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The New Dawn At NDDC

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NDDC Corrupt Officials

By Jerome-Mario Utomi

The recent happenings (or developments) within the Niger Development Commission (NDDC) have further supported the age-long leadership postulation that no organization was born with self-confidence. Rather, corporate ‘self-confidence’ is predicated on, and a function of successes and experience derived by the organization’s leadership from its operational environment.

Essentially, for those that have followed the agency in the past two decades of existence and understudy the ‘politics’ that kept it going all these years, it will not be groundless if one characterizes it as a new dawn, and describes NDDC of today as an agency with a fresh beginning to develop and presently more focused in response to the tragic condition of the Niger Delta region in terms of infrastructure and human capital, which of course is the core of its mandate.

This coordinated plan to have the region positively impacted, as subsequent paragraphs shall reveal, becomes even more appreciated when one remembers that the same NDDC was some years ago assessed by stakeholders as an agency that has achieved little considering the enormous resource committed and hope placed on it by both the government and citizens of the Niger Delta region.

Separate from the recently awarded Foreign Postgraduate Scholarship to 200 students designed to produce top-level professionals with technical knowledge, capacity and expertise to compete in the oil and gas industry, as well as other sectors, which was transparently conducted in ways that made it possible for most of the beneficiaries to be those who never knew anyone from the NDDC or anyone who works there, another typical example to the above assertion is the recently reported news that the World Health Organization, WHO, has agreed to partner the NDDC to implement a Health Insurance Project, as well as other health programmes that will benefit the people of the Niger Delta region.

Even as this interesting awareness and other related developments within the agency, without doubt, call for celebration, it will on the other hand elicit the question as to; why the sudden change at NDDC. What set the stage for this transformative occurrence within the agency? Were these occurrences accidental, planned or happening as a result of the natural order of things? What are the factors or forces fuelling this new dawn at the agency and how do we make it sustainable?

Indeed, while this piece may appear too short to provide an answer(s) to the above questions, it is however, space enough to spread out the insight recently provided by the NDDC Managing Director, Dr Samuel Ogbuku, during an interview with newsmen at the Commission’s headquarters in Port Harcourt, the Rivers State capital.

Beginning with the rancour-free relationship between the board and the management of the agency, which in the opinion of this piece may have paved the way for peace within the agency and anticipated development of the region, Ogbuku expressed satisfaction with the synergy between the Board and Management, attributing it to the experience and knowledge of the Board Chairman, Mr Chiedu Ebie. “The Chairman has a rich administrative background in both public and private sectors,”

“Certainly, we will achieve more together as Management and Board, because if there is one thing we must do, it is to work together to bring development to the people of the Niger Delta region.

Reacting to concerns about the approach of the current NDDC Board to the policies introduced before their inauguration, Ogbuku declared that the board members were happy with the initiatives and had keyed into them.

He said: “We have had opportunities to interact with members of the Board, especially the Chairman, and they were convinced of the need for the programmes. In some cases, they asked for details of the key programmes.

“In our last board meeting, our consultant on Holistic Opportunity Projects of Engagement, HOPE, made a presentation and the board members were impressed. They have also requested that we have a meeting with KPMG to make a presentation on the progress in producing a Standard Operating Procedure, SOP, to cover all aspects of the Commission’s activities and transactions.

On the partnership with WHO, the NDDC Managing Director said something that should be of interest to entire Niger Deltans; “The participation of WHO in Commission’s medical outreach programme will ensure that those vaccines that we don’t have access to, are procured through them for the benefit of our people.

The commission recently held a meeting with WHO officials, where it made a presentation on a Health Insurance Project for the Niger Delta region. The World Health Organisation is discussing with us our health programmes. They have written to us, saying that they want more meetings to explore collaborations in the execution of our free healthcare programme. They want to add professionalism and credibility to what we are doing, he concluded.

At this point, he said something else; “We are not only looking at what they will bring to us in terms of funding, we are looking at their contacts, reach and expertise in the medical field.”

Away from WHO-related engagement to another area of interesting development within the agency; the NDDC according to the Managing Director was also discussing with the United States Agency for International Development, USAID, in the areas of youth development and rebuilding public trust to enhance service delivery in the Niger Delta region.

Speaking on collaborations with other organisations, Ogbuku noted that the NDDC had made significant gains since it embraced the Public-Private Partnership (PPP) as a major policy thrust.

He remarked: “Partnership is one of the major ways to achieve sustainable development in the Niger Delta region and it is important that NDDC, as the driver of development in the region, stays at the forefront of building the right partnerships.” He insisted that the PPP arrangement went beyond collaborations with International Oil Companies, and IOCs, as it extends to other critical sectors such as health, education and youth development.

“In some areas, we are seeking technical assistance, not necessarily money. I can assure you that the PPP programme is gaining momentum and it is also gaining the interest of a lot of people.

“We are currently looking for technical support in the area of training for our staff because we need properly trained staff that will be able to lead most of our programmes and they need to be updated regularly.

“Some of these collaborations, especially the ones from the private sector, need to be studied carefully because we can’t afford to mortgage the interest of our people. We are not just working for ourselves; we are representing the people of the Niger Delta and we must ensure that the right decisions are made.”

For other fall-outs from the partnership arrangements, let’s listen to the NDDC Managing Director;  there had been positive fall-outs from the partnership arrangements, citing the recently signed Memorandum of Understanding, MoU, between the NDDC and the Nigeria Liquified Natural Gas Limited, NLNG, to collaborate on diverse fronts in the delivery of sustainable development projects. He stated.

For me, just like the generality of Niger Deltans of goodwill, NDDC has finally gotten a board and management with the understanding that it is their duty to serve our communities and embrace its aspirations, both now and in the future, by assuring the people economic growth, education, health, security, stability, comfort, leisure opportunities and freedom in ways that will allow for the most conducive atmosphere to achieve the targets that will guarantee our welfare and a bright future.

In fact, as stated in my recent but similar intervention, it will not be wrong to conclude that the pre-condition for sustainable development now exists in NDDC it is indeed a new dawn at NDDC and of course for the entire Niger Deltans.

Jerome-Mario Utomi is the Programme Coordinator (Media and Public Policy) at Social and Economic Justice Advocacy (SEJA), Lagos. He can be reached via jeromeutomin@yahoo.com/08032725374

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If Data is the New Oil, Where is the Refinery?

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Timi Olubiyi Data is the New Oil

By Timi Olubiyi, PhD

Internet users are growing at an unprecedented rate, and in Nigeria, for instance, internet users have expressed concerns and frustration over the data price increase in recent times, with many feeling its negative impact on their budgets and mobile smartphone usage.

Major networks such as MTN, Airtel, and Glo have seen a close to 50 per cent increase in Nigerian mobile data prices, with no known alternative available. This shows the significance of data and internet usage, highlighting its role in the digital age and the rapid growth of data and content creation across Africa.

From mobile phone data and e-commerce activities to social media interactions and government services, vast amounts of information are being created daily, which is accessible through internet usage.

The economic and technological landscape of Africa has been undergoing significant evolution recently. The continent is inhabited by over 1.4 billion individuals, and a larger portion of them create, use, and feed on data— which is a digital transformation.

The convergence of rising mobile phone usage, enhanced internet accessibility, and a youthful, technologically adept demographic has positioned Africa at the forefront of global discussions around technology innovation and data generation.

Recently, the phrase “data is the new oil” has gained significant traction in discussions related to technology, business, and the digital economy. But it is public knowledge that when it comes to oil, its availability is limited to certain areas of the world.

On the other hand, tech giants like Google, Facebook, Netflix, Amazon, Microsoft, and Apple control most of the world’s data.

According to a study by Sandvine in 2021, these companies are responsible for about 57 per cent of global data flow, and they have all commodified data. The huge amount of data controlled by these mega-companies is bigger than most small businesses and corporations. But, anyway, this would be another story piece for another time.

In the view of the author, if we want to know if data is really the “new oil”, we need to first look at how it builds value. Data by itself is not useful, just like in the case of oil. Raw data, without any processing or analysis, is merely a collection of information that requires interpretation.

For instance, an online store might keep track of what customers do, like what links they click on, how long they stay on product pages, and what they bought in the past.

However, this data remains mostly useless until it undergoes processing, analysis, and transformation into actionable ideas. Business managers in Africa should follow this path and should adhere to a mindset of ‘facts superiority over opinion’.

As businesses expand, an increasing number of individuals express ideas regarding the actions to be undertaken. However, it is beneficial to employ a data-insight mentality. All company metrics can be tested, measured and improved upon.

It is important to note that business owners/managers must have real-time access to the most important data in their business. Understanding which Key Performance Indicators (KPIs) affect revenue and profit is significantly more crucial than the revenue and profit figures themselves.

When data is cleaned up and analysed, it becomes really useful. Similar to refining oil to produce petrol, diesel, and other products, processing data yields beneficial outcomes. This is where Google and Facebook shine. They have put a lot of money into technologies like machine learning and big data analytics that can turn huge amounts of raw data into personalised ads, recommendation engines, and models that can predict the future. In this way, they make money for both their users and their owners.

In Africa, the idea of “data as the new oil” is particularly appealing because it could help the continent skip ahead in the normal stages of economic growth. Mobile phones let African countries get around the need for landline infrastructure.

Similarly, data technologies could help African economies get past older, resource-heavy ways of growing, leading to new ideas and long-term growth in fresh ways. In agriculture, for instance, data analytics and satellite imaging can help farmers figure out how the weather will behave, get the most out of their crops, and make harvest supply lines work better. Data-driven solutions in healthcare, like electronic health records (EHRs) and predictive analytics, can help find diseases, control outbreaks, and make healthcare better.

In the same way, data-driven education platforms can give students personalised learning experiences and give teachers and managers useful information about how students are doing and what they need. More so, businesses could be data-driven by setting up special internal research units on data, where insights can be generated to improve on decision-making.

Looking ahead, there are evident similarities between data and oil; much like crude oil, data is valuable. Data is not a naturally occurring resource like oil; it is a by-product of human activity. Oil is a limited resource, whereas data is plentiful and perpetually increasing. Raw data must be processed and analysed to derive significant insights and facilitate informed decision-making.

This is where artificial intelligence (AI) is relevant. AI acts as the ultimate data refinery, enabling the conversion of extensive information into meaningful insights. In contrast to oil, which is extracted and processed by a limited number of firms, data is more extensively disseminated, including various stakeholders in its collection, analysis, and utilisation.

Anticipating the future, data will probably witness ongoing advancements in many domains because it is a strategic asset for business and economic growth. With it, people, organisations, and governments can make better decisions. Good luck!

How may you obtain advice or further information on the article? 

Dr Timi Olubiyi is an entrepreneurship and business management expert with a PhD in Business Administration from Babcock University, Nigeria. He is a prolific investment coach, author, seasoned scholar, chartered member of the Chartered Institute for Securities and Investment (CISI), and a Securities and Exchange Commission (SEC)-registered capital market operator. He can be reached on the Twitter handle @drtimiolubiyi and via email: drtimiolubiyi@gmail.com, for any questions, reactions, and comments.

The opinions expressed in this article are those of the author, Dr Timi Olubiyi, and do not necessarily reflect the opinions of others.

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Why President Bola Tinubu Has the Edge in Retaining Power in 2027

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Bola Tinubu 2027 presidential election

By Kenechukwu Aguolu

As the year 2027 draws closer, political manoeuvrings and calculations are already underway across Nigeria. The landscape is expected to shift, with new alliances and coalitions forming among political actors and parties. However, in my view, the chances of the current administration retaining power in 2027 remain high, and several compelling reasons support this assertion.

First and foremost, the All Progressives Congress (APC), the party currently in power, stands as the most formidable political force in the country. The APC boasts an unrivalled structure, a stable leadership, and the highest membership among all political parties. With the largest number of serving governors and National Assembly members, the party is firmly entrenched in all corners of the nation. These factors alone give the APC a significant advantage as it gears up for the 2027 presidential elections.

Under the leadership of President Bola Tinubu, the current administration has displayed a deep sense of patriotism and a clear vision for Nigeria’s future. While the reforms introduced by the government came with initial challenges, these difficulties are gradually easing, and the results are becoming increasingly evident. Prices of goods and services are steadily dropping, and the Naira is beginning to show signs of recovery.

The government’s efforts to diversify the economy are also bearing fruit, with initiatives such as the revival of the Ajaokuta Steel Company and ongoing reforms in the mining sector. By 2027, the dividends of these economic reforms will be more apparent, and the public will be able to feel their positive impact. These successes will work in the administration’s favour and could solidify the APC’s hold on power.

Infrastructure and security have been at the forefront of the government’s priorities. Significant improvements in power generation have already been made, and efforts to tackle insecurity have begun to show positive results, albeit gradually. Furthermore, the government is investing heavily in road construction, including vital projects like the Lagos-Calabar Expressway.

These infrastructural developments are not just for show—they will stimulate economic activities across the country, create jobs, and enhance the living standards of Nigerians. If these trends continue, it will be hard for any political opponent to deny the progress made under the current administration.

Perhaps the most critical factor in the APC’s favour is the leadership of President Tinubu himself. With his personality, widespread followership, and experience, he stands as a political giant in Nigeria. His leadership has been marked by a strong sense of purpose and determination, and his vast network of supporters spans across different regions of the country.

While some may argue that time will tell who will emerge as a viable challenger to President Tinubu, it’s difficult to imagine any politician currently being touted as a credible candidate who could match his national appeal and charisma. The nature of Nigerian politics means that any potential challenger would need to command significant nationwide support to pose a real threat to the APC’s grip on power.

Looking ahead to the 2027 presidential election, I believe it will be much easier for President Tinubu to secure re-election than it was in 2023. His leadership performance, coupled with the robust support of the APC, places him in a strong position for victory. While unforeseen events may shape the political landscape over the next few years, the factors already in play suggest that the current administration is well-positioned to retain power.

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Collaboration Made Easy Using a Work Management Platform

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Firas Jadalla Genetec

By Firas Jadalla

Effective collaboration between security operators, teams, and other departments is essential for the smooth functioning of any organization. However, as organizations grow in complexity, it becomes increasingly challenging for teams to coordinate. Factors such as staffing shortages, high turnover rates, and outdated collaboration tools exacerbate these challenges.

When staff rely on multiple disconnected tools for dispatch, reporting, and task tracking, operations often become fragmented, leading to delays and gaps in communication. In critical areas like safety and security, these inefficiencies can have serious consequences.

Work management solutions bridge these gaps by managing, tracking, and documenting activities, streamlining processes, and fostering real-time collaboration. Built specifically for security teams, these solutions enhance communication, boosts productivity, and improves overall operational efficiency through workflow automation.

Organizations in Africa and the Middle East operate in high-security environments where seamless collaboration is essential. A robust work management platform enables swift response and coordination across complex operational landscapes.

This growing need for integration is driving more organizations to align their security and IT departments. According to a recent Genetec report, 78% of end users in the META region indicate that these departments now work collaboratively, reflecting a shift toward a more unified security approach.

Overcoming barriers to effective collaboration

Over time, many organizations accumulate a patchwork of databases, spreadsheets, and standalone systems to communicate, create reports, and track activities. Some still rely on outdated paper-and-pen processes, which aren’t only time-consuming but also prone to errors. These disjointed methods hinder information sharing and coordination.A digital work management platform consolidates these fragmented systems, offering teams a unified view of activities accessible on both desktop and mobile devices. To take full advantage of their security system data, security teams need to consider more than a generic work management solution.

An ideal work management solution for security teams should accommodate security activities such as guard tours, patrols, and maintenance inspections. It should also seamlessly integrate with existing security systems. For instance, a video operator should be able to create a work request with an attached camera snapshot and route it to the appropriate team in just a few clicks. To ensure trustworthy audits and reporting, the work management system should be built with strong cybersecurity measures and ensure that data can’t be manipulated after the fact by applying blockchain principles.

Benefits of work management systems

Implementing a work management system can transform security operations in several ways:

  • Improved Communication: Teams gain real-time visibility into task progress, responsibilities, and pending assignments. Updates and alerts can be shared seamlessly to request assistance or provide situational awareness.
  • Enhanced Collaboration: Every team member contributes to shared goals rather than isolated tasks. Custom API integrations can connect with other systems, such as employee apps, further fostering teamwork.
  • Time Savings: Built-in reporting tools automate activity logs and compliance audits, freeing up time for other critical tasks.
  • Operational Efficiency: Routine tasks, incident management, and resource tracking are streamlined. Tasks are assigned to personnel with the appropriate skills, tools, and knowledge, ensuring readiness and precision.
  • Workflow Automation: Automations simplify recurring tasks, such as setting reminders, generating reports, or notifying team leads when new requests are added.
  • Resource Optimization: Features like work ticketing and asset management enable efficient resource allocation and management of internal and external requests.
  • Mobile Support: Field officers benefit from mobile apps that enhance situational awareness, communication, and access to standard operating procedures on the go.

Today, governments in Africa, for instance, are heavily investing in smart security solutions as part of their national digital transformation strategies. A centralized work management platform not only supports these efforts but also helps businesses align with evolving security regulations, ensuring compliance and streamlining reporting processes.

Tips for successful implementation

Every organization has unique workflows, so selecting a customizable work management system is crucial. It’s important to choose a solution that’s customizable and intuitive to minimize the need for extensive training.Integration is another key factor.

A platform that deeply integrates with your existing security ecosystem provides a cohesive view of operations and eliminates the need for manual data transfers or redundant processes.A well-designed work management system can break down silos, empower teams, and boost efficiency. To ensure a successful deployment, adopt a lean and agile approach: start small and gradually incorporate more features as your team becomes comfortable with the platform.

With initiatives like Kenya’s Konza Techno City, Nigeria’s Eko Atlantic City and Abuja Centenary City, organizations are increasingly integrating AI-driven security and IoT-enabled monitoring into their operations. A work management platform with automation capabilities supports these advanced security frameworks.

Firas Jadalla is the regional director for Middle East, Turkey & Africa at Genetec Incorporated

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