North West Development Commission Needs to Act Decisively for Progress

The North West Development Commission (NWDC) was established following President Bola Ahmed Tinubu’s signing of the North West Development Commission Establishment Act in July 2024, aimed at promoting human capital development, enhancing education, improving security, and advancing agriculture and infrastructure across Jigawa, Kaduna, Kano, Katsina, Kebbi, Sokoto, and Zamfara states. These states are grappling with high levels of banditry, illegal mining, and insecurity, contributing to their status as the poorest region in Nigeria, where roughly 45.5 million individuals are classified as multidimensionally poor, as reported by the National Bureau of Statistics (NBS). Furthermore, this area has the highest incidence of out-of-school children in the nation, posing a significant threat to regional stability and future prospects.

Given that subsistence agriculture is the core economic activity in the North West, the displacement of many farmers due to insecurity leads to substantial human and economic repercussions, jeopardizing food security in Nigeria. The commission is thus called upon to act swiftly to provide the necessary interventions.

The urgency of the NWDC's mission is critical; continued deterioration of circumstances in the geopolitical zone risks entrenched poverty and violence caused by economic hardship. Hence, the commission must transition from inaction to proactive engagement in addressing these challenges effectively.

However, the NWDC has faced a series of conflicts that could hinder its progress. The committee overseeing the commission was criticized for failing to ensure adequate representation, particularly regarding the absence of Christian members, sparking discontent from the Christian Association of Nigeria and leading the Senate to pause the confirmation process of board members without satisfactorily resolving these issues.

Internal governance fractures have also been evident, notably when a scholarship and bursary initiative, announced by the NWDC, was criticized by its chair, Lawal Samaila Abdullahi, who claimed there was no prior discussion or agreement over the proposal, contradicting comments from the Commission’s Managing Director and CEO, Prof Shehu Abdullahi Ma’aji.

While occasional tensions are common in newly established agencies, the public nature of these disputes is troubling. An oversight meeting with a National Assembly joint committee highlighted ongoing governance issues, casting doubt on the NWDC's future effectiveness.

The non-disbursement of operational grants significantly hampers the NWDC. Without this essential financial backing, the commission struggles to implement its statutory obligations effectively. Prolonged delays in funding have limited its activities to mostly preparatory measures.

In its budget proposals for 2025, the commission expected roughly N589.93 billion; however, this amount was reduced to N145.61 billion for 2026, predominantly allocated for salaries.

Although it remains unclear how much of last year's budget was released, the seemingly arbitrary introduction of a scholarship program for international students raises early concerns about the commission’s financial accountability and focus. Such distractions are ill-timed given the sensitive nature of the commission's objectives.

Political and local leaders within the region play a crucial role in fostering the commission's success and should help articulate and ensure that its mandates align with the actual needs of the populace. It is concerning that a recent summit organized by the Senate and House of Representatives on the commission was attended by no governors from the involved states, indicating a lack of engagement from the political leadership towards the commission's work, which could seriously undermine cooperation among the commission and state governments.

The NWDC can take valuable lessons from other established commissions like the Niger Delta Development Commission and the North East Development Commission to avoid pitfalls and maximize efficiency, leaving it no excuse for underperformance.

Leadership within the commission must view their roles as a trust to the region’s populace, who hold high hopes for improvements in their living standards.