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Fast-Tracking The Niger Delta Master Plan

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When Europe was virtually on its knees at the end of the Second World War, it took the intervention of the United States of America, armed with a Marshall Plan, to revive the devastated economy of the continent. The positive rings of that initiative have continued to reverberate across the globe over the years. In Nigeria, the Federal Government took a cue and included the drawing up of a Master Plan in the Act setting up the Niger Delta Development Commission [NDDC]. It was meant to produce a comprehensive compass that would guide the orderly and rapid development of the region.

To actualise this mandate, the commission promptly en­gaged international experts to produce the highly acclaimed Niger Delta Regional Development Master Plan (NDRMP). The document, which took several years and huge resources to develop, has been globally applauded as one of the great­est achievements of the NDDC which facilitated the project. The overall objective is to fast-track the development of the region that produces over 90 per cent of the country’s oil wealth.

The importance of this regional plan, aptly described as a roadmap to development, is better appreciated against the background of the abysmal performances of previous inter­ventionists’ agencies from the Niger Delta Development Board [NDDB] set up in 1961 to the Oil Minerals Producing Areas Development Commission [OMPADEC] inaugurated in 1992. It is no secret that one of the reasons those agencies failed to tackle the developmental challenges of the region was be­cause of the absence of a comprehensive master plan.

The choice of GTZ International of Germany and Wilbahi Engineering Consortium of Nigeria as lead consultants that produced a world-class master plan was deliberate, as they have cognate pedigree. In addition, 30 sector consultants and various resource consultants were assembled to work on different aspects of the plan to further enhance its global competitiveness. The process was systematic and laborious as several workshops and seminars were organised with oil-bearing communities, local, state and federal governments, international donor agencies, oil companies, among others.

The Master Plan is structured in 3-5-year phases, namely: the foundation phase (2006-20 I 0); the expansion phase (2011­2015); and the consolidation phase (2016-2020). It can be said to be the first integrated development plan driven by stake­holders’ participation in Nigeria because it covers different sectors including health, education, transportation and agri­culture, while its objectives embrace economic growth and infrastructural development.

The comprehensive work was approved and adopted by the Federal Government as a document that holds the key to c he rapid development of the Niger Delta. The governors and other political leaders of the region were satisfied as they were Ii part of the processes that produced the plan from the scratch. The then President Olusegun Obasanjo was excited and de- f lighted on March 27, 2007, when it was officially launched. He ~ said: “It is my abiding belief that we are launching the com­mencement of a voyage of hope that will sail the Niger Delta past a legacy of turbulence, neglect and poverty into an as­sured future as our nation’s most peaceful, most prosperous and most ecologically regenerative region by 2020″.

The administration of late President Umaru Musa Yar’ Adua, which succeeded Obasanjo, also agreed that the plan has the capacity of adequately addressing the development challenges of the Niger Delta. The commission has through its Partners for Sustainable Development [PSD] Forum brought all the stakeholders under one umbrella to aid the process of harmonising projects in the region as enunciated in the plan.

Incidentally, the first official assignment of the present NDDC Managing Director, Mr. Chibuzor Ugwuoha was the attendance of a workshop by the PSD Forum in Port Harcourt. His remarks at that occasion underscored the importance he attached to partnership. He said: “We know that the task of developing the Niger Delta is enormous. We cannot do it individually but together we can do it.” Ugwoha’s emphasis

on the PSD Forum as a platform for collaboration is in line with his desire to engender further buy-in and commitment of all stakeholders to the Master Plan. He said that since the Master Plan constitutes the template for tackling the developmental challenges of the Niger Delta, the commission needs to constantly engage-stakeholders in implementing it.

Currently, the NDDC boss has been visiting the state governors in the region and using every opportunity to reiterate the importance of the partnership arrangements already worked out with them. The visits have become necessary at this time

– to rekindle the interest of some state governments and other key stakeholders to the Niger Delta project that seems to have dwindled over time. A lot of people are worried that the key stakeholders appear to have abandoned the implementation vehicle for only the NDDC to drive. This is unfortunate because the Master Plan is a property of all Niger Delta people.

Perhaps, the setting up of the Ministry of Niger Delta Affairs contributed to the loss of focus. At the onset, the mandate of the ministry was not very clear, and its interface with the NDDC was at best hazy. Even in terms of allocating funds for the critical needs of the Niger Delta, both the executive d the legislature appeared to treat the ministry and the commission as if they were eating from the same pot. In 2008, the National Assembly approved a budget of N79 billion for the NDDC. In 2009, however, its budget was drastically reduced to N27 billion, while N50 billion was budgeted for the new ministry. Thus, both of them got the same amount only the NDDC got a year earlier.

It, therefore, came as a big relief when President Goodluck Jonathan issued Niger Deltans recently that the lofty plans captured in the master Plan would be pursued with renewed vigor. He said: “Let me assure you that I am irrevocably committed to the development of the Niger-Delta. We must develop the region to restore condence and hope among our people and children. To this end, let me assure you that the Niger-Delta Master Plan for development is on course and we will assist the NDDC and all the state governments to faithfully implement it.”

The Federal Government should match its words with action by going a step further to mobilise all the stakeholders to put their hands on the plough to get the plan moving at optimum speed. In 2008, there was an understanding that all the nine states budgets could be prepared to fit into the Master Plan, to ensure that they actually keyed into its implementation. It would, therefore, be good to ensure that the central government, states, local governments, oil companies and other stakeholders work in harmony to realise the lofty dreams inherent in the Master Plan. Every one of them should be allocated specific roles on which they can be held accountable. It is encouraging that the state governors in the region are beginning to take keen interest in the affairs of the commission which drives the master plan process. Recently, the hitherto dormant Advisory Committee of the NDDC, which comprises the governors and the principal officers of the commission, sprang into life after many years of inaction. The advisory committee intervened in the internal challenges that have confronted the interventionist agency of late. The long expected meeting of that moderating body also deliberated on how to aggressively implement the master Plan. With the governors now putting heads together with the NDDC  management, there is hope that the Master Plan will now experience new lease of life. The Ministry of Niger Delta Affairs should be mandated to play a key role in coordinating the activities of the various stakeholders. If the ministry does that, it will help to facilitate the smooth implementation of the Master Plan and consequently the development of the region. There should be some sense of urgency in its implementation knowing full well that the first five years of the 15-year plan, termed the foundation phase, is ending his year.

Agbu wrote from Port Harcourt.

Ifeatu Agbu

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Opinion

Imbibing Leadership Qualities Of Pope Francis

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The world emptied at the Vatican City, Rome, Italy last week for the burial of late Pope Francis, the head of the Catholic Church worldwide who died on April 21. Foreign delegates from 164 countries attended the funeral. Among them were the President of the Nigeria’s Senate, Godswill Akpabio, the Minister of State for Foreign Affairs, Bianca Ojukwu, the Catholic Bishop of Sokoto Diocese, Hassan Kuka and other politicians, who were there on behalf of President Bola Tinubu and the entire nation.
Right from the day the Pontiff passed on, through the days preceding his burial, till the day his corpse was laid to rest and uptill now, a lot has been spoken about his great leadership qualities which stood him out among many other leaders in the world.
Some say that in a world increasingly defined by power struggles, materialism, and political division, Pope Francis stood as a rare symbol of humility and selflessness. Since his election in 2013, he redefined what it meant to lead not just a church, but a global moral community. More than just a spiritual figure, Pope Francis was a powerful voice for the voiceless, championing compassion, justice, and mercy.
Others say that from the very beginning of his papacy, Jorge Mario Bergoglio—Pope Francis—made clear that he intended to chart a different course. Choosing to live in the modest Vatican guesthouse rather than the opulent Apostolic Palace, he signaled that his papacy would not be about grandeur. He traded the red papal shoes for simple black ones, and when he was introduced to the world, he asked the crowd to pray for him before offering his own blessing. These symbolic acts spoke volumes about the kind of leader he aspired to be.
Perhaps, the most talked about quality of the cherished leader was his humility. In him, humility was not theoretical but practical. He repeatedly called for a “poor Church for the poor,” aligning the Catholic Church more closely with the needs of the marginalized. Whether washing the feet of prisoners on Holy Thursday or visiting refugee camps, Pope Francis embodied a theology that demands solidarity with the suffering.
Equally mentioned was his selflessness in the face of complex global challenges. He did not shy away from controversial topics—climate change, economic inequality, migration, and even internal Church reform. His encyclical Laudato Si’ challenged both political and economic leaders to treat the planet with reverence, not exploitation. He advocated for inclusive dialogue, calling on governments to welcome migrants as fellow human beings, not burdens.
The passing of Pope Francis indeed marked the end of an era defined by humility, moral clarity, and an unwavering commitment to justice.
nd the question for Nigerian leaders both those present at his funeral and those that couldn’t be there, both political, religious and traditional leaders and indeed all Nigerians is, what lessons can the country learn from the life of the Pontiff? How can we embrace his lifestyle to transform our national fabric?
Pope Francis showed the world that true leadership is rooted in service, not in pomp or power. He declined the luxuries of the papal palace and chose to live among the people. Our leaders, notorious for their obsession with opulence and entitlement, must learn that leadership is not about status symbols—convoys, sirens, and security details—but about responding to the needs of the people with empathy and action.
In a country where public officials often equate success with extravagance, the lifestyle of Pope Francis should teach us that simplicity does not diminish influence. He wore modest clothing, drove a humble car, and redirected attention away from himself and toward the marginalized. Even at death, his coffin was made of simple wood. If our leaders, contractors, heads of institutions and others can practice such simplicity, certainly more resources will be available for education, health, and infrastructure. Nigerians will stop dying of hunger because there will be enough money to invest in farming and other agricultural activities.
Pope Francis was a champion of the poor, migrants, and the forgotten. He spoke boldly against exclusion, even within the Church. As a matter of fact, many Catholics, particularly the divorced and the civilly remarried who could not receive communion, started receiving communion. A close childhood friend of mine belongs to this group. After her first marriage crashed, she remarried but could no longer receive communion until Pope Francis’s Amoris Laettia (The Joy of Love) document of April 8, 2016, began to reshape in our local parishes.
Ours is a deeply divided nation—ethnically, religiously, and politically. Our leaders must rise above sectional interests to promote inclusion, heal old wounds, and govern with the common good in mind. The practice of one law for one tribe or a particular section of the country and other for others should be jettisoned.
Expectedly, Pope Francis’s papacy was not without challenges. Scandals within the Church, resistance from conservative factions, and geopolitical tensions tested his resolve. Some critics even said that his positions were too progressive, even disruptive. Yet even in the face of criticism, he maintains a posture of listening, forgiveness, and dialogue. He did not back down from calling out injustice, environmental degradation, or corruption.
Nigerian leaders should stop prioritizing personal survival over national progress. Currently there is a defection wave going on in the country. Political leaders are dumping the political parties under which they were elected by the people to join other political parties. How do their actions benefit the people that elected them? Some Nigerians for tribal reasons and political profiteering will choose to keep mum in the face of injustice against their fellow citizens. Just as Pope Francis, speaking and acting against injustice—no matter the cost—should be the standard, not the exception if Nigeria must move forward as a united entity.
Another striking attribute of Pope Francis was his ability to listen, dialogue and foster peace. He was a bridge-builder. He engaged atheists, Muslims, and people of all cultures in meaningful dialogue all geared towards peace in the world. In a country as diverse as Nigeria, listening to opposing views and working toward peaceful coexistence should be second nature to our leaders, not an afterthought.
Nigeria will be a better, more progressive country if both the leaders and the led realize that everybody cannot be on the same side of a bargain. Dissenting voices must always be there. Diverse opinions must exist. The ability to tolerate these views and accommodate the opponents is one of the great qualities of a good leader. That, too, is a form of humility—not weakness, but the strength to lead with openness and grace.
Francis never forgot that he was accountable not just to the Church, but to God and humanity. Nigerian leaders, especially those who publicly profess faith, must internalize the idea that leadership is a sacred trust. Governance should reflect conscience and character, not just calculation and convenience.
Pope Francis’s message was simple yet radical: to be truly great, one must serve. In this, he channeled not only the spirit of St. Francis of Assisi, whose name he bore, but also the core teachings of the Gospel. He brought the Catholic Church closer to the people—not by changing doctrine, but by changing tone. His humility was not performative; it was deeply woven into his actions, his words, and his witness.
In honoring the legacy of Pope Francis, Nigerians—leaders and citizens alike—must embrace a new kind of leadership: one marked by humility, sacrifice, and service to others. His life reminds us that change doesn’t begin with policies alone; it begins with character.
Adieu Humble Holy Father

By; Calista Ezeaku

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Opinion

Nigeria’s Insecurity And Co-Existence

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On April 21, as the clock struck 9 p.m., terror descended upon Desa, a tranquil town known officially as Ilesha Baruba, nestled in Kwara State’s Baruten Local Government. It’s just a few minutes away from my hometown.
“Masked in military fatigues, armed bandits shot sporadically at the town’s night market that was bustling with young men of different ethnicities having a good time and cold-bloodedly murdered eight innocent souls.
The terrorists began their rampage by brutally executing a Fulani man who was a member of the local vigilante. Multiple gunshots splattered his brains across the ground in a shockingly repellent spectacle of blood and tissue.
Five other Fulani people were gunned down. Tragically caught in the crossfire were also a Fon man from southern Benin Republic and a Baatonu native of the town.
What deepens the anguish is the apparent senselessness and inscrutability of it all. Eyewitness accounts said the assailants themselves were Fulani (based on the language they spoke). And they neither kidnapped nor stole.
Why did they kill fellow Fulani men? The Fon man and the Baatonu man appeared to be unintended targets. Was this just bloodthirsty nihilism? Did the Fulani men, who were integrated into the local community, betray the terrorists? Everyone is mystified.
Before April 21, though, the whole of Borgu had been gripped by paralyzing fears of the new terrorist group called Mahmuda. They had operated in Kebbi and Niger states and recently began to be seen in my part of Kwara State. In other words, they are now in all of what used to be collectively Borgu.
Borgu is a historic, multi-ethnic space, which comprises Baruten and Kaiama local governments in Kwara State, Borgu and Agwara local governments in Niger State, Bagudo and Dandi local governments in Kebbi State, and Borgou and Alibori departments (i.e., states) in Benin Republic.
It existed as a loose but powerful, storied, invincible, confederation of disparate kingdoms from the 1300s until the 1890s when Britain and France conquered and dismembered it.
Terrorists had been camped in the Kainji Lake National Park and in the part of Beninese portion Borgou that shares a boundary with Burkina Faso for more than a year. This year, they moved to Kaiama and parts of Yasikiru in Baruten LGA.
Efforts by residents to alert authorities initially brought hope when security forces raided terrorist hideouts and confiscated some of their weapons and equipment.
But rather than bringing relief, these actions incited vicious reprisals and transformed our communities into targets for heartrending sanguinary retaliation that spares no children, women, or the elderly.
The last week’s visit by Kwara State’s governor to Kaiama, intended as an assurance of protection, tragically became a catalyst for further bloodshed. Mere hours after his departure, terrorists punished the community with intensified violence and mercilessly murdered more innocent and helpless people.
Two days before the horrific events in Desa, ominous messages from the terrorists had spread across Baruten and Kaiama, imposing a curfew slated to begin at 10 p.m.
Yet even before it could be enforced, the terrorists struck unannounced, extinguished precious lives and spread dread.
This escalation leaves the people of Borgu in a state of disabling siege and fear. They have been robbed of the peace they once cherished.
My heart is broken beyond description. Borgu’s famed, time-honored tranquility now trembles beneath the weight of terror and grief.
The urgency for decisive, meaningful action to restore safety and peace has never been more critical.
Kperogi, a public affairs analyst, wrote in from Lagos.

By: Farooq Kperogi

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Opinion

Nigeria’s Poor Economy And High Unemployment Rates

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Nigeria, often referred to as the “Giant of Africa”, is endowed with vast natural resources,
a large population and a youthful workforce.
Despite these advantages, the country faces persistent economic challenges, most notably high unemployment rates over the years. Successive governments remain a central issue contributing to poverty, social unrest, and underdevelopment. The economic wellbeing of a nation is significantly tied to her employment levels.
In Nigeria’s case, high unemployment has become a key driver of its poor economic performance affecting everything from productivity and income levels to crime and political instability.
Unemployment in Nigeria has assumed a multidimensional nature, characterised not just by joblessness but also underemployment, informal employment and precarious working conditions.
The Nigeria National Bureau of Statistic (NBS) said the youth with over 60 percent of Nigeria’s population under the age of 30 percent youth unemployment is a time bomb threatening the nation’s future.
Many graduates leave universities and polytechnics annually with little or no hope of securing decent jobs.
This structural unemployment is the result of a mismatch between skills and labour market needs, inadequate industrialisation, and a weak private sector.
Unemployment affects an economy in numerous direct and indirect ways.
In Nigeria, it leads to a reduced consumer base, when large sections of the population are not earning steady incomes, they have limited purchasing power which in turn affects the production and growth of businesses. Companies produce less, invest less and hire fewer people, leading to a vicious cycle of low economic growth.
Moreover, high unemployment translates to lower tax revenue for the government with fewer people paying taxes. The government has fewer resources to fund infrastructure, education, healthcare, and other public services that stimulate economic development.
This fiscal weakness forces Nigeria to rely heavily on foreign loans, which leads to rising debt levels and economic vulnerability.
Furthermore, infrastructure deficits including inadequate power supply, poor road networks and limited access to credit make it difficult for small and medium sized enterprises (SMEs) to thrive, yet SMEs are the bedrock of employment in many developed nations. Nigeria’s weak support for SMEs stifles innovation and job creation.
Another tragic consequence of high unemployment is the mass exodus of Nigerian talent to foreign countries in search of better opportunities. The brain drain weakens the country’s human capital base and deprives it of professionals who could contribute meaningfully to national development.
The “Japa” phenomenon-a slang used to describe young Nigerians fleeing the country reflects deep disillusionment with the system. Doctors, nurses, software engineers and other professionals are leaving in droves. The cost of training these individuals is absorbed by Nigeria, but their expertise benefits foreign economics. This dynamic further deepens the economic challenges as the country loses its best and brightest minds.
Addressing unemployment in Nigeria requires a multifaceted approach, first.
Secondly, industrialisation must be prioritised. The government should create an enabling environment for local manufacturing by improving infrastructure, reducing Bureaucratic bottlenecks and offering tax incentives reviving the agricultural sector with modern techniques and supply chains can also absorb a significant portion of the unemployed.
Thirdly, Governments at all levels must be held accountable for implementing job creation programmes transparently and effectively. Public-Private Partnerships (PPPs) should be encouraged to drive innovations and employment in ICT, renewable energy and logistics.
Finally, Nigeria must diversify its economy away from crude oil and invest in sectors that generate mass employment. Tourism, education, healthcare and creative industries such as film and music hold immense unlapped potential.
With genuine commitment from leaders, strong institutions and the active participation of the private sector and civil society, Nigeria can turn the tide on unemployment and chart a path toward sustainable economic prosperity.
Idorenyi, an intern with The Tide, is a student of Temple Gate Polytechnic
Abia State.

Biana Idorenyin

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