INTRODUCTION

Port operations and development in Nigeria began in the middle of the 19th century.

The effort towards the provision of facilities for ocean going vessels started with the

opening of Lagos Lagoon in the early 1909. The Apapa Port in the South West was

earmarked for development in 1913 and construction of the first four deep water

berths of 548.64m at the port began in 1921.

The Port of Port Harcourt was conceptualised on discovery of coal at Enugu and was

subsequently opened for the business in 1913. The completion of the railway line in

Enugu in 1916 resulted in the development of four 1920 feet long berths at Port

Harcourt to expedite the exploitation and eventual exportation of coal on one hand

and the support of importation of goods on the other hand. The Nigerian Port

Authority was established as a continuous Public Corporation by the Ports Act of

1954 to address the institutional weakness that bordered on lack of coherent policy

framework as ports development were done on adhoc basis driven by changes on the

level and demand of sea-borne trade.

In 2003, the Federal Government of Nigeria initiated the drive towards improving

efficiency at out Ports, and the landlord model was adopted for all the Nigerian Ports.

This gave rise to the concession of 25 Terminals to private Terminal Operators with

lease agreement ranging from 10-25 years. One of the concessions was a Build,
Operate and Transfer (BOT) arrangement. Also in the process of reorganising the

ports, the former eight (8) ports were reduced to six (6) major ports, with two (2) ports

in Lagos and four (4)in the east namely; Lagos Port Complex, Tin Can-Island Port

Complex, Calabar Port, Rivers Ports, Onne Ports Complex and Delta Ports Complex

respectively. In line with the reform programme, the transaction commenced with the

advertisement for Expression of Interest on the 3rd of December, 2003, by the

National Council on Privatization with the Bureau of Public Enterprise acting as the

transaction agent. A total of 110 EOIs were harvested out of which only 94 were pre-

qualified. Pre-bid conferences, Data room and physical due diligence were also done

and request for proposals sent out to bidders. Technical bids were submitted and

evaluated; the financial offers were also opened to determine the successful bidders.

All the successful bidders negotiated their concession agreements with a Public Sector

Team made up of Nigerian Ports Authority and the Bureau of Public Enterprise.

Successfully negotiated agreements were signed. Transition programme initiated

preparatory to handing over. Under this new arrangement the Authority ceded some of

her functions and responsibilities to the Private Sector.

OPERATIONS OF NIGERIA PORT AUTHORITY

Statutory Duties and Functions

1. Develop, own and operate ports and harbours

2. Provide safe and navigable channel

4. Maintain Port facilities and equipment

5. Ensure safety and security

6. Develop and own property

This system hindered port development and curtailed operational efficiency. The ports

became less competitive and a conduit to drain the meager national resources. In an

attempt to change this trend, the activities of the Authority (NPA) were

commercialized and offered greater autonomy in accordance with the

recommendation of the Technical Committee on Privatization and Commercialization.

However this could not bring the expected improvement because of the public service

bureaucracy and interference. It was later revised to the initial status.

In an effort to reposition and enhance the national economy, the Federal Government

embarked on various reform initiatives in the public sector, which includes

the maritime sub-sector. This initiative was to foster an economy that is responsive,

robust, private sector oriented and in line with the international best practices. In line

with the reform programme, the transactions commenced with the advertisement for

Expression of Interest EOIs on the 3rd of December 2003 by the National Council on

Privatization with the Bureau of Public Enterprises acting as the transaction agent.  A

total of 110 EOIs were harvested out of which 94 were pre-qualified.

request for proposals sent out to bidders. Technical bids were submitted and evaluated

and financial offers also opened to determine the successful bidders. All the

successful bidders negotiated their concession agreements with a public sector team

made up of Nigerian Ports Authority and the Bureau of Public Enterprises. 

Successfully negotiated agreements were signed and transaction programmes initiated

preparatory to handing over.

The Nigerian Ports Authority (NPA) is a Federal Government Agency that governs

and operates the Ports in Nigeria. The major Ports include; Lagos Port Complex and

Tin Can Island Port Complex both in Lagos State. The Calabar Port Complex in Cross

River State. The Delta Ports in Warri, Delta State and the Rivers Port Complex and

Onne Port Complex both in Rivers State. Our operations are carried out under the

supervision of the Federal Ministry of Transportation. We also operate in

collaboration with other Government Agencies.

HOW POLICIES CAN BE REVIEWED

Nigeria port authority should be formally reviewed annually to ensure that efficiencies

are captured and modifications are made. 

There are a number of theories of change, ranging from path dependence, advocacy

coalition framework, policy learning, policy diffusion, punctuated equilibrium,

the politics of change and reform.

As Fullan (2007: 81) argues, ‘change is and always will be initiated from a variety of

different sources and combination of sources’. The initiator of change is less

important than the quality of the change process. Policy change goes hand in hand

with policy implementation. Passing policies does not necessarily mean that the

desired outcomes are achieved as policy implementation plays an important part of the

process.

It is important to realize that there is diversity in implementation research and hence

researchers should not look for one common theory. Instead, it should be sufficient to

develop partial theories, which mix and match the most convincing elements of

different theories, depending on the policy area and context. It is evident that both

policy-making and implementation are composed of multiple layers, be it institutional,

regional, state, federal or local), which points to the complexity of this research and

practice (Gornitzka, Kogan and Amaral 2005). Future work should review empirical

examples of how the theories of change and implementation apply to specific policy

areas, including education. For instance, as previously mentioned, Gornitzka, Kogan

and Amaral (2005) use the advocacy coalition framework for higher education, but

less has been written on how theories of change apply at the primary and secondary

levels of education.
A similar limited application goes for other theories of change. Additional research

should consider how theories of change and implementation apply at various levels

(such as countries, systems, communities and schools). It would be fruitful to examine

the challenges of implementation across policy areas (such as education policy) and

what lessons can be learned from empirical examples. Overall, while policy-makers

can plan to pass new policies, the dynamics of policy change are rather complex, and

thus a successful policy change and implementation often does not take place. That is

why it is essential to understand better the conditions and factors behind these

interactive processes.

Financial Provisions

    The Authority shall maintain a fund which shall consist of -

(a)     All sums collected as charges, levies and fees under this Decree;

(b)     All other sums collected or received by the for services rendered by the

Authority;

(c)     All moneys borrowed and capital raised by the Audio under this Decree or any

other enactment;

 (d)     Such other sums as may be received by the Authority from other sources;

 (e)     all other assets which may, from time to time, be vested in or accrue to the

Authority in the course of discharging its functions under or pursuant to this Decree.
AREAS NEEDED TO BE ADDRESSED WHEN LOOKING AT SUSTAINABLE

POLICIES INCLUDE:

 Dispute process

 Audit the Analyst (ATA) process and communication

 Monthly scorecard requirements and review

 Company policies

 Career Development

 Workflow

 Calibration expectations

 Reporting standards

 Escalation process

You should have an outline of the policies and procedures governing your quality

assessment process within the call center, but you need to take it a step further and

document it. By publishing your policies and procedures, you make them available to

all within the company.  This will easily facilitate the review with new hires and allow

for documentation for all team members’ adherence to standards.

Leaders are responsible for formulating policies and procedures. However, the people

to implement them are the quality analysts. You need to do an intensive training for

the QA’s to ensure they understand the policies and procedures and thus be in a

position to deliver quality service.

managers coach the team members on a regular basis, they further develop their

knowledge and skills.

Proper coaching supplements formal training and goes beyond on-the-job training.

Matters relating to quality need reinforcement regularly so that the weaker QA’s can

catch up and the strong performers can become better.

There is always room for improvement and as a manager and coach your role is to

guide all members of your team to engage in continuous performance improvement.

You can have an in-house quality monitoring team that is dedicated to only quality

measuring and analysis. However, it is advisable to incorporate a third party audit

team to audit your internal QA team. The external team will give you additional data

based on their analysis that will help you improve your quality standards and provide

the operations teams with actionable data to help modify agent behavior.

NIGERIAN PORT AUTHORITY BUDGET AND FINANCIAL STATEMENT 2017

Nigerian Ports Authority proposed and approved a budget of for its operations in 2017.

N270.5bn From the total budget for fiscal year, the Nigerian Ports Authority (NPA) has a capital

N174.11bn expenses a share. To run its operations for the year, NPA budgeted a total allocation

of 64.36% N96.4bn (35.6%) From comparative analysis, two documents were reviewed – the

2017 budget provided in PDF format and the January- October financial statement for the same
year. There is a discrepancy between the figures on the approved budget document provided in a

PDF format and the figures used in comparison on the January to October performance sheet.

Both documents will be used for analysis where applicable. The budgeted personnel cost

(salaries) is representing of the N30.42bn, 31.55% total operating expenditure. Other

components of the budget are provided below:

Total Budget

N270.53bn

N174.11bn N96.42bn

Total Capital Expenditure Total Operating Expenditure

(Recurrent)

Actual Expenditure

N90.02bn
N26.52bn
Total Capital Expenditure N63.50bn
January - October Total Operating Expenditure (Recurrent)
January -October

RECURRENT EXPENDITURE

N96.42bn N63.50bn
Budgeted Amount Actual Expenditure
Jan - Oct
RECOMMENDATION

 Discipline should not be overlooked

 Policies should be annually reviewed

 After engaging in this thorough research, it is recommended that Policies

should be instituted in organizations by preaching it to employee in the

organization’s handbook.

 Core values and ethical practices should be instilled in to employees

 A good reward system should be implemented as well as punishing those who

deviate from the norms.

Emeka Okwuosa. (2006). "Nigeria Ports Concessioning Policy And Legal

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H., M. "N1bn Dock Expansion Outlay Keeps Pace with Demand." Financial Times

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Oyediran, O. (1980). Survey of Nigerian Affairs 1976-77. Lagos: NIIA. pp. 236–

237. ISBN 978-2276-49-9.

Supo Ibikunle (January 1976). "Cement Armada on Nigerian Waters". Spear

Magazine. Lagos. p. 6.

The Nigerian Ports Authority. The Financial Times (London, England),Thursday,

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