By Muyiwa Fatosa.
In public policy, the true measure of leadership is not in the scale of ambition, but in the precision of priorities. The proposed ₦50 billion airport in Kogi State raises a fundamental question, not about vision but about alignment with economic reality, citizen needs and long term value creation.
Airports do not create demand. They respond to it. Globally, sustainable airport infrastructure is driven by existing traffic, commercial viability and strong economic ecosystems. Without these fundamentals, such projects risk becoming fiscal monuments that are expensive to build, difficult to maintain and disconnected from the everyday realities of citizens. Lokoja, by current travel patterns and economic activity, does not yet present the passenger volume required to sustain a viable aviation route. Even where airlines are compelled to operate, pricing rises to compensate for low demand, effectively excluding the very people the infrastructure is meant to serve.
This leads to a more strategic question. What problem is this airport solving. Across Kogi State, more urgent challenges are visible and immediate. Inner roads across communities remain underdeveloped, limiting access to markets, healthcare and economic mobility. The condition of public education is equally concerning, with schools operating in environments that undermine both dignity and learning outcomes. These are not abstract issues. They are daily realities shaping the future of the state’s human capital.
At the same time, Kogi is witnessing increased mining activity with significant resource extraction already underway. However, the framework for value retention within the state remains weak. Globally, resource rich regions succeed when there is a deliberate structure that ensures host communities benefit directly from extraction through infrastructure, education funding, environmental protection, and local economic integration. Without this, wealth leaves while communities remain underdeveloped.
Rather than committing ₦50 billion to an airport with uncertain demand, the state has an opportunity to deploy a more intelligent and layered infrastructure strategy. Targeted investment in inner road networks would immediately unlock economic activity and improve logistics for agriculture and trade. A comprehensive education renewal program would rebuild schools, upgrade facilities and strengthen the human capital base required for long term competitiveness. At the same time, the government can establish a clear mining accountability framework that compels companies operating within the state to contribute meaningfully to host community development and infrastructure.
Most importantly, the state can pursue a modern transport integration model that is both practical and globally aligned. Instead of duplicating aviation infrastructure, Kogi State can partner with the Federal Ministry of Transportation and the Ministry of Works to develop a rail connection between Abuja and Lokoja. By providing seed funding and strategic support, the state can catalyze a project that links directly to the Abuja international airport, effectively giving Kogi access to global connectivity without the burden of sustaining its own airport. This model reflects global best practice, where secondary cities leverage proximity to major hubs through efficient rail systems rather than duplicating costly infrastructure.
The implication is clear. Development is not about building what looks impressive. It is about building what works. Kogi State stands at an inflection point where decisions must be guided by impact, not optics. If properly redirected, the same ₦50 billion can transform roads, revive schools, regulate resource wealth and connect the state to national and global economies in a way that is inclusive and sustainable.
The question is not whether Kogi should invest in infrastructure. The question is whether it will invest wisely.
– Muyiwa Fatosa writes from Abuja. He is a strategic communication and political consultant.
