In a renewed push for synergy and accountability, the Nigerian Content Development and Monitoring Board (NCDMB) and the Niger Delta Development Commission (NDDC) have formally committed to deeper cooperation to enhance “service delivery” across their overlapping mandates.
The collaboration was cemented during a knowledge‑sharing session held at the Nigerian Content Tower (NCT), Swali, Yenagoa, Bayelsa State. Representatives from NDDC joined management staff of the NCDMB for the event, which was designed to foster cross‑agency learning and peer review.
Engr. Felix Omatsola Ogbe, Executive Secretary of NCDMB, spoke via Dr. Abdulmalik Halilu, Director of Corporate Services, and emphasized the value of regularly comparing performance metrics with sister bodies. He noted that NCDMB was honored to be seen as “the number one institution” for such peer review processes, and described their exchange as “a two-way traffic” — a chance to both offer insights and gain fresh perspectives.
“Let us compare notes and adopt what works,” he urged, adding that “Sessions like this exemplify what institutions should be doing to improve service delivery to stakeholders,” encompassing government, citizens, communities, and oil and gas companies.
Ogbe also highlighted NCDMB’s structural and operational reforms, including a dedicated Anti‑Corruption Unit and several automation efforts in HR and management systems. He underscored that these are outcomes of continuous system checks and efforts to stay on “the pathway towards continuous improvement.”
On future collaboration, Ogbe singled out areas of mutual interest. Among them is the multibillion‑naira Oloibiri Oil and Gas Museum and Research Centre, where NDDC has already pledged support. He also referenced the NCDMB’s “Community Content Guideline,” which aims to embed host communities more fully in the oil and gas value chain through employment, business opportunities, funding, and project offices, as mandated under the NOGICD Act, 2010.
Another key scheme is the “Back‑to‑the‑Creeks” initiative, which targets rural, oil‑producing areas for strategic interventions—youth skills training, infrastructure upgrades, and incentives for teachers in remote locations. Ogbe argued that investing in young talent in host communities will deepen their integration into the sector.
In response, Mr. Anele Stephen Nzelaw, NDDC’s Director of Corporate Governance, praised NCDMB’s rapid strides over its 15 years of existence. He said his team visited to learn “those things that have made your organization achieve so much within such a short period.” Nzelaw noted that NDDC, now 25 years in operation, seeks to shift from a transactional model to a more strategic and transformational posture.
He added that NDDC is engaging KPMG to build a robust governance framework—one that ensures policy continuity and strengthens internal controls. His team is particularly interested in NCDMB’s structure, accountability systems, and governance strategies.
The session also featured presentations from NCDMB staff on governance, organizational discipline, transparency, audit processes, and project implementation. The visit concluded with a guided tour of the NCT’s facilities, including its Technology Innovation and Incubation Centre and state‑of‑the‑art conference hall.
