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A New Approach to the Fight Against Insecurity: Commendations to the DSS and Other Intelligence Agencies

3 Mins read

This is an important lesson in contemporary security management. Successful counter kidnapping operations are not always won on the battlefield. Many are won through painstaking intelligence gathering, patient surveillance, careful analysis and coordinated decision making long before the public becomes aware that an operation is underway.

 

By David Akoji

The recent safe rescue of the kidnapped teachers and pupils from Orire Local Government Area of Oyo State offers Nigerians renewed hope that the country’s security architecture is evolving beyond conventional methods. While many security successes often remain unknown to the public, this operation has provided a rare glimpse into the power of intelligence led policing and inter-agency collaboration.

For years, the fight against kidnapping has largely been viewed through the lens of armed confrontation. Although military strength remains indispensable, the Orire operation demonstrates that intelligence, strategic planning, patience, and psychological operations can be equally decisive in securing victory against criminal elements.

Reports surrounding the operation suggest that it was not a routine rescue mission but a carefully coordinated intelligence exercise. Rather than relying solely on force, security agencies reportedly invested weeks in gathering actionable intelligence, identifying the criminal network, tracking individuals connected to the kidnappers across several states, and carefully studying their operational structure.

This approach reflects a growing understanding that modern security threats require modern responses. Criminal networks thrive on secrecy, mobility and psychological advantage. Defeating them therefore demands superior intelligence, meticulous coordination and strategic thinking.

Perhaps the most remarkable aspect of the operation was the apparent shift in psychological advantage. According to available accounts, once security agencies identified and secured relatives of members of the kidnapping network, the kidnappers reportedly realised that they no longer controlled the situation. Their confidence diminished as they faced increasing pressure from within their own circles. Appeals from family members reportedly encouraged the release of the innocent victims, demonstrating how intelligence can sometimes achieve what sustained confrontation may struggle to accomplish.

This is an important lesson in contemporary security management. Successful counter kidnapping operations are not always won on the battlefield. Many are won through painstaking intelligence gathering, patient surveillance, careful analysis and coordinated decision making long before the public becomes aware that an operation is underway.

Such outcomes deserve commendation.

The Department of State Services, the intelligence community, the Armed Forces, the Nigeria Police Force and other security agencies continue to operate under extremely difficult conditions. Their successes are frequently overshadowed by the unfortunate incidents that naturally attract greater public attention. Yet operations such as the Orire rescue remind us that significant victories are being recorded through professionalism, collaboration and improved intelligence capabilities.

Special recognition goes to Mr Adeola Oluwatosin Ajayi, DG of the Department of State Services commendations should also be extended to Gen Christopher Musa Rtd, Minister of Defence and Nuhu Ribadu NSA for the coordination efforts within Nigeria’s national security framework. The Office of the National Security Adviser has consistently emphasized intelligence driven responses to emerging security threats, and operations of this nature reinforce the value of that strategic direction.

Equally deserving of appreciation are the numerous intelligence officers whose names may never appear in newspapers or television reports. Their work is largely invisible, often requiring months of surveillance, analysis, infiltration and coordination before tangible results emerge. Their sacrifices contribute immensely to national security.

The successful rescue of the Orire victims also sends a powerful message to criminal groups across Nigeria. It demonstrates that security agencies are increasingly capable of penetrating criminal networks, understanding their structures and employing innovative strategies that undermine their confidence and operational effectiveness. As intelligence capabilities continue to improve, kidnapping may gradually become a far riskier and less profitable criminal enterprise.

Nevertheless, one successful operation should not breed complacency. Intelligence agencies require sustained investment in technology, surveillance systems, forensic capabilities, communications infrastructure and personnel development. Enhanced collaboration among federal, state and local security institutions will also remain critical to sustaining these gains.

Citizens equally have an important role to play. Timely information sharing, community vigilance and public trust in security institutions remain indispensable components of effective intelligence gathering. Security is ultimately a shared responsibility between government institutions and the communities they serve.

The Orire rescue should therefore be celebrated not merely because innocent teachers and pupils regained their freedom, but because it represents an encouraging evolution in Nigeria’s approach to combating insecurity. It illustrates that intelligence, patience, precision and strategic coordination can produce outcomes that excessive force alone may not achieve.

As Nigeria continues its determined fight against kidnapping, terrorism and organised crime, the country must continue to strengthen its intelligence ecosystem while supporting the dedicated men and women who work quietly behind the scenes to keep our nation safe.

The rescue of the Orire victims is more than a successful security operation; it is a reminder that the future of national security lies not only in superior firepower, but in superior intelligence.

For this, the Department of State Services, the National Intelligence Agency, Defence Intelligence Agency, the Armed Forces, the Nigeria Police Force, the Office of the National Security Adviser and every security operative involved deserve the gratitude and commendation of a grateful nation.

  • David Akoji is Director, Special Duties/ State Operations at National Orientation Agency Headquarters

   

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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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. 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