Timi Alaibe

TELL:
What does it take to run a very sensitive interventionist agency such as NDDC?

`TIMI ALAIBE:
A lot of things, and none of them easy, if I must add. As you rightly state, an agency such as the NDDC is saddled with a very sensitive responsibility. It carries on its shoulders (particularly the NDDC that was given an omnibus mandate to facilitate and coordinate the rapid, even and sustainable development of the Niger Delta) all the expectations, hopes, aspirations and dreams of an entire region and its over 31 million people. Coming after so many years of neglect when values and infrastructures deteriorated, there had to be a high-level of expectation from people who had become restive and desired immediate intervention in their lives and the life of the region.

But, as high as those expectations were, and in some instances, they still are, it was important to understand where we had made mistakes in the past and figure out how to avoid them. So, to answer your question, I would use from our experiences in the NDDC and situate the task of intervening in the region in what we have done.

Running the NDDC has been, for the Governing Board, Management and Staff of the Commission, a very challenging but hugely rewarding experience. Challenging because of the expectations I spoke earlier about, challenging because of the gravity of the decay we encountered, challenging because of the short time we had to do something that would impact positively in the region, yet rewarding because, by the grace of God, we have been able to touch the lives of the people of the Niger Delta region, from the creeks to the mainland. I say this with all modesty, and sense of decency, no other organisation has been able, in the history of this region, to make the kind of impact we have made in the Niger Delta. This is a fact of history.

As someone from the Niger Delta, and considering my many years of engagement and interaction with the youths and our various communities, even before the coming of NDDC, I have been privileged – and saddened – to witness the gradual deterioration of the Niger Delta. In all spheres: infrastructurally, socially, economically, ecologically, politically and culturally. In their hopes and beliefs and sense of comfort. All the indices of development and good society were negative in the region. Even family values, professional ethics and the pursuit of excellence, values without which a society is doomed, even if that society is blessed with material, mineral and human resources as we are in the Niger Delta.

By the time NDDC took off, in January of 2001, the Niger Delta was more or less a war zone. NDDC was born as a child of the difficult circumstances at the time, because in 1998, when President Olusegun Obasanjo visited the region to campaign, he was so saddened that he promised to set up an agency that would decisively tackle regional development challenges. There was pervasive poverty, mounting unemployment, poor physical infrastructures, very poor health and sanitary conditions, and, to make matters worse, our rivers and farmlands were being polluted by activities in the oil and gas sector, resulting in poor yields in agriculture and fisheries. Of course, you know that farming and fishing are the traditional livelihoods of the people.

Unfortunately for the people, the oil and gas sector provided – and still provides – about 90 per cent on Nigeria’s wealth. This was a sad study, indeed, a paradox of poverty in the midst of plenty. A World Bank study at that time rated the region as the poorest, by all indices, in Nigeria, with a per capita income of less than $280 per annum. That translates to about N36,000 per annum, in a region with a rapidly rising population. Unfortunately also, all the intervention agencies set up under past military administrations, including OMPADEC which offered some hope at the time, were mere exercises in tokenism, littering the region with numerous uncompleted, and in some cases, white elephant projects.

As a result of these long years of neglect, and because these intervention agencies did not satisfy the expectations and needs of the people, we encountered a region rumbling with agitation, full of pessimism and lack of faith in government. So, besides the already daunting task of bringing development to the people, we were faced with the tricky task of earning the people’s trust, to prove to them that the NDDC would depart from past efforts and facilitate true sustainable development.

It was tricky and difficult at the beginning. That was why, as a first step, in interpreting Mr. President’s mandate to the inaugural Board, we began by meeting with all the communities in a region-wide stakeholder interaction. We needed to do a number of things: first, we had to find out the gravity of the work we were confronted with, which we must address if we were to succeed. We had to find out what the people wanted, what would serve the communities better in a quick intervention programme, and to achieve that, adopted what we called a bottom-up approach. We recognised that true development begins with the people, because they must own their development. We also had to earn their confidence and support, because those are a vital ingredient to sustainable development.

Finally, we had to lay the foundation, with what we learnt from the communities, for the Regional Development Master Plan, which Mr. President had identified as important for planned integrated development. Mr. President identified the lack of a Master Plan as being largely responsible for the failures of past intervention agencies, so this was what we had to do.

TELL:
Seven years on, would you say that NDDC has justified its existence?

`TIMI ALAIBE:
In all modesty, I believe we have. You can look at this from two main perspectives: where we were when we came in and where we are now.

As I said earlier, the Niger Delta region was like a war zone in 1999, where inter and intra-communal conflicts, agitations and violence were rife. And I want to draw a clear distinction here, between what we had then, including, of course, incidence of kidnapping, and what we have now. By this I mean, there is a clear distinction between political agitation for improved socio-economic conditions of the region and criminality, where a few individuals, for purely selfish reasons, undertake to cause a breach of peace and security.

I believe we have performed creditably well, within available resources, considering the socio-economic and political circumstances of the Niger Delta region before 1999. The other day, I read the editorial by The Champion newspapers on the Odi – Trofani Road and it was such a wonderful exposition – and validation – of our modest efforts. Let me read an excerpt to you: “What happened recently in Trofani community, Sagbama Local Government Area of Bayelsa State, proves, to a large extent, that it does not require too much to pacify the peoples of the Niger Delta region and resolve the lingering crisis in the area… The bitterness gave way to excitement, jubilation and expressions of gratitude when the people of Trofani woke up to witness the first motor vehicles ever, driving into their community, courtesy of the new 17-kilometre Odi – Trofani Road being constructed by the Niger Delta Development Commission (NDDC)… The community trooped out to witness the entry of the first vehicles, chanting moto bodo, moto bodo (motor has come, motor has come)…”

All over the region, we have received commendations from simple village women and intellectuals, from the poor and from the wealthy, from traditional rulers, politicians, community development committees and from rural dwellers. The other day the traditional council of Ikono Local Government Area in Akwa Ibom conferred chieftaincy titles on some officers of the Commission such as the former Chairman, Chief Onyema Ugochukwu, and the present Chairman, Ambassador Sam Edem, in a lavish show of gratitude, during the commissioning of the 19 kilometre Ikot Ayan-Ukpom-Ibiaku Ntok Okpo Road. This is a road that took almost thirty years to conceive and undertake, which took NDDC less than two years to complete.

This road reflects what we have tried to do in the region and that is to open up the communities to economic activities, especially areas that are rich in agriculture and fisheries. This way, you activate sustainable livelihoods. That’s what we are doing in Akwa Ibom, Bayelsa, Delta, Ondo, Rivers… all the states of the Niger Delta region, so that one project can create and boost many livelihoods.

In order to achieve sustainable development and meet the objectives of the Millennium Development Goals (MDGs), it was important, therefore, to adopt two approaches: an interim action plan where we addressed quick impact projects, and the preparation of the Niger Delta Regional Development Master Plan, where our role was merely to facilitate and coordinate all stakeholder effort.

The interim action plan was designed to complete abandoned projects, undertake new ones in areas where they were urgently needed and, by so doing, reduce regional tension by creating new jobs, new opportunities and empowering the people. This was important because the level of poverty and unemployment was extremely high, the infrastructures had all but collapsed, and our schools were in a terrible state of decay. In many of them, our children studied on bare floors or under trees. The few roads were mostly impassable and health and sanitary conditions were pathetic, resulting in high mortality rates. Rampart pollution also affected our farmlands and rivers, while erosion, flooding and silting created other environmental hazards. I can go on and on and on with these grim statistics, but they formed the basis for our quick impact projects.

From 2001 until 2005 when the quick impact projects dovetailed into the Master Plan, NDDC has undertaken 2386 projects. These include roads and bridges, jetties, shore protection and flood control, canalization, electricity, water supply, education (construction of classroom blocks & model schools) and health centres. We have also embarked on a free medical mission, where our medical team and partners have visited about 150 rural communities. We have taken free healthcare to very poor people who, otherwise, would never have received treatment for diverse ailments, some peculiar to the Niger Delta due to pollution of our farms and rivers. To date, we have treated over 450,000 patients, including 130,000 who were treated in 2006 alone, and this has brought us, perhaps, the best commendations. The truth is that the people don’t need gargantuan projects to be impressed. In our experience, the simple things, as well as the big things, have proven vital.

Other programmes are in agriculture and fisheries. The Niger Delta is so fertile it can feed this country and help create an alternate economic activity to oil and gas, which is a perishable commodity anyway. We have a skills acquisition programme, in computer training, welding, home management, etc., a mass transit scheme, where we have distributed over 1000 buses and 136 boats to cooperative societies and empowered, by modest estimation, about 11,360 families across the region. We have also partnered with Globacom to establish 4000 call centres, with accessories, such as tables, chairs and parasols, provided by Globacom. This means another 4000 jobs.

In addressing these problems, it was important for the NDDC to be orderly, not have our decisions ruled by emotion or political exigencies. We also had to establish the foundation and the structures that would ensure that these problems were decisively tackled, in keeping with our mandate. This was important, because besides the physical infrastructures, it was vital for us to help reduce the level of poverty, unemployment and sense of desperation pervading the region at that time. We also had to help, working with other stakeholders, to restore peace and order in the region and boost security. Development occurs only in a peaceful environment, and we had to make that clear.

The second was developing the Master Plan, which involved region-wide consultations and collaboration with all stakeholders in the Niger Delta, including all tiers of government, the communities and community groups, civil society organisations, the oil and gas companies and international agencies of development, such as the United Nations Development Programme, UNDP. If you’ll recall, we organised an international conference, in partnership with the UNDP in 2001, on development strategies for the region and this also provided good material in what we have done for the region, and in facilitating the Master Plan. We have just completed work on this Master Plan, which covers all possible sectors of human existence and prescribes short, medium and long-term strategies, and we hope to make a formal public presentation sometime in March.

TELL:
Despite all that the Commission has accomplished, some cynics still insist that it has not done much. To what would you attribute this?

`TIMI ALAIBE:
It is understandable. As I said earlier, we encountered a region that was pessimistic and cynical. There was widespread mistrust of Government’s intentions and rising impatience with agencies of development. And who would blame our people? Real intervention had been a long time in coming and when President Obasanjo established the NDDC, a lot of people thought it would be business as usual. But, in conforming to his vision for the country, on the whole, and the Niger Delta region, in particular, we knew this time, things would change, things would improve. With NDDC, real work would be done in addressing the region’s development dilemmas and restoring hope, trust and confidence.

To a very large extent, I believe we have done that. I believe that we have touched lives and changed many. When you go to the rural areas and talk to the folks there, you will see real gratitude, real understanding. People know what the region has been through, and they know that transforming the region would not be an over-night phenomenon. And they see in the NDDC a genuine effort at this development. When you go to these communities on inspection, or commissioning, they empty their farmhouses in gratitude and write letters of commendation.

But, as I said, there are people out there, who have different agendas, who believe in raising dust for, sometimes, very personal reasons. The Niger Delta is, perhaps, the most politically vibrant region of Nigeria. It is often said that after the oil industry, the “petition-writing” industry is the next most thriving industry in the Niger Delta and people would always take positions for different reasons. In this business, we have come to realise that these positions are not often altruistic nor are they meant to uplift the communities. We understand that and live with it, because in such circumstances you widen your partnership base and interaction.

That is why, I believe, President Obasanjo has been our greatest defender, when people allege that NDDC has not done enough. This happened at the last meeting of the Presidential Council of the Development of the Coastal States in Abuja. In his defence, Mr. President made a very important point, and that is, NDDC is not the only organisation saddled with regional development. He also made that point quite clearly, while inaugurating the Board in December 2000. He said that all the stakeholders in the region, the Federal, State and Local Governments, the oil companies, the international development agencies such as UNDP, civil society organisations, the communities, etc., must work together, contribute their individual and collective quota towards facilitating sustainable development. Of course, we all know that Mr. President increased disbursements to the region, providing huge funds to state and local governments, so that if all stakeholders collaborated, considerable impact would be made.

But then, the question may be: have we done enough? Within the limited resources available to the NDDC, I believe we have done well, within the short period. After so many years of neglect, the task of development has been so daunting and so capital intensive that you can’t just claim to achieve so much success. Besides, as a result of its strategic economic and political status, the task of developing the Niger Delta should not and cannot be left to NDDC alone. Mr. President has always said that other stakeholders should complement NDDC’s efforts, because development is a shared responsibility.

The responsibility to develop the Niger Delta is an enormous one and the NDDC has, in the past six years, worked hard to share ideas, strategies and plans with stakeholders. We have talked with the World Bank, ADB, UNDP, the OPTS, IITA, UNITAR, the civil society organisations, etc. Out of these, we have built many partnerships, under a strategy we call Partnership for Sustainable Development. And here I want to acknowledge the invaluable contributions of the state and local governments, the organised private sector, civil society organisations, the communities and our leaders in the region, towards the successful completion of that very important document. And in the process of facilitating and preparing the Master Plan, we facilitated the establishment of the Partners for Sustainable Development (PSD), which provides a credible platform for shared and organised implementation of the Master Plan.

When you are running a place like NDDC you must expect criticism. We don’t claim to be perfect, because only God is perfect. So we welcome criticism, but we would rather they were constructive, so that we can improve in our project and service delivery.

TELL:
As a document, the Niger Delta Master Plan is ready, but in reality it does not seem to be working yet. What is the timetable for its implementation and what is the reception like among the NDDC governors?

`TIMI ALAIBE:
First of all, I want to make one point clear. The Master Plan was a joint effort involving all stakeholders in the region and the platform we facilitated to address implementation issues, Partners for Sustainable Development, was jointly set up. We have held meetings and consultations in all the states of the region, with high-level representation from State and Local governments. Also, SPDC set up an office on the Master Plan in partnering with us, and actually released some of their staff to work full-time during this process. The same goes to the communities and the civil society organisations, which formed a coalition of all NGOs in the region under the leadership of Barrister Ledum Mite.

So, we must acknowledge that what we have is a regional document, meant to usher in planned development and reduce wastage of scarce resources and duplications. Because this is a shared vision, each stakeholder is expected to harmonise its activities with other service providers for implementation purposes, as prescribed by the Master Plan, so that we don’t give one community two water projects from two service providers, when resources of the second agency could have been utilised to provide a medical centre.

Because we all worked together, the reception has been good among the Niger Delta governors. They are equally concerned about solving the development dilemmas of the people and we have adopted a common ground in the Master Plan.

As I said earlier, the Master Plan will be formally presented sometime this March, for launch by Mr. President, possibly in the next Presidential Council of Coastal States meeting. More specifically, the NDDC has commenced implementing it and this is reflected in its 2006 and 2007 Budgets. So, it is wrong to say it is not working yet. It has been working for us since 2006, because our budgeting now follows the policies and strategies of the Master Plan. I believe that when it is formally presented and launched, all the other stakeholders will then work with it, because, in all honesty, no document, no strategy in the history of this region has been as comprehensive, honest and all-embracing.

The Master Plan is based on a comprehensive analysis of the development imperatives, challenges and opportunities of the Niger Delta. IN all, 26 sectors including baseline and demography, health, environment, hydrology, biodiversity and natural resources, financial instruments and law and order, among others, were subject to detailed study by independent consultants. Also, conflict, impact assessment, poverty reduction, community development and governance, HIV/AIDS and youth unemployment were studied. No document has presented a better way forward and I am convinced that it will address, in the short, medium and long-term, the development needs and expectations of our people.

As I said, the main objective of the Partners for Sustainable Development forum is to enhance active cooperation, maximise synergy and avoid duplication of projects, with attendant wastage of resources, by all the development partners. So, NDDC will continue to work with these partners to achieve the set goals of the Master Plan. In the first instance, the Commission has drawn up, with these Partners, the first Implementation Guidelines of the Master Plan for the period 2005 to 2008, in line with the Medium-Term Expenditure Framework of the Federal Government.

TELL:
What model of development have you adopted in the preparation of the Master Plan and how practical and suitable is it to the heterogeneous ethnic nationalities in the Niger Delta?

`TIMI ALAIBE:
The Master Plan is based on development deficits determined from baseline conditions at the time and relates to agreed development goals and targets. The plan is in alignment with international and national human development planning framework, viz – the millennium development goals (MDGs), vision of AU and NEPAD, National, State and Local policies and extensive stakeholder surveys. It shares goals of the Federal Government NEEDS and takes full account of the UN MDGs, in respect of wealth creation, employment generation, poverty reduction and value orientation.

The model adopted addresses two mutually reinforcing components – Poverty Reduction (that is, emphasis on rural agriculture and productivity) and Industrialisation and Socio-economic Transformation. The development strategy, therefore, addresses poverty and community needs through growing a robust economy by developing human capacity alongside developing physical infrastructure consistent with environmental care for sustainability.

TELL:
Since inception, how much has NDDC received from the Federal Government? How much, by the law establishing it, was it supposed to receive?

`TIMI ALAIBE:
In all, we have received about N95.977 billion, between 2001 and December 2006 from the Federal Government. But, of course, the Federal Government is not the only contributor to the NDDC. The NDDC Act provides for funding from the Federal Government, which is to provide 15 per cent equivalent of total monthly statutory allocation to member states, the Oil Companies, which are to provide three per cent of total annual budget of oil producing and gas processing companies, the Ecological Fund, which is to provide 50 per cent due member states and other funding sources, such as grants. We have also generated funds from contractors’ registration and from banking transactions.

In all, we have received and generated a total of N241.508 billion, from 2001 to January, 2007. This may sound like a huge some, on face value, but this is distributed among nine states, with projects into the most difficult and challenging terrain in the world. On straight-line basis of fund allocation, for example, this comes to about N27 billion per state for the period, or about N4.4 billion per state per year. This is far below what we need, because of the enormity of development needs, from physical infrastructures to empowerment programmes. For you to sustain development, what you provide must complement the lifestyles of the people. This means sustainable development must work with sustainable livelihoods, good jobs, improved income, better healthcare, better education, better skills, improved governance, improved family and ethical values, etc.

As a result, we are re positioning to facilitate Public Private Partnerships (PPP), because no matter how much we are given or how much we generate, it will need a massive injection of funds and technical partnership to fully realize the vision of the Master Plan. PPP is a viable option and it is already working for us. I will give you an example. Recently, NDDC and SPDC entered a partnership to build the Ogbia – Nembe Road. Valued at N9.6 billion, this road runs through predominantly swampy mangrove forest and involves 29.818 kilometres, 9 bridges with an aggregate length of 445 metres, and 99 culverts. It spans several oil bearing communities such as Ogbia, Opume, Emakalakala, Akipelai, Etiema, Ogbolomabiri and Bassambiri. While SPDC is undertaking 70 per cent of the cost, NDDC has been given the responsibility to supervise the project, showing the kind of confidence an organization such as Shell, with their international reputation for excellence and probity, has in the NDDC.

To make such partnerships work, NDDC must continue to be above board and earn trust and confidence. That way, we can also attract what we call Public Public Partnerships. This means that NDDC must also vigorously explore the prospects of partnering with foreign capital, through international development agencies and government departments whose interest must be a better operating environment in the Niger Delta, for business and for tourism.

TELL:
In all, how many projects has NDDC completed since 2001?

`TIMI ALAIBE:
I believe I have touched on this earlier. But, in all, NDDC has embarked on 2386 projects, cutting across the nine states of the Niger Delta region. About 80 per cent of the initial set of projects has been completed, while work is at various stages of completion on others.

NDDC has made significant efforts to intervene in the physical infrastructural sector, by constructing many roads and bridges. At the moment, the Commission has embarked on 200 new roads, covering over 3,000 kilometres, with over 50 bridges across the Niger Delta. Among these projects are the Ekene Ukpa – Ekparakwa road in Akwa Ibom State, the Ughelli Oguname – Okpe Olomu – Ovwodokpokpo road in Delta State, the Kaiama Kolokuma Sabagriea – Polaku road in Bayelsa State, the Ikot Ayan-Ukpom-Ibiaku Ntok Okpo Road in Akwa Ibom State, etc., which are all completed.

There are so many others that are on-going, such as the Ndoni Ase – Asaga Road in Rivers State, the Iwuo Achang road and bridge in Akwa Ibom state, the Izombe Agwa – Obokofia road in Imo State, the Umuwanwa – Obizi road in Abia State, the Aloba Bikorogha Egodor – Ogbodobiri road in Delta State, and the Odi – Trofani Road in Bayelsa State, which I mentioned earlier was a subject of an editorial.

As with all our projects, we adopted a sharing formula based on oil production and other factors, to ensure equitable distribution of projects and funds. And we insist that our contractors measure up and conform to agreeable international standards, which is why SPDC gave us the responsibility to supervise a project in which they are committing far more funds than the NDDC. This runs through all our projects.

It is on record, for instance, that due to high sulphur and salt deposits prevalent in the Niger Delta region, NDDC blazed the trail by using only silicon insulators, fibre glass cross-arms and concrete poles for all power-line construction works. With these, environmental and sustainability issues are being properly addressed. Besides major electrification projects such as the Okoroutip – Opolom electrification project in Akwa Ibom State and the construction of a major substation in Ukwa in Abia State, NDDC has also supplied about 500 no. 500KVA/11/0.415KVA and 500 no. 300KVA/11/0.415KVA environmentally friendly distribution transformers to various communities within the region.

In water supply, we have a terrible paradox. The Niger Delta is surrounded by water, yet potable drinking water is scarce. This is due, in large part, to the pollution of the rivers and underground water, which make boreholes very difficult indeed. Because of poor power supply also, it is often difficult to reticulate water to communities which need them. But, NDDC is tackling these difficulties.

First of all, we blazed the trail with a water project which collects surface water from rivers and creeks, passes it through an elaborate purification process and produces water that meets international WHO standards. It is then distributed to the communities. This has successfully been completed in Biseni, Bayelsa State, while it is being replicated in other areas, such as Opokuma, Okpare and Afugiri in Abia State. Also, the Commission has commenced the first phase of massive provision of water by constructing solar-powered boreholes in 155 communities in the region, which will ensure round-the-clock provision of water.

In skills acquisition, 10,000 people have received computer training, while 2,500 have completed their apprenticeship in basic structural welding and fabrication. I must state here that our training is intensive and many companies in the region, such as NLNG and Calabar EPZ have begun employing them. Also, about 1,448 have received training in mechanical and building business skills, 1742 in transport, health and safety business skills and 353 and 251, respectively in home management and GSM repair schemes.

It is important to offer these training because when you engage the youths constructively, you reduce their tendency to be involved in destructive activities. You raise hope, create new jobs, boost income and ensure that physical infrastructures are sustainable and better utilized.

In undertaking these projects, we are always thinking of its aggregate impact on these communities in particular, and in the Niger Delta as a whole. That way, it is not entirely possible to say we have achieved this or that, because it is a continuous process and the impact of what we are doing will continue to be felt in the region and it will continue to impact on other areas of development.

TELL:
Why is NDDC into agriculture and fisheries? Altogether, how many hectares of land have you devoted to rice and cassava production? What are you doing about processing them? What happens to the final product and what are the safeguards for quality control so that the rice can compete favourably with foreign rice?

`TIMI ALAIBE:
Why not? Agriculture and fisheries remain the most viable alternate sector to oil and gas. We have fertile lands, a good climate and youths and women who do not shy away from engaging in agriculture and fisheries. What we have done is try to make it a little more attractive. It provides thousands of job opportunities and we must encourage this sector, so that Nigeria and Nigerians can earn more from our natural gifts and resources.

NDDC embarked on a massive cassava cultivation programme in the nine states, complimentary to the Federal Government initiative in this regard. Between 50 to 100 hectares of cassava is being cultivated in each state and about 537 hectares of cassava will be ready for harvest by the first quarter of 2007. NDDC is also making arrangements with the Cassava Growers Association towards facilitating and building their capacity to expand production.

In the NDDC rice programme, we have cultivated about 300 hectares in Akwa Ibom State. Harvesting of the initial 100 hectares has commenced. Arrangements for further rice cultivation in Bayelsa, Delta, Rivers, Cross River, Imo, Abia and Ondo States have also commenced, covering an approximate 1300 hectares of land. Arrangements are also in place for the rehabilitation of four silos for rice storage in Akwa Ibom State, while NDDC is supporting the Rice Growers Association for increased production.

NDDC has also completed arrangements to set up pilot aquaculture projects in Rivers, Delta, Bayelsa and Akwa Ibom, while 300 youths of Bayelsa State have been trained in an NDDC Agriculture Empowerment Programme in various income-yielding enterprises, at the Biotechnology Development Agency, Odi, Bayelsa State. Arrangements have also been concluded for the training of another 1,700 youths in Delta, Rivers, Akwa Ibom and Bayelsa States at the Songhai Farms, Delta State.

NDDC has also concluded arrangements to provide essential gears, boats and accessories for about 478 fishing cooperatives in the Niger Delta region, to increase their productivity, create more jobs and boost income. The Commission also acquired 600 units of multipurpose tractors, with full implements and nine bulldozers for the promotion of farm mechanisation.

While we are doing all these, the point must be made that we have encouraged partnership in agriculture and fisheries, because NDDC does not have the structure to embark on full-scale agriculture. We are providing systematic support and the enabling environment, because we believe in unchaining the potentials of the Niger Delta region. That is part of what sustainable development means. We are also using our structure to attract institutional funding and cooperation in agriculture.

For instance, NDDC has collaborated with the Federal Government, State and Local Governments and the IITA in preventing the development and spread of the devastating cassava mosaic disease. While the project is costing $USD16.5m and NDDC is contributing only 20 per cent of the total.

NDDC is also collaborating with the Federal Government and IFAD to establish a Community Development Fund, out of which NDDC is contributing $USD15m. It is currently active in five states and it is meant to build capacity and strengthen communities and relevant institutions, so that they can plan, monitor and maintain provided facilities. For this, 45 per cent of the fund was set aside. It is also designed to support community-driven programmes which will involve initiation, selection, design and implementation of projects (55 per cent of fund). These projects are livelihood improving projects such as cottage industries, fish processing, micro-enterprise development, as well as natural resource management and small-scale community infrastructure such as feeder roads, water clinics, etc.

NDDC has also concluding joint-venture arrangements with Jafac Investments Limited and American Development organization to establish a 50 tonne per day rice processing factory in Akwa Ibom State. While NDDC is contributing 25 per cent of the total, JAFAC Investments Limited and American Development Organisation are contributing 75 per cent. We are also collaborating with the Federal and Bayelsa State Governments to the rehabilitate the Peremabiri Rice Project, because the World Bank estimates that the area has the potential to produce enough rice to feed Nigeria.

NDDC is also in partnership with Diplomat Farms and Services and the Rivers State University of Science and Technology (RSUST) to promote the production of mushroom through spore production and to train interested farmers across the region. Already, a mushroom laboratory has been established in RSUST at the cost of N10m. A pilot mushroom farm has also been set up in the nine states, while the training of youths, farmers and women alongside cassava projects has begun.

How are we going to ensure quality control? We are conscious to engage with only reputable organizations in these projects for that reason. It is important to lay a good foundation, so that when these produce are harvested and processed, the farmers can recover their investments and have enough to re-invest and improve capacity and production. It is when people now see that there is money in agriculture and fisheries that the boom we envisage can be realized. And, of course, you know that this sector has played a pivotal role in the growth of many economies, such as the United States and Malaysia and I don’t see why, with our natural resources and the right political will and encouragement, we can’t begin to build the Niger Delta economy along these lines. When this happens, the mono-cultural economy we have now will be diversified, more activities will occur, and more jobs created and sustained.

TELL:
What can the Commission do with improved funding/allocation?

`TIMI ALAIBE:
Touch more lives, improve our circumstances, and ensure the full implementation of the Master Plan. But, one thing I need to reiterate is this: no matter how much you get from the known funding sources, the task of developing the Niger Delta is a shared one. That is the vision of Mr. President, and that is the vision of the Master Plan.

We must encourage more funding, for more jobs, for better facilities, for easier access to good water, food and security, healthcare, education and improved skills base. We must restore hope and build confidence. That way, what we have been mandated to achieve will be realised.

TELL:
What are the safeguards against corruption among the NDDC staff on the one hand, and the contractors, on the other hand?

`TIMI ALAIBE:
Well, at inception, we established clear-cut financial and administrative guidelines for our operations. As the most monitored agency of Government it was inevitable, otherwise we would have been in big trouble. And I believe the fact that we have not got into trouble (and I believe we will not) with these monitoring institutions, because many reputable national and international organisations trust our operational style and have committed human, technical and material capital in partnering with us, is proof, and a validation, that we have risen above business as usual and established transparent operations, in line with the policies of the Federal Government and international operating standards.

We have done this with our contractors too. At inception in 2001, we found the region littered with abandoned projects and we made sure that it would not happen again. We took the policy decision to involve the banking sector in the implementation of our projects, and adopted an Advance Payment Guarantee system that places the bank as the primary obligor in case of default by the contractor. We therefore advance 25 per cent mobilisation only when guaranteed by a reputable bank. Disbursement becomes the responsibility of the bank, which should monitor, inspect and ensure that the bill of quantity and our milestones are adhered to strictly. Further payments are made only when these contractors have satisfied all our project milestone requirements with certified documentary evidence that the project is being executed. Where the banks fail, we recover our funds from them and invite more reputable companies to undertake such projects.

This has reduced incidents of abandonment of projects and given us a very high percentage in project delivery.