endured to access quality education.”

— Abdulrasaq Abubakar Toyin

From the right: Alhaji Abdulrasaq Abubakar Toyin, the Proprietor of AATU, to his left Former President, Court of Appeal, Nigeria and the Chairman Board of Trustees of AATU, Justice Isa Ayo Salami and the Secretary to the Board and Project Implementation Committee, Barrister Ahmad Shehu Moyosore at the presentation of the University’s License at Natitional Universities Commission (NUC), Maitama, Abuja.

In the heart of Ganmo, Ifelodun Local Government Area of Kwara State, a new beacon of educational excellence is rising—Abdulrasaq Abubakar Toyin University (AATU). Officially licensed by the National Universities Commission (NUC) on Wednesday in Abuja, AATU is not just another entrant into Nigeria’s expanding higher education landscape. It is a transformative institution born from resilience, inspired by purpose, and powered by excellence.

AATU is a private, not-for-profit university with a mission that transcends conventional academia. Its visionary founder and Chancellor, Alhaji Abdulrasaq Abubakar Toyin, has imbued the institution with his personal journey—a life marked by determination, struggle, and eventual triumph.

While AATU emerges from Ganmo, it is built for the world. The university represents a bold step toward repositioning Nigeria on the global academic map. Its governance structure includes some of the most distinguished minds in academia and administration, both within and outside Nigeria.

Heading the Board of Trustees is the venerable Justice (Dr.) Isa Ayo Salami (OFR, CFR), a respected jurist who described the university’s establishment as:

“The best thing to happen to Ganmo, Ilorin, Kwara State, and Nigeria in general.”

       — Justice Isa Ayo Salami

The Proprietor of Abdulrasaq Abubakar Toyin University, Alhaji Abdulrasaq Abubakar Olanrewaju displaying the University License at NUC, Maitama, Abuja.

His optimism is shared by Prof. (Mrs.) Angela Freemanmiri, former Vice Chancellor of the Federal University Lokoja and an AATU trustee. She praised the founder for assembling:

“Men and women of noble character and global academic reputation.”

“With the caliber of people on the Board of Trustees, I strongly believe the university has started well and is capable of attaining global standards in no time. I promise to contribute all the expertise and experience I have gathered over the years to ensure this citadel of learning stands out.”

          — Angela Freemanmiri

Notably, the Pro-Chancellor and Chairman of Council is Prof. Abdulrasheed Na’Allah, a distinguished scholar and public intellectual, who formerly served as Vice Chancellor of both Kwara State University and the University of Abuja.

Other council members include renowned technocrats and educationists such as Hajia Halimatu Yusuf; Alhaji Kamaru Ibitoye Yusuf (Kamwire), a successful industrialist; and Mr. Adam Nuru, former Managing Director of First City Monument Bank (FCMB).

AATU’s commitment to excellence is already reflected in its infrastructure and strategic academic vision. Prof. Kazeem Alade Gbolagade, current Vice Chancellor of Ahman Pategi University and a member of the Project Implementation Committee (PIC), outlined the readiness of the institution:

“The university is beginning with three faculties and 16 academic programmes. Our classrooms are ready, a state-of-the-art CBT center is installed, the library is fully automated, and our laboratories meet global standards. AATU is not just a university—it is a 21st-century smart university.”

       — Prof. Kazeem Gbolagade,

Faculties and Programmes at Takeoff – September 2025

1. Faculty of Science and Computing

B.Sc. Biochemistry

B.Sc. Biotechnology

B.Sc. Computer Science

B.Sc. Information and Communication Technology

B.Sc. Cyber Security

B.Sc. Software Engineering

B.Sc. Medical Physics

2. Faculty of Agriculture and Environmental Sciences

B.Sc. Agricultural Economics

B.Sc. Architecture

B.Sc. Quantity Surveying

B.Sc. Urban and Regional Planning

B.Sc. Estate Management

3. Faculty of Arts, Management and Social Sciences

B.Sc. Accounting

B.Sc. Economics

B.Sc. Business Administration

B.A. History and International Relations

The PIC, chaired by Prof. Ademola Oladapo Popoola, former Vice Chancellor of Osun State University, is executing the rollout of academic and infrastructural components with strategic precision. Administrative units such as the library, registry, and bursary will be fully automated, underscoring the university’s paperless, smart-campus vision.

Speaking on the journey so far, Barr. Shehu Ahmed Moyosore, Secretary to both the Board of Trustees and the PIC, emphasized the magnitude of the achievement:

“This project is a long-time dream that has come true. It started in 2021 and by 2022, we formally applied for licensing at the NUC—which, to the glory of God, has now become a reality.”

— Barr. Ahmad Shehu Moyosore

He noted that the choice of Ganmo as the university’s location was not accidental but rather intentional. It is the founder’s community, and the decision aligns with his promise to ensure that ordinary citizens, especially from his hometown, can access quality education—based on his own experience of late access to western education.

“I’m not in doubt that the university will positively impact its immediate community and, in time, the wider society. AATU is a not-for-profit university. It’s not about profit, but about building future leaders through quality education. That is why we say AATU is a University for Global Citizenship, focusing not only on Nigeria but the world.”

“We have succeeded in assembling a lofty and capable team—from the Board of Trustees to the University Council—to steer the vision forward.”

Barr. Moyosore also confirmed that the university has submitted its verification application to the NUC, with academic activities expected to commence by September–October 2025, backed by the approved 16 programmes.

Also commenting, Dr. Shehu Lukman Erubu, another PIC member, noted:

“AATU is a dream come true and a fulfillment of promises powered by the proprietor’s passion.”

      — Dr Shehu Lukman Erubu

The university is designed to be technology-driven, entrepreneurship-centered, and innovation-oriented. It emphasizes digital literacy, research, and self-reliance—all of which align with the Federal Government’s renewed emphasis on STEMM (Science, Technology, Engineering, Mathematics, and Medical Sciences).

According to Prof. Abdulganiy Okanla Ahmed, a member of the PIC from the University of Abuja:

“We are building a university ready for global citizenship. With the right partnerships and intellectual capital in place, we are fully prepared to begin academic activities by September 2025.”

— Prof. Abdulganiy Okanla

As Nigeria welcomes 11 new private universities, Abdulrasaq Abubakar Toyin University stands out—not only for its infrastructure or elite governance but for the heart behind its vision. It is a university born out of lived experience, grounded in human dignity, and powered by a mission to educate, enlighten, and elevate.

In a rapidly changing global academic environment, AATU is poised to become a model of what is possible—when purpose meets professionalism and when access to education becomes not just a national policy, but a personal promise fulfilled.

   

About author
Time Nigeria is a modern and general interest Magazine with its Headquarters in Abuja. The Magazine has a remarkable difference in editorial philosophy and goals, it adheres strictly to the ethics of Journalism by using the finest ethos of the profession to promote peace among citizens; identifying and harnessing the nation’s vast resources; celebrating achievements of government agencies, individuals, groups and corporate organizations and above all, repositioning Nigeria for the needed growth and development. Time Nigeria gives emphasis to places and issues that have not been given adequate attention by others. The Magazine is national in outlook and is currently being read and patronized both in print and on our vibrant and active online platform (www.timenigeria.com).
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The Missing Middle of Infrastructure Finance: Why Capital Still Fails to Become Infrastructure

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  By Chidi Nwafor  In October 2023, a Gulf sovereign wealth fund quietly closed a $2 billion allocation to global infrastructure, earmarked in part for emerging-market energy and transport assets. The announcement drew the usual applause: another sign, commentators said, that institutional capital was finally waking up to the infrastructure opportunity in the Global South. Eighteen months later, less than a tenth of that allocation had actually left the fund’s balance sheet. Not because the mandate had changed. Not because the fund had lost appetite. According to two people familiar with the portfolio, the constraint was simpler and more uncomfortable: there were not enough investable projects to put the money into. This is not a story about a reluctant investor. It is a story about capital that wants to move, cannot find enough places willing and able to receive it in a form it can underwrite, and quietly waits instead. Multiply that fund by the hundreds of pension schemes, sovereign wealth vehicles, commercial banks and infrastructure funds now carrying dedicated allocations for emerging-market infrastructure, and a pattern emerges that rarely makes it into a headline: the world is not short of capital for infrastructure. It has capital in historic abundance, sitting adjacent to a historic infrastructure gap, unable to cross the distance between the two. The Comfortable Explanation  The explanation on offer at every major infrastructure summit is a familiar one. Global infrastructure investment needs run into the tens of trillions of dollars over the coming decade; committed capital falls well short; therefore, the problem is one of insufficient funding, and the solution is more of it: more pledges, more blended-finance facilities, more climate funds, more multilateral capital increases. It is a comfortable explanation because it assigns responsibility clearly to governments who under-fund, institutions who under-commit, and it offers a clean remedy: raise more. It is also, on close inspection, not what the evidence shows. Pension funds globally hold trillions in assets under management with explicit infrastructure allocations that remain structurally underweight, not because trustees have rejected the asset class but because deal flow meeting their risk and governance thresholds has not materialised at the pace their mandates assume. Sovereign wealth funds report the same pattern. Commercial banks with dedicated project finance desks describe pipelines that look full at the term-sheet stage and thin dramatically by financial close. Development finance institutions, whose entire purpose is to absorb risk that commercial capital will not, routinely report that their binding constraint is not capital adequacy but the volume of bankable transactions their teams can originate and structure in a given year. None of this fits the scarcity narrative. All of it fits a different one. Availability Is Not Deployability  Capital availability and capital deployability are not the same condition, and the conflation of the two is doing real damage to how the world thinks about the infrastructure gap. Availability asks whether money exists somewhere with a mandate that could, in principle, be pointed at infrastructure. Deployability asks something much narrower and much harder: whether a specific project, at a specific moment, has been engineered, structured, documented and de-risked to the point where an investment committee can approve it without exception. The first condition is met, overwhelmingly, across nearly every category of capital that matters to infrastructure. The second is met by only a small fraction of the projects competing for it. The result is a market that looks, from the outside, like a financing gap, and functions, from the inside, like a conversion problem: an abundance of capital on one side, an abundance of infrastructure need on the other, and an underbuilt set of mechanisms in between capable of turning one into the other at any meaningful scale. Where the Conversion Breaks  The break does not happen at the ends of the process. It happens in the middle, in the unglamorous sequence of work that turns a plausible concept into an instrument a fiduciary can sign. A promising transmission project needs a feasibility study rigorous enough to survive institutional scrutiny rather than optimistic enough to attract early interest. It needs offtake arrangements that hold up under real counterparty and currency risk, not the counterparty risk assumed in a base case. It needs environmental and social documentation calibrated to the standards of the institutions being asked to fund it, not the standards of the jurisdiction hosting it. It needs a legal and commercial structure that allocates risk in ways a commercial lender, not only a development financier, will accept. It needs a sponsor capable of executing what has been proposed, not merely capable of proposing it. Each of these is ordinary project finance discipline. None of it is exotic, and in mature infrastructure markets it happens as a matter of course, absorbed into systems built over decades: specialist advisers, standard-form contracts, established procurement norms, deep pools of transaction expertise. What is missing in the markets where the infrastructure gap is largest is not the standard itself but the machinery that meets it. Projects arrive at investment committees with ambition intact and preparation incomplete, and that gap is treated, again and again, as an individual project’s failure rather than what it actually is: a structural absence in the systems responsible for producing investable transactions at scale. The Missing Middle  This is the Missing Middle of Infrastructure Finance: the institutional architecture that sits between capital that wants to move and infrastructure that needs building, and whose incompleteness explains far more of the global infrastructure gap than any shortfall in committed funds. It consists of project preparation facilities able to fund feasibility and structuring work before commercial viability has been proven. Transaction advisers capable of building deals that satisfy development mandates and commercial return thresholds at once, rather than treating the two as separate constituencies to be managed sequentially. Risk-sharing and guarantee instruments that convert political, regulatory and currency risk into something a commercial balance sheet can underwrite. Aggregation platforms that bundle smaller, individually sub-scale projects into portfolios large enough to justify institutional transaction costs. Standardised documentation that reduces the bespoke legal cost of every new deal. And coordination across ministries, regulators and financiers robust enough that a technically sound project does not die in bureaucratic sequencing after the money has already been found. None of these are new ideas in isolation. What is missing is their assembly into a coherent system, deliberately funded and institutionally accountable, rather than scattered across donor-funded pilots that end when the grant does. The African Dimension  Africa makes this dynamic unusually visible, and consequently offers an unusually clear opportunity to correct it. The continent’s infrastructure financing need, by any measure, is vast. Less understood is that the shortfall is disproportionately one of preparation rather than capital. Nigerian gas-to-power, off-grid solar and mini-grid developers have each demonstrated that individual projects can clear the bankability bar; what has not emerged is systemic pipeline scale, a steady stream of comparably prepared projects large enough to absorb the capital already circling the sector. The pattern repeats, with local variation, from grid infrastructure in East Africa to transport corridors in West Africa. Interested capital is rarely the scarce input. Investment-ready projects are. The Global Comparison  Mature markets solved this problem gradually and mostly invisibly, through decades of institution-building that predates the current infrastructure conversation: specialist project finance units inside banks, standardised PPP frameworks, established regulatory playbooks, deep benches of transaction lawyers and engineers who move between deals rather than between one-off assignments. Emerging and frontier markets are not being asked to meet a lower standard. They are being asked to meet the same standard without having built the same machinery, and then being told, when deals fail to close, that the problem is insufficient funding….
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