Delta State Polytechnic, Ogwashi-Uku, one of Nigeria’s long-standing centers of technical education, has found itself at the heart of a serious administrative controversy. What began as a routine accreditation exercise by the National Board for Technical Education (NBTE) has unraveled into a high-stakes conflict between the institutions Rector Prof Emmanuel Achuenu and the Governing Council Chairman, Pastor Hon Paul Adingupu. The disagreement, now reaching public attention through a detailed written response from the Rector to a formal query, reveals a deeper issue—one that touches on governance dysfunction, chronic underfunding, institutional survival, and the uncertain future of technical education in Nigeria.
On April 16, 2025, the Governing Council of Delta State Polytechnic issued a formal query to the Rector, Professor Achuenu, accusing him of financial impropriety during the 2024 NBTE accreditation exercise. The Council alleged that the Rector violated financial regulations by overspending on the exercise, acting outside of approved funding limits, and making payments without proper authorization. But in a meticulously detailed response dated April 23, Professor Achuenu countered the allegations and laid out a timeline and rationale that paints a very different picture—one of systemic delay, administrative bottlenecks, and executive decisions made under duress in order to preserve the institution’s academic credibility.
At the heart of the dispute is a contested figure: the budget for the accreditation. According to the Governing Council, the Polytechnic was granted N69 million for the 2024 accreditation exercise. Professor Achuenu, however, disputes this number, asserting that only N62 million was approved, as documented in the official Council minutes dated November 28, 2024. This N7 million discrepancy is not just a clerical error but a key point in the debate over whether the Rector acted within the financial authority granted by the Council.
The story began to unfold in mid-2024, when the Polytechnic’s Directorate of Academic Planning, Research and Development raised alarms about the urgent need to re-accredit several of the institution’s programmes. Additionally, new academic programmes were being proposed, which required both resource inspections and formal accreditation by NBTE. The management directed the Directorate to initiate communication with NBTE and gather all necessary requirements for a successful accreditation visit. These included office furnishings, departmental equipment, personnel recruitment, and logistics—components that go far beyond what N62 million could realistically cover.
Based on these findings, a comprehensive budget totaling N163.6 million was prepared and submitted to the Governing Council in September 2024. In an emergency session held on October 18, the Council requested that the budget be reviewed and reduced. Management promptly complied and presented a revised budget of N143.5 million. However, despite these efforts to align with Council directives, only N62 million was approved—on the very eve of the NBTE’s scheduled visit on November 29, 2024.
Professor Achuenu’s response highlights the urgency and the risk involved in postponing the exercise. With the specter of de-accreditation looming, the institution faced a scenario where it could lose its operational license. This was not a hypothetical concern. The case of Abia State Polytechnic, which suffered program de-accreditation and subsequent public backlash, served as a cautionary tale.
Faced with a dilemma, the Rector proceeded with the accreditation exercise under an understanding—allegedly acknowledged by the Council—that critical expenses not initially approved would be addressed post-facto. According to minutes of the Council’s meeting on November 28–29, Management was encouraged to go ahead with the exercise, with the assumption that unresolved funding issues would be reconciled after the visit. In essence, the Council had given a verbal green light, even if the written approvals remained incomplete.
Despite the financial constraints and logistical challenges, the Polytechnic not only completed the exercise but reportedly did so with a 100 percent success rate. The total expenditure was N128 million, a figure still lower than the revised budget, and significantly more efficient than initial estimates might suggest. The Rector points out that of the N14 million originally allocated for NBTE fees, actual costs escalated to over N24.7 million, largely due to increased carrying capacity demands imposed by NBTE—a cost driver beyond the institution’s control.
The query from the Council, however, paints a different picture. By focusing on the financial thresholds, it alleges a breach of protocol—accusing the Rector of moving ahead with disbursements not explicitly authorized. But the Rector insists that every action taken was not only in good faith but also in full transparency. He emphasizes that no funds were spent without informing the Council and that urgent calls were made repeatedly to the Governing Council Chairman to secure approvals before the exercise, all of which went unanswered until the last minute.
Particularly concerning was the delay in the approval of the NBTE Accreditation Fee. According to the Rector, payment approval came just before the exercise was set to begin. This created a chain reaction: NBTE could not confirm payment in time, forcing a postponement of the visit by a full week. This delay increased operational costs—hotels had to be rebooked, travel rescheduled, and resource persons, some of whom had arrived early due to lockdowns and strike threats, needed extended accommodation and support. All of this, Achuenu argues, could have been avoided with timely decision-making at the Council level.
Moreover, the week preceding the accreditation was occupied by a series of Council and committee meetings, which, according to Achuenu, restricted Management’s ability to coordinate effectively with heads of departments, deans, and academic directors. With only an hour allocated for this essential preparatory meeting, institutional readiness suffered under enormous time pressure. Still, the academic and administrative staff rallied, often working overtime without additional compensation to ensure the Polytechnic met NBTE standards.
The broader implication here is a tension between governance and execution. The Governing Council, by its very nature, is tasked with oversight and financial accountability. But the Rector’s position suggests that this oversight turned into obstruction—delays, micromanagement, and unwillingness to approve necessary expenditure until the last possible moment. If accreditation is indeed the “life wire” of a tertiary institution, as the Rector contends, then any delay or hesitation in funding the process constitutes a threat to the institution’s credibility and operational future.
A closer look at tertiary education in Nigeria suggests that the Ogwashi-Uku case is far from unique. Across the country, similar scenarios play out in polytechnics, colleges, and universities, where bureaucratic inertia and interdepartmental rivalries often slow down processes essential to academic health. Accreditation, far from being a ceremonial checklist, directly determines student eligibility for national service, employer recognition of certificates, and professional licensing.
Observers in the education sector have long warned that underfunding and administrative clashes in public institutions risk long-term damage. When accreditation lapses, students suffer most—unable to register with professional bodies, denied scholarships, or forced to repeat years of study. In this context, Achuenu’s decision to proceed with the accreditation—despite funding gaps—could be interpreted not as defiance, but as a necessary risk taken in defense of institutional survival.
In the concluding parts of his response, Achuenu underscores a personal frustration: that performing his duties, as outlined in his letter of appointment, has become increasingly difficult under the current climate of governance. Council members, he alleges, seem more focused on withholding approval and launching inquiries than collaborating with management to enhance quality assurance. He sees the query not just as a procedural check but as a sign that the Council may be looking for justification to undermine or replace Polytechnic leadership.
Whether or not this is true remains to be seen. The next steps are crucial. The Council was expected to deliberate on the Rector’s response and decide whether to accept his justifications, call for further investigation, rather escalate the matter and simultaneous pronounced the Rector’s suspension contrary to the provisional laws establishing the polytechnic. Meanwhile, the 2025 NBTE accreditation exercise is fast approaching. Any delay in resolving this matter could place the upcoming round at risk—a potential repeat of the previous year’s crisis.
What is evident from this episode is that governance in tertiary institutions must evolve beyond antagonistic oversight. The Ogwashi-Uku incident demonstrates how easily administrative friction can spill over into crisis when communication falters and funding decisions become entangled in power dynamics. For institutions like Delta State Polytechnic, the path forward must include stronger collaboration between Council and Management, transparent budgeting processes, and a shared commitment to educational excellence over bureaucratic dominance.
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