Good Governance as Catalyst for Development in Nigeria: The Delta State Experience
Emmanuel Uduaghan
Today’s event affords me immense pleasure to be here as speaker at this forum organised by the alumni of this great university. I know the quality of the audience here and the great tradition behind this citadel of learning where many lives have been molded and leaders trained. I salute the foresight of the founding fathers of the institution.
Till date, the University of Ibadan remains a foremost Nigerian university. As a physician myself, I remember the place that the University College Hospital holds in this country even today. The name is mentioned with awe in many circles. Again, I salute the current leaders who have preserved its standards and tradition.
In accepting to come here, I wish to use it to also bid you farewell, as this will be one of my last public lecture outside Delta state before handing over on May 29th to my successor, an alumnus of this university. I am sure this university is proud to have trained and prepared the incoming Governor of Delta state. There is no doubt that he will perform excellently well in the best tradition of UI.
The topic we are considering today is important at this juncture in the history of our country as we transit from one government, from one ruling party to another. It is happening at a time the yearnings of Nigerians to join the league of developed states are palpable. On March 28 and April 11, the people spoke and we all heard. I think the decision of the people should not be taken lightly.
Both parties, my party, the Peoples’ Democratic Party (PDP) that ran the affairs of the country for 16 years, and the new kid on the block- the All Progressives Congress (APC) should take more than a passing interest in this unprecedented phenomenon.
Distinguished ladies and gentlemen, let me now quickly look at the topic I have been assigned to speak on. I will not attempt to give theoretical, academic definition of the core terms and concepts employed in this lecture. This is primarily because my audience comprises not just those in the academia, but people of diverse backgrounds and interests. I have attended many academic conferences and I know the disputations that follow definitions. Most importantly, I believe the organizers invited me to deliver this paper because of my experience in the last eight years in Delta State. Had they wanted an academic paper, they would have invited a great Professor of Public Administration.
7.However, I believe operational contextualization of key concepts will suffice as we go along. For a start, we cannot avoid explaining what Good Governance means to us in setting the stage for this paper. I have chosen, in the spirit of the topic, to narrow it down to good governance in the public sector. This is not because it is not relevant to the private sector where there exists much waste and mismanagement leading many private institutions to collapse. But, here, we limit definition of good governance in the public sector to the effective use of public resources for general good. We remember the Social Contract Theory which presupposes that leaders are recruited to ensure optimal utilization of resources—political, economic, social and spiritual—for the general good according to the terms agreed with the people.
In any case, the 1999 constitution has a working definition of good governance. Section 14 states that government exists for the welfare and security of the people. It then behoves every elected leader and indeed appointed one for that matter to ensure that the expectations of the people, are met.
Good governance in our age and time is therefore an integral part of democracy. Good governance is acting in accordance with the law; enthroning ennobling values and strengthening institutions of state with a view to getting them to perform to the expectations of the people. Good governance is dispensing justice without fear or favour.
Good governance is realising that today is a passage through which we approach tomorrow. It is realising that governance is a long continuum. There is no end to it. Therefore, in conceiving and enunciating public policies, the leader, as administrator, should take both the short and long range perspective of issues at hand. He must be a man of VISION and MISSION. The vision is the plan, the map for the journey. It is usually spelt out in the party manifesto in a skeletal form. It is revealed through an ideology where there is one and subject to the approval of the electorate at the poll.
A leader who lacks vision is purposeless as there can be no mission without vision. The mission is contained in specific goals outlined and the modus operandi is clear for getting the deliverables across to the people. It spells out how the welfare of the people is to be taken care of. In short, therefore, good governance is hinged on good vision. Good governance in our country at this time can only come through a leadership that would govern through leadership principles that represents the overall interest of Nigeria.
One such principle is accountability and transparency. Government exists for the people and everyone must be carried along. The President and governors are mere caretakers and should therefore give account of that which they have been saddled with. There is much work to do in Nigeria as well as Sub-Sahara Africa to reduce poverty and achieve great economic progress. One index that we must do everything in our power to reverse is our over-dependence on export of primary agriculture commodities and mineral resources. If we fail to do this, we shall remain permanent underachievers.
At independence, in 1960 much of SubSaharan Africa, including Nigeria emerged from colonial rule with rural economy though we were relatively wealthier than South-East Asian economies. Today, that has changed. South East Asia economies are two and half times richer than Sub-Sahara African economies.
Between 1960 and now, South East Asian economies grew by 6 percent while Sub-Saharan Africa by 3.5 per cent. South East Asia achieved great progress by diversifying their economies from export of primary commodities into manufacturing, agro-processing, value addition and subsequently, they moved up in the value chain of the global economy.
Sub-Saharan Africa remains exporters of primary commodities and mineral extraction. In Nigeria, oil export accounts for 90% of export proceeds and 70% of public revenue. This narrow revenue base is responsible for high unemployment; low income levels and is simply not economically sustainable. In Nigeria, I think everyone now knows that the oil sector has limited opportunities for employment. That is not all. The revenue from oil while making it possible for government to obtain funding for government activities creates a problem of its own at the same time. As rent, oil income creates distortion in the economy as it leads government not to pay attention to other productive sectors other than mining of oil. I guess this is the theory of oil curse.
My point in the above is to highlight the thinking behind our policy of Delta beyond oil. If you wanted a conceptual explanation of Delta beyond—that is it. It made sense when we initiated this programme on assuming office eight years ago. In the light of recent crash in crude oil prices, it makes even more urgent sense today. We knew that depending on export of minerals has even more damaging effect on the economy, if not reversed. It is unpredictable and it is volatile. The external shock we face following the fall in crude oil prices is self-evident.
Yet, I believe Nigeria is the country with the opportunity to lead the African renaissance. Nigeria is well endowed with good soil; Nigeria has good weather good condition; Nigeria has quality human capital and a population imbued with entrepreneurial spirit. But, somehow, we have managed not to harness our resources. Perhaps, the lack of vision and creativity is responsible. Perhaps, the political will. Perhaps all of the above, I might even add. It saddens me greatly that because of our condition many Nigerians, including professionals are doing menial jobs in other countries, some even engage in crime and prostitution, thus soiling our collective image as a nation.
This is the challenge—the challenge of development. As Professor Okwudiba Nnoli once pointed out, development is not about the number of roads constructed—as important as it is, but the indigenous contribution to the provision of such amenities. For instance, how well represented are Nigerians in the management and running of the oil and gas sector of the economy? How well have we done in building a robust industrial sector (at a time the developed world is moving to post-industrial age)? In this Internet age, are we creating content? If we are not creating content, and only consume what others produce, are we not doomed? Good governance therefore is all encompassing.
Ladies and gentlemen, I must declare that notwithstanding the earlier points I made about the state of Nigeria, I do believe some progress have been made but a lot more is needed. Far more has to be done. I say this conscious of the fact that the question might be posed to me: ‘but are you not one of them’? As a leader, I understood the enormous expectations of the people, I did what I thought was best in the interest of Delta state. I made my own contributions to the strengthening of national unity. I supported my party, the PDP and did not shy away from difficult political choices that confronted the party. I took positions I believe was in the best interest of the country. But ultimately, I believe in the principle of collective responsibility. I did my best and the facts show that it was so. But until Nigeria resumes it proper place in the community of nations, until Nigeria becomes a powerful nation with powerful voice across the world, I cannot say that my own contribution alone is enough.
Therefore, the leadership of Nigeria must collectively fashion a new value system. This is because it is the responsibility of leaders to mobilise the people towards effecting the necessary changes in attitude. It is the leaders’ duty to impart nationalism and patriotism in the people. The leaders have the sacred task of ensuring that there is sincere popular participation in conducting public affairs, rather than indifference, cynicism and apathy. I believe that the key to unlocking the great potential of Nigeria is to increase popular participation. The people must be involved.
But, before I turn my attention to Delta state and its government that I lead, let me quickly reflect on a couple of points at the critical juncture we are in as a nation. The elections of March 28thand April 11thhave introduced a new reality. Nigeria’s electoral map has been redrawn. It was the first time a ruling party would be voted out. It was also the first time that the defeated leader would submit so willingly to the verdict of the voters. President Jonathan has shown great leadership and statesmanship and we are proud of his conduct. The election, however, also showed deep division, perhaps more than anyone could have anticipated. It was the first time the entire North would speak with one voice, and the old Eastern region also with a voice. The North Central, contrary to traditional pattern backed the opposition party- the APC. In voting, the entire North West voted massively for General Muhammadu Buhari, the APC candidate, while those in the South East and the South-South voted generally above 90 per cent for the PDP.
The state elections were even worse for PDP. In Plateau State where the PDP managed a slim victory in the presidential election, the people hopped on the APC platform. Benue state