NITDA’s War Against Waste and Weak Systems
By Shuaib S. Agaka
Over half of Nigeria’s government-funded IT projects—an alarming 56%—have failed to meet their intended objectives. According to Kashifu Inuwa, Director-General of the National Information Technology Development Agency (NITDA), these failures go far beyond statistical data. They represent broken digital services, billions of naira in wasted taxpayer funds, and missed opportunities to transform healthcare, education, security, and governance through technology.
From biometric systems that don’t synchronize, to public-facing platforms abandoned shortly after launch, the collapse of these initiatives has become disturbingly routine across Ministries, Departments, and Agencies (MDAs). While much public discourse has focused on blame, NITDA is shifting attention toward solutions—reforming how technology is conceived, implemented, and sustained within Nigeria’s public sector.
The agency’s revised IT Project Clearance Guidelines signal a bold step in addressing the deep-rooted dysfunction in Nigeria’s digital ecosystem. With support from key accountability institutions, NITDA is rebranding itself not merely as a watchdog, but as a catalyst for lasting reform in public sector digital governance.
The implications of a 56% failure rate are grave. These are not trivial projects; they are essential to delivering services and fostering public trust. Their collapse stalls progress, undermines confidence in government, and drains resources that could be better used elsewhere. Recognizing the scale of this dysfunction, NITDA introduced its IT Project Clearance initiative, which has already helped the nation avoid over ₦300 billion in wasteful and duplicative digital spending.
Despite this progress, many MDAs continue to launch IT projects without adequate design, integration strategies, or alignment with broader national goals. Vendors routinely promote flashy, off-the-shelf technology with little contextual relevance, while undertrained civil servants approve costly contracts with minimal scrutiny. The result is predictable: overpriced solutions, abandoned systems, and a fragmented digital landscape where government platforms can’t even communicate with each other.
At the core of this crisis is a faulty mindset—treating technology as a magic bullet rather than a strategic tool. According to DG Inuwa, MDAs frequently rush to adopt the latest technologies without a clear understanding of the problems they aim to solve. In many cases, there’s no dedicated design phase, no focus on user needs, and no plan for how new systems will integrate with existing digital infrastructure.
Even worse, MDAs have operated in silos—each designing and deploying independent IT projects without central oversight. This siloed approach has led to rampant duplication: one agency develops a payroll system, another builds a similar one from scratch, both funded by public money. Lacking a common architecture or interoperability standards, these systems fail to work together, rendering large-scale digital integration virtually impossible.
The absence of certified professionals, weak monitoring mechanisms, and procurement processes open to abuse only worsens the situation. The cumulative effect is widespread public frustration, institutional inefficiency, and a trail of squandered opportunities.
To break this cycle, NITDA has overhauled its regulatory framework with a renewed focus on strategy before systems. The revised IT Project Clearance Guidelines introduce a structured, three-phase approach to public sector technology development: Solution Design, Implementation, and Quality Assurance.
In the Solution Design phase, MDAs must clearly define the business need, set measurable objectives, and demonstrate how the technology will deliver public value. This includes conducting risk assessments, stakeholder analysis, and system architecture planning—critical steps that were previously neglected in the haste to deploy.
The Implementation phase ensures that certified professionals are engaged, that technical work is based on sound principles, and that interoperability with other government systems is built-in from the start.
Finally, the Quality Assurance phase introduces rigorous testing, performance validation, and security checks to ensure systems are reliable, functional, and sustainable before they go live.
One of the most transformative elements of the revised guidelines is the insistence on professional standards. IT contracts can no longer be awarded to firms without proven technical credentials—a long-overdue correction to a loophole that allowed numerous digital projects to fail under unqualified contractors. Additionally, the revised policy mandates that every IT project aligns with national digital strategies, ensuring coherence and synergy across government initiatives.
As Inuwa aptly noted, “We must stop designing in silos. If systems don’t work together, they fail together.”
But beyond technicalities, NITDA is also championing a new culture of accountability and intentionality. Rather than treating technology as an end in itself, MDAs are now required to articulate the value of each proposed solution. What challenge are we solving? Who benefits? What does success look like? These reflective questions are no longer optional—they form the foundation for project approval.
Instead of adding bureaucratic red tape, this approach fosters strategic alignment, cost-effectiveness, and sustainability. It also helps MDAs build internal capacity for smarter digital governance, making technology a partner in policy delivery rather than an afterthought.
Another key feature of NITDA’s reform agenda is its collaboration with other oversight institutions. Recognizing that systemic change requires shared responsibility, the agency is now working closely with the Bureau of Public Procurement (BPP), Office of the Auditor General for the Federation, and Office of the Accountant General. These partnerships aim to integrate oversight, budgeting, and auditing mechanisms, closing the loopholes that previously enabled duplication and inefficiency to thrive.
Under the leadership of Kashifu Inuwa, NITDA is demonstrating what it means to move from regulation to reform. The agency is no longer satisfied with merely issuing directives—it is working to fundamentally change how technology is planned, procured, and delivered in the public sector.
However, NITDA cannot do it alone.
For these reforms to succeed, MDAs must embrace the clearance process as a roadmap to better outcomes, not as a bureaucratic burden. Vendors must prioritize quality and relevance over quick wins. And citizens must demand that public digital systems actually serve their needs.
Nigeria’s digital future depends on our ability to learn from past failures and chart a smarter, more coordinated path forward. Fixing broken IT systems is not just about saving money—it’s about restoring trust, improving lives, and building a government that works for everyone.
Supporting NITDA’s reform vision is not optional. It is a national imperative.
Shuaib S. Agaka is a tech journalist writing from the PRNigeria Centre, Kano.
