The Niger Delta Development Commission (NDDC) has been severely hampered by incessant leadership changes, with 16 Managing Directors at its helm within 25 years, according to its current head, Dr. Samuel Ogbuku. This instability, he asserted, is a primary reason for the multitude of uncompleted projects and slow development in the oil-rich region.

Dr. Ogbuku made this critical assessment during an interview on Channels TV’s Sunrise Daily programme, a transcript of which was confirmed in a statement issued on Thursday by the NDDC Director of Corporate Affairs, Seledi Thompson-Wakama.

“In the past 25 years, NDDC has had 16 Managing Directors and Chief Executive Officers, which caused instability in the system,” Ogbuku stated, highlighting a major governance challenge that has plagued the interventionist agency since its inception in 2000.

This sentiment was echoed by former President Goodluck Jonathan, who, during the NDDC’s 25th-anniversary celebration, lamented that the frequent changes in leadership meant that, on average, each CEO served for a mere two years and three months. Such brief tenures, Jonathan noted, rendered long-term planning impossible and led to many projects becoming “contractor-driven” rather than strategically planned. Indeed, records indicate that only one board has managed to complete its full tenure in the Commission’s history.

Ogbuku affirmed the current board and management’s unwavering commitment to President Bola Tinubu’s “Renewed Hope Agenda,” which includes a clear mandate to “complete and deliver all abandoned critical projects across the Niger Delta.” He emphasized that the Commission is undergoing a significant shift from a “transactional” approach to a “transformational” one, guided by its “rebirth and rewind policy.”

To foster greater stability and efficiency, the NDDC under Ogbuku has embraced Public-Private Partnerships (PPPs) as a core policy thrust for project execution. The Commission has also enhanced its project monitoring capabilities by equipping all state offices with necessary vehicles and equipment, ensuring better oversight and quality control.

Furthermore, Ogbuku highlighted efforts to promote local content by involving local contractors in numerous projects, thereby empowering communities within the region. He also revealed that the NDDC has engaged KPMG to design a robust corporate governance system, aiming to instill financial discipline and transparency, which he believes will boost confidence among partners.

The Managing Director stated that a comprehensive database for the region’s youth is being built to facilitate better planning and data sharing with other development agencies. He reaffirmed the Commission’s commitment to engaging all stakeholders to ensure harmony and cooperation, stressing that the NDDC operates as a complement to state governments rather than a competitor.

The current leadership’s vision aims to usher in a new era of sustained development, recognizing that institutional stability is paramount to overcoming the legacy of uncompleted projects and the development deficit that has long characterized the Niger Delta.