The Executive Director of FutureMap Foundation, Dr. Shuaib Sani Shuaib, has said the organisation is bridging the gap between academic training and employment by equipping young Africans with practical digital skills, industry exposure and career opportunities through its flagship Future Tech Fellowship (FTF).

Speaking at a Digital Innovation Workshop for Graduates in Jigawa State, Dr. Shuaib said the Foundation was committed to producing not just graduates but technology professionals capable of driving Africa’s digital transformation.

According to him, while universities continue to produce talented graduates, many struggle to secure meaningful employment because they lack practical experience, mentorship and exposure to industry.

“Through the Future Tech Fellowship, we are building careers, not just graduates. Our objective is to identify promising talent early, nurture it and create clear pathways to employment, entrepreneurship and leadership within Africa’s innovation ecosystem,” he said.

Dr. Shuaib cited the success stories of Ibrahim and Nasir, two former students of Sule Lamido University, who developed an Internet of Things (IoT)-based solution to help fish farmers monitor pond conditions and optimise feeding schedules during an innovation competition in Jigawa State.

He explained that after recognising their potential, the Foundation invited both innovators to Abuja, where they became part of an ecosystem that enabled them to collaborate with engineers, researchers, designers and entrepreneurs on nationally relevant technology projects.

According to him, the exposure transformed their university innovation into successful professional careers.

“Today, one of them works in the Information Technology division of one of Nigeria’s leading commercial banks, while the other is pursuing a fully funded Master’s degree in the United Kingdom. Both have also returned to mentor new participants in the Future Tech Fellowship,” he said.

The Executive Director noted that the Foundation’s training model combines technical education, applied innovation, leadership development and industry engagement, enabling participants to develop practical solutions to challenges in healthcare, agriculture, education, governance and climate resilience.

He disclosed that fellows have contributed to initiatives such as Project Tech Atlas, a digital attendance management platform and locally developed digital health solutions designed to improve institutional efficiency and healthcare delivery.

Dr. Shuaib said the programme places strong emphasis on helping participants build professional portfolios, strengthen teamwork and communication skills, and understand the complete process of designing, testing and deploying technology solutions.

Highlighting the impact of the Fellowship, he revealed that the programme has attracted more than 3,000 applications, selecting only about three per cent of applicants through a highly competitive process.

He said participants have come from all 36 states of Nigeria, as well as Ghana and Cameroon, creating a diverse community of emerging technology professionals.

According to him, the programme has also produced impressive career outcomes, with about 40 per cent of fellows securing internships or employment through strategic industry partnerships, mentorship and collaborative innovation projects.

Dr. Shuaib added that the Foundation remains committed to expanding opportunities for women, underserved communities and persons with disabilities as part of efforts to build a more inclusive digital workforce across Africa.

He explained that innovation within the Fellowship is driven by solving practical development challenges rather than pursuing technology for its own sake.

Among the solutions developed by participants, he said, is a smart hospital management system aimed at reducing patient waiting time and improving healthcare administration, alongside other digital innovations addressing challenges in agriculture, governance and public service delivery.

The FutureMap Foundation Executive Director stressed that Africa’s digital future depends on its ability to nurture young innovators with the technical competence, confidence and leadership skills required to compete globally.

“The journey of Ibrahim and Nasir demonstrates what is possible when talent is recognised early, supported through mentorship and connected to opportunities. Today’s fellows become tomorrow’s mentors, innovators and industry leaders,” he said.

He reaffirmed the Foundation’s commitment to strengthening Africa’s innovation ecosystem by providing young people with the skills, networks and practical experience needed to build successful careers while contributing to sustainable economic development across the continent.

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Something unusual—and deeply encouraging—has happened in Nigeria’s development landscape.

FutureMap Foundation, a mission-driven organisation known for promoting technology, innovation, youth empowerment and digital inclusion, chose to invest in a dialysis centre not in Lagos, Abuja, Kano or another major urban capital, but in Hadejia, Jigawa State.

That decision is significant.

Development projects, particularly those involving advanced medical services, are too often concentrated in large cities where visibility is greater, infrastructure is stronger and access to influential stakeholders is easier. By locating a technology-enabled renal care facility in Hadejia, the Foundation has demonstrated that innovation should not be defined merely by sophistication. Its real value lies in its ability to solve urgent human problems, especially in communities that have historically received little attention.

The facility, named the Senator Oluremi Tinubu Clinic, was commissioned by the First Lady, Senator Oluremi Tinubu, who visited Jigawa State for the occasion. She also inspected other innovation centres facilitated by the National Information Technology Development Agency (NITDA) under the leadership of its Director General, Malam Kashifu Inuwa.

Beyond the symbolism of the commissioning, however, lies a far more important story: the quiet but devastating burden of kidney disease across the Hadejia–Jama’are River Basin and neighbouring communities.

Kidney disease rarely dominates national headlines. It does not command the same urgency as epidemics, outbreaks or other highly visible public health emergencies. Yet every year, it quietly devastates hundreds of families.

The crisis continues to grow, not because treatment is entirely unavailable, but because access remains beyond the reach of too many patients.

Available survey findings indicate that more than 200 new cases of kidney disease are diagnosed annually across the region. Even more troubling is the fact that at least 85 per cent of these cases are identified only after the disease has progressed significantly.

Nearly three out of every four patients requiring dialysis reportedly arrive with Stage IV or Stage V kidney disease, when treatment becomes more complicated, more expensive and less effective. Almost half of those diagnosed eventually require dialysis simply to remain alive.

These figures should concern anyone interested in the future of healthcare in Northern Nigeria. They reveal not only the burden of kidney disease, but also the consequences of unequal access to specialist medical services.

For many patients, surviving chronic kidney disease is not simply a question of receiving treatment. It is a question of whether they can physically reach it.

Specialist renal services remain concentrated in a limited number of urban centres, forcing patients to travel hundreds of kilometres several times a week for dialysis. The financial and emotional consequences can be overwhelming.

Families exhaust their savings on transport, accommodation, medication and treatment. Breadwinners lose productive working days. Caregivers abandon their livelihoods to accompany sick relatives. Children miss school, while households already struggling with poverty are pushed further into financial distress.

For many families, the journey to dialysis becomes almost as punishing as the disease itself.

This is precisely why the Senator Oluremi Tinubu Clinic deserves national attention—not simply as another healthcare facility, but as a practical response to one of the region’s most pressing health challenges.

Designed and managed by FutureMap Foundation, the clinic represents an important shift in thinking. Instead of expecting patients to chase specialist care across distant cities, it brings life-saving treatment closer to the communities where it is most urgently needed.

It affirms a simple but important principle: access to quality healthcare should not depend on a patient’s postcode or ability to travel hundreds of kilometres in search of survival.

The impact is already becoming evident.

One patient receiving dialysis at the clinic travels from Maigatari in Jigawa State, covering approximately 200 kilometres on every round trip. Another comes from Jama’are Local Government Area of Bauchi State, travelling about 169 kilometres each time treatment is required.

Across the wider region, some patients routinely cover between 200 and 300 kilometres merely to access dialysis.

Reducing those journeys changes far more than the distance recorded on a map. It lowers transport costs, preserves household income, improves treatment adherence and allows patients to spend more time recovering with their families rather than enduring exhausting hours on the road.

Healthcare becomes more humane when it becomes more accessible.

Although the dialysis unit is still relatively new, patients have already accessed services from several states across Northern Nigeria. Behind every person treated is a family spared repeated hardship, another household protected from avoidable financial pressure and another reminder that decentralising specialist healthcare is both possible and necessary.

Yet the clinic now faces a challenge that has become all too familiar in Nigeria’s health sector: demand has quickly outgrown capacity.

The dialysis unit currently operates with only one machine. Each treatment session lasts approximately six hours and 55 minutes, meaning that the number of patients who can be treated daily remains severely limited.

The problem is no longer the absence of medical personnel or patients. The doctors are available. The need is evident. The constraint is infrastructure.

This is where a relatively targeted investment could produce extraordinary returns—not in financial profit, but in lives prolonged, families preserved and communities strengthened.

The addition of three or more dialysis machines would fundamentally transform the clinic’s capacity. Multiple machines operating simultaneously could more than triple the number of treatment sessions, reduce waiting periods and enable many more patients from Jigawa, Bauchi, Yobe and neighbouring states to receive life-saving care closer to home.

The benefits would extend well beyond the dialysis ward.

Greater capacity would reduce referrals to already overstretched tertiary hospitals, lower household healthcare expenditure, minimise productivity losses caused by repeated long-distance travel and improve the chances of patients receiving timely treatment before complications become irreversible.

Expanding dialysis capacity would therefore strengthen both individual health outcomes and the wider regional healthcare system.

The clinic also reflects the broader philosophy of FutureMap Foundation: that innovation must respond to society’s most urgent challenges wherever they exist.

Although the organisation is widely associated with talent development, startup support, entrepreneurship, digital inclusion and technology ecosystems, it has applied the same problem-solving approach to healthcare. The clinic combines specialist renal care with technology-enabled services, community outreach, preventive health programmes and strategic partnerships.

Its ambition extends beyond operating a dialysis unit.

The longer-term vision is to establish a regional centre that integrates dialysis, early kidney disease screening, specialist consultations, digital health solutions, community education, preventive care and workforce development within one coordinated system.

This is precisely the type of integrated healthcare model that many underserved communities urgently require.

Achieving that vision, however, cannot remain the responsibility of one foundation.

Improving access to dialysis requires genuine collaboration among federal and state governments, philanthropists, corporate organisations, development partners, charitable foundations, healthcare institutions and private citizens willing to invest in life-saving interventions.

There are many practical ways to support the project. These include donating dialysis machines, providing consumables, establishing patient-support programmes, funding biomedical equipment maintenance and supporting awareness campaigns and early screening initiatives.

These are not ordinary donations. They are investments in health equity.

Every additional dialysis machine creates new treatment capacity. That capacity enables another patient to begin treatment on time. Another family is spared a 300-kilometre journey. Another household avoids catastrophic medical expenses. Another life receives a stronger chance of survival.

Healthcare is often discussed in the language of statistics, budgets and infrastructure. Yet behind every number is a human story.

There is a father hoping to return to work, a mother determined to watch her children grow, a young person refusing to surrender to illness and a family praying that specialist care will not remain too distant or too expensive.

Expanding the dialysis capacity of the Senator Oluremi Tinubu Clinic is therefore about far more than acquiring additional equipment.

It is about expanding access, restoring dignity and giving more patients the opportunity to live.

Few investments offer a return more meaningful than that.

What FutureMap Foundation has begun in Hadejia should therefore be seen as more than a local intervention. It is a model of what can happen when innovation moves beyond elite spaces and urban centres to confront the realities of underserved communities.

The opportunity before us is not merely to build a larger dialysis centre. It is to establish a sustainable, technology-enabled and equitable model of renal care that can be replicated across Northern Nigeria and beyond.

That would be innovation in its most humane and transformative form.

Shuaib S. Agaka is a technology journalist and digital policy analyst based in Kano.

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The commissioning of the Bola Ahmed Tinubu Future Academy and the Senator Oluremi Tinubu Clinic in Hadejia has been hailed as a landmark demonstration of how strategic partnerships, evidence-based planning and innovation can drive sustainable human capital development in Northern Nigeria.

The twin facilities, inaugurated by the First Lady of Nigeria, Senator Oluremi Tinubu, attracted an array of dignitaries, including the governors of the seven North-West states, senior federal and state government officials, traditional rulers, development partners, academics, healthcare professionals and leaders of Nigeria’s technology ecosystem.

The projects were developed by FutureMap Foundation, which said the initiative reflects its belief that lasting development is achieved not merely through infrastructure but through collaboration, shared vision and long-term investment in people.

According to the Foundation, the Academy and the Clinic were conceived after extensive community consultations, stakeholder engagements and scientific needs assessments designed to ensure that the interventions addressed the actual priorities of the people of Hadejia and surrounding communities.

Findings from the Foundation’s survey revealed that 89.8 per cent of young respondents believed an innovation hub would help tackle social, educational and economic challenges, while 75 per cent had never participated in any digital or technology training programme.

The study also found that 36.5 per cent of unemployed youths had been searching for jobs for more than three years, underscoring the urgent need for skills development, entrepreneurship and innovation-driven economic opportunities.

The findings informed the design of the Bola Ahmed Tinubu Future Academy, a multidisciplinary innovation centre dedicated to Agritech, HealthTech, EdTech, Artificial Intelligence, digital literacy, research, entrepreneurship and leadership development.

The facility houses a state-of-the-art Fabrication and Prototyping Laboratory, Innovation Hub, Research and Development Centre, digital learning facilities and collaborative workspaces, providing young innovators with the tools needed to develop practical solutions to real-life challenges.

Complementing the Academy is the Senator Oluremi Tinubu Clinic, established to confront the growing burden of kidney disease and other health challenges in the region.

A hospital-based assessment conducted by the Foundation revealed that more than 200 new kidney disease cases are diagnosed annually in the area, with 86 patients currently receiving dialysis.

The assessment further showed that nearly three-quarters of dialysis patients present with advanced Stage Four or Stage Five kidney disease, while many travel between 200 and 300 kilometres, often waiting between two and six hours to receive treatment.

The Foundation said these findings informed the design of a healthcare model centred on prevention, early diagnosis, specialist referrals and technology-enabled healthcare, rather than focusing solely on treatment.

One of the unique features of the initiative is the integration of healthcare with innovation.

Research undertaken within the Academy’s Artificial Intelligence Research and Development Centre and Fabrication Laboratory will support the development of indigenous technologies for disease diagnosis, patient monitoring and improved healthcare delivery.

The Foundation explained that this integrated approach creates an ecosystem where education, research, innovation, entrepreneurship and healthcare reinforce one another to improve lives and strengthen communities.

To realise the vision, FutureMap Foundation has built strategic partnerships with the National Information Technology Development Agency (NITDA), the Federal Ministry of Education, the Directorate of Research, Innovation and Partnerships (DRIP) at Bayero University Kano, the National Primary Health Care Development Agency (NPHCDA), EHA Clinics, the Innovation Support Network (ISN), Google Developer Groups (GDG), the Hadejia Emirate Council, and several other public and private sector organisations.

According to the Foundation, these collaborations are designed to expand digital literacy, strengthen healthcare innovation, promote research and entrepreneurship, and create sustainable opportunities for young Nigerians.

The commissioning of the Academy and Clinic is widely regarded as introducing a new development model that combines evidence-based planning, strategic partnerships and long-term investment in human capital.

While the clinic addresses today’s healthcare challenges through preventive medicine, technology and quality patient care, the Academy is expected to prepare the next generation of innovators, entrepreneurs and technology leaders with future-ready skills capable of driving sustainable socioeconomic development.

FutureMap Foundation expressed confidence that the Hadejia initiative would serve as a replicable model for communities across Nigeria and beyond, demonstrating that transformative development is best achieved when governments, academic institutions, healthcare providers, technology organisations, traditional institutions and development partners work together towards a common goal.

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The initiative reflects FutureMap Foundation’s commitment to building platforms that empower young people with the skills, resources, networks, and support systems required to thrive in a rapidly evolving world. Through the integration of learning, research, innovation, technology, and community health, the Foundation aims to create an ecosystem that drives both human capital development and socioeconomic transformation.

The vision is supported by findings from a recent community survey, which revealed that 89.8 percent of respondents believe an innovation hub can help address existing social, educational, and economic challenges within the community. The survey also found that 75 percent of respondents have never participated in digital or technology training programmes, highlighting a significant gap in access to skills development opportunities. Furthermore, among unemployed respondents, 36.5 percent reported having searched for employment for more than three years, underscoring the need for practical interventions that improve employability, entrepreneurship, and economic participation.

The FutureMap Academy is being established as a multidisciplinary hub for education technology, health innovation, agricultural technology, entrepreneurship, leadership development, research, and future skills development. Complementing the Academy is a Community Clinic that will contribute to improving access to quality healthcare services while supporting health awareness, preventive care, and community wellbeing.

A key area of focus for the Community Clinic will be nephrology, with a particular emphasis on the prevention, early detection, diagnosis, and management of kidney-related diseases and conditions. The clinic is envisioned as a centre that combines quality healthcare delivery with innovation, leveraging modern technologies, data-driven approaches, and locally developed solutions to improve patient outcomes.

The focus on kidney health is informed by findings from a hospital-based needs assessment conducted at Hadejia General Hospital, which revealed a significant and growing burden of kidney disease within the area. The assessment found that more than 200 kidney disease cases are diagnosed annually, with 86 patients currently receiving dialysis care. At least 85 percent of cases are diagnosed late, while approximately 73 of the 86 dialysis patients presented with Stage 4 or Stage 5 kidney disease, significantly limiting treatment options and increasing health risks. Patients often experience waiting times of between two and six hours for dialysis treatment, while many families travel between 200 and 300 kilometres to access specialist care. Hospital records further indicate that 74 deaths have been recorded over several years due to kidney-related conditions, highlighting the urgent need for improved prevention, early detection, diagnosis, and treatment services.

The FutureMap Community Clinic aims to serve not only Hadejia but also communities across the Hadejia–Jama’are River Basin and surrounding areas, where access to specialist kidney care remains limited. Through screening programmes, preventive health education, early diagnosis initiatives, specialist referrals, and technology-enabled care, the Clinic seeks to reduce the burden of kidney disease and improve health outcomes across the region.

FutureMap Foundation also plans to leverage modern technologies and home-grown innovations developed through its Research and Development (R&D) Centre and Fabrication Laboratory to support healthcare delivery, diagnostics, patient monitoring, and community health interventions. By combining healthcare expertise with local innovation, the Foundation hopes to contribute to more accessible, affordable, and effective approaches to kidney disease prevention and management.

As part of ongoing preparations for commissioning, FutureMap Foundation recently hosted His Royal Highness, the Emir of Hadejia, on a tour of the Community Clinic facility. 

During the visit, discussions focused on the growing burden of kidney disease within the region and the role the Clinic can play in strengthening prevention, early detection, diagnosis, and management of kidney-related conditions. The Emir was briefed on the Clinic’s vision to serve communities across Hadejia and the wider Hadejia–Jama’are River Basin, as well as its plans to leverage innovation and locally developed technologies to improve healthcare outcomes. The visit reaffirmed the importance of community leadership and stakeholder collaboration in advancing sustainable healthcare solutions for the region.

According to Dr. Shuaib Sani Shuaib, Executive Director of FutureMap Foundation, the initiative represents a long-term investment in people, ideas, and opportunities.

“The FutureMap Academy and Community Clinic are more than physical facilities. They are platforms for developing innovators, researchers, entrepreneurs, professionals, and future leaders who can create solutions for their communities and compete globally. Our goal is to build an institution that bridges education, innovation, healthcare, research, and enterprise while expanding opportunities for young people to learn, create, and lead. We are particularly excited about the opportunity to combine healthcare expertise with local innovation to improve kidney health outcomes and address some of the most pressing challenges facing our communities,” he said.

Dr. Shuaib noted that the Academy is designed to go beyond conventional skills training by creating an environment where young people can acquire practical skills, conduct research, build innovative solutions, access mentorship, develop enterprises, and collaborate across disciplines to address real-world challenges.

Planned facilities include a Research and Development (R&D) Centre, Fabrication and Prototyping Laboratory, Innovation and Startup Incubation Hub, Digital Learning Studios, Collaborative Co-working Spaces, Training and Conference Facilities, Maker Spaces, Entrepreneurship Support Centre, Community Learning Labs, multimedia and content creation facilities, mentorship and career development programmes, a Community Clinic, and spaces designed to foster collaboration between innovators, researchers, healthcare professionals, educators, entrepreneurs, and industry leaders.

As preparations for commissioning continue, FutureMap Foundation has intensified engagements with institutions and organizations whose expertise, networks, and experience can contribute to the long-term success and sustainability of the initiative.

Among these engagements is an upcoming strategic engagement with the Directorate of Research, Innovation and Partnerships (DRIP) at Bayero University Kano. The engagement will explore opportunities for collaboration in research, innovation, entrepreneurship, talent development, knowledge exchange, research commercialization, and strategic partnerships. It reflects a shared interest in strengthening the connection between academic research, innovation ecosystems, and real-world impact.

The Foundation has also engaged with the Innovation Support Network (ISN) through the Future Tech Fellowship, creating opportunities to connect emerging talent with Nigeria’s broader innovation ecosystem. The engagement reflects a shared commitment to nurturing innovators, entrepreneurs, and future leaders by strengthening access to mentorship, networks, resources, and innovation-driven learning experiences.

In addition, FutureMap Foundation has continued to engage technology communities such as Google Developer Groups (GDG), whose community-driven approach to technology education, innovation, and developer capacity building aligns closely with the Academy’s vision of creating pathways for learning, experimentation, collaboration, and problem-solving.

Recognizing the importance of healthcare as a critical component of human capital development, the Foundation has also engaged with the National Primary Health Care Development Agency (NPHCDA) and its healthcare partner, EHA Clinics. These engagements seek to explore opportunities for collaboration in community health, preventive care, health innovation, kidney health awareness, health education, and improving access to quality healthcare services, particularly for underserved populations.

These engagements build on previous strategic conversations with national institutions responsible for shaping Nigeria’s education, health, and digital transformation agenda. Among them was an engagement with the Federal Ministry of Education and the National Information Technology Development Agency (NITDA), led by the Honourable Minister of Education, Dr. Maruf Tunji Alausa, and the Director-General and Chief Executive Officer of NITDA, Malam Kashifu Inuwa Abdullahi.

The discussions focused on strengthening pathways for skills development, innovation, research, digital literacy, and youth empowerment while exploring collaborative approaches to preparing young Nigerians for emerging opportunities across multiple sectors. The engagement reinforced the importance of partnerships in expanding access to quality learning opportunities and building a workforce equipped for the future.

Collectively, these engagements reflect FutureMap Foundation’s belief that sustainable impact is achieved through collaboration and that no single institution can address the complex challenges of youth development, innovation, healthcare, education, and economic transformation alone.

The upcoming commissioning of the FutureMap Academy and Community Clinic represents an important milestone in the Foundation’s mission to advance human capital development and create opportunities for young people and communities through education, healthcare, innovation, research, entrepreneurship, and technology.

As stakeholder engagement continues, FutureMap Foundation remains focused on translating dialogue into action and building a centre of excellence that can serve as a catalyst for innovation, talent development, improved wellbeing, and inclusive socioeconomic growth in Hadejia, Jigawa State, Northern Nigeria, and beyond.

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FutureMap Foundation Enrols Nearly 2,400 in Skills-to-Jobs Programme Across Africa

FutureMap Foundation has enrolled 2,398 participants in its Future Skills for All (FSA) programme, marking an early milestone in an initiative targeting one million trained youth and one million jobs across Africa by 2030.

Developed in partnership with Digital Skill Africa, a South Africa-based organisation, the programme focuses on equipping young people with practical, in-demand capabilities across four pathways that include product design, software development, data science, and public value systems, with a direct link to employment outcomes rather than certification alone.

A programme lead at FutureMap described the core challenge driving the initiative stating that the problem facing Africa’s youth was no longer access to learning, but the conversion of learning into livelihoods. “What we are building is beyond a training pipeline, but a system that ensures skills lead somewhere tangible,” the lead said.

The programme is designed around accessibility. Participants can engage via mobile devices, shared learning hubs, or personal computers, with flexible pacing that accommodates varying circumstances. The structure is intended to reduce barriers rooted not in motivation, but in infrastructure and competing responsibilities.

The launch comes against the backdrop of persistently high youth unemployment across the continent, with Africa’s youth population projected to exceed 830 million by 2050. Analysts say demand for outcome-linked learning pathways has long existed but remained largely unmet.

“Young people are no longer looking for learning in isolation — they are looking for movement,” said one workforce development analyst familiar with the programme. “Programmes that can connect those two will define the next phase of workforce development in Africa.”

Beyond technical training, FSA integrates mentorship, peer collaboration, and institutional partnerships into its structure, creating an ecosystem designed to channel participants toward employment, entrepreneurship, or further collaboration.

FutureMap says the enrolment figure signals proof of direction rather than completion, with the organisation now focused on scaling access and deepening outcomes as the programme progresses.

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The programme spans four technical tracks; Product Design, Data Science, Frontend Development, and Backend Development, with 20 fellows per track. Participants were drawn from all 36 Nigerian states, underscoring the scale of interest in outcome-driven digital training across the country.

Speaking on the initiative, Executive Director Dr Shuaib Sani Shuaib said the core challenge facing Africa’s digital workforce was no longer access to information, but the ability to convert learning into employable competence. He described the fellowship as “a pipeline for elite, pre-vetted talent ready to contribute from day one.”

The curriculum is structured around practical application rather than theory, requiring fellows to develop real-world projects and engage in problem-solving scenarios that mirror industry conditions. The programme also incorporates professional development components covering communication, critical thinking, teamwork, and business skills.

The launch comes against the backdrop of a widening digital skills gap across Sub-Saharan Africa, where demand for competencies in software development, data analysis, and product design is outpacing the supply of job-ready graduates. In Nigeria, employers continue to report shortages in key technical areas even as youth unemployment remains a persistent challenge.

FutureMap Foundation says the fellowship is part of a broader strategy to develop African talent capable of competing globally while contributing to local innovation ecosystems.

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The programme is designed to support workforce development across Africa by providing accessible training that aligns with current and emerging industry needs. According to the organisers, FSA targets both entry-level learners and working professionals seeking to upskill or transition into new career paths in a rapidly evolving digital economy.

FutureMap Foundation said the initiative forms part of its broader effort to address youth unemployment and skills gaps by combining flexible learning with pathways to livelihoods. The organisers have set an ambitious goal of helping to power one million jobs by 2030 through the programme.

The Future Skills for All initiative is structured to emphasise practical, job-relevant skills rather than purely theoretical knowledge.

Registration for the programme is currently open, with interested participants able to sign up via the official registration link: https://tinyurl.com/FSAC1

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The Director General of the National Information Technology Development Agency (NITDA), Mallam Kashifu Inuwa, has challenged stakeholders in Northern Nigeria to move beyond traditional trade and embrace a strategic, innovation-driven economy.

Speaking at Fireside Chat of the Futuremap Roundtable 1.0 (North-West Edition) in Kano, Inuwa detailed a roadmap to elevate the region’s tech ecosystem to global competitiveness, emphasizing that the uneven distribution of innovation is not a result of a lack of talent but a lack of intentional strategy.

Inuwa outlined a foundational framework for building a sustainable digital economy based on five critical pillars: human capital, infrastructure, funding, demand, and policy. He noted that the vision of past leadership, such as the establishment of Galaxy ITT in Jigawa in the early 2000s, proved that intentional investments in research hubs and technology skills can create a lasting impact on a region’s developmental trajectory.

Sharing a personal anecdote to inspire the young entrepreneurs in attendance, Inuwa recalled using his NYSC stipend to build his first website, a move that launched his career and eventual business success.

However, he warned that technical talent alone is insufficient, pointing to a lack of soft skills as a primary barrier to scaling businesses in the North. He advocated for a shift in mindset, urging tech professionals to develop the business communication and emotional intelligence required to lead growth-oriented enterprises.

To strengthen the ecosystem, the NITDA boss proposed a Quadruple Helix Model involving academia, corporate organizations, entrepreneurs, and government. He stressed the importance of domesticating national digital policies at the state level to ensure effective implementation. Inuwa also highlighted the need for a gender-inclusive approach and the integration of tech skills into formal education from kindergarten to tertiary levels to build a generational problem-solving mindset.

Addressing the challenge of sustainability, Inuwa raised the issue of accountability at the sub-national level. He suggested that innovation hubs and startups should move away from total government dependency by seeking angel investors and private-sector co-founders.

The event, attended by digital entrepreneurs, scholars, and business leaders, concluded with a call for a stewardship system where the government provides the enabling environment while the private sector drives the innovation.

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Organized by the FutureMap Foundation with support from national and international partners, the camp ran from July 28 to August 15, 2025, and brought together 1,070 students from 45 schools. Notably, organizers ensured that at least 40 percent of the attendees were girls, reflecting a deliberate effort to encourage female participation in traditionally male-dominated fields.

Hands-on Learning and Cultural Immersion
Supported by the National Information Technology Development Agency (NITDA), The Peace Institute, Beyond Mentors, Wesley College, and the University of Rome, the program featured seven guest facilitators and three FutureMap tutors. Students received hands-on lessons in core areas including engineering, coding, and digital creativity.

Beyond the classroom, students participated in a cultural tour of Kano, where they explored traditional industries like leatherwork and indigo dyeing, connecting modern science with local heritage. The camp concluded with a soiree celebrating cultural exchange and teamwork.

Positive Impact and Future Plans

Community feedback on the initiative has been overwhelmingly positive, with parents, teachers, and local leaders praising the program for raising awareness about the importance of STEAM education. Teachers reported greater confidence in applying new methods, and students expressed renewed interest in science and technology careers.
The impact of the camp was rated 4 out of 5 by the foundation. FutureMap emphasized that its model—which successfully integrates STEAM learning, cultural immersion, and strong welfare management—has proven effective.

Looking ahead, the foundation announced plans to scale the initiative to other underserved regions of Nigeria. “Our biggest lesson is that innovation must go hand in hand with adaptability,” organizers noted. “By improving procurement planning and strengthening partnerships, we can take this model nationwide and prepare the next generation for the future of work.”

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Something transformative happened recently in Abuja—not a political rally, a policy unveiling, or a government summit, but something arguably just as powerful. From May 14 to 16, 2025, a room at the Public Service Institute of Nigeria was charged with a rare kind of energy. It wasn’t the usual lecture-hall vibe. It was the hum of minds awakening to possibility.

This was the FutureMap Foundation’s Design Thinking Workshop—a space where 40 passionate Nigerians gathered not to be instructed, but to be empowered. Here, they weren’t told what to think; they were taught how to think differently. And that subtle yet seismic shift in mindset may just be the spark we need to ignite real change.

Nigeria has no shortage of training programmes and development events. Many promise transformation. Few deliver it. What set this workshop apart was not its location or its logo—it was its method. This was not a passive learning experience. It was an immersion into a new mindset built on empathy, creativity, and collaboration.

Participants didn’t just sit through lectures. They engaged in empathy mapping, ideation, rapid prototyping, and iterative testing. The focus wasn’t on memorising formulas—it was on reimagining reality.

The results speak for themselves. Ninety-three percent of participants said the workshop met or exceeded their expectations. Over 93 percent found the content directly relevant to their lives and work. Ninety percent were eager to immediately apply what they learned. Nearly all rated the facilitators as “very effective” or “extremely effective.”

As one participant, Ugochi Ndukwe-Moghalu, enthusiastically put it: “I’m still impressed at how my team ripped the brief, came up with a solution, and even built a prototype—including a website, mobile app, campaign pitch, and proposal—all within a very short time.” This wasn’t theoretical training. It was applied thinking—on steroids.

Too often in our education system, young people are taught to memorise, not to imagine. The FutureMap workshop challenged that status quo. Guided by seasoned facilitators like David Oyawoye and Amoge Ndukwe, participants were encouraged to question assumptions, deconstruct challenges, and design solutions—human-centred ones.

One participant, Samira Usman Adam, captured the shift beautifully: “This is really a step forward in achieving my personal and professional goals. You start seeing everything as a solvable task.” That’s the power of design thinking—it rewires how people perceive problems and empowers them to become architects of solutions.

The room wasn’t filled with elite technocrats or policy wonks. It was a vibrant mix of youth and experience, drawn from across the country. Fifty-seven percent were aged 25 to 34—mostly early-career professionals and recent graduates. Twenty-seven percent were between 18 and 24—young minds still moulding their futures. A thoughtful minority over 35 brought wisdom and grounding.

They came from places like NITDA, Cosmopolitan University, and startups like Thermolinks and ShiftUp Africa. Some heard about the event on Instagram, others via WhatsApp or colleagues. In a world often saturated with noise, meaningful opportunities like this still find their way to those who seek them.

In a society where systemic dysfunction and bureaucratic inertia often stifle innovation, the FutureMap workshop did the opposite. It placed human needs at the centre of innovation. It democratised problem-solving, breaking down silos between students, civil servants, entrepreneurs, and creatives.

With 20 full scholarships, cost was not a barrier to participation. Diversity wasn’t cosmetic—it was intentional. And cross-sector collaboration was not only encouraged; it was necessary. Workshops like this remind us: the best ideas don’t come from the top down, but from the middle out and the bottom up.

The real measure of success lies in what happens after the room is empty. And already, many participants are translating what they learned into projects, campaigns, and workplace reforms. They’re building apps. They’re rethinking public services. They’re reframing challenges in their communities.

Some asked for longer sessions—not because they were bored, but because they were hungry. Hungry for knowledge. Hungry for agency. Hungry to lead. And that hunger? That’s how nations are rebuilt.

What the FutureMap Foundation achieved in just three days is more than a ticked box on a calendar. It is a replicable model for reimagining how we train leaders, design policy, and empower communities. It reminds us that we do not lack talent. We do not lack passion. We lack intentional spaces that unlock both.

In an era when many Nigerians are disillusioned with failing systems and distant institutions, this workshop proved that change begins in small, well-curated rooms—rooms filled not with echo chambers, but with empathy, imagination, and the will to act.

Let’s multiply such spaces. Let’s fund them. Let’s protect them. Because among those 40 participants may sit tomorrow’s innovators, educators, and reformers. And for three days, they weren’t just trained—they were transformed.

Shuaib Sani Shuaib writes from Abuja

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