By Joshua Voto Zing
Very few states in Nigeria can boast of the fortunes and resources of Taraba State. Easily one of the most endowed by natural and human resources, the State has an equally excellent geography and climate that supports all forms of agriculture. The State is the third largest in the country (54,473 km2) and has a population of about 2.6 million (in 2011), more than eighty percent of whom are below the age of 40. The State’s population is estimated to surpass 3 million by this year.
Ironically, Taraba’s abundant resources has neither lifted it out of the poverty level nor is positioned to take off at least, the starting block. It remains one of the poorest with a GDP of $3,3990, making it 29th out of 36 states in the country. From a zonal viewpoint, the North East is ignobly, the largest dormitory of poverty at a rate of 64.8%. Within that geo-political zone, the poverty rate in Taraba is placed at 54.07% that is more than the region’s average. In fact, the United Nation’s Global Multi-Dimensional Poverty Index published in 2015 places poverty rates in Taraba at 77.7% which is well above the national average of 56.9%. In 2020, the National Bureau of Statistics noted that the failure to create jobs in Taraba and other states saw an all-time rise in unemployment nationwide. The rising tide of insecurity in the North East has worsened the prevailing socio-economic hardships and further affected livelihoods of people in the State. This makes Taraba one of the most active and largest contributor to the nation’s unenviable emblem of poverty.
The tragedy of Taraba therefore, is that despite its endowments, the state has failed to attain its full possibilities as a self-sustaining model for economic emancipation and development. The inability of the State to transform and compete with others in the country is attributable to multiple factors that include failure of leadership, lack of innovation and strategic direction, corrupt political network, lack of transparency and accountability, absence of an independent and critical middle class and of course, abysmal poverty that makes the bulk of citizens reliant on favours from the State and power influencers from within it.
For instance, Taraba has had only very few charismatic and purposeful leadership since its creation in 1991. It has been so bad that very few Nigerians actually know of the State. The first few administrators were military personnel. Although some of them demonstrated considerable interest in its development, very few can be said to have possessed clear vision and road map for the State. Thus, neither a development plan nor visionary agenda exists here to compel growth. The fortunes of Taraba have not changed much in the aftermath of Nigeria’s return to democracy in 1999. Those elected into offices have largely been beneficiaries of established political systems which foisted leadership on the state. Whereas one would have expected greater commitment and dedication from such leadership, the state has hardly fared any better. Leadership have failed to articulate clear vision and pursue infrastructural and economic development in Taraba. More often, the leadership at all levels like their counterparts in other parts of the country, have reduced the state to private fiefdom, overseers of personal inheritance with little regard to needs of the people. The State’s resources are being plundered, mismanaged licentiously by the leaders and cronies.
The manner in which the different leaders have administered the state can largely be explained based on how they emerged. There is no real people feeling and commitment to being accountable to anyone. Secondly, the educational background and exposure of those leaders, skills set and experience may at best be described as marginal and less complimentary to the opportunity. Without attempting to sound elitist, it has been shown that the ability of an individual to reason logically and also conceptualise issues has a direct implication on his/her decision-making capacity. This is not to say that poorly educated people do not make good leaders, rather, it is to say that education not properly utilized is akin to lack of it completely, therefore, incapable of driving the kind of progress required for public good even from the its natural partners and employers in delivering the tasks. Overwhelmingly, majority of those in leadership here have been unable to assemble competence, vision, skill and talent for the overall benefit of the people.
Consequently, the lack of strategic vision has hampered the pace of progress and development considering the vast resources available in Taraba. Whereas this is a general problem in Nigeria, it has assumed a bigger dimension in the state. Resources are most times flagrantly dispensed without checks and scrutiny, in difference to the provisions of the constitution. Instead they all resort to conspiracy and cover up as a function of governance. With no effective synergy the leadership becomes a semi-authoritarian system like those in other parts of the country. In the absence of any development plan or a clear policy direction, billions of Naira are wasted on non-viable and sometimes phantom projects. Given that State activities revolve around the leadership only, no state structures and institutions can actually function independently. The bureaucracy itself is non-critical and cannot function as a strong institution.
The absence of a viable middle class and collapse of ‘civil service’ orientation of the state, where bulk of the people rely on monthly salaries, means that not many people can actually do anything or demand for some level of accountability and transparency. Very few people have the economic courage and desire to take on the leadership, a situation compounded by a weak presence of civil society which can expose leadership excesses and impunity. Clearly, other reasons for the docility of people in the state in the face of vicious abuse of power include low levels of education and exposure coupled with severe poverty and unemployment. All these, combine to make Taraba the ideal place for mediocrity to thrive and abuse to flourish.
What is the way forward for this State of possibilities? The answer is not far-fetched. The first relates to providing competent and purposeful leadership that truly understands the needs of the state and its people, the possibilities that abound in the state and how to harness them. For the state to truly develop, it has to move beyond FAAC from the government to diversifying its revenue base. The abundance of mineral resources and the suitability of the state for aqua and agriculture offers numerous opportunities for variety of partnerships and investments.
However, to attract investments, it is critical for the state to put in place attractive processes to boost investor confidence and security of investment. Towards this end, Government must be tailored for general good while decision-making is seen to be participatory and inclusive. A government that is accountable and transparent is likely to attract more interest and investment. In this regard, the state can learn from the approach adopted in Lagos State where the very processes of governance seemed streamlined and based on development plans and vision.
Secondly, decisions must be predicated on data application. It is impossible to plan without adequate information on the indices of society. Collecting and collating useful statistics to assist the government in planning is key to determining essential focal areas, define milestones, ascertain performance indicators, timeframes and funding sources. Such Plans easily attracts development partners and global best in private sector investments. Periodic review of plans to appraise progress and improve performance is and will drastically reduce arbitrariness, abuse and wild experiments
Consequently, a Development Plan for the state should target improvements in agricultural to empower local farmers through mechanization and modernization. It should also create hubs for packaging and sales as well as infrastructure such as feeder roads to connect farmers to markets. Furthermore, there should focus on improving the social conditions of people in the state with respect to poverty, hunger, water, sanitation, education and healthcare. Strategies should also be developed to create private and all sector jobs for the youth population. This is a proven and effective approach to addressing societal chaos by reducing frustration, crime and violence.
In addition, core areas of governance should be manned by skilled manpower driven by a lean and efficient human resource. Given the nature of politics in Nigeria, such a corporate model should consider the socio-political environment.
Finally, sincerity of purpose should inspire leadership and governance for results. Love for the people and commitment to transforming the state are institute positive legacies which are not accidental. Preparation, steadfastness and even sacrifice on the part of leadership are important, the focus should be on harnessing the abundant resources of the state in a creative and strategic manner. The emphasis should be on instituting strong systems and processes in Taraba.
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