A Federal Commissioner of Nigeria Law Reform Commission and former Managing Director Niger Delta Development Commission, Sir Bassey Dan Abia, is an accomplished lawyer born and raised in Afaha Ekpenedi Village in Esit Eket Local Government Area of Akwa Ibom State.
He wore many caps during his years at the NDDC. He was the Representative of Akwa Ibom State on the NDDC Board, the Chairman of the Board and finally the Managing Director.In this interview, he shares his experiences with SELEDI THOMPSON-WAKAMA, WILLIE ETIM and IFEATU AGBU in Abuja.
You have served as a State Representative, Managing Director, and chairman of the NDDC. As the Commission celebrates its 25th anniversary, what has it been like to play a pivotal role in shaping the Commission’s current state?
I appreciate all of you, the current board, and management. I am saying so because if the present board and management aren’t careful, they will come from somewhere, and there will be missing links. So, I appreciate and thank them. Of course, part of the major problem we are having not only in the commission but in this country and even in the world is failure to appreciate where we are coming from because, as the saying goes, “a man or a woman who does not know where he is coming from is not likely to know where he is heading to.”
We all have our experiences, which are very good or not too good, but I recall that the NDDC started on rented premises. Today, you have shelter, not just any shelter, but a permanent structure. That gave me joy.
When I came as MD, I was determined to see that structure completed. It was my dream to see it completed during my tenure. I thank God that it has finally happened. I am glad the NDDC is no longer staying in a rented apartment. I remember the Dappa Biriye building; initially, it was supposed to be free, but you know the rest is history and also misinformation because I watched on television when somebody said NDDC has been paying 300 million every year for the past 20 years; I had watched him and said, well, may God forgive him.
The person who made the statement was an insider. He knew what he was saying was wrong. He was misinforming the public because there is no way you would have been paying 300 million for 20 years. With great excitement, I can say that you have resolved that aspect, and, of course, your presence has been a welcome change, as I no longer hear about fights here and there, which has always been a problem. You cannot bring development without peace. I’m glad there is peace in the region and that the commission is in place, and I believe it will have a positive impact.
Sir, with the many caps that you wore during your years in NDDC, how did you cope with the different expectations from the stakeholders such as the Presidency, the Niger Delta States, the youth, and the Governors? How did you cope with that?
Yes, it is a very complex situation because the expectations were not mine, but rather theirs; some were reasonable, while others were unreasonable. Within reasonable expectations, we did our best because we were there. As a director, you are directing people and can’t just say I am alone. Working within the template, directives, and mandate your supervising authority gives is more manageable than working outside the framework. Their expectation will be based not on what is available. That is why I said that I will restrict myself to reasonable expectations. For example, during my time, I didn’t work under any Ministry, but rather under the Presidency.
The President made it clear, “Gentlemen, I want you to concentrate on the ongoing projects.” With my experience in the system, it was clear where the low-hanging fruit was. That is why I am talking about the building; the building has been there. We inherited it from OMPADEC, and those who came before me had their own priorities. I can only hint that there was a move to relocate the NDDC headquarters. Still, we utilized our experience without too much conflict and appealed to the authorities, who provided us with the necessary support. The first ongoing project I launched was the headquarters complex. And then, of course, the hostels. As you may recall, the first board under Chief Onyema Ugochukwu proposed the idea of building university hostels in all nine states of the Niger Delta. Of course, for those of us who went through university, I attended the University of Lagos, and accommodation is indeed essential. We felt that that should be taken up and fast-tracked. It requires some hype because you don’t know the contractor and have no prior knowledge, but you’re interested in ensuring it gets done. And to the glory of God, we were able to complete six.
We did one at Imo State University, Owerri and the other at the Federal University, FUTO. We built one at Abraka, Delta State; one at the University of Agriculture, Umudike, in Abia State; one at the University of Benin, Edo State; one at the Teaching Hospital, Uyo, Akwa Ibom State; and another at the Rivers State University. Therefore, within reasonable expectations, the directive was that your primary emphasis should be on completing ongoing projects. That is why I said you shouldn’t be too sure; I know everybody’s expectations. And I’m glad the Commission has since completed several other projects. In all modesty, we did our best with our team to meet the reasonable expectations of our people in the region.
During your time at NDDC, you worked with a Regional Development Master Plan. How will you access its implementation? Additionally, now that the plan has expired, what should be done?
I had the privilege of attending a meeting in Akwa Ibom, where the Master Plan was discussed. It was one of the issues raised because people have messed up the plan. Many people believe it is an NDDC plan, but they are unaware that it is the Niger Delta regional plan. It was intended to be a roadmap for the region’s development. The NDDC should partner with other deployment agencies, including state governments, the federal government, and multinational organisations. So, we started well. But along the line, there are human, environmental, and factors you never anticipated. So, I will not give ourselves 100%. Still, we have done well. Now that it has expired, I believe the partners should meet with NDDC as soon as possible and then revisit that masterpiece.
Although you have commented on the current board’s performance, I would like to ask you a specific question: How would you rate the performance of the current NDDC leadership?
Beyond observing, as I told you, I am a lawyer, so I must ask myself, “In what capacity?” I was the Attorney General of Akwa Ibom State before I joined the NDDC. Of course, where I am now, we vet the federation’s laws. So, when you ask me a question, it is okay for a politician to stay on television and speak. So now, in what capacity would I be scoring them? They are not working under me, and I don’t supervise them; however, as a major stakeholder, I would say they have done well. I watch them on television, interact with them and have been there; I know about the banana peel. I’m proud of them because when I was Managing Director of the NDDC, we were sworn in by the President. So, the President was talking to us. Do you know one of the things he said? He said that he wasted a great deal of time settling scores between board members, particularly the Executive Directors. I gave him my word and said, ‘ Sir, the day our matter will not come to you.’ I knew that we were human beings and might have issues to resolve. The board comprises people from across the country with different interests. Once they feel that you are making them irrelevant, they will take offence, so you, at the top, see yourself as a funnel. That is why I did not intend to access the current board. I’m not a member of the Advisory Committee, which comprises the governors and the two representatives from ministries. However, as a major stakeholder who loves the commission, I have a passion. Given my background as a commissioner, state representative, and chairman, I am interested in the party. That is why I have observed that the present board and management are working together; if you don’t collaborate to bring development, you definitely cannot succeed..
How much support did you receive from the governors in the Niger Delta states compared to what we currently have?
I’m unsure of the current level of support they have, as my contact with the NDDC is minimal. What I did is that if you check the Act, there are provisions for them to play a role through the Advisory Committee.
So why is that important? First, you will be able to harmonise the NDDC projects with the expectations of the governments, and then you will have a forum where you can engage them constructively. Let us take the Calabar and Uyo roads, for instance; if we have a practical Partners for Sustainable Forum, the Akwa Ibom State government will say I’m doing the road from this point to this point, and the Cross Rivers State government should also say, I’m doing the road from this point to this point too. Then, NDDC will come in, so we need that forum to function correctly. It will also eliminate politics because politicians won’t be aware of what is happening in the NDDC.
I must be cautious because it is an independent board, and I have no statutory role. As a lawyer, I’m bound by the law, and what is my locus standi? I can advise the board, but I don’t think it should be on its formal platform. but I can observe the relative stability of the board, which I have already commended. I also congratulate the government, under the administration of President Bola Tinubu, for supporting the NDDC to make a positive impact. We knew when the previous administration was churning out CEOs, interim administrators, and acting MDs. It was worrisome because I do not see how you can function adequately with frequent leadership changes. I had the privilege of meeting then-President Muhammadu Buhari concerning the anomalous situation. No institution will produce over 10 CEOs in less than 5 years; you expect that institution to function. It is destructive, so I commend the Federal Government of Nigeria under President Tinubu. To my knowledge, there has been stability since this board came in. Whatever mistakes they make can be corrected. People make and correct their mistakes. You have the law there, which allows you to sanction and correct.
Recently, some individuals from certain states have been agitating, claiming it is their turn to produce the next MD. Given the provisions in the NDDC Act, what do you think is happening?
Quite frankly, the NDDC Act is in place; we are under the presidency, which is part of the structure of the Federal Government of Nigeria; they have a legal adviser, the Attorney General of the Federation. I am not even a staff member under the Attorney General of the Federation, so it is against protocol for me to sit down and give my personal opinion on an issue such as this. However, based on my observations, I advise that the federal government should strive as much as possible to resist the temptation of always truncating the board’s tenures. You have mechanisms for correcting errors in the system without disrupting the functions and the peace and stability of a board duly set up under statute.
It is unfair to comment without taking full cognisance of the provisions of the NDDC Act. Now that the government is supporting the commissions and the board to ensure stability, I believe the NDDC leadership should take advantage of this opportunity and work together as a team for the sustainable development of the Niger Delta region.
Over the years, budgeting has posed challenges to the management and board of the NDDC, often leading the MDs to operate without a budget. How do you think the NDDC can surmount this challenge?
Well, the NDDC can do it because there are things within the commission’s powers and those that are outside its powers. When the commission drafts its budget and sends it to the President, he will then involve the minister who oversees the NDDC. During my time, there was no supervising minister, and I was responsible for everything on my own. So once NDDC prepares its budget, it will be easier to follow up. Then, struggling to get your statutory funds is another challenge. I experienced that somewhat, but it wasn’t as bad as now. We watch on television as people come in November and December to approve the NDDC budget. Is the budget for the coming year? So, we need a lot of improvement. Some of us will agree, but we live in denial. So, I want to bring the structure, budgeting, and everything there and let NDDC build its budget. When it reaches the National Assembly, remember that until the national budget is passed, you cannot take any action. However, ensure that on your side, you have your document ready so that, once this is done, it will be easy to proceed smoothly.
Let’s talk about education. Recently, the NDDC launched the distribution of 45,000 U-Lesson tablets and software to primary and secondary schools across the religion, which aims to digitalize learning in our region. What is your perspective on this approach?
Yes, we are improving. Let’s be clear on this. There is a limit to what you can do no matter how much you love the region; you are an intervention agency. You are not competing with the states and the local governments, which should be clear. During the administration of the third Governing Board, where I served as Chairman, we initiated the postgraduate scholarship programme. I know it’s still on. The digital approach to learning is a very welcome development. Subject to available funds, it may be time to expand the scope. It is a welcome development, and I commend the NDDC for that.
How can the NDDC attract more funds for the development of the Niger Delta region?
The NDDC is not an independent institution because no matter how brilliant an idea you have, you still have to deal with institutional controls. Robust funding is needed to make a regional development plan meaningful. We used to have what they call Partners for Sustainable Development. It needs to be revived. I believe this is because such collaboration will attract funding outside the statutory ones. Outside the statutory allocation, the NDDC should also explore ways to attract foreign financing.
How has the NDDC faired in facilitating the development of the Niger Delta region?
A simple answer is, have you integrated the economy outside this region? Have you made contributions? Of course, substantial contributions are made; however, regional integration remains paramount. So, aside from confirming whether they have achieved it, I will say that the integration is a work in progress. Twenty-five years may seem like a very long time, but in the context of regional growth, it is not. Sometimes, a small impetus, such as the effort of one person, can accelerate growth. So, my appeal is that we still give NDDC a chance and the benefit of the doubt so that it can achieve what it has set out to do. I mean, if you’re a human being at 25, you’re still a bachelor for men, except for women.
The NDDC recently facilitated the launching of the Niger Delta Chamber of Commerce Trade and Industry to help the development of entrepreneurs; how do you see this model for the development of Young entrepreneurs in the region?
First of all, I would like to say that anything that promotes regional integration is what I support; the regional Chamber of Commerce is indeed necessary for our region. I have served as a three-time president of the Calabar Chamber of Commerce, so I am familiar with its operations. Still, you shouldn’t limit it to just creating a regional chamber of commerce because that is what it is. I expect that there should be a vision for a regional economy so that the regional chamber of commerce will also work towards realising regional integration.
Looking back on your time at the NDDC, what would you do differently?
I could have done much more with the media by telling our stories through them. We could tell our stories without much fanfare. With the benefit of hindsight, we could have done more to show the world what we achieved. It is also suitable for them to know what you are doing differently from the propaganda. It is also beneficial for the media to become aware of your challenges and difficulties, as we often live with unrealistic expectations.
You know, talking about expectations, when people sit down and think that there is so much money in NDDC that whoever goes there should look for a Ghana must go to take, he or she’s wrong because we know that we don’t have enough money even to develop the region and complete our ongoing projects. We have many ongoing projects, so I also hope that you can alleviate the pressure on the actors, allowing them to perform their jobs effectively and meet expectations.
