The Association of Housing Corporations of Nigeria (AHCN) has issued a stark warning to its members: adapt or become obsolete. The organization, representing state housing corporations across the country, emphasizes the urgent need for modernization and proactive engagement with the Federal Government’s Renewed Hope Housing Agenda. AHCN leadership argues that this new program presents a crucial opportunity for state housing corporations to fulfill their mandate of providing affordable housing, but warns that without significant internal reforms, these corporations risk missing out on this vital opportunity, just as they have with past federal housing initiatives.
The AHCN’s concerns stem from a perceived inertia and lack of innovation within many state housing corporations. The association’s president, Eno Obongha, highlighted the alarming fact that some member corporations haven’t constructed a single building in the last decade, becoming financial burdens on their respective state governments rather than contributing to the solution of the housing deficit. This stagnation, he argues, is a direct result of outdated practices, a lack of technological adoption, and a dependence on government funding that stifles innovation and a proactive approach to housing development. The Renewed Hope Housing Agenda, Obongha insists, offers a chance for redemption, a platform for these corporations to revitalize their operations and contribute meaningfully to addressing Nigeria’s housing needs. However, this opportunity requires a fundamental shift in mindset and operational strategy.
Adding to the president’s concerns, Toye Eniola, the Executive Secretary of AHCN, painted a bleak picture of the technological backwardness prevalent within many state housing corporations. He pointed to the continued use of manual typewriters and the absence of an online presence for the majority of members as symptomatic of a deeper malaise. This lack of technological adoption, Eniola argues, not only hinders efficiency and outreach but also reflects a “slave spirit” mentality, where corporations rely solely on government funding and lack the drive for self-sufficiency and innovation. He stressed the need for a paradigm shift, urging members to embrace technology, adopt a business-oriented approach, and actively seek out opportunities rather than passively waiting for government handouts.
The AHCN’s call for modernization extends beyond mere technological upgrades. It represents a plea for a fundamental change in the operational philosophy of state housing corporations. The organization advocates for a shift away from the traditional model of dependence on government funding and towards a more entrepreneurial and self-sustaining approach. This includes adopting modern management practices, embracing public-private partnerships, and actively seeking out investment opportunities to drive housing development. The leadership believes that this transition is crucial not only for the survival of the corporations themselves but also for their ability to effectively contribute to addressing Nigeria’s pressing housing needs.
Central to the AHCN’s concerns is the issue of organizational structure. Obongha criticized the practice of merging state housing corporations with ministries of land and housing, arguing that this undermines the corporations’ autonomy and effectiveness. He emphasized that these corporations are established by law with specific mandates and should not be treated as mere departments within larger government ministries. This merging, he argues, dilutes the focus on housing development and hinders the corporations’ ability to operate with the necessary independence and agility. The AHCN advocates for a clear separation between policy formulation within ministries and the practical implementation of housing projects by dedicated corporations, allowing them to operate with greater efficiency and focus.
The AHCN’s message is clear: state housing corporations must evolve or risk becoming irrelevant. The Renewed Hope Housing Agenda presents a significant opportunity, but seizing it requires immediate and decisive action. Modernization, technological adoption, a business-minded approach, and a renewed focus on their core mandate are not merely suggestions but necessities for survival. The AHCN leadership urges its members to embrace this opportunity for transformation, not just for their own institutional well-being but for the benefit of the millions of Nigerians in need of affordable housing. The future of state housing corporations, and their contribution to solving the national housing crisis, hinges on their ability to heed this call for change.
