Member’s Corner takes a closer look at Dority International Alumni Association members. This month, October 2026, features Kalu Ogbonnaya Ukwa from Class of 2001.
Kalu Ogbonnaya Ukwa is an information technology professional, systems modeller and development-planning consultant whose career spans software development, information systems and public policy.
A 2001 graduate of Dority International Secondary School, he earned a B.Sc. in Information Systems, specialising in Security and Assurance, from the American University of Nigeria in 2009.
In 2010, he became Managing Partner and Chief Executive Officer of HIT-D-WAVE Technology Services Limited, leading technology projects for universities and government institutions.
His work later expanded into development planning. As a Facilitator, IT Expert and Lead Consultant with the Office of the Senior Special Assistant to the President on Sustainable Development Goals, he contributed to Nigeria’s Integrated Sustainable Development Goals (iSDG) model.
In 2020, he joined the Technical Working Group tasked with developing the macroeconomic framework for the Medium-Term National Development Plan 2021–2025 and Nigeria Agenda 2050.
Since 2020, he has worked with the United Nations Development Programme on needs assessments, costing and long-term state development plans, including planning work in Ondo, Zamfara and Ebonyi.
His recent technology projects include federal ICT infrastructure assignments and the National Water Information System.
Across these roles, he has focused on using technology, data and systems thinking to address institutional and development challenges.
What drew you from computer software into the world of economic and development planning?
I wouldn’t say I was totally drawn away but let me provide a little bit of context. I was one of the lead consultants that prepared Nigeria’s Needs Assessment report which was instrumental in Paris Club debt relief negotiations.
Following my success on that assignment in about 200 Local Governments in the North, I was again called upon when Nigeria became one of the early adopters of the Sustainable Development Goals (SDGs).
The Millenium Development Goals (MDGs) was only focused on 8 sectors while the SDGs are holistic and all encompassing (17 Goals cutting across all sectors).
In figuring out how best to implement the SDGs, we stumbled upon a US-based firm, the Millennium Institute, that had implemented the SDGs using the System Dynamics Thinking and Modelling Approach and partnered with them to domesticate the model for Nigeria at both the federal and national Levels.
Adapting and domesticating the model required becoming knowledgeable in all aspects of development and planning for implementing the model’s structural and logical components.
The adapted and domesticated model – The Integrated Sustainable Development Goals (iSDG) Model promotes coherent planning within the complex SDG system.
This exercise at the federal level gave birth to the Nigeria iSDG Report – “Achieving the SDGs in Nigeria: Pathways and Policy Options” which was presented by the late President Buhari at the UNGA 2019.
We are currently replicating same at the Sub-National level with 13 States covered so far out of which I have personally led the process in three states—Ondo, Zamfara and Ebonyi—and co-authored their long-term development plans.
From your experience, what are the biggest challenges in obtaining reliable Nigerian data for long-term planning?
I would say the biggest challenges as not primarily being the absence of data, but our attitude towards data, the difficulty of getting data that is consistent, timely, sufficiently detailed, and trusted enough to support long-term decisions.
We generally view data as an instrument for indictment rather than a prerequisite for planning or development.
From experience, I would highlight these major broad challenges: Data gaps and incomplete coverage, weak administrative data systems, inconsistencies between data sources, limited capacity and funding, timeliness, data coordination and interoperability, data verification and public trust, political and institutional continuity.
How do you turn broad development goals into measurable targets that can be tested in a computer model?
The SDGs addressed this issue from its conception. To turn broad development goals into measurable targets that can be tested in a computer model, you need to break the broad goal into specific, measurable, and quantifiable targets/indicators.
This question mirrors exactly the endemic problem that had plagued Nigeria’s development plans, planning and approach over the years, most recently the Economic Recovery and Growth Plan 2017-2020 which only outlined broad development goals.
Development planning begins with an honest empirical assessment of reality (especially the economy and population) backed by data.
With our current approach using the System Dynamics Modelling approach, historical data is fed into the model (after the structural and logical components have been implemented) for calibration.
A properly calibrated model will have the model simulation output matching the data trend and then ready for future projections.
Once the present reality is carefully documented, we then engage in a process called Quantification – which is basically the exercise of assigning actual target values to the various development targets and their indicators.
The SDGs have 17 Goals, 169 targets and 231 unique indicators. In this regard, the Quantification exercise required examining the defined SDG targets vis-à-vis their probability of being realistically achieved within the SDG timeframe (2030) and the proposed development plan timeframe.
Where such target(s) is/are deemed unachievable in any or both scenarios, a new target is then adopted for the development plan scenario/timeframe only.
Once the quantification exercise is done, the target values are then fed into the model for a simulation run to fill in the gaps between the present reality and defined targets.
The proper analysis and translation of the simulation results between the base year and target plan year births the development plan (including policy options and costing).
Broad goal → Specific outcome → Indicator → Baseline → Target → Variables → Computer simulation/testing.
What did your work on the Nigeria Integrated Sustainable Development Goals (iSDG) model teach you about tackling issues such as education, health, employment and infrastructure together rather than in isolation?
An integrated analysis is required to successfully address complex development issues that balance social, economic, and environmental development.
By bringing together the three dimensions of sustainable development into one framework, the iSDG model enables broad, cross-sector and long-term analyses of the impacts of alternative policies
Policy design and planning for the SDGs presents a huge challenge due in part to the interconnected and complex nature of the 17 goals.
Actions to achieve progress in one SDG sector may cause underachievement or failure in another. Similarly, a successful SDG initiative in one sector might create synergies for improvements in another.
The SDGs constitute a complex system characterized by interwoven feedback loops, lengthy time lags between cause and effect, and non-linearities that are often unrecognized.
The model articulates cross-sectoral linkages between SDGs that constitute a meshwork of interconnected feedback loops.
Simulating the model provides the user with tools to test the impact of potential policies across all the SDGs. Such a policy impact assessment includes side effects on non-target areas of policies.
Depending on whether these side effects are desirable or not they constitute synergies or trade-offs. The model simulates the medium- and long-term consequences of alternative policies.
Hence, it allows for easy comparison to reference scenarios, so as to serve as a tool in consensus building and policy debate.
It also traces the trends beyond the SDGs’ time span of 2030. The iSDG model is especially useful both in the early stages of policy design, to support scenario exploration, and in its advanced stage, when specific interventions designed for various sectors can be jointly simulated to assess their combined effect and the emerging synergies.
What was the biggest challenge in turning Ebonyi State’s needs and aspirations into a practical ten-year development plan?
The biggest challenge remains data. Development planning begins primarily with population and Gross Domestic Product data. Unfortunately, in Nigeria, population figures have remained projections (last official census in 2006) and GDP data measured intermittently.
And with economic data, there’s also the complex issue with government expenditures where figures exist as budgeted, approved and released and data insufficiently tracked at the three levels.
Nigeria has produced many ambitious development plans. What makes the difference between a plan that shapes development and one that ends up on a shelf?
Nigeria has indeed produced several flawed plan documents because they contain broad development goals without defined targets. Beyond having quantified development targets, another key factor for success is ownership at all levels and political willpower for implementation.
The difference is not usually the quality of the document itself; it is the strength of the implementation system behind it. A development plan shapes national development when it moves from policy intention to funded, measurable and accountable action.
Why is good information infrastructure important to how government institutions make decisions and deliver services?
Planning/decision making can only be effective and efficient if it’s based on empirical data/information. Having a good information infrastructure is critical to ensure that data and statistics are captured accordingly for periodic review, assessment and informed decision making.
Good information infrastructure provides the right information, to the right people, at the right time, enabling government institutions to make sound decisions, improve efficiency, and deliver better services to citizens.
What do organizations often misunderstand about digital transformation when they focus mainly on buying new hardware or software?
Hardware and software only make up one part of any digital transformation endeavour. The larger critical component is human capacity. The issue has always been neglecting the human capacity component simply because it is intangible and not a viable means for expending funds.
In reality, digital transformation is mainly about changing how people, processes, and technology work together to improve the organization – it is a business and organizational change enabled by technology.
Which teacher, classmate, activity or experience at Dority had the greatest influence on the person you became?
IELC and DISS have undoubtedly had a significant impact on the man and professional I have become.
I was actually somewhat a problem child back then as I was hellbent on proving that excelling in classroom assignments, tests and exams wasn’t a true test of knowledge and intelligence.
However, I remain particularly grateful to Mr. Moses Ineh, Mr. Bright Adawisi, Mrs. Zovannah Onumah for seeing beyond my recalcitrant behavior.
I would also like to mention Mr. Alpha Iwuoha and now Mrs. Martha Ineh Moses, they too went the extra mile to nurture the attributes that have made me stand out.
Also, I would say Urenna Onyewuchi who at some point had the extra task of writing homework assignments in a special book delivered directly to whomever showed up to pick me.
And for activity, I would say soccer. Interestingly, I still play and enjoy goalkeeping. Remarkably, the American University of Nigeria has a football team named in my honour.
What advice would you give Dority students and younger alumni interested in technology, data or development work but unsure how to build the career they want?
Passion should always remain the main driving force. Don’t wait until you have everything figured out before you start.
Technology, data, and development are broad fields, so begin by identifying one area that genuinely interests you and build practical skills around it.
Start with the fundamentals, progress gradually with a hands-on approach, then find mentors and build sustainable relationships.
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