2027: How YPP will end food insecurity, unveils 50-hectare ward development model

As the 2027 general elections draw near, revamping critical economic sectors becomes a top priority among presidential candidates and many seeking political positions from numerous political parties.

To some candidates, however, it is not to score cheap political campaign points, but to address existential issues as part of a roadmap for the incoming government.

Consequently, the presidential candidate of the Young Progressives Party (YPP), Architect Peter Agada, notes that food security remains critical in Nigeria and must be addressed head-on to save the lives of millions already living in abject poverty of below $2 a day.

Records indicate that previous administrations have released billions to address the issue of food security, with little to show as an outcome.

Dr Peter Agada, who released the trenches sectoral economic blueprint, proposes 329 personnel per ward, a corrected annual payroll of N656.76 million, and a national project envelope of approximately N32.846 trillion.

According to him, the policy paper detailing a Ward Development Model is built around a 50-hectare platform per ward. The model also combines housing and construction, healthcare, agriculture and food production, education, SME clusters, power, security and basic infrastructure. Approximately 25–40 hectares would be assigned to food production and SME clusters, with 10 hectares reserved for housing and social services, including schools and medical facilities.

The paper posits the LabourDirect proposal into a policy-ready format while correcting arithmetic errors. The source document proposed 329 personnel per ward and reported a payroll of N77.95 million per month and N935.4 million per annum. A line-by-line review showed the agriculture subtotal was overstated. Using individual staffing and salary lines as controlling inputs, the corrected payroll is N54.73 million per month and N656.76 million per annum per ward.

The employment architecture distributes the 329 personnel as follows: Professional Consultants 20 (monthly payroll N5.000m, annual N60.000m); Artisans 127 (N19.050m monthly, N228.600m annual); Health & Medical 13 (N2.550m monthly, N30.600m annual); Agriculture / Farmstead 60 (N8.960m monthly, N107.520m annual); Education 40 (N7.620m monthly, N91.440m annual); SME Clusters 50 (N9.120m monthly, N109.440m annual); and Security 19 (N2.430m monthly, N29.160m annual). The corrected total remains 329 personnel, N54.730m monthly and N656.760m annually.

The paper, which is an arithmetic correction note on agriculture, farmstead and food production, explains that monthly line items of N1.10m, N0.44m, N0.66m, N0.44m, N0.54m, N0.44m, N0.54m, N4.56m and N0.24m total N8.96m monthly (N107.52m annually), rather than the source subtotal of N32.18m monthly (N386.16m annually). This correction reduces the consolidated payroll by N23.22m per month, or N278.64m per annum per ward. The 60 agriculture personnel comprise five soil scientists/botanists, two metallurgical engineers, three agricultural extension workers, two veterinary doctors, three veterinary assistants, two agronomists, three tractor mechanics, 38 farmstead labourers and two drivers.

Sector programmes specify staffing and equipment. Housing Development & Construction deploys 20 professional consultants and 127 artisans, including architects, structural, electrical and civil engineers, builders, town planners, surveyors, welders, masons, labourers, plumbers, electricians, carpenters and painters.

The medical sector includes two medical doctors, two pharmacists, four nurses, two laboratory attendants and three primary-healthcare support staff per ward.

On agriculture, he emphasises mechanised farming, greenhouses and seedlings. The paper detailed that education provides 13 primary-school teachers, 21 secondary-school teachers and six laboratory technicians. SME clusters cover information technologists, machine/miller operators and engineers, fashion designers, lapidaries and artisanal miners, tannery artisans/shoemakers, with proposed equipment including computers, milling machines, sewing machines and cooling vans.

Power, security and basic infrastructure include 1MW of solar power per ward assembled in Nigeria, security geofencing, ward roads, street lighting, mini waterworks, and security staffing of one commander, three supervisors and 15 guards per ward.

The corrected cost model for infrastructure and national projects holds source-stated components constant while applying the corrected payroll. Components per ward are: wages and salaries N656.760m (corrected); 200 two-bedroom housing units N1.060bn; SME clusters and equipment N420.000m; agriculture and food production N30.000m; 1MW solar power N1.000bn; security geofencing N215.700m; and ward roads, streetlights and mini waterworks N346.200m. The indicative corrected total is approximately N3.729 billion per ward. Across 8,809 wards, the corresponding national envelope is approximately N32.846 trillion. These figures are arithmetic derivatives of the source model, not independently verified cost estimates.

National projection metrics include: total wards 8,809; personnel per ward 329; indicative direct personnel positions nationwide 2,898,161; corrected annual payroll per ward N656.760 million; corrected annual payroll nationwide approximately N5.785 trillion; indicative corrected project envelope per ward approximately N3.729 billion; and indicative corrected national project envelope approximately N32.846 trillion.

The funding architecture adopts a blended approach. Source-stated financing totals per ward list: FGN and FCT/non-FAAC component N2.530bn; LGA equity N71m; private equity N560m; total non-loan N3.161bn; credit lines and loans N840m; and source-stated combined financing approximately N4.001bn. Categories include public funding (BHCPF share, proposed FGN direct-to-ward funding, selected programme reallocations), savings and reallocations (food-loss reduction, food-import substitution, lean-government savings, EPC-to-direct-labour savings, oil-sector and subsidy savings), asset/revenue assumptions (land-title valuation, sales of value-added products, social-security tax, health-insurance contributions), equity (LGA equity and private equity), and debt (domestic and foreign credit lines/loans).

Agada’s economic blueprint outlined that governance, accountability, and LabourDirect monitoring rely on ward-level project accounts with transparent inflow and expenditure reporting; digital registration of personnel, contractors, assets and beneficiaries; milestone-based release of capital funding rather than unconditional annual disbursement; geo-tagged evidence for physical projects and productive assets; independent technical certification for housing, power, water and road works; and periodic payroll, procurement and asset audits with public-facing performance dashboards.

The implementation framework moves from pilot to nationwide impact in three stages. The pilot stage is to be implemented in a representative group of wards, validate unit costs, staffing ratios, land requirements and production yields, and refine design based on real data.

Scale-up: the administration would gradually roll out to more wards and states, strengthen supply chains, procurement systems and financing, and build local capacity and partnerships. Nationwide deployment: full national rollout across 8,809 wards, delivering jobs, housing, food security, power, education, healthcare and infrastructure, with continuous monitoring, evaluation and improvement.

Key risks and safeguards include: fiscal risk (projected savings may not materialise at the assumed scale – use conservative scenarios and release funds only against realised resources); debt risk (N840m credit exposure per ward may create material debt-service obligations – build a ward-level cash-flow and repayment model before borrowing); cost risk (housing, solar, roads and equipment unit costs may change – commission independent quantity surveying and competitive market testing); governance risk (large decentralised flows can increase leakage and duplication – use digital controls, independent audit, procurement transparency and public reporting); revenue risk (projected value-added-product sales depend on demand and execution – use market studies, offtake agreements and phased production); and legal/institutional risk (some proposed reallocations or taxes may require legislation or statutory approvals – obtain legal and constitutional review before commitment).

However, the paper emphasises that accountability is not a promise but a system, and that a government that works for the people delivers real results. It positions the Ward Development Model as a pathway to jobs for youth, modern infrastructure, stronger communities, a more productive economy and a brighter future under the banner of one nation, one people, one shared destiny.

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