Why Privatising Nigeria’s Tourist Sites Could Be Key to Unlocking Their Potential

In the heart of Abeokuta, Ogun State, stands Olumo Rock, a monument of staggering historical and cultural significance. A natural fortress for the Egba people, its caves whisper tales of refuge, and its summit offers breathtaking, panoramic views of the ancient city below. It’s a location that should be a world-class heritage and tourism magnet, bustling with visitors and generating millions in revenue.

Yet, for years, it has struggled under state management, a shadow of its potential glory, plagued by inconsistent maintenance, under-marketed potential, and bureaucratic red tape. This story is not unique to Olumo Rock; it is the unfortunate reality for countless tourist sites across Nigeria.

From the cascading waters of Gurara Falls in Niger State to the ancient walls of Kano and the serene beaches of Akwa Ibom, Nigeria is endowed with a rich abundance of natural and cultural heritage. However, these assets remain largely untapped, mismanaged, and unable to contribute significantly to state and national economies. 

Inefficiencies and a lack of sustainability have often plagued the traditional model of state-run management for tourism sites. A recent development in Ogun State offers a compelling alternative that other state governors should consider.

On July 31st, Governor Dapo Abiodun’s administration announced a significant shift in this approach: the management of the iconic Olumo Rock has been entrusted to a competent private-sector organisation. This move sets a precedent for how public-private partnerships can revitalise tourism, ensuring these valuable sites are not only preserved but also operated efficiently and profitably.

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The Compelling Merits of Private Sector Management

Handing over the keys to private entities isn’t about the government shirking responsibility; it’s about embracing a proven strategy for growth and efficiency. The benefits are manifold.

State governments perennially face a tug-of-war for limited resources. Competing needs like healthcare, education, and infrastructure often leave tourism with a meagre budget. Private organisations, on the other hand, have the financial muscle and access to capital markets to inject the necessary funds for renovation, expansion, and world-class facility development.

Imagine the Yankari Game Reserve in Bauchi State. While a natural treasure, its facilities require a significant upgrade. A private hospitality giant could invest in luxury lodges, modern safari vehicles, and international marketing campaigns far beyond the state’s annual budget, transforming it into a competitor for destinations like the Kruger National Park in South Africa.

The private sector is driven by a profit motive, which inherently demands efficiency, innovation, and a customer-centric approach. Unlike the civil service bureaucracy, a private firm is nimble, able to make quick decisions, hire experts, and implement international best practices in hospitality and site management.

For instance, the success of the Lekki Conservation Centre (LCC) in Lagos is a testament to this model. Managed by the Nigerian Conservation Foundation (NCF), a non-governmental organisation with private sector partnerships, the LCC is one of the best-managed nature reserves in the country. Its famous canopy walk, well-maintained trails, and effective management attract thousands of visitors annually, creating a self-sustaining financial model. This stands in stark contrast to many government-run parks that are poorly maintained.

Private companies understand that the modern tourist demands more than just a site to behold; they want an experience. This includes excellent customer service, clean facilities, engaging activities, secure environments, and seamless booking processes. They also possess the marketing savvy to promote these destinations on a global scale.

A private firm managing the Idanre Hills in Ondo State would introduce professional guided tours, rock climbing expeditions, a cultural museum at the base, and a boutique hotel with stunning views. They could then market this package internationally, attracting adventure tourists and generating foreign exchange, a feat state tourism boards have struggled to achieve consistently.

It is a known fact that a thriving tourist site would create a multiplier effect. A well-managed resort or park doesn’t just employ managers; it hires chefs, tour guides, security personnel, cleaners, and entertainers. It also fuels local economies by creating demand for food from local farmers, crafts from artisans, and transportation services.

 

Navigating the Potential Demerits and Risks

Despite the overwhelming advantages, the path of privatisation is not without its pitfalls. Acknowledging and mitigating these risks is crucial for success.

The primary goal of a business is profit. This can sometimes conflict with the core objective of conservation and cultural preservation. An overly commercialised approach could lead to the degradation of a natural site or the trivialisation of a sacred cultural landmark.

There could be a temptation for a private manager of a site like the Osun-Osogbo Sacred Grove (a UNESCO World Heritage Site) to build inappropriate structures or allow excessive foot traffic that could damage the delicate ecosystem and spiritual sanctity of the grove, in an attempt to maximise revenue.

If Obudu Mountain Resort is taken over by a high-end international hotel chain, the prices for accommodation and access to facilities like the cable car could become prohibitively expensive for the average Nigerian family, turning a national asset into an exclusive enclave for the wealthy.

Privatisation often involves restructuring to improve efficiency, which can lead to initial job losses for existing civil service staff. There’s also a risk that the new management might sideline local communities in decision-making and employment opportunities, favouring external experts.

The solution may not be a complete, hands-off privatisation but a carefully structured Public-Private Partnership (PPP). In this model, the government retains ownership of the asset. It sets the overarching rules for conservation, community inclusion, and pricing, while the private partner brings in the capital, expertise, and operational management.

The government’s role shifts from being an operator to a regulator. It would be responsible for:

• Negotiating contracts that protect national interests.
• Establishing performance benchmarks and KPIs (Key Performance Indicators) for the private operator.
• We ensure that a portion of the revenue is reinvested into the host community.
• Implementing a pricing structure that allows for subsidised access for local citizens and students.

The success of such partnerships hinges on transparency, robust legal frameworks, and political will. Governors must look beyond short-term political gains and create policies that attract credible investors for the long haul.

Nigeria’s tourism potential is a sleeping giant. To awaken it, our leaders must be willing to trade the illusion of control for the tangible rewards of professional management. By embracing private sector dynamism through well-regulated partnerships, Nigeria’s governors can finally transform our neglected monuments and parks from decaying relics into engines of prosperity that will benefit generations to come.

 

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Frequently Asked Questions (FAQs) and Answers

Won’t privatisation mean selling our national heritage to the highest bidder?

Not necessarily. The recommended model is a Public-Private Partnership (PPP), not an outright sale. The state government would retain ownership of the site (the asset) and lease the management rights to a private company for a specific period. The contract would include clauses to protect the site’s cultural and natural integrity, ensuring it remains a national treasure.

What happens to the current government workers at these tourist sites?

This is a legitimate concern. A well-structured PPP agreement should include provisions for the existing workforce. Options include retraining and absorbing qualified staff into the new management structure, or providing fair severance packages and opportunities in other government sectors. The goal is to improve efficiency without callously displacing workers.

How can we ensure that these sites remain affordable for ordinary Nigerians?

The government’s regulatory role in a PPP is crucial here. The agreement can mandate a tiered pricing system. For instance, there could be standard rates for international tourists and significantly subsidised rates for Nigerian citizens, students, and residents of the local community. This ensures accessibility is maintained.

What is the main difference between the management of Lekki Conservation Centre and a place like Gurara Falls?

The Lekki Conservation Centre (LCC) is managed by the Nigerian Conservation Foundation (NCF). This non-governmental entity operates with a private-sector mindset, focusing on sustainability, marketing, and visitor experience. This has led to its success. Gurara Falls, while stunning, has historically been managed more directly by the government, suffering from inconsistent funding, lack of modern amenities, and poor marketing, which limits its potential.

Are there any successful international examples of this PPP model in tourism?

Absolutely. Many countries have successfully used PPPs to manage their national parks and heritage sites. For example, South African National Parks (SANParks) partners with private concessionaires to run lodges and restaurants within its parks, like Kruger National Park. This model allows SANParks to focus on conservation while the private sector enhances the visitor experience, a model Nigeria can learn from.