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Getting Things Done: Strategies for Policy and Programme Implementation in Nigeria
(National Institute for Policy and Strategic Studies, Kuru, 2021-11-30) Senior Executive Course 43, 2021
In Nigeria, national and sub-national governments have adopted international and regional policies to guide the design of growth and development towards getting things done. These critical policies are the Economic Growth and Recovery Plan (ERGP) and the Medium-Term National Developmental Plan (MTNDP) 2021-2025. Notably, implementation gains of the ERGP exited Nigeria out of recession in 2017 and improved Nigeria’s Ease of Doing Business ranking, which moved from 170th in 2015 to 131st of 190 countries in 2019 (The World Bank, 2020). Furthermore, as part of the efforts to create an enabling environment for the effective implementation of policies and programmes, the Nigerian government has embarked on reforms that yield impressive results. These reforms include the budget cycle of January to December, introduction of Treasury Single Account, International Public Sector Accounting Standards (IPSAS), Open Treasury Portal (OTP), Government Integrated Financial and Management Information System (GIFMIS), and the introduction of IPPIS. The cumulative effects of these reforms have improved cash flow transparency and visibility in the accounts management, thereby addressing bottlenecks in public financial management. However, despite these reforms, policy and programmes implementation encounter systemic, legal, institutional, and attitudinal challenges. It is against this background that the President of the Federal Republic of Nigeria, His Excellency Muhammadu Buhari GCFR, tasked the participants of Senior Executive Course (SEC) 43, 2021 of the National Institute for Policy and Strategic Studies (NIPSS) to research the theme “Getting Things Done: Strategies for Policy and Programme Implementation in Nigeria”. As part of the study and to address the requirements of the theme, the curriculum of the SEC provides for the development of the Presidential Parley Report from lectures, reports, findings, contributions, and lessons accumulated throughout the course. The essential factors primarily affecting effective policy and programmes implementation are not inexhaustive. They include citizen's engagement and consensus, revenue mobilisation and utilisation, inter-governmental coordination and synergy, as well as securing the nation. But, unfortunately, the social contract between the government and citizens seems broken. This has created mutual distrust, unrealistic expectations, and communication breaches, impacting effective policies and programmes implementation in Nigeria. In addition, the 42.5% unemployment/underemployment rate among the youth (NBS, 2021) has induced them into various types of criminality, including banditry, kidnapping, drug/human trafficking, and cybercrime. Consequently, resources meant to empower the youth are now channelled to combat these crimes. For the revenue mobilisation and utilisation aspect of financing policy and programmes implementation, there seems to be a perennial effect of sustained years of running a deficit budget and the high cost of servicing debts. For instance, the vast revenue deficit of N6.22 trillion and a high debt cost of 84.89% of revenue in 2020 have hindered policy implementation and programmes. Recurrent expenditure takes the bulk of budgeting while the tax revenue is constrained by non-remittance from the large informal sector. In addition, obsolete national assets such as Ajaokuta Steel Company and the national refineries constantly gulp the nation’s finance. Furthermore, sub-national governments do not have viable financial records to leverage the capital markets for significant infrastructure development. These and many more hinder the financing of policies and programmes and ultimately undermine government capacity to get things done. Policy and programme implementation in Nigeria is also affected by the problem of inter-governmental coordination and synergy towards getting things done. There is no centrally harmonised national and sub-national database for policy coordination and financing. Also, the mechanism for Monitoring, Evaluation, Accountability, and Learning (MEAL) at horizontal and vertical levels of government does not exist. The planned digital economy, which would have provided the opportunity to integrate data and process, is at infancy. The opportunity provided by the National Planning Commission (NPC) to pool efforts of the sub-national governments into one and coordinate national objectives seems grossly underutilised. Hence, policy and programmes implementation at horizontal and vertical levels of government is yet to engender national development. A priority obligation of the government to get things done is securing the nation. This requires effective interagency coordination and synergy between national security and internal security. Internal security is typically the purview of the Nigerian Police, Nigerian Security, and Civil Defence Corps, and Nigerian Correctional Service. In contrast, national security is provided by the Nigeria Customs Service, Nigeria Immigration Service, NDLEA, and the Armed Forces of Nigeria. However, what obtains is that agencies better suited for national security are now involved in internal security with unclear command directives on inter-agency cooperation. As a result, national security activities, including economic security, food security, energy security, border security, cybersecurity, environmental security, and political security, suffer. All these have made policy and programmes implementation for securing the nation challenging to get things done. To proffer solutions to these problems, the study aimed to evaluate the strategies for policy and programme implementation for getting things done in Nigeria. To achieve this aim, the objectives were to examine the nature of the strategic environment for policy and programme implementation to getting things done in Nigeria; appraise the existing frameworks for policy and programme implementation to get things done in Nigeria; identify the issues and challenges of policy and programme implementation to get things done in Nigeria; determine the lessons that could be learnt from the comparative analysis of policy and programme implementation in Nigeria compared with countries of study; evaluate the policy options for policy and programme implementation to get things done in Nigeria; and proffer recommendations and implementation strategies for getting things done in Nigeria. Consequently, the study revealed some important findings which informed these strategies proffered to enhance policy and programme implementation to get things done in Nigeria. Summary of Key Findings These findings are summarised as follows: i There is no exclusive statutory platform for regular interface between the President and State governors to coordinate and harmonise policy and programme implementation. ii The National Planning Commission does not have the autonomy and powers to carry out its mandate. iii The power-sharing arrangement under Part 1 of the Second Schedule of the 1999 Constitution is disproportionate to the disadvantage of sub-national government. iv Sub-national capacity to optimise internally generated revenue through mineral resources within their jurisdiction is constrained by the constitutional provisions of the exclusive list. v The absence of a National Security Policy does not provide the necessary link between the National Security Agencies Act and the National Security Strategy. vi The uncertainty among security agencies on the role of the National Security Adviser as coordinator of all agencies involved in national security is a drawback to effective interagency coordination and synergy, amongst others.
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Population Growth and Human Capital Development in Nigeria: Challenges and Opportunities
(National Institute for Policy and Strategic Studies, Kuru, 2020-11-30) Senior Executive Course No 42, 2020
Nigeria is in a demographic crisis. This is characterised by high rate of out of school children, youth bulge, high dependency ratio, as well as high unemployment and population growth rates. These have intensified conflicts over resources, insecurity, violence and youth restiveness. Nigeria’s population is growing at 3.2 per cent every year, which translates to an additional 6.7 million persons annually, making it one of the highest in the world. As at 2019, 86.7 per cent of Nigerians depend on others to survive, meaning that only 27.9 million people out of about 210 million are productive. This demographic crisis is further compounded by inadequate attention given to the components of human capital development over the years, which include health and wellbeing, education and skills as well as per capita income and gross domestic product. In the health sector, our maternal mortality rate is one of the highest in the world. For instance, in 2018, 512 women die per 100,000 live births. In addition, 132 out of every 1000 children are not likely to live up to five years. Furthermore, access to basic health care in the country still remains a challenge with about 74 per cent out-of-pocket expenditure. Our education system is in crisis and largely focused on general knowledge rather than skills. The mean years of schooling for males is 7.6 and for females 5.3, which are abysmally low. The poverty rate in 2019 stands at 40 per cent, implying that 83 million Nigerians live below the poverty line. Consequently Nigeria’s ranking on Human Development Index in 2018 was 158 out of 189 countries surveyed. All these show that Nigeria needs to transit from the current demographic crisis to demographic dividend. The National Bureau of Statistics has projected that Nigeria’s population will reach 410 million by 2050. This trend in population growth, if not matched with corresponding investment in human capital, will worsen the current demographic crisis, thereby constraining the efforts of government at all levels to combat poverty, hunger and malnutrition. Similarly, it will put a strain on basic provision of healthcare, education and skills for national development. This will also aggravate unemployment, youth restiveness and insecurity. Over the years, Nigeria has formulated several policies and laws on human capital development to respond to her population growth rate. These include the National Population Policy 2004, Compulsory, Free Universal Basic Education Act 2004, the National Policy on Education 2014, National Health Insurance Scheme Act 2005 the National Health Act 2014 and National Health Policy 2016. Despite these efforts, the country is yet to achieve a balance of raising our human capital development to respond to population growth. The demographic structure of the population is skewed towards a youthful population, with about 42.45 per cent below 15 years of age. Currently, more than 13.9 million Nigerian youths are unemployed. Furthermore, at the current pace of poverty in the country, NBS has projected that by 2030, Nigeria will account for 25 per cent of the World’s extremely poor population. This projection is alarming and requires urgent intervention to harness the demographic dividends to accelerate socio-economic development. To this end, President Mohammadu Buhari, GCFR, tasked Senior Executive Course 42 of the National Institute, Kuru to conduct a study on the theme Population Growth and Human Capital Development: Challenges and Opportunities. In pursuance of this Presidential directive, Participants of Senior Executive Course 42 interacted and dialogued with experts on the subject matter, brainstormed and conducted study tours of strategic institutions, selected states and some African countries. The findings of the study led to the following recommendations and implementation strategies: Recommendation One The Federal Executive Council should revise and approve the draft National Policy on Population for Sustainable Development (2019) and ensure its effective implementation. Implementation Strategies i i. The President to direct the Secretary to the Government of the Federation to take necessary steps for the revision of the draft Policy not later than First Quarter 2021. ii ii. The Secretary to the Government of the Federation to present the revised draft Policy to the Federal Executive Council for consideration and approval not later than Second Quarter of 2021, among others.
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Strengthening Internal Security Framework and Community Policing in Nigeria: Models, Policy Options and Strategies
(National Institute for Policy and Strategic Studies, Kuru, 2018-11-30) Senior Executive Course No 40, 2018
The global security environment is characterised by volatility, uncertainty, complexity and ambiguity with serious consequences for internal security of nation-states. This has compelled many countries including Nigeria, to strengthen their internal security framework to make it more responsive to actual or perceived threats. In Nigeria, the internal security framework is not responsive enough to contemporary security challenges such as Boko Haram insurgency, farmers-herders’ conflicts, cultism, kidnapping, banditry and cattle rustling among others. There have been numerous efforts by successive administrations at addressing the security challenges in the country. In 2004, the Nigeria Police Force introduced Community policing in seven pilot states as a strategy for involving the communities in addressing security challenges within their domains. However, this strategy of policing was not adequately contextualised, structured and resourced for effective implementation. This is largely because community policing is primarily limited to the Nigeria Police Force, and does not incorporate all other internal security stakeholders. Although, the National Security Strategy of 2014 further re-enforces the need for community involvement in promoting internal security, this has not been fully implemented. In line with the public concern on the IS challenges in Nigeria and the desire to curb these mounting challenges, the President, Commander-in-Chief of the Armed Forces of Nigeria, Muhammadu Buhari GCFR tasked Participants of Senior Executive Course (SEC) 40/2018 to undertake a study on the theme; ‘Strengthening Internal Security Framework and Community Policing in Nigeria: Models, Policy Options and Strategies.’ In the course of the study, Participants of SEC 40/2018 interrogated several papers presented by and scholars as well as analysed many published and unpublished works of notable local and international scholars relating to our theme. We also undertook study tours of 12 States in the Federation, 11 strategic institutions, six African countries and six other countries outside the continent of Africa. The tours afforded Participants the opportunity to learn from the experiences of these countries. In seeking to contribute to the current national discourse on IS and CP in Nigeria therefore, this study explored the following objectives to achieve its aim: a. Examine the nature of the Internal Security framework and community policing in Nigeria. b. Appraise the historical and policy context of the Internal Security framework and community policing in Nigeria. c. Identify the issues of the Internal Security framework and community policing in Nigeria. d. Evaluate the appropriate models, policy options and strategies for strengthening the internal security framework and community policing in Nigeria. e. Make recommendations and proffer implementation strategies that could strengthen the internal security framework and community policing in Nigeria. The study adopted a combination of cross-sectional, case study and comparative designs. Primary data were sourced from presentations and interactions with authorities on Internal Security and on Community Policing in plenary and various tours within and outside Nigeria. The secondary data were obtained from published and unpublished reports, books, policy documents, official websites of relevant institutions and journal articles. The data were interpreted and analysed descriptively. In view of the multi-dimensional nature of issues under investigation, the study relied on a mixture of the qualitative and quantitative data analysis. Accordingly, the report consists of narrative text with substantial numerical data. The following is a summary of the major findings of IS and CP from the study: 1. The IS framework in Nigeria is characterised by centralised command and control of security agencies in which policy, legal and institutional lapses hamper its effectiveness. 2. Although the NPF is the lead agency of the IS framework, it currently lacks the operational capacity to discharge this role. 3. CP as a philosophy and operational strategy adopted to curb rising crime rate is yet to be fully implemented in Nigeria. 4. The current NPF policy framework on CP is limited to the Force and has no provision for the involvement of other security agencies. 5. Some agencies in the IS framework undertake some form of CP without officially adopting the concept of CP. 6. Traditional CP practices have not been fully integrated into modern concept of CP being currently espoused in the country. 7. The institutional challenges currently affecting the Internal Security framework have colonial origins because of the coercive and repressive uses of the security agencies during colonial era. 8. There are overlapping policies and mandates on IS in Nigeria resulting in duplication of functions. 9. There is weak policy coordination and synergy among security agencies leading to ineffective IS management. 10. The performance of security agencies is weakened by poor monitoring and evaluation mechanism. 11. There is limited engagement of non-state actors in the IS framework of the country. 12. Nigeria’s centralised internal security framework is not compatible with a federal system of government. 13. Low public confidence and trust in most security agencies adversely affect community partnership and problem solving. 14. There is shortage of human resources for the security agencies. 15. Most security agencies within the IS framework are underequipped to discharge their duties effectively. 16. There is no overarching national IS policy for the management of IS in the country. 17. There is no constitutional provision recognising the roles of traditional institutions in security management. 18. The ineffectiveness and inefficiency of the criminal justice administration system poses challenges to the IS framework. 19. Lack of harmonised data/identification of citizens and residents makes it difficult to investigate crimes. 20. There is limited application of appropriate technology in IS operations and community policing, including failure to adapt local technologies. 21. Extant IS and CP policies are not comprehensive to strengthen the IS framework and CP practices. 22. Non-implementation of several white papers on police reforms by government has limited the capacity of the NPF in IS management, amongst others.
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Industrial Relations, Labour Productivity and National Development in Nigeria
(National Institute for Policy and Strategic Studies, Kuru, 2014-11-30) Senior Executive Course No. 36, 2014
Since the advent of the Fourth Republic in 1999, Nigeria has witnessed incessant and prolonged labour disputes, especially in the health and education sectors of the economy. For instance, Oyeyemi (2014) asserts that between 1992 and 2013, ASUU had been on strike for three years and six months. The incessant strike actions are counter-productive and have adverse effects on productivity and national development. According to the World Bank Report (2009), labour productivity in Nigeria has been persistently low, with an average growth rate of 1.2% for the period 2000 to 2008 which is lower than 1.9% recorded for Sub- Saharan Africa. This is as a result of high unemployment and labour market maladjustment. The country’s labour force rose steadily from 32.2million in 1980 to 42.9 million in 1992, recording a growth rate of 33%. Thereafter, the labour force fell to 30.6 million in 1993 before recovering to 31.3 million in 2000 (Umoru and Yaqub, 2013). Although, friction and labour market mal-adjustments constitute the highly fluctuating trend in employment rates in the country, this is also blamed on bad economic planning and declining electricity power generation capacity. There has been a palpable concern that the nature of Nigeria’s productivity levels and national development are a reflection of disharmonious industrial relations. Without identifying and addressing the negative trends in the political economy of Nigeria, it would be difficult to enhance industrial relations, labour productivity and national development. The aim of this report is to evaluate industrial relations, labour productivity and national development in Nigeria with a view to making policy recommendations and proffering implementation strategies for addressing observed shortcomings. The research utilised data from primary and secondary sources. Primary sources of data were obtained, principally through interviews and interactive sessions with officials and key stakeholders of states, MDAs and strategic institutions in Nigeria and selected countries in Europe and Africa. The States are Cross River, Delta, Ebonyi, Jigawa, Kogi, Lagos, Nasarawa, Ogun, Osun, Sokoto, Taraba and Zamfara. The foreign countries visited are Belgium, England, France, Ireland and Turkey, while African countries are Algeria, Ghana, Namibia, Senegal, and Zimbabwe. The National Institute also organised series of lectures, seminars, conferences, and interactive sessions with resource persons and government officials, such as Ministers, heads of parastatal, military and paramilitary chiefs. Visits were also conducted to some strategic institutions in the country from where relevant data were obtained. The institutions visited are Nigeria Labour Congress (NLC) Headquarters, Abuja, Trade Union Congress (TUC) Headquarters Abuja, National Industrial Court, Jos, National Productivity Centre, Abuja, Nigeria Social Insurance Trust Fund (NSITF), Abuja and Industrial Training Fund (ITF), Headquarters, Jos. Secondary sources of data comprised documents from the States and countries visited, books, journals, past research works and the internet. Data collected were analysed qualitatively and quantitatively and presented in descriptive form. The Nigerian industrial relations environment is thus today characterised by violations of negotiated agreements and incessant strikes, which impact negatively on industrial relations, labour productivity and national development. This calls for strengthening the existing industrial relations mechanisms to create a conducive environment for regular dialogue between government and labour unions. While government needs to improve the enabling environment for labour relations to thrive, workers on the other hand, need to see unionism as a functional vehicle for the enhancement of workers’ welfare necessary for improved productivity, economic growth and national development. It is important to note commitment by the government to boost economic growth, which has resulted in the country now ranked the biggest economy in Africa. However, the over reliance on crude oil revenue remains a major challenge, which underscores the need to sustain on-going efforts to diversify the country’s economy. Towards this end, more political will and commitment would be required to boost power generation, transportation, business climate and skill acquisition to effectively support the reforms in the agriculture, solid minerals and manufacturing sectors. Work ethic and productivity in the civil service is also considered necessary for propelling economic growth and national development. The examination of the Civil Service revealed the need for a return to the basic tenets of the Service’s procedures and processes with recruitment based on merit. On the other hand, erring public officers must be identified and sanctioned in line with existing laws or regulations to serve as deterrence to others. It was established that poor implementation and loopholes in the labour laws are partly responsible for the prolonged strikes experienced across various sectors of the economy. For example, workers utilise the loopholes in Section 17(a) and (b) of the Trade Dispute Act to make strikes legal while Section 3(3) of the Act gives room for the Honourable Minister of Labour and Productivity to be a judge in his/her own matter. These Sections could be reviewed to minimise strikes and ensure timely resolution of industrial conflicts. A review of the STI for economic and national development in the country reveals the need for restructuring for greater coordination, communication and policy harmonisation to evolve a better and more coherent national strategy. It is important to note that realising the Millennium Development Goals and economic diversification are not achievable without the scientific, engineering and technical capacity. Effective science and technology partnership between the public and private sectors is also apt. There is also need to focus attention on research efforts and expenditure on the areas where the country has competitive advantage such as agriculture, petrochemicals, renewable energy, and mining. To this end, necessary mechanisms need to be evolved to improve the quality of equipment and facilities available for research and development at all levels. The report also emphasised the importance of the security environment for the promotion of industrial relations, labour productivity and national development. The upsurge of the Boko Haram insurgency in the north eastern states of Nigeria has complicated the tenuous security climate in the country. As a result, industrial and commercial activities have been grounded, particularly in Borno, Yobe and Adamawa States. The prevailing situation has limited both internal trade and the inflow of foreign direct investment. The recent spirited efforts of the government to explore dialogue and equip the security forces with modern military soft and hardware equipment to counter the insurgents need to be sustained in order to further create favourable security environment for peace and labour productivity in the affected states. Furthermore, the amendment of legislation to facilitate the deliberate employment of professional military skills and resources in national development is also necessary. 8.2 Recommendations and Implementation Strategies In the light of the findings of Participants of Senior Executive Course (SEC) 36, 2014, on the study of industrial relations, labour productivity and national development.
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Blue Economy and Sustainable Development in Nigeria: Issues, Challenges and Opportunities
(National Institute for Policy and Strategic Studies, Kuru, 2025-11-30) Senior Executive Course 47, 2025
EXECUTIVE SUMMARY Nigeria loses about ₦33.3 trillion annually to untapped blue economy potential due to the underutilisation of its extensive coastal and inland waters, which function as disparate systems rather than a unified economic engine (Deloitte, 2022). Oceans, seas, and inland waters form the backbone of a marine and blue economy that generated about $2.6 trillion in gross value added in 2020 according to recent Organisation for Economic Cooperation and Development (OECD) assessments. This reflects a continued global expansion supported by updated economic modelling (OECD, 2024). It is also projected that by 2030, socio-economic activities facilitated by the maritime environment would be worth over 34.2 trillion dollars yearly, with the potential to generate about 300 million jobs worldwide (World Bank, 2017). These economic activities in the maritime domain make it the seventh-largest economy in the world, supporting the livelihoods of over 3 billion people (World Economic Forum, 2024). Harnessing the vast potential of the maritime environment constitutes a unique economic ecosystem commonly known as the blue economy. The Blue Economy encompasses a wide range of activities that depend on aquatic ecosystems, which include fisheries, tourism, and renewable energy (World Bank, 2017). Blue Economy, therefore, refers to the sustainable use of ocean, coastal, and inland water-based resources for economic growth while preserving the health of the ecosystem (Food and Agriculture Organization [FAO], 2022). Sustainable development, on the other hand, focuses on meeting human needs and aspirations while ensuring social inclusivity (United Nations [UN], 1987).The nexus between the Blue Economy and Sustainable Development, therefore, lies in the capacity of water-based sectors to create jobs, promote equitable growth, and enhance climate resilience. Despite its potential, the blue economy is under severe threat from overfishing, with nearly 90 per cent of global fish stock fully exploited or overexploited (FAO, 2021). It also faces growing challenges from pollution, including the entry of some 11 million tonnes of plastic into aquatic ecosystems annually, as well as many unsustainable human practices (UN Conference on Trade and Development [UNCTAD], 2021). Therefore, several countries are now adopting strategies to enhance their blue economies for sustainable development. Portugal enhanced its blue economy through an integrated National Ocean Strategy (2021 – 2030) that links ocean growth with environmental protection(Government of Portugal, 2021). It prioritises sustainable fisheries and aquaculture, marine biodiversity conservation, Marine Spatial Planning (MSP), offshore renewable energy, and greener, more efficient ports (European Commission, 2024; OECD, 2025). The country created specialised clusters and innovation hubs, such as Blue Economy Cluster and Hub ‘Azul’, to foster research and entrepreneurship (Portugal Trade and Investment Agency, 2023). Portugal also mobilised blue finance instruments, including the Portugal Blue Investment Initiative, to de-risk private capital and scale sustainable projects. The country’s blue economy now generates about €7.8 billion and supports 295,000 jobs, about 6 per cent of employment (European Commission, 2024). Norway enhanced its Blue Economy through integrated ocean management plans under a National Sustainable Ocean Plan (Government of Norway, 2023). Policy instruments emphasise ecosystem-based management, precautionary fisheries regulation, joint Barents Sea stock management, and stricter control of activities in vulnerable Arctic waters (Honneland, 2025). Norway promotes low-impact aquaculture, ocean-based renewable energy, carbon-neutral shipping, and marine biotechnology as key growth areas within environmental limits (Government of Norway, 2019). The country also invests heavily in marine research, digital ocean technologies, and international partnerships, while excluding deep-sea mining to reduce ecological risks (Ocean Panel, 2023). Japan is an island nation with limited land but a vast marine territory. Its blue economy exceeds $40 billion, driven by fisheries, shipping, marine robotics, and tourism (Sasakawa Peace Foundation, 2021). The fisheries sector is facing sharp production declines, dropping over 30 per cent since the 1990s (Huy, 2022). In 2022, fish catch dropped 7.5 per cent from the previous year, to 3.85 million tonnes, due to overfishing and climate change (Xinhua, 2023). To address this, Japan revised its Basic Act on Ocean Policy in 2018, integrating United Nations (UN) Sustainable Development Goals (SDGs) and promoting ecosystem-based management (Japanese Law Translation, 2024). The government developed autonomous underwater vehicles capable of diving to depths of up to 8,000 meters, enabling seabed mapping and resource exploration (Yomiuri Shimbun, 2022). Artificial Intelligence (AI) initiatives also optimised aquaculture feed production and monitoring of fish stocks, blending technology with maritime tradition (Global Seafood Alliance, 2023). These efforts demonstrate Japan ’s strategic balance of economic growth with ecological sustainability. South Africa maintains an Exclusive Economic Zone (EEZ) of 1.5 million square km. In 2014, South Africa initiated ‘Operation Phakisa ’to create over one million employment opportunities by 2030 in sectors like aquaculture, offshore renewable energy, and marine transport (South African Government, 2017). As of 2023, the Strategy had attracted over $3.6 billion in investments and created over 8,000 jobs (Parliamentary Monitoring Group, 2023). However, factors such as marine pollution, Illegal, Unreported, and Unregulated (IUU) fishing, and port inefficiencies continue to impede progress. South Africa is tackling these through maritime law reforms, satellite tracking of vessels, and port upgrades. Coastal cities such as Durban are also investing in climate-resilient infrastructure to mitigate flooding and erosion (World Maritime University, 2023). This strategy blends economic diversification with environmental management, making it one of Africa’s most advanced in blue economy governance. Nigeria has a vast coastline of 853 km, an EEZ extending to 200 nautical miles and inland waterways that cover more than 10,000 km (NIWA, 2025). The Niger, Benue, and Cross Rivers, alongside water bodies like Lake Chad and the Niger Delta estuaries, support agriculture, fisheries, transport, energy, and community livelihoods. These hydrological systems also provide the basis for a distinct Nigerian blue economy model that integrates coastal and inland water bodies into one sustainability framework. The country ’s blue economy covers offshore and onshore oil and gas along with fisheries and aquaculture, maritime transport, coastal tourism and renewable energy. Thus, Nigeria ’s marine and blue economy has the potential to contribute about $296 billion annually to the nation’s GDP if fully developed (NIMASA, 2025). Despite its vast aquatic endowments, the contribution of the marine and blue economy to Nigeria ’s GDP, however, remains negligible. The country also loses about $70 million annually to IUU fishing (UN Office on Drugs and Crime [UNDOC], 2021). Furthermore, mangrove forests disappear at a rate of between 2 and 3 per cent annually, while pollution and sedimentation affect more than 7,000 km of waterways, particularly in coastal areas (NIMASA, 2023). Some states, such as Bayelsa and Lagos, produce more than 45 per cent of national aquaculture output (FAO, 2024). However, these states continue to face cold-chain gaps, coastal erosion, and poor coordination. Inland freight by water remains below 5 per cent despite its cost advantage, raising logistics cost by 20 per cent above regional averages (World Bank, 2022). Other factors, such as port inefficiencies and regulatory bottlenecks, have also diminished Nigeria ’s . xxvi competitiveness within the Gulf of Guinea (World Maritime University, 2024). These problems reflect fragmented governance, weak data systems, and a lack of integrated Marine and Aquatic Spatial Planning (MASP). The Federal Government has begun addressing these weaknesses through various initiatives. The National Integrated Infrastructure Master Plan [NIIMP] (2020), the Deep Blue Project (2021), and the National Maritime Transport Policy (2022) signal important shifts. Also, the establishment of the Federal Ministry of Marine and Blue Economy (FMMBE) in 2023 and the adoption of the National Policy on Marine and Blue Economy (NPMBE) in 2025 represent major institutional and policy milestones. These efforts were geared toward enhancing security, maritime safety, port efficiency, and trade, in line with the President's Renewed Hope Agenda for improved economic diversification. However, without a unifying sustainability lens that integrates stewardship, innovation, and inclusion, progress will remain uneven. It was within this context that the President of the Federal Republic of Nigeria, His Excellency Bola Ahmed Tinubu, GCFR, mandated participants of Senior Executive Course (SEC) 47, 2025 at the National Institute for Policy and Strategic Studies (NIPSS) to research the theme: “Blue Economy and Sustainable Development in Nigeria: Issues, Challenges, and Opportunities.” The directive reflects a national commitment to reposition Nigeria’s maritime and hydrological endowments as engines of inclusive growth, environmental renewal, and long-term prosperity. The study provides evidence-based insights to guide the implementation of NPMBE 2025 and related frameworks. It demonstrates how a sustainability-centred blue economy can unify economic diversification, environmental stewardship, and social transformation across Nigeria ’s coastal and inland water bodies.