By Barinada Dokubo
As the interim administration prepares to hand over leadership, a different kind of legacy is being cemented in the hearts of Rivers people … one not defined by political affiliations or power struggles, but by a determined effort to restore functionality and credibility to governance.
From the outset, Ibas made it clear that his tenure would not be consumed by the drama that had previously paralysed the state. He distanced himself from political mudslinging and focused on the fundamentals: service delivery, social stability, and institutional trust. That clarity of purpose set the tone for what has come to be regarded as a calm, responsive, and people centred administration.
The administration’s decision to prioritise pension payment was a turning point. For years, retirees in Rivers had been subjected to neglect and hardship. They formed long queues at government offices, only to be turned away without answers. Some travelled for days in pursuit of entitlements that never came. The disbursal of 2.8 billion naira to 583 verified pensioners was not only an act of fiscal responsibility, but it was also an act of healing. It restored faith in government and dignity to those who had served it faithfully.
Beyond the pension intervention, Ibas launched a quiet but determined push to address infrastructural gaps in key communities. Broken roads, school rehabilitation, public sanitation, and healthcare logistics were tackled with limited resources but visible results. Local stakeholders began to respond with cautious optimism, seeing for the first time in months that governance could function without endless political gridlock.
Equally significant was the administration’s investment in communication. Town hall meetings were held across all three Senatorial Districts. These gatherings were not just ceremonial. They gave citizens a chance to be heard, to ask questions, and to engage with government in ways that had long been denied. In Port Harcourt, Gokana, Bonny, and Bori, participants testified that for the first time, government did not feel distant.
It felt present, human, and attentive.
Media engagements also played a central role. Weekly articles, radio talk shows, and television commentary became platforms through which the government clarified its actions and demystified its role. Misinformation was countered with facts. Political noise was diluted with clarity. Gradually, the narrative around the emergency administration began to shift.
But perhaps the most underreported element of Ibas’ leadership has been the deliberate inclusion of youth and women. In committees, outreach initiatives, and feedback loops, these groups found not just token representation, but real influence. Programs targeting youth employment and women’s health were quietly launched in the background of more high-profile governance issues. Yet their impact is already showing.
Youth groups that had previously been used as pawns in political crises have now begun to engage in community development initiatives. The administration encouraged this shift through grants, mentorship programs, and skills acquisition drives.
As the September 18 transition date approaches, many observers have begun to assess the legacy of the emergency government. What emerges is a portrait of quiet reform, a governance approach that chose peace over provocation, results over rhetoric.
The calmness with which Ibas approached his duties stands in contrast to the tension that preceded his appointment. It shows that leadership need not always be loud to be effective.
Still, challenges remain. The scars of past divisions have not completely healed. Some stakeholders continue to see governance through the lens of factional loyalty rather than collective progress. But the tone set by Ibas has at least created a new baseline … a model for how governance can rise above partisanship and deliver results even within a restricted mandate.
Looking forward, the real test will be continuity. As Rivers prepares for the return of elected governance, the expectations created during the emergency period must not be dashed. Communities have seen what responsive leadership looks like. They have experienced the value of being consulted, respected, and prioritised. Whoever steps into the role after Ibas must recognise that the bar has been raised.
The emergency administration has also demonstrated the value of planning. In less than six months, it deployed targeted programs, improved administrative efficiency, and restored public faith in key institutions. This was possible because it avoided distractions, worked with professionals, and kept its eyes on deliverables. This template should not be discarded. It should be studied, improved upon, and replicated.
Critically, the administration has reminded Rivers people of a timeless truth: governance is not an end in itself. It is a means to improve lives, uphold dignity, and create opportunities. Political systems may change. Parties may shift. But the fundamental duty of any government is to serve.
In that regard, Ibok Ette Ibas has fulfilled his mandate. He stepped into an atmosphere of distrust and division and chose to build rather than blame. He refused to become a political actor in a state fatigued by political drama. Instead, he anchored himself in public service. The roads repaired, the pensions paid, the communities engaged, and the tone reset are not just achievements. They are signatures of a leadership style grounded in humility and commitment.
As the curtain draws on this transitional period, Rivers State has an opportunity to carry the lessons forward. The healing process must continue. The spirit of inclusion must be preserved. The communication channels opened in this period must remain open. And the focus on governance not just politics must remain the guiding principle.
In times of turbulence, leadership is tested not by declarations but by decisions. Ibok Ette Ibas has shown that even within the limits of a temporary mandate, it is possible to stabilise, to deliver, and to heal. For a state long trapped in the cycles of tension and power tussles, that is no small feat.
If the next chapter of Rivers State is to be written in hope and progress, it must begin with this lesson: when governance listens, acts, and stays focused on people, unity is possible. And in that unity, the true potential of Rivers can finally be realised.
Barinada Dokubo writes from Port Harcourt