1. INTRODUCTION
According to the UN (2007)
sustainable development is “development that helps populations meet current
needs while at the same time not compromising the ability of future generations
to meet their basic needs”. However, sustainable development may not come
easily in Nigeria where even funds meant for the development of basic education
are abused (SHAIBU, 2016a).
Political will for reforms
implementation is essential because of the need for reforms sustainability.
Girishankar, et al (2002) posits that the issue of sustainability is
particularly important for institutional reforms because reforms have longer
gestation periods than policy changes, which can be achieved easily.
The sustainability of governance
reforms therefore depends on whether the political leadership has the political
will or not, to ensure implementation. The Sustainable Development Goals (SDGs)
target effective from 2016, includes a target to end poverty everywhere, to end
hunger, achieve food security, improve nutrition and promote sustainable
agriculture.
It provides a framework to promote
sustainable economic growth which includes full and productive employment and
decent work for all, by the year, 2030. Political will may be defined as the
visible and credible intents of political leaders to fight perceived causes or
effects of corruption at a systemic level.
According to Kpundeh and Dininio
(2006) political will “is the reflection of complex circumstances that
incorporate the aspirations of individual leaders, a calculation of the
benefits and cost that would result from changes in rules and behaviours, and
belief in the ability to muster adequate support to overcome resistance to
reforms and sustainable development goals”. They posit that political will
neither originates nor becomes manifest in a vacuum.
Kpundeh (1999) opines that political
will is a critical first starting point for sustainable and effective reform
programmes, and that lack of political will is at the root of lack of
transparency, accountability, good governance and leadership. He posits that
leadership at the top within the body politic will always be the greatest
single factor in achieving fundamental change, as it will ensure that enforcers
of laws, rules and regulations and codes of conduct must perform their duties
without fear or favour.
Political will is thus, a critical
ingredient for good governance. According to Johnston and Doig (1999)
governance is the use of political authority and the exercise of control over
society and the management of its resources for social and economic
development.
In the same vein, good government
provides a responsive governmental and state administrative framework which
facilitates good governance. Governance therefore incorporates not only the
integrity, efficiency, and transparency of government, but also its
effectiveness as measured by the ends to which government organization and
activity are directed.
Langseth, et al (1999) insists that
the eight pillars that drive sustainable development are: “political will,
administrative reforms, watchdog agencies, parliaments, the judiciary, public
awareness and involvement, the media, and the private sector”. These pillars
are interdependent and together support the superstructure of national
integrity that underlies sustainable development goals.
Effective reform management
necessary therefore, for SDGs achievement, requires a visionary leader who
recognizes the high costs of corruption and mismanagement. With strong
political will, good leadership shares a commitment to reducing the incidence
of bribery, among other wrongdoings. In addition to political commitment at the
highest level, efforts at effective reform management must include commitment
from other agents of the state as well, by creating popular opposition to
corruption as a function of the political leadership’s willingness for
effective reform management.
Political will for SDGs achievement
is urgent in Nigeria to address the rampant corruption that plague all levels
of government. Corruption in both the public and private sectors has aggravated
the country’s severe and prolonged economic mismanagement as the result of lack
of political will. Due to lack of political will, many people in positions of
authority in Nigeria have put their own interests first and the general
interest of the country last.
The woeful failure of previous
reform strategies has been due largely to lack of political will and dynamics
of effective reform management. Previous attempts at reform management lacked
co-ordination, political will, leadership and public involvement. Effective
reform management should recognize the need to reduce any incentives for
corruption in society (KPUNDEH; DININIO, 2006).
Even as the world approaches the
SDGs 2030 programme, Nigeria lags behind in various areas that would move its
people out of poverty. Unemployment rate is not less than about 25 percent and
poverty rate hovers at about 60-62 percent, access to basic education and
healthcare remains a mirage.
In some states in Nigeria, over
500,000 primary school pupils sit on the bare floors to take lessons, and with
over 80 percent of the teachers unqualified. This is compounded by dilapidated
buildings and classrooms. With a very high proportion of unqualified teachers
working in almost inhuman environments, under this condition attaining the UN
SDGs target by 2030 may be very difficult. Placing the business of teaching and
learning on a sound pedestal cannot be overemphasized.
Qualified teachers and conducive
teaching and learning conditions are necessary to produce powerful future
citizens. But disempowering teachers is tantamount to creating a future of
powerless and feeble citizens that will further perpetuate corruption and
poverty (ODIEGWU, 2015; EBIJE, 2015).
The ranking of Nigeria as the 39th
out of 54 African countries in overall governance by the Mo Ibrahim Index of
Governance in Africa suggests the lack of political will to pursue important
governance related issues in Nigeria. To this extent, Ukeh (2015) insists that
government should not lose sight of the fact that the essence of ranking is
good governance.
Good governance itself is an outcome
of good leadership. In that regard, governments need to improve infrastructure,
job creation, and ease of doing business. Nigeria’s constant poor ranking is a
reflection of lack of good governance and failure of successive governments in
the country to see governance as a human enterprise that should focus largely
on the needs of the people.
Today corruption and lack of public
sector accountability continue to delay effective reform management in Nigeria
(FOLASADE-KOYI, et al., 2015; HOPKINSON; PELIZZO, 2006; NWAORGU, 2014; OKAFOR,
2014; KAUFMANN; DININIO, 2006; LUKE, 2015; SUNDAY, 2015a; SUNDAY, 2015b).
Political will is increasingly being recognized by foresighted leaders as a
veritable tool for sustainable development.
For example, Fashola (2016) posits
that: “President Muhammedu Buhari’s administration has demonstrated renewed
political will to install a functioning urban system through progressive
economic reforms that are directed at creating jobs, reducing poverty and
promoting stability that are required elements to sustain growth and
development”
1.1.
Statement
of the Problem
In 2000, UN member nations of the
world pledged their commitment to 8, Millennium Development Goals (MDGs),
including MDG7, to integrate the principles of sustainable development into
country policies, reverse loss of environmental resources, reduce, by half, the
population of people without sustainable access to safe drinking water, and to
achieve significant improvements in the lives of at least 100 million slum
dwellers by 2020.
Also, item number one of MDGs
requires individual nation states to develop further an open trading and
financial system that is rule-based, predictable, and nondiscriminatory. This
includes a commitment to good governance, management development and poverty
reduction, nationally and internationally. It is therefore, not an over
statement to insist that the achievement of these laudable objectives within
the SDGs 2030 target, in Nigeria, requires political will.
Nigeria has less than good record of
good governance. Economic mismanagement since the 1960s through the 2015 has
created widespread poverty and a grand record of failed reform programmes. Good
reform programmes such as the Peoples Bank of Nigeria, Family Economic
Advancement Programme, War Against Indiscipline among others have failed
largely due to lack of political will to curb corruption to sustain them.
In Nigeria, corruption forms a
substantial avenue of leakage in the flood of funds for development investment.
Administrators, civil servants, politicians, and contractors have stolen too
much funds from government treasury and the political leadership seems to lack
the political will to tackle corruption and economic mismanagement (AGWUNOBI,
2005).
Despite various reform programmes,
Nigeria remains a very poor country and was unable to achieve the MDGs 1
target, by the end of 2015. Coming on the heels of MDGs initiative which had
2015 as terminal date, over 150 world leaders, including the Nigerian
President, endorsed a New 2030 Agenda for SDGs at the United Nations
Development Summit held at the UN Headquarters in New York, between September
25 and 27 2015.
According to Ukeh (2015) SDGs
initiative will afford the consenting countries an opportunity for a
comprehensive review of their performance on the MDGs, with a view to
redoubling their efforts to achieve them, in order to catch up with the rest of
the world that is now moving on to the SDGs. While some nations have done very
well on the MDGs, some others, mostly in Africa, did very poorly.
Nigeria has had many development
plans over the years, but there is no real development to envy. Before it was
education and health for all in the year 2000, there was vision 2010, and now
vision 20: 2020. As it is, Nigeria does not lack big dreams such as these, but
actually lacks leaders with strong political will and commitment to actualize
such dreams (STAPENHURST; KPUNDEH, 1999; TRANSPARENCY INT. 2005; LUMUMBA, 2016;
EZEH, 2016).
As the result of the inability of
successive governments in Nigeria to curb corruption and reduce poverty, the
present study believes that political will is required to address these
challenges and to ensure sustainable development.
1.2.
Objective
of the Study
The study was designed to examine
the relevance of political will to effective reform management in Nigeria.
1.3.
Research
Questions
Is there any evidence that political
will is necessary for effective reform management and SDGs achievement in
Nigeria?
Is there any evidence that political
will is needed to fight corruption and poverty in Nigeria?
1.4.
Restatement
of Research Questions
There is evidence that political
will is necessary for effective reform management and SDGs achievement in
Nigeria.
There is evidence that political
will is needed to fight corruption and poverty in Nigeria.
2. LITERATURE REVIEW
The lack of political will on the
part of political leaders in Nigeria has seen the country suffer monumental
underdevelopment since political independence in 1960. Against the background
that the political leadership has failed over the years, a political bureau was
set up in 1986 by the Babangida military presidency to chart a path for the
country’s political future.
According to Agwunobi (2005)
Babangida charged the political bureau to: “Review Nigeria’s political history
and identify the basic problems which have led to failure in the past and
suggest ways of resolving and coping with these problems”. The bureau was also
charged to “further identify a basic philosophy of government which will
determine goals and serve as guide to the activities of government; collect relevant
information for the government as well as identify other problems that may
arise from the debates.
Gather, collate and evaluate the
contributions of Nigerians in the search for a viable political future and
provide guidelines for the attainment of the consensus objectives, deliberate
on other political problems as may be referred to it from time to time”.
Despite such political rhetoric, like many other programmes of the era, the
bureau failed to achieve any meaningful purpose in terms of socioeconomic
development.
Such a situation persisted mainly
due to lack of political will, and there was no genuine commitment of political
leaders at the highest level of government. The failure of governance in
Nigeria is linked to general lack of political will to implement
recommendations for effective reform management.
For example, according to Marshall
(2006) “President Olusegun Obasanjo expressed a strong personal commitment to
tackling systemic corruption in Nigeria, and the first bill that was passed into
law after he was elected into office was the Independent Corrupt Practices and
Other Related Offences Act (ICPC). Unfortunately, the problem of corruption in
Nigeria is still present”.
Thus, Kpundeh and Dininio (2006)
conclude that political will is most effective when it is institutionalized and
not dependent on the personality and intentions of particular persons.
Political rhetoric in Nigeria therefore, underscores lack of political will and
effective reform management strategies.
According to Olowu (1993), in
Nigeria, “Political actors often talk of accountability and integrity, but this
by itself does not translate into a genuine commitment to detect and penalize
unethical behaviour”.
Kpundeh and Dininio (2006) posit
that examples abound of exploitative rulers who have hidden their motives
behind a façade of cosmetic measures or well-intended reformers who have
engineered their own destruction through ineffective reform management. In the
light of these dangerous traps, supporters of effective reform management
process must look at several indicators that can serve as demonstrations of
political will (OBIOZOR, 2015).
According to Pope (1999) structural
corruption in public service is a litmus test of the service’s ethics and
accountability. He opines that if political will is lacking both for change and
implementation of government reforms, no legislation can ever be effective in
containing corruption. He states that one of the greatest obstacles to reform
lies at the very heart of government, with the politicians and political
interests in power.
Because public servants motivated by
private greed are virtually inevitable, political will is imperative to move
toward greater accountability and greater transparency if reform programmes
must be effectively implemented. Lack of accountability and transparency is
part of the problems of nonpayment of workers’ salaries and benefits in Nigeria
today. In Bayelsa State of Nigeria for example, teachers are yet to be paid the
N81,000.00 minimum wage arrears since it was approved many years ago.
Retired teachers in Enugu State
complain about being owed 27 months of pension. (ODIEGWU, 2015, OJI, 2015). In
Nigeria, the major reform and enforcement agencies like the Economic and
Financial Crimes Commission (EFCC), the Code of Conduct Bureau (CCB), the
National Drug Law Enforcement Agency (NDLEA), ICPC, and the National Agency for
Food and Drug, Administration and Control (NAFDAC) can perform better if the
political leaders muster the political will to lead the way.
This will be a good turning point,
because according to Olowu (1993) “In Nigeria, even when anti-corruption
agencies are created, they are usually denied the resources needed to achieve
their stated purpose”. Inspite of lapses among other reform agencies, the
political will characterized by the former director general of NAFDAC and
continued by the present management of the reform agency is exceptional.
The resilience of the erstwhile
director-general was incidental to the ranking of NAFDAC among 20 top food and
drug regulatory agencies in the world. The agency had daily confrontations with
various drug cartels that saw NAFDAC as the only road block to their
ill-conceived schemes of flooding the Nigerian market with counterfeit and
substandard drugs (TIVLUMUM, 2015).
According to Akunyili (2005) “drug
counterfeiting is one of the greatest atrocities of our time. It is a form of
terrorism against public health as well as an act of economic sabotage. Worse, it is mass murder. Drug counterfeiting
violates the right to life of innocent victims. And even though it is a global
problem, it affects developing countries more seriously as the poor bear the
brunt of this injustice. Corruption fuels the fake drug trade.
And it is a most lethal form that plagues
the health sector because it affects life directly”. The prevalence of
substandard products was so much in the pharmaceutical sector until; with
strong political will and sagacity; the late Akunyili proved that the challenge
of fake drugs could be dealt with successfully. She was honoured in 2005 by the
British House of Commons for her commitment and dedication to sanitizing the
drug manufacturing industry in Nigeria (TELL, 2005).
With political will it will be
easier for the government to fight corruption, create employment, reduce
poverty and place the nation on the way for sustainable development.
3. METHODOLOGY
3.1.
Research
Design
The exploratory research design was
used for the study. The method is historical in nature, and does not usually
require a large sample nor a structured questionnaire (Asika, 2004).
3.2.
Sources
of Data
Primary and secondary data were
generated through primary and secondary sources such as interviews,
observations, books, newspapers, magazines, journals, conference papers, among
others.
3.3.
Treatment
of Data
Data generated were organized,
filtered and coded before they were classified, in readiness for analysis.
3.4.
Data
Analysis
Data were analyzed through
descriptive statistics and result presented in tables and a pie chart.
4. PRESENTATION OF RESULTS
Figure 1 showed sustainable
development flow line, driven by political will, postulated by Langseth, et al,
(1999). It supports the theoretical framework of this study, with the critical
impetus that political is important for SDG in any country.
Figure 1: Sustainable Development Flow
Source: Adapted from
Langseth, et al, (1999).
Table
1 was used to demonstrate that corruption is a very serious problem in Nigeria
and capable of undermining development efforts. Reducing corruption in high and
low places requires political will; otherwise achieving sustainable development
will be elusive.
Table 1: Selected Graft Allegations
Pending in 2016
|
S/N
|
Brief
details |
Amount
|
Primary
Source |
|
1 |
EFCC working on 1881 graft cases |
Not specified |
Magu, Vanguard, vol. 25 No. 62646 |
|
2 |
Graft allegation: petitioner fails to
appear against CCT Chairman |
N44.5m |
Ovuakporie & Agbakwuru, vanguard
vol. 25, No. 62646 |
|
3 |
Alleged misconduct: CJN queries judge |
Not stated |
Abdulah, Vanguard vol. 25, No. 62646 |
|
4 |
I Didn’t Influence Procurement Process
– Ex NIMASA boss |
N129m |
Omatseye, Vanguard 25, No. 62646 |
|
5 |
I gave Fayose N1.2bn for Ekiti
election. Omisore got N1.3bn |
N2.5b |
Ojo And Obogo, Daily Sun, vol. 13, No.
3518 |
|
6 |
Amaechi, Umana, offered me bribe –
Justice Okoro |
U$38,800, N3.5m, etc |
Ojo, Tsa, and Obogo, Daily Sun vol.
13, No. 3518 |
|
7 |
Arms deal: Presidency recovers N7bn
indicts 300 contractors |
N7bn |
Taiwo-Obalonye, Daily Sun, vol. 10, No
3369 |
|
8 |
Our leaders as rapists |
U$600m, |
Tunji Daily Sun, vol. 10, No 3369 |
|
9 |
N382b fuel subsidy fraud: EFCC grills
11 more marketers |
N382bn |
Alli, The Nation, vol. 7, No 2302 |
|
10 |
Ngozi Okonjo-Iweala and the missing
trillions |
N30trillion |
Soludo, Vanguard, vol. 25, No. 62332 |
|
11 |
Cover up of judiciary corruption and
impunity by the NJC |
Not specified – several millions of
naira |
Suraju, Daily Sun, vol. 13, No 3518 |
|
12 |
Soludo vs Iweala: The pot and the
kettle: Mismanagement of the banking sector and taxpayers money |
N5.67 trillion |
Boyo, Vanguard, vol. 25, No. 62332 |
|
13 |
National Judicial Council on
allegations against many judges/justices |
Not specified in millions of naira |
Oye, Daily Sun, vol. 13, No. 3518 |
|
14 |
Mr. Joseph Tony Ogah: wanted for
fraud. |
N36.2m |
Ufot, E. (2016a) ICPC News
vol. 11, No 1 |
|
15 |
Mrs. Grace Nkoyo Nwauzor: wanted for
defrauding innocent job seekers. |
N50m |
Ufot, E. (2016b) ICPC News vol. 11, No 1 |
|
16 |
Badejogbin and Olarewaju before the
court for defrauding the Federal Government of Nigeria. |
N55m |
Chinenye, A. (2016) ICPC News vol. 11, No 1 |
|
17 |
Salaries of teachers under the Federal
Teachers Scheme (FTS) suppressed by government officials. |
N2.16bn |
Isong, O. (2016) ICPC News vol. 11, No 1 |
|
18 |
Unremitted Pension Funds by appointed
pension managers |
N28.3m |
Shaibu, I. (2016b) ICPC
News vol. 11, No 1 |
Source: Fieldwork, 2016
as above.
Table 2 showed selected reform
agencies in Nigeria. These agencies can
do better if the government shows the political will to support them, against
the present position where they are perceived as none performing.
Table 2: 7 Selected Watchdog Agencies in
Nigeria (2016)
|
Name
|
Purpose
|
|
Economic
and Financial Crimes Commission |
Anticorruption against financial and other
related crimes |
|
Code
of Conduct Bureau |
To regulate the conduct of public officers
against corruption and false information |
|
National Drug Law Enforcement Agency |
To check corruption and drug peddling |
|
Independent Corrupt Practices and Other
Related Offences Commission |
To wedge war against corruption and other
related offences |
|
National Agency for Food and Drug,
Administration and Control |
To fight against drug and food adulteration
and faking. |
|
Code of Conduct Tribunal |
To try government officials and others
charged with misconduct. |
|
National Human Rights Commission |
To prosecute cases of human right abuses and
injustice |
Source: Various
Decrees/Acts
As shown in chart 1, while Adeyemo,
(2016) believes that 99.5% of Nigerians are corrupt, Osinbajo, (2016) insists
that all Nigerians are corrupt. This is a serious matter that requires strong
political will on the part of government to fight. By implication fighting
corruption is essential for sustainable development in Nigeria, because it will
free substantial public funds for the common good.
Chart 1: Perception of Corruption in
Nigeria.
Source: Fieldwork,
2016.
5. DISCUSSION OF RESULTS
Nigeria is not in shortage of reform
agencies but obviously in shortage of the political will to run them
effectively for the benefit of the nation.
Due to the political will and resilience of the erstwhile director-general
of NAFDAC, the agency proved victorious in the pursuit of its reform goals and
today ranked among the 20 top reform agencies in the world. But this cannot be
said of other agencies like EFCC, CCB, NDLEA, ICPC, etc, that are frequently
accused of poor performance or even corruption.
For example, under the watch of EFCC
political actors like state governors have been stealing public funds with ease
and impunity. In the Organized Private Sector bank executives have been known
to squeeze their banks into involuntary liquidation. The laws are there in the
books to punish the guilty but the political will to execute the laws is not
there.
The seeming impunity of corruption
in Nigeria is largely due to lack of political will on the part of government
to check it. Sustainable development depends on national integrity and anchored
on political will. To drive administrative reforms, watchdog agencies,
parliament, the judiciary, civil society, the media, and the private sector
require political will.
Where political will is weak or
lacking the economic, social and political prosperity of a country will be in
jeopardy, and then sustainable development will be retarded. Because of lack of
political will to end corruption, unemployment and poverty rates are still very
high in Nigeria. If the cash stolen by public office holders and sundry others
are left in the government treasury it would have been used to provide social
amenities, including payment of workers’ salaries that generated unprecedented
bailout.
As the world matches on to the SDGs
by 2030, the importance of political will to drive socioeconomic development
cannot be overemphasized. Major socioeconomic reform programmes like the
Universal Basic Education (UBE) is being frustrated by the lack of political will
by governors to show proper commitment to it. This is even when one out of
every six out-of-school children worldwide is a Nigerian.
Nigeria is among the countries that
have the largest crude oil deposit among other numerous resources;
unfortunately Nigeria is among the poorest and the most corrupt nations in the
world. Therefore, to ensure sustainable development, the political will to
fight corruption is very urgent. This can be achieved through a transparent
judiciary, a strong civil society, a resilient media and a vibrant private
sector.
The private sector is very important
in internal development because it helps in great measure in employment
generation and poverty reduction. From data analysis this study found that
political will is needed to achieve sustainable development and to check
corruption in Nigeria. It supports the strong views of Kpundeh (1999) that
political will is the critical starting point for administrative reforms and
sustainable development.
5.1.
Recommendations
i. There will not be sustainable development without national
integrity. National integrity depends on political will. It is therefore
imperative for political leaders to demonstrate political will in unambiguous
terms and in sufficient frequency for the purpose of national development.
ii. The parliaments must make laws that support sustainable
development and must be seen to show political will by not indulging in double
dealing.
iii. The judiciary as the last hope of the poor and the down trodden
cannot afford to lack political will in its judgments. Transparency and
accountability depends on political will to act without fear or favour.
iv. The media cannot be intimidated if it has the political will to
pursue the just course. The media reaches a large audience and its resilience
is critical to ensure sustainable development.
v. Regulatory agencies in Nigeria such as the Central Bank of
Nigeria, Nigeria Deposit Insurance Corporation, Securities and Exchange
Commission, should step up efforts in checking the activities of banks and
other corporate bodies. This is necessary to reduce financial, corporate
crimes, and other corporate governance breaches that threaten national
development.
5.2.
Areas
for further study
Further study should examine the
relationship between weak public sector management and poverty in Nigeria. The
need for such examination is urgent in view of the high level of poverty in
Nigeria despite the abundance of natural resources.
6. CONCLUSION
Political will is very important for
effective reform management and sustainable development. It is critical for the
performance of reform agencies and the proper management of administrative
reform agencies like the EFCC. Because of lack of political will to fight
corruption in Nigeria, in some states pupils sit on the floors to receive
lessons, and about 80 percent of teachers unqualified.
Most schools are dilapidated and
without adequate furniture because money to address the situation is frequently
embezzled by public officers. As the world moves towards SDGs 2030, Nigeria
cannot afford to stay behind due to lack of political will and bad governance.
The ranking of Nigeria as 39th out
of 54 African countries on governance architecture is an indication of weak
political will, leadership and governance. Ranking is an index of good
governance. Good governance itself is an outcome of good leadership.
There is empirical evidence that
political will is important for sustainable development. Result of the study
support the hypothesis that political is required for effective reform
management and sustainable development in Nigeria.
It also supports the hypothesis of
Langseth, et al, (1999) that political will is the driver of the private
sector, the media, civil society, judiciary, parliament, watch-dog agencies,
administrative reforms, national integrity, and sustainable development.
Further, the result supports Marshall (2006) that there is corruption in
Nigeria and Olowu (1993) that the watchdog agencies need political will to do
better. This is the interest of the study.
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