Strategies For Maintaining Peace in the Niger Delta Region of Nigeria

The Niger Delta, an area of dense mangrove rainforest in the southern tip of Nigeria, comprises nine of Nigeria's thirty-six states: Abia, Akwa Ibom, Bayelsa, Cross River, Delta, Edo, Imo, Ondo, and Rivers.
 
Dec. 2, 2010 - PRLog -- The Niger Delta region for many years, began to surge appreciably in the late 1990s. Consequently, in 2000, the government of the former president of the Federal Republic of Nigeria, President Olusegun Obasanjo created the Niger Delta Development Commission (NDDC) to help end the violence and spur socio-economic development. Still, during and after the run-up to the 2003 presidential election, violence between rival militia groups and against the oil corporations increased considerably.
THE MASTER PLAN
Efforts of successive administrations to correct these anomalies translated to minor successes. The Oil Minerals Producing Areas Development Commission, OMPADEC, was to ensure development got to the oil producing States. The Niger Delta Development Commission (NDDC), given the promises that preceded its birth has not made the type of impact people in the region expected. The same politics and greed that have always placed the interests of a tiny few above the people, hijacked NDDC from inception. AFTER decades of obvious official neglect, it is heart-warming that a Niger Delta Regional Development master plan to be supervised by Niger Delta Development Commission, NDDC, has been drawn up. The development plan with a duration of 15 years is to gulp $50 billion (about N6.4 trillion).

The master-plan is a comprehensive analysis of the life development imperatives, challenges and opportunities in the Niger Delta which puts into perspective the economic growth; human and community needs, institutional development, physical infrastructure and natural environment of the region.

SUCCESS MANAGEMENT FACTORS

Before funds are deployed in respect of the Master Plan, the organizers should consider the following critical factors:

(a) The Niger Delta Peace and Security Strategy

The organizers, in working to ensure the success of the Master Plan should lay emphasis on linking peace and development-the same strategy adopted by the oil and gas companies in the region and one that complements the work of the NDDC. Concerted efforts should be made to determine how the skills of the armed groups can be harnessed for positive purposes. In this regard, a peace and security strategy to be formed by the organisers to aid the master plan, should target the corporate, media, governmental, international, and non-governmental organizations (NGOs) to address oil corporations' responsibility toward the Niger Delta.

It should also focus on mechanisms to reduce oil theft; media practices in reporting violence; reconciliation between groups; illegal arms importation; disarmament, demobilization, and reintegration of militia groups; human capital development and employment/urban youth policies; early warning systems; money laundering; and good governance.

(b) Violence and Conflict Resolution Efforts in the Niger Delta

Previous governments largely ignored the Niger Delta, partly because its geography made it relatively inaccessible. The long period of military rule in Nigeria contributed to bad governance and corruption; and the burden for the provision of government services fell to oil and gas companies, which were ill equipped to supply water and electricity and maintain road networks. The scale of this neglect has been an important factor behind the violence in the Niger Delta, which is carried out by social groups or street gangs, referred to by many as "cults."

These groups-made up of youths from the Niger Delta -originated with the intention of offering physical protection and providing its members with an opportunity to meet people with similar ethnic or social identities. In time these groups (now known as Militants of the Niger Delta) acquired arms and also began to compete with each other over oil bunkering. The most recent violence in the Niger Delta grew out of the political campaigns in 2003. As they competed for office, politicians in Rivers State-a focal point of violence in 2003-manipulated the Niger Delta Vigilantes, led by Ateke Tom, and the Niger Delta People's Volunteer Force, led by Alhaji Asari Dokubo. Exacerbating rivalries, political candidates used these groups to advance their aspirations -often rewarding gang members to commit acts of political violence and intimidation against their opponents. The conclusion of the 2003 electoral period did not end the violence. The Niger Delta Vigilantes and the Niger Delta People's Volunteer Force continued to fight each other throughout 2004.

The threat of violence is exacerbated by international arms dealers who continue to find Nigeria a lucrative market and by neighboring African states that recruit Nigerians as mercenaries, creating a reservoir of people with the means and the motive to maintain a violent atmosphere.

(c) Human Capital Development and Employment/Urban Youth Policies:

Concerned that demobilization and disarmament may increase the amount of cult group and illegal activity, as former insurgents will not have options for employment, job creation strategies must be comprehensive. As such, human capital development and employment strategies pursued by the Peace and Security Working Group will include developing a profile of cults, such as incentives behind their formation, leadership, membership, and territory. Additionally, the Peace and Security Working Group, will work with oil and gas companies in the Niger Delta to develop leadership skills and the NDDC to create jobs.

(d) Corporate Responsibility:

Oil and gas corporations remain the target of grievances by local groups in the Niger Delta. A committee on corporate practices should be formed by the organizers of the Master Plan (although it may be chaired by the senior staff of NNPC) to examine the causes of conflict and corruption, how to increase corporate transparency, and how to more effectively enforce good policies. Oil companies and the government should be encouraged to increase transparency by instituting the "publish what you pay" system where the government reports all revenues received by oil corporations. Alternatively, they can initiate and monitor a Permanent Fund system-where residents receive an annual dividend from oil's proceeds-this can be adopted as a model for the Niger Delta to increase resource transparency.

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(e) Disarmament, Demobilization, and Reintegration:
Previous attempts at disarmament, demobilization, and reintegration did not succeed due to the absence of a coordinating body and alternative employment possibilities. In this regard, the new government should plan a more comprehensive approach that will address the incentives of groups to hold arms; implement "best practices" from successful programs; institute a process for destroying weapons; invite international observers to monitor disarmament processes; and ensure coordination between disarmament, demobilization, and reintegration efforts. In addition, the reintegration programs will include meaningful employment opportunities.

In summary, previous governments in Nigeria had unsuccessfully tried to solve the Niger Delta problem mainly because they overlooked or ignored the above issues which are fundamental to the success of any peace and development programs in the area.

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