In 2000, one individual, then President, Olusegun Obasanjo, expressed passionate pessimism about the performance of the Niger Delta Development Commission (NDDC). The Niger Delta Region was clearly underdeveloped and in urgent need of assistance. The primary challenge was establishing an effective mechanism to address the deficiencies in the character and management skills of state actors. Olusegun Obasanjo, known for his realistic perspective and lack of self-delusion, voiced his concerns based on his understanding of the Nigerian system. Whether his concerns were justified is open to analysis and may vary depending on individual perception, particularly considering the NDDC’s 25-year history.
The NDDC was envisioned as a solution to the severe underdevelopment and degradation experienced in the region, which inflicted considerable hardship on the local population despite the region’s significant contributions to the country’s resources. While the creation of the NDDC was a welcome initiative for the people of the Niger Delta, there were serious doubts about the moral integrity of those who would manage it.
Over the years, this concern proved valid as there were numerous reports of mismanagement of resources meant for the NDDC, violating ethical standards and the laws governing the Commission. Those responsible for oversight either became complacent or were unwilling to ask the necessary questions, much like a ship abandoned in its wreckage. Initially, the NDDC was filled with hope and enthusiasm. With an ambitious Master Plan encompassing transformative projects and programmes for the region, anyone studying management would have been optimistic about the potential development outcomes.
Dwight D. Eisenhower, the 34th president of the United States, once remarked, “Plans are nothing; planning is everything.” This sentiment reflects the challenges faced by NDDC managers, who became overwhelmed by attempting to address multiple sectors simultaneously without adequate resources or supervisory capacity. A socioeconomic impact assessment conducted by the Commission, led by this author ten years later, unveiled a dismal performance, with an impact index averaging below 4 out of 100. This finding was further corroborated by the substantial criticism from stakeholders and the media.
Norman Schwarzkopf, a highly decorated American military general, stated, “Leadership is a combination of strategy and character. If you must be without one, be without strategy.” While these individuals are great in their own rights, they could not avoid deep involvement in politics. Managing publicly funded organisations entails navigating political dynamics, as it is essential to maintain relationships, especially when strict management decisions may adversely affect certain stakeholders. However, this does not justify engaging in the kind of partisan politics which can compromise professional ethics — a mistake that many in the NDDC made years ago.
Consequently, policies, plans, and decisions became tainted by political interests, leading to competition rather than cooperation and creating conflicts between the Commission and state governors. Instead of launching transformational regional projects, such as industrial parks, enterprise villages, power projects and intra-regional rail systems, the NDDC diverted its focus to superficial activities like beauty pageants. This shift resulted in the neglect of essential structures needed to stimulate growth and socio-economic development.
The Commission’s vision thus became blurred, leading to abandoned projects and delayed, or even unpaid, compensation for contractors and suppliers, many of whom were Niger Deltans. This left them disappointed and economically strained, further exacerbating regional poverty and public discontent, a serious existential dilemma.
Now, as the NDDC celebrates its twenty-fifth anniversary, it is a fitting time for reflection and contemplation. This moment calls for serious introspection to identify new ways to channel the organisation’s efforts toward improved results. The incumbent managing director, Dr. Samuel Ogbuku, and his dynamic team are working to change the narrative by creating a more effective NDDC that is “Making A Difference.” Many stagnant aspects of the Commission are being revitalised. The organisation is undergoing restructuring, reorganisation and repositioning. The Commission’s most vital asset, its human resources, is being re-oriented through training to emphasise the importance of customers and stakeholders as the foundation of its mission. As the Managing Director stated, “The NDDC was created not just to build roads, but to rebuild a broken social contract.”
Dr. Ogbuku has developed a holistic regional plan based on a bottom-up management philosophy. He has reviewed over 13,000 past contracts and instituted a digital project monitoring approach where accountability is key. He has successfully completed 250 abandoned projects and enhanced the skills of over 50,000 youths. This marks a refocusing effort back to the Commission’s original mandate. At first glance, this may seem like “just another effort,” but given the troubling regional socio-economic statistics, it becomes evident that maintaining this momentum could lead to significant progress and sustainable prosperity in the years to come.
It is disheartening to note that, despite 25 years of development expectations and significant revenue accruing to the states in the region, the regional poverty rate documented by the National Bureau of Statistics remains a staggering 33 percent. Youth unemployment has reached 42 percent, and rural poverty is prevalent 25 years later.
However, it is never too late for change, especially with a leader like Dr. Ogbuku, who brings a different mindset, vision and corporate culture. It is encouraging to see the Commission, under his leadership, paying contractors promptly and addressing the backlog of debts. These milestones are commendable, and it is hoped that this pace will continue. The current management deserves high praise for effectively changing attitudes throughout the organisation. They have made a concerted effort to promote this change from top to bottom across all departments and units. As Niger Delta activist Ibiba Don Pedro puts it, “The real legacy of the NDDC will not be in monuments, but in transformed minds.”
Today, the NDDC is clearly aware of stakeholders’ perceptions of its services and is committed to cultivating a work culture and ethical practices responsive to modern customer relationships. We are not just hearing about making a difference; we are witnessing it. I have confidence in the credibility, capability and commitment of the current NDDC Board and management to successfully implement the emerging changes. All signs indicate an unwavering dedication to progress.
Based on this belief, I would like to offer some suggestions that may further enhance the NDDC’s value and help it establish a lasting legacy, ensuring that future generations will continue to speak of their positive contributions. The NDDC is a large bureaucracy that, as it currently stands, risks being inefficient. To further improve service delivery, it is necessary to digitise operations. Implementing an Electronic Document Management Solution (EDMS) would greatly enhance internal administrative systems. With this technology, the cumbersome process of moving large volumes of files between offices would be eliminated, and the issue of missing documents would be resolved.
Installing CCTV cameras at entry points and in offices could help curb unwholesome practices that undermine the management’s efforts towards improving the Commission-stakeholder relationship. Additionally, the finance and accounting departments should be restructured for greater efficiency, aligning transactional processes with the new management’s goals of enhancing customer experience. The NDDC should function as a quasi-central government for the Niger Delta Region.
The Commission could widen the reach of development awareness by conducting socio-economic surveys throughout the region. This would enable the establishment of a peer review mechanism to encourage development competition among member states. These studies would highlight development gaps, provide reference data for investors, and serve as reliable documents for development partners. A quarterly publication highlighting development activities and new growth opportunities in the Niger Delta would also be beneficial.
Furthermore, the NDDC needs a more transparent employment process. Young people from less privileged backgrounds in the region should be given employment opportunities. The current system tends to favour influential individuals excessively. While it may not be possible to completely eliminate nepotism, a percentage of job openings should be reserved for merit-based recruitment to ensure talented youth can join the system. It is important to recognise and appreciate efforts that are done correctly. Not everything can be fixed at once, especially after years of damage.
However, it is fair to acknowledge strong efforts to create a positive narrative. Thus, I commend the current NDDC administration and hope they continue to foster positive changes in the region. Everyone in leadership at the NDDC, who embodies the hope of the Niger Delta Region, should embrace this responsibility. I also urge them to listen to suggestions from the public. As Martin Luther King Jr. said, “A true leader has the confidence to stand alone, the courage to make tough decisions and the compassion to listen to the needs of others”.
Mr. Owoh is a Management Consultant and Researcher