Development is a complex and multi-disciplinary process, and perhaps the first step in articulating a way forward for the region is in re-imagining a possible future, beginning with changing the narrative of the Niger Delta. That is why the fifth edition of the annual Niger Delta Development Forum (NDDF) that held in Owerri, Imo State, had the theme “Towards Self Sustaining Development in the Niger Delta: Narrating and Showcasing a Re-Imaged Niger Delta” and tackled the broad issues of peace, regional cohesiveness, digital economy and climate change. Attended by 373 private and public sector stakeholders from across the Niger Delta, this invitation-only Forum was organized by the Niger Delta Partnership Initiative (NDPI) Foundation, the Foundation for Partnership Initiatives in the Niger Delta (PIND), Imo State Government, and members of the Developing Market Alliances in the Niger Delta (DEMAND) Alliance, among others. Read the full report and watch videos from this and previous editions of the Forum on www.nddforum.org.
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Influencing Practices and Engendering Agricultural Development in Delta State
Following the 2015 gubernatorial elections, we extended a hand of partnership to new state governments throughout the region with the objective of helping translate their plans to develop their states into reality. Delta State was one of the states that took the offer up, and worked with us on projects spanning agriculture and youth development. In this conversation, the Delta State Government’s Chief Job Creation Officer Prof. discusses the value that PIND brings and his perspective on how government and non-government organizations can improve their working relationship. A lightly edited transcript follows.
What he does:
The Office of the Chief Job Creation Officer was established by Delta State Executive Governor Dr. Ifeanyi Okowa to help plan, design, implement, and coordinate job creation programs in the state. Our programs are to train and empower graduates and non-graduates who are unemployed in various enterprises, including agriculture and vocational work, in different sectors of the economy.
How the Job Creation Office works:( Highlighted text for print report)
The work we do is in collaboration with other government agencies, including the state ministries of lands, agriculture, and economic planning, as well as with the Delta State MSME Development Agency. The Job Creation Office works within context of the Steering Committee on Job Creation, which provides valuable advice and policy direction. What we do in job creation is that no matter how complex the job bureaucracy is, we do everything possible to make sure we get the desired results.
Why it Works:
The Job Creation responsibility is like a social contract between the State Governor and the people. In fact, he started the job creation program three months after he was sworn in. The Job Creation Office is directly under The Office of the State Governor. The political will for the program, then, comes from the Governor himself.
The Office of the Chief Job Creation Officer is a program office, so we have a very program-driven culture. We have a very smooth and cordial working relationship with PIND, because they are the same way. If I was working from a traditional government set-up there may have been a bit more of adjustments to make working with PIND possible, but for now we are cruising.
Where PIND comes in:
When I assumed office, one of the first things I did was to look for organizations that can collaborate with the state government. I found that PIND had been working in the state even before I was appointed. I met with the Executive Director and his team, and learned that they’d been working in aquaculture and cassava value chains. Incidentally, these are commodities where the state government has a lot of interest in terms of economic diversification. That is why I see this partnership as a win-win.
The key things we’re doing now where PIND has added value to our activities is in the development of fish farm clusters in the state. One of the things we want to do is to develop farm clusters for trainees. Developing clusters requires some technical expertise. PIND is working with other resource persons and experts to develop these clusters. Also, in the area of training, we are getting value in the area of training and capacity building. We train to enable them become successful entrepreneurs, because the overall aim of our Job creation program is to develop successful entrepreneurs. We are working with PIND to have demo ponds in these fish farming clusters to become model ponds for showcasing best practices.
What the state gets out of working with PIND:
One of the lessons we’re learning working with PIND, is that work planning helps a lot. The experience generally is that in most cases, NGOs have their own work plans and government has their own. Now, for you to have a cohesive process, you need all parties to have joint programming from inception so that there’s ownership. Ownership is what I find lacking in many collaboration arrangements. And if there’s no ownership it won’t work effectively. One of the lessons we are learning at the moment is that ownership matters. Another more specific lessons is when we get them to train our job creation trainees, the way PIND trains is more systematic and the way they contribute to our program development is systematic. The fact is that we can introduce PIND as a partner and beneficiaries know that there are people they can go to. That’s an inherent value that is important. There are some systemic values.
I also want to mention that at policy level and oversight level, based on value PIND brings to development activities, the state government has invited PIND to join the Steering Committee on Job Creation as well as the Agric Marketing Committee. These are two important committees working with Job Creation. PIND was named into these committees in the last quarter of 2015.
How to improve working relationship between government and non-government:
I come from the non-government sector in terms of research and dealing with private sector. I belong to the academia but did technical assistance with government. So I had been working with govt from outside govt. I think that based on that I know what it is on both sides. One of the gaps I find from both perspectives with benefit of hindsight is that information gaps and stereotyping are problems. I won’t say I wasn’t doing this, there’s a feeling that govt never works and doesn’t work, but I’m in govt now, and we’re getting to work. If we have been critical of the govt and here comes an opportunity, what shall we say? Will we just be victims of our own self-fulfilling prophesies? Info gaps and stereotyping can pollute the environment for collaboration between both sides. There is need for bridging gaps.
What has your work in government taught you so far?
My experience shows that government can work if people want it to work. The stereotype is based on people’s experience and perception, but from working inside the government, I believe that govt works when people want it to work.