Enhancing Collective Efficacy for Social Control, Safety, Health & Development in the Hausa Communities of Northern Nigeria (TILAS)

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Enhancing Collective Efficacy for Social Control, Safety, Health & Development in the Hausa Communities of Northern Nigeria (TILAS)

Background and Rationale

Contemporary Hausa communities face significant challenges to social cohesion and collective problem-solving. Challenges such as population explosion, poverty, youth unemployment, religious polarization, and over a century of political reforms have led to inefficiency in the household units, weakening of traditional authority, and reduced civic trust. This has resulted in a critical deficit of effective platforms where community concerns can be systematically tabled, deliberated, and addressed in one of the world’s poorest regions besieged by armed banditry and violent religious extremism. The Enhancing Collective Efficacy for Social Control, Safety, Health and Development (TILAS) Project is designed to counteract this trend by strengthening local capacity for collective efficacy to improve key health and development outcomes.

Collective efficacy — defined by Sampson, Raudenbush, and Earls (1997) as the shared belief in a community’s ability to achieve common goals through mutual trust and social control can be utilized to rebuild community resilience, public safety, and improve development indices in Northern Nigeria’s Hausa societies. In these communities, traditional structures and authorities such as the household (gida), extended family (zuri’a), unit heads (masu unguwa), and district heads (hakimai) used to provide a strong foundation for community mobilization and social control. The project aims to pilot and assess the feasibility of a structured approach to joint action, leveraging, reinforcing, rebuilding these indigenous cooperative and traditional surveillance mechanisms. The ultimate objective is to institutionalize a sustainable model for community-led development that addresses interconnected social determinants of health and development. Community-led initiatives focused on collaborative governance, community resilience, reducing inequalities, and promoting sustainable development and peace in North-Western Nigeria.

To fit its application within the cultural context of Hausa society, the model is conceptualized and contextualized around four key development components, expressed in the Hausa language to ensure cultural alignment and community ownership:

Tsafta (Sanitation)
Ilmi (Education)
Lafiya (Health)
Sana’a (Economic Self-Reliance)

These elements form the acronym “TILAS”, a Hausa word meaning “necessity” or “indispensable”. This reflects the policy premise that collective action is not optional, but essential for addressing entrenched community challenges. By embedding these priorities in local language, the model strengthens community engagement, comprehension, and long-term sustainability.

Project Objective: Institutionalizing Sustainable Community-Led Development

The ultimate objective of the TILAS project is to institutionalize a sustainable model for community-led development that addresses the interconnected social determinants of health and development. This approach seeks to empower local communities to take ownership of their priorities and challenges, ensuring that solutions are culturally aligned and rooted in indigenous mechanisms of cooperation and authority. By fostering collective action across key domains—sanitation (Tsafta), education (Ilmi), health (Lafiya), and economic self-reliance (Sana’a)—the initiative aims to rebuild social cohesion, reinforce traditional structures, and enhance the community’s capacity to solve y collectively. Through this model, the project aspires to create lasting platforms for deliberation, decision-making, and action that will drive improvements in public safety, health outcomes, educational attainment, and economic empowerment within Hausa communities of Northern Nigeria.

The Hausa Identity and Regional Realities

In Northern Nigeria, the concept of Hausa identity extends beyond strict ethnic boundaries. It is often applied broadly to encompass not only those of direct Hausa descent, but also individuals who speak the Hausa language or share in its profound precolonial, colonial, and post-colonial heritage. This shared identity, shaped by a common history and political evolution, permeates nearly all the 19 Northern States, but is especially prominent in the seven Northwestern States. These states collectively have a population of approximately 54.7 million (1), with most communities being predominantly Hausa and Fulani.

Figure 1: Hausa speaking states in Nigeria – Full list

Source: Nigerian Queries (Hausa Speaking States in Nigeria: Full List – Nigerian Queries)

Despite this strong cultural presence, the Northwest region has the largest population of individuals living in poverty in Nigeria, totaling 45.49 million (3). This figure is nearly equivalent to the combined number of people in poverty across the three southern regions and exceeds the total in the other two northern regions. Poverty rates are alarmingly high, with Sokoto experiencing rates up to 90.5%, Jigawa at 87.02%, Zamfara at 73.98%, and Kebbi at 72% (2).

These socioeconomic challenges are further compounded by the region’s status as home to the largest proportion of out-of-school and multidimensionally poor children, widespread malnutrition, elevated maternal and infant mortality, low vaccination coverage, and significant environmental degradation, including the loss of land to desertification (3). It is also the hotbed of a decade long rural banditry that has killed thousands and displaced hundreds of thousands more with millions of dollars’ worth in damages to the local economy. Among the seven states in the region, only Kano and Jigawa are not affected by widespread banditry. Jigawa, however, is the second poorest state in the region, and its North-East senatorial zone ranks among the ten poorest in the country.

Figure 2: Multidimensional Poverty Index (MPI) by State 2022

Source: Nairametrics (Poorest states in Nigeria – 2022 – Nairametrics)

Jigawa State has a population of 6.7 million (1), records the highest under-5 deaths (4), maintains a poverty rate of 87.6% (with rates reaching up to 91.4% in Jigawa North-East) (2), and includes approximately 1.13 million multidimensionally poor children (3). As the third poorest state in Nigeria and with a largely rural demography, Jigawa is located near the North-East region, which experiences the Boko Haram violent religious extremism.

Furthermore, while the total fertility rate in Nigeria is 4.8, Jigawa has 6.9 and the proportion of teenage pregnancies at 24.1%, both figures are the highest in the country, with the second least contraceptive use. Again, the state has the worst under-5 mortality rate at 161 per 1,000 live births, enabled by low immunization coverage – percentage of children aged 24 – 35 months fully vaccinated according to the national schedule is only 7.9; malnutrition – 41.9 % highest in the country; fever; acute respiratory infections; and diarrheal diseases (4)

This context provides compelling grounds to pilot the TILAS program.

Aims and Objective

Aim: To foster collective efficacy in 5 (quarters) unguwanni within Hadejia metropolis by strengthening social trust, enhancing informal social control, and mobilizing community participation for shared developmental priorities around sanitation, education, health and self-reliance.

Specific objectives (outcomes)

To build mutual trust among community members through culturally sensitive dialogue and decision-making forums.
To improve community members’ participation in addressing local developmental issues related to sanitation, education, health and self-reliance.
To enhance residents’ capacity to organize and implement small-scale collective projects.
To integrate traditional leadership structures with modern participatory governance practices.

Implementation strategy

Implementation of the project will be in two phases covering a full year calendar, 6 months each. The first phase – setting – up the project involving drafting the concept and its scope, advocacy, consultations, interactions/meetings with pivots, trainings, starting – up the forum across units with focus of indicators, follow-up, feedback, evaluation. The second phase – evaluation and re-strategizing a more sustainable approach, implementation, follow-up, feedback, and evaluation. Finally, report writing.

The First Phase

The project activities will begin with the pre-implementation paperwork and consultations. The draft and refined version of the implementation strategies will be ready by the mid of October 2025. In the third week of October, the team will visit the district heads of Hadejia, Atafi, and Waje, as three districts of the metropolis, and brief them on the project and its benefits. Upon acceptance, by the district head, the interaction will commence immediately.

Community Selection Strategy: A Multi-Criteria Approach

A transparent and strategic selection of communities is crucial for demonstrating impact and ensuring sustainability. The selection will be based on a mix of objective data and participatory assessment. The objective data comprises information on the location of the community, and existing structures that can serve as a fertile ground to anchor the implementation. While the participatory assessment is connected to participation in the interactive session, in which the capable leaders who have passion for the project can be identified.

A multi-stage cluster sampling technique will be employed to select thirty (30) unit heads (Masu Unguwanni). In the initial stage, complete lists of the Unguwanni will be obtained from the offices of the district heads, which will guide sampling and selection method, using multi-criteria approach. Then, ten (10) units will be randomly selected from each of the three districts, Atafi, Waje, and Hadejia’ resulting in a total of thirty (30) participating units. These selected Masu Unguwanni will subsequently be invited to a facilitated interactive session convened at a designated event center.

During this session, participants will be systematically introduced to the conceptual foundations and practical significance of collective efficacy, emphasizing the pivotal role of local leaders as anchors and catalysts in driving the project’s objectives. The training will integrate reflective reasoning exercises designed to foster critical dialogue and collaborative problem-solving. The session will seek to introduce the rationale and relevance of the project’s aim and objectives. The pilot initiative, titled “Mu Tsira Tare” (Let Us Survive Together), will operationalize the four core domains of sanitation (Tsafta), education (Ilmi), health (Lafiya), and economic self-reliance (Sana’a). These domains collectively form the acronym TILAS, derived from the Hausa term signifying necessity or indispensability. This framework reflects the project’s core vision of institutionalizing collective action as a locally grounded and sustainable strategy for community development and resilience.

The session will also seek to explore the best method to select initial members to form the community forum, from among elders, youth, and women. This process will culminate in the identification of five (5) passionate leaders among the participants, from strategically positioned units, carefully selected based on contextual suitability and operational feasibility, to serve as pilot communities for the intervention. The selection will be in a post-session meeting by the facilitators.

The resources required for this pre-implementation interactive session include a well-equipped hall suitable for group activities and the projection of training materials, as well as essential supplies such as notebooks, writing materials, and cardboard sheets for practical exercises. In addition, at least two qualified resource persons will be needed to facilitate the sessions. Provision should also be made for refreshments, including food and drinks, to ensure participant engagement and comfort throughout the program. While branded shirts for facilitators and participants are optional, they can serve as a powerful tool to promote visibility, foster commitment, and enhance community awareness about the initiative. The shirts could feature the logos of the two implementing organizations, Unik Impact and E-YEEES, positioned on the front, one on each side, symbolizing collaboration. On the back of the shirt, the words “TILAS” and “Mu Tsira Tare” could be prominently displayed, reinforcing both the project’s thematic focus and its underlying rationale of collective efficacy in community-driven development.

Implementation Framework: Strategies for Achieving Objectives

Upon the selection of the five sample communities, the project will be implemented through a structured, yet flexible framework centered on establishing ‘Zauren Shawara’ ‘Community Action Teams’ (CATs). The unit head will select the 10 members start-up members for creating the forum, using the method of avoiding all sorts of bias in the process derived during the first interactive session. The names of the selected members will be obtained for subsequent activities. The Mai Unguwa should serve as the pivot that will guide and ensure conduct of the forum, through organizing meetings, and implementation of activities. The membership can be drawn from retired civil servants, health workers, teachers, and individuals identified with wisdom, who can help and influence achievement of the objectives the forum is purport to serve. Voluntary membership from other individuals will also be accepted and documented by the secretary of the forum.

The project’s first objective is to build mutual trust among community members through culturally sensitive dialogue and inclusive decision-making forums. Therefore, the first activity for the five selected Ma Su Unguwanni will be establishing ‘Community Action Teams’ (CATs) ‘zauren shawara’, which will be evaluated quarterly by the extent of successful conduct of meeting and rate of attendance, rate of voluntary participation, and members’ commitment in designing activities that promotes social cohesion, as the key indicators for evaluating success.

In each of the 5 selected communities, the project facilitators will facilitate a participatory process to form a CAT of 10-15 members. Membership invitation from the Mai Unguwa will be based on an identified wisdom of the individual invited. To ensure inclusion, the percentage of the members should be (not necessary) 20% women, 20% youth, 60% elders/leaders, with representation from different kinship or family network (in homogeneous community) and or from diverse groups (in heterogeneous community). For consideration of culturally sensitive approach, the formation will be inaugurated with a formal visit to the Hakimi (District Head) and Dagaci (Ward Head) to seek their blessing, aligning with traditional protocols.

In their first meetings, instead of starting with problems, trained facilitators will guide the leaders to take along the CATs through “Appreciative Inquiry” workshops. These sessions begin by asking “What is best about our community?” and “What gives us pride?” to build a positive foundation. This method builds trust before tackling difficult issues. It shifts the focus from blame to shared strengths, creating a safe space for dialogue. Then TILAS indicators will be introduced, and an agreement would be targeted on how to achieve the indicators. For example, to achive sanitation and education, an agreement on refuse collection system can be designed, a collection spot can be established, and days on which the general refuse will be collected, as well as spraying against disease vectors. The forum can brainstorm on sustaining the process through establishing a contributory plan among community members. Another example can be a voluntary extra lesson for children at school free hours by teaching volunteers in the community, and so many other examples. It is important to note that any activity designed and agreed upon should align with the TILAS model and must be realistic.

Another objective of the project is to improve community monitoring and informal accountability systems, for tracking results, both successes and failures, and to be able to identify the strengths or weaknesses that caused the outcomes. To do this, a sub-committee can be created from the general forum. Their focus will be on ‘Vulnerability and Service Delivery Monitoring’. One possible way to achieve this is to train the selected members for the task in working with simple monitoring tools. For example, Safety Audits, which involves participatory mapping of unsafe spaces (e.g., houses where illicit substances are sold, harmful materials disposed, drainage blockage and so on). Therefore, a Service Report Cards, such as simple scorecards can be used to collectively assess the state of public services like water points, schools, and health clinics. A response to this can be an introduction of a “Community Dashboard”—a large physical board placed in a public area (e.g., near the mosque or market) where non-sensitive monitoring results (e.g., “Drainage Blockage at X Street – Status: Reported to LGA”) are displayed for all to see.

Moreover, community monitoring and informal accountability can be achieved by establishing a monthly “Tattaunawa” (Accountability Forums). The CAT will organize monthly public forums, named using a culturally resonant term like Zauren Tattaunawa (Forum of Deliberation). At these forums, the CAT presents monitoring findings, such as LGA officials (e.g., Works Department, Education Secretary) are invited to respond to community concerns and provide updates. Or a particular empowerment program which trained a certain number of women on tailoring and so on. The dialogue should be moderated by a respected traditional leader to ensure respect and order.

The third objective is to enhance residents’ capacity to organize and implement small-scale collective projects. This can be achieved by conducting practical, hands-on training in Participatory Project Cycle Management for the CATs on the basics of project management. In the training session, simple pictorial tools can be used for demonstrations to ensure inclusive understanding, even for members with low literacy. Additionally, the CATs will be encouraged to establish a Community Projects Fund (CPF). They can be helped with start-up funding, through provision of resources required. For example, provision of insecticide with a sprayer, which would be used in controlling mosquitos around the community, targeting their breeding grounds. The condition for the provision can be suggested to be that the community must contribute at least 20% of the project cost of the in-kind (labor, materials) to foster ownership.

The last, not the least, objective is to integrate traditional leadership structures with modern participatory governance practices. The formation of CATs within the community can help in forming a supra-community structure and ushering modern participatory governance, where individuals from diverse groups and backgrounds are represented. Whilst the forum streamlines access to both traditional and government officials regarding public concerns. The network can be extended to other crucial agencies, such as police, Road Safety officers, NDLEA, NSCDC, Hisbah and so on

As the process continues, representation of CATs from all the units can create ward development forum. From the ward level a general forum of representation from the wards can be created for the general town, to form the Hadejia Peace and Development Alliance (HPDA). At the HPDA level, representatives of local government, emirate council, and other civil service organizations can participate for deeper deliberations and finetuning development towards creating a more ‘organized society’ which reflects transformation for freedom and development that aligns with Hadejia cultural values and ethics.

The HPDA will serve as a bridge between the communities and the LGA, advocating for larger-scale interventions and resolving conflicts that transcend a single community. The HPDA can facilitate a process where the HPDA collectively drafts a “Hadejia Community Charter.” This document will outline mutual rights and responsibilities of citizens and local government, agreed-upon protocols for communication and accountability, as well as shared values for peaceful coexistence. If this comes to be realistic, a public ceremony where all stakeholders sign the charter, giving it cultural and political weight and formalizing the new, integrated governance practice.

This concept ensures that the project is deeply rooted in the local context, builds on existing structures, and systematically enhances the community’s ability to act collectively for its own development and safety. The key to success is not doing things for the community but creating platforms and skills for them to do it for themselves. Essentially, restoring the prestige of traditional structure streamlining their relevance in modern governance. The above stage is proposed to be achieved within 6 months from starting the project implementation.

Simple Action plan for the setting – up stage

Activity	Person(s) responsible	Date(s)	Resource(s) required
Drafting the concept and its scope		20^th September 2025 – 10^th October 2025	Computer, note book, pen
Advocacy visits		15^th October 2025	3 facilitators and means of transportation to visit three district offices
Selection of 30 participants among the unit heads		19^th – 20^th October 2025	Comprehensive lists of the unit heads under 3 districts
Consulting the selected unit heads		23^rd – 25^th October 2025	Airtime on dedicated phone number.
Interactions/meetings with pivots		1^st November 2025	Meeting hall, writing materials, projector, computer, resource persons, refreshments, transportation, branded shirts
Facilitating formation of CATs		15^th November 2025	Transportation, meeting room/space
Training of CATs representation		29^th November 2025	Refreshments, meeting hall, writing materials, projector, banner, etc
Starting – up the forum across units		7^th December 2025	Transportation means, provision of resources such as sprayer and insecticides
Follow – up visits		4^th January 2025	Transportation means, notebook and pen, checklist template
Discussing feedbacks meeting		18^th January 2025	Meeting room, Writing materials, projector and computer
Evaluation/report writing		20^th January – 20^th February 2025	Computer and printer.
Strategizing further action.

Hadejia District List of Units and their Heads

S/N	*Unit (Unguwa)*	*Unit Heads (Mai* Unguwa)**
1.	Rumfa	Abdullahi Ali
2.	Kwarin Naganda	Alhaji Garba Usman
3.	Tagurzan Gabas	Alhaji Ibrahim Gambo
4.	Makwalla B	Danladi Driver
5.	Tagurzan Yamma	Dodo S. Fawa
6.	Kilabakori	Malam Kadai Adamu
7.	Kwarin Lifida	Malam Ubali
8.	Dirimin Gamma	Alhaji Muhammad Dudu
9.	Unguwar Ma’aji	Mai Unguwa Sabo
10.	Bayi	Muhammad Kani Abubakar
11.	Baderin Gabas	Sarkin Jauje
12.	Ilallah	Alhaji Sani Ya’u
13.	Makeran Gabas	Alhaji Maigari
14.	Sabon Garu	Muhammad Mai Unguwa
15.	Unguwar Alhaji	Sankira Dan Abba
16.	Kwarin Madacima	Babangida Ahmad
17.	Zonagalari	Malam Muhammad Kyari
18.	Kakabori	Bala Babani Sani
19.	Majema	Malam Kawu Garba
20.	Gagulmari	Malam Auwal Mai wada
21.	Rinde	Abdullahi Garba Rinde
22.	Unguwar Mu’azu	Sabo Babale
23.	Gabari	Malam Idris Ya’u
24.	Auyakayi	Abdullahi Dangwani
25.	Chadi	Sa’idu Kanti
26.	Matsaro	Ibrahim Sulaiman

Atafi district List of Units and their Heads

S/N	*Unit (Unguwa)*	*Unit Heads (Mai* Unguwa)**	Phone Number
1.	Dala	Ahmed Mohamed	09167776197
2.	Ankun Gabas	Kani Mohammed	08029620254
3.	Ankun Yamma	Garba Ligidi	09025283650
4.	Kuburu	Baba Sule	08031512118
5.	Agumau	Jarma Uba	08037735836
6.	Nasarawa	Musa Nabintu	08067246585
7.	Kyalesu	Atyuba Garba	09158543276
8.	Yayari	Abdullahi AG	07060507350
9.	Tudun Wada	Babangida Abdulmumini	07038920590
10.	Garko	Sule Yusha’u	07061035340
11.	Farin Gida	Adamu Abba	08068931857
12.	Kasuwar Kuda	Muhammad Kakuka	08144455356
13.	Yalwa	Ahmad Mohammed	08064788263
14.	Kasgayama	Dalibi Abdullahi	08036671098
15.	Sararin Rakuma	Mohammed Abdullahi	08067787487
16.	Oliya	Baba Ali	07038559122
17.	Dikila	Mohammed Babaye	09126065287
18.	Ung. M. Yahaya	Tafida Umar	07030657560
19.	Makera	Hamisu Mohammed	08065402567
20.	Madaura	Kawu Haruna	07038177738
21.	Ung. Maidu	Barau Haruna	08034617433
22.	Masaka	Musa Yahaya	08039745969
23.	Galo	Baba Yahaya	08130340649
24.	Ung. S/Fawa	Adamu Sarkin Fawa	08106301546
25.	Kwarin Manu	Musa Umar	08102539520
26.	Tudun Barde	Lamara mohammed	07062574777
27.	Kachallami	Abdullahi Shahada	08036407315
28.	Ung. Sarkin Ruwa	Musa Yayan-chadi	08034716855
29.	Dubantu	Ahmad A. Tela	08067544990
30.	Baderi	Magaji Bura	08131556604
31.	Ung Makama Kigo	Ibrahim Makama	07066439091
32.	Ung. Adamu	Adamu Danboti	07063064664
33.	Kasuwar kofa	Garba Isyaku	08060453506
34.	Ung. M. Babaru	Alhaji Mamman	08068159914
35.	Dallah	Adamu Muhammad	08140106002
36.	Atafi	Mohammed Yakubu	07030877676
37.	Fantai	Bako Abubakar	08065994872
38.	Fanisau	Dalha Abubakar	08062587149
39.	Kwarin Madaki	Muhammad Salihu	08033771336
40.	Makwalla A	Hassan Haruna	08064348453
41.	Wuriwa	Maina Babale	08064348453
42.	Yankoli	Mohammed Danyaro	07030306803

Waje District List of Units and their Heads

S/N	Unit	Head
	KADUME KWARI
1.	Me Randa	Muhammadu Dan Gwaram
2.	Mai Dalawa	Hashim Turaki
3.	Agubu	Aminu Muhammad
4.	Kadimen Tudu	Malam Uba
5.	K/Fada	Sunusi Musa
6.	Barka	Isma’ila Idris
7.	Ilallar Kadime	Yusif Mu’azu
8.	Jama’are Quarters	Isyaku Habibu
9.	Mushimbura	Muhammad Gida
	GANDUN SARKI
10.	Jigawar Kassim	Muhmmad Garba
11.	Jigawar Musa	Idris Gambo Ali
12.	Jametami	Rabi;u Abdullahi
13.	Sharigar Yamma	Abdullahi Muhammad
14.	Gandun Galadima	Babangida Jibrin
15.	Ganduma	Musa Musa
16.	Unguwar Sama	Uba Adamu
17.	Zubairu Isyaku	Unguwar Namadaki
18.	Unguwar Kudu	Sa’idu Adamu
19.	Unguwar Yarimawa	Muhammad Bagana
20.	Garin Arewa	Shuaibu Abdulkadir
21	Unguwar Hamza Abdullahi	Abubakar Ahmad
22.	Unguwar Contry	Sani Muhammad
23.	Unguwar Sarkin Daji	Abdulmumini Idris
24.	Unguwar kofar Fada	Alh. Hassan Muhammad
25.	Unguwar Ramin Sa’a	Zakar Hassan
26.	Unguwar chiromawa	Haruna Shu’aibu
27.	Unguwar Baba Ali	Sunusi Ali
28.	Unguwar Garke	Adamu Salati
29.	Unguwar Liman	Yusif Usman
30.	Unguwar Arewa	Adamu Isma’il
31	Unguwar Gabas	Sani Muhammad
	GANDUN BUNDUGOMA
32.	Gandun Bundugoma Sabuwa	Saleh Muhammad
33.	Me Alkama	Yakubu Mukaddas
34.	Mafucin Sarki	Alhaji Angazi
35.	Jangago	Sulaiman A. Sani Kaila
36.	Gawuna	Danbaba Nasalla
37.	Gawon Dogari	Muhammad Kawu
38.	Kantin Waje	Ayuba Abubakar
39.	Gawon Auduga	Ahmad Abubakar Abba
40.	Unguwar Gabari Waje	Usman Hussaini
41.	Unguwar Rizabuwa	Garba Abdullahi
42.	Unguwar Sa’a	Kabiru Mu’azu
43.	Unguwar Walawa	Sulaiman Muhammad
44.	Unguwar Makarar Duhu	Hassan Abdullahi
45.	Unguwar Kyalesu Waje	Muhammad Sani
46.	Gandun Bundugoma	Alhaji Sule Muhammad
47.	Abujan Amare	Danliti Driver
48.	Unguwar Gabas	Muhammad Balarabe Danbaga
49.	Unguwar Fuskar Gabas	Muhammad Ibrahim Muhammad
50.	Unguwar Turaki	Muhammad Abdullahi
51.	Unguwar Makarar Haske	Alhaji Ubali Dantatu
53.	Unguwar G.R.A.	Usman Mai Kudi
54.	Unguwar Sambo	Umar Muhammad
55.	Unguwar Tatagana	Yakubu Sulaiman
56.	Unguwar Maina	Isah Isyaku Danbichi
57.	Unguwar Rijiyar Kwarori	Muhammad Ibrahim Maigari
58.	Unguwar Sarki	Jibrin Abdullahi
	SHARIGA
59.	Unguwar Mandara	Zubairu Alhassan
60.	Unguwar Bariki	Sulaiman Adamu Mai Dallah
61.	Gudiccin	Auwal Muhammad Ishaq
62.	Unguwar Aguyaka	Idris Saleh
63.	Unguwar Bello Bayi	Abubakar Dodo
64.	Unguwar NTA Quarters	Isah Ala Turaki
65.	Rugar Isah	Muhammad Isah Maijama’a
66.	Sharigan Tsakiya	Maijama’a Adamu
67.	Unguwar Mai Kanya	Ibrahim Namadina
68.	Unguwar Jaji	Sa’adu Ali
69.	Zangon Kwarori	Malam Yakubu Wargale
	BUBBAR RUGA
70.	Babbar Ruga	Hassan Ibrahim
71.	Gandun Kabo	Muhammad Sani
72.	Gandun Turaki	Muhammad Mailazza
73.	Unguwar Gasoka	Yakubu Idi
74.	Shagari Quarters	Hassan Abba
75.	Unguwar Maishahada	Muhammad Abdullahi Madaki
76.	Warwarin	Muhammad Bashir Baima
77.	Unguwar Kuka Uku	Nuhu Muhammad
78.	Turarawa	Malam Abdu Mai Tanda
79.	Unguwar Bye-pass	Muhammad Lawan