The slogan Dotun Must Go (DO-MÚ-GO) is no longer just a phrase being whispered in staff rooms or discussed in labour circles. It has become a rallying cry among many stakeholders who believe that the Broadcasting Corporation of Oyo State (BCOS) urgently needs new leadership to restore credibility, accountability, and industrial harmony.
For months, BCOS has remained in the news for reasons unrelated to quality broadcasting. Instead, headlines have focused on labour disputes, staff grievances, disciplinary actions, allegations of religious discrimination, and questions about governance. Regardless of where individual disputes may ultimately be resolved, the persistent controversies have significantly eroded public confidence in the institution.
The call that Dotun Must Go is, for many critics, not about personalities but about institutional survival.
Industrial Relations Have Broken Down
One of the strongest arguments behind the Dotun Must Go campaign is the deterioration of the relationship between management and organised labour.
A public institution thrives when management and employees work together toward common objectives. Unfortunately, BCOS has experienced repeated confrontations involving recognised labour unions, disciplinary measures against union leaders, and disagreements over staff representation.
Rather than fostering dialogue and reconciliation, the relationship has increasingly become adversarial. A leadership that cannot maintain industrial peace risks weakening the entire organisation.
Staff welfare has taken a back seat
No public broadcaster can function effectively when its workforce is demoralised.
Workers have repeatedly expressed concerns over delayed salaries, non-remittance of statutory deductions, cooperative obligations, and other welfare-related matters. These issues have generated frustration among employees who believe that their welfare has not received the priority it deserves.
A motivated workforce is the foundation of quality public service. Where staff confidence declines, productivity and public service delivery inevitably suffer.
Public confidence has declined
Every public institution depends on trust.
BCOS should be recognised for excellent programming, objective journalism, cultural promotion, and public education. Instead, recent public conversations have largely revolved around controversies rather than achievements.
When stakeholders, former employees, labour organisations, and members of the public increasingly question the direction of an institution, rebuilding confidence becomes an urgent priority.
Many observers argue that new leadership may be the most practical way of restoring that confidence.
Leadership must be Accountable
Leadership is ultimately about responsibility.
Whether an organisation is facing financial challenges, industrial disputes, or public criticism, its governing board bears responsibility for providing strategic direction and maintaining institutional stability.
Where controversies continue to dominate public discourse over an extended period, questions naturally arise about whether the current leadership still enjoys the confidence required to lead meaningful reforms.
Accountability is a cornerstone of good governance.
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Questions about transparency
Another issue frequently raised by stakeholders concerns transparency in decision-making.
Questions have been asked regarding certain commercialisation initiatives, management decisions, and the handling of public assets. While such concerns require evidence and due process before any conclusions can be reached, transparency remains essential for every publicly funded institution.
Public confidence grows when decisions are open, properly communicated, and capable of independent scrutiny.
The religious controversy deepened the crisis
The controversy surrounding a June 2026 interfaith programme further intensified scrutiny of BCOS.
Traditional religion practitioners petitioned Governor Seyi Makinde, alleging discrimination following disciplinary actions connected to the programme. BCOS Board Chairperson Mrs. Dotun Olaitan has publicly denied those allegations and defended the Board’s position.
Regardless of differing accounts, the episode attracted significant public attention and highlighted the need for stronger stakeholder engagement and conflict resolution.
A new beginning for BCOS
Those advocating Dotun Must Go insist that the campaign is not driven by personal hostility but by the belief that BCOS requires a fresh start.
A reconstituted Board could focus on:
- Restoring industrial harmony.
- Rebuilding staff morale.
- Improving transparency and accountability.
- Strengthening stakeholder engagement.
- Refocusing BCOS on quality broadcasting and public service.
- Promoting professionalism over unnecessary conflict.
What the Oyo State Government should consider
To restore confidence in BCOS, the Oyo State Government may consider:
- Conducting an independent review of recent controversies.
- Engaging labour unions, management, and professional bodies in dialogue.
- Reviewing disciplinary actions where appropriate.
- Auditing governance and administrative processes.
- Reconstituting the Board if it determines that public confidence has been irretrievably damaged.
Final thoughts
The Dotun Must Go campaign reflects growing concerns among critics about the direction of BCOS. Whether one agrees with the campaign or not, it highlights important questions about leadership, accountability, staff welfare, and governance within one of Oyo State’s most important public institutions.
Ultimately, the future of BCOS should be guided not by personal interests but by the public interest. If restoring trust requires new leadership, then that option deserves serious consideration through lawful and transparent processes.
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