Dr. (Mrs.) Rosa Gidado, an assistant director with NABDA, spoke to R&D Watch, tracing the historical development of the agency and why internally-sourced CEOs are in a better position to move the agency forward. He spoke to Publisher/Editor-in-Chief TOYE FAWOLE. Excerpts:

• Please can we start by introducing yourself?

I am Dr. Rosa Gidado. I’m an assistant director at the National Biotechnology Development Agency (NABDA). I’m also a country coordinator, Open Forum on Agriculture Biotechnology (OFAB) Africa, Nigerian chapter. I have been in NABDA since April 2002. I came as a scientific officer, and today I’m an assistant director. My background is B.Sc Food Science and Technology, M.Sc Microbiology, Ph.D Industrial Microbiology.

• As a pioneer staff, I can say that it must have been like the Genesis chapter one verses one thing, when everything was void. How will you say it was at the beginning?

It was very tough at the beginning, especially at the time I came in, NABDA was just newly created. NABDA was created in November 2001, and I came in April 2002. There were no offices for members of staff. I think they were given a temporary office in Accra Street, Wuse Zone 5, I remember. The building was in a swampy area. It wasn’t really easy. We didn’t stay there for long. Gov. El Rufai was the FCT minster then, and the area was marked for demolition. It didn’t take long that we were asked to move out of the place. We were managing the little funds that we had.

I remember then, my husband was working as Special Adviser on Legal and Constitutional Matters for the then President Olusegun Obasanjo. We were asked to move out and there was nowhere NABDA could go to, and so, the DG then, Professor Omar, actually asked for my husband’s intervention, and my husband talked to El Rufai, and El Rufai gave us a building in Area 11, formerly occupied by Corporate Affairs Commission (CAC), which was so dilapidated. We had to manage because there was really nowhere else.

Research institutes, as mandate research agencies, are very vital to Nigeria’s technological and economic development and those who understand the mandate of each agency should be put in the saddle of CEOs

The creation of the agency was a kind of threat to other research institutes around. It was as if the agency had come to take their places. We had to look for money to do some face-lifting and all that. When the agency was approved, it was agreed that it would be given some money every year for infrastructure. I think with the help of my husband, he had to talk to the Accountant General, which saw the first money that came to this agency. We stayed there till 2010. We had another DG, Professor Badu, who acted for a short period and was not confirmed. Interview was conducted and another person came in, and that was Professor Solomon who stayed for about eight years.

But before the completion of his tenure, we had a big problem. The office was burnt. So we just had to leave that place. The permanent site was allocated long when the agency was created. But there was a serious problem whether the land should be given to us. So, when Professor Solomon came in, he was able to surmount the pressure. I think it was the fire incident that prompted it. And that was how these structures that we have here, these laboratory, was put up in haste. We were able to carry out so many activities under five technical departments.

• Thank you for that analysis. It is being said that one major challenge that has been rocking the Research Institutes is the fact of DGs being sourced from outside, which sometimes frustrates the sons of the soil. What do you think can be done?

I think I agree with the fact that vacancies for the of DG/CEO should be filled from within, because it actually gives those of us that are here the hope that one day it can come to our own turn. But if they keep on bringing DGs from outside, it’s really discouraging. The person coming from outside doesn’t understand the terrain and it will take time for him or her to settle down. He will be briefed with different information by different people.

That is what has actually caused problems in NABDA and slowed the agency down. It doesn’t really pay us as pioneers of this place, as career people. We have been here, and we should be given that opportunity. Research institutes, as mandate research agencies, are very vital to Nigeria’s technological and economic development and those who understand the mandate of each agency should be put in the saddle of CEOs.

• What kind of stability have you noticed since Professor Akpa came in?

There has stability since he came in. We don’t have problem with him. He is easy-going, he is simple. He’s also a pioneer staff; he knows where the shoe pinches, as an agency, what we’ve been lacking. And so, he’s trying his best to see that most of the challenges are overcome. We’ve had village meetings with him, and he’s listened to us and given everyone opportunity to talk, where we discussed about the staff welfare, and how he’s also working and how he can upscale our salaries.

He’s making good efforts to see that all these things are done, and since NABDA has been given a research status, and so, I think the salaries need to be improved. The scientists working in the lab should be able to get some allowances. He doesn’t care where you come from. What he’s after is that if you can deliver, he’s ready to work with you. He doesn’t show tribalism or religious difference. Once you can deliver, he’s okay with you. He also encourages investors to come and help invest in us.

• Apart from seeing to the fulfillment of the mandate of NABDA, where else have you seen him addressing key issues?

Promotion of bio-tech activities in the country, coordination of bio-tech activities, policy formulation, domestication of the technology and awareness creation, among others.

• Creation of awareness is very key…

Yes, communication is very key, because without it people will not understand what you are doing. Some scientists just lock themselves in the lab, doing their thing, but if their research is not taken by the society, it’s useless.

• So on a general note, how has the personnel responded to this administration?

Before he came in, there was so much tension, but he has been able to douse that tension. You can’t say it’s 100 per cent because you can’t please everybody. I think that town hall meeting actually helped a lot. People were thinking that he would come with vengeance. I think he took things easy. He came down to everyone’s level. He’s ready to carry everyone along. He gave everyone the opportunity to contribute. He has listening ears.