‘Nigeria needs a long-lasting national housing policy’
Victor Alonge, President, Nigerian Institution of Estate Surveyors and Valuers (NIESV), is a seasoned real estate professional with extensive international experience. In this interview with Assistant Editor, Okwy Iroegbu-Chikezie, Alonge
Victor Alonge, President, Nigerian Institution of Estate Surveyors and Valuers (NIESV), is a seasoned real estate professional with extensive international experience. In this interview with Assistant Editor, Okwy Iroegbu-Chikezie, Alonge speaks on the issue of housing affordability has remain a contentious one, access to mortgage, affordable housing, national economic reforms, land management and his activities as the NIESV president among others
The issue of housing affordability—whether for home ownership or rental—is fundamentally an economic one, driven by the forces of demand and supply. These forces are, in turn, shaped by the level of production within the housing sector. It is important to recognise that the cost of accommodation often reflects the broader price environment in the economy.
Where housing supply falls short of demand, prices—both for rent and purchase—will inevitably rise. This is the reality we are currently experiencing. Addressing this challenge, however, requires more than a single, one-size-fits-all solution. It calls for a comprehensive and coordinated approach.
A critical starting point is the development and strict implementation of a well-articulated national housing policy. Such a policy should serve as a guiding framework for all stakeholders, covering the entire housing value chain—from research and design to construction, financing, and delivery. It must address key areas such as development finance, mortgage accessibility, affordability, and the provision of social housing.
Equally important are reforms in land administration, including improving access to land, simplifying titling processes, and ensuring transparency in documentation. When these structural issues are addressed in a coherent and sustained manner, the housing market will become more efficient, mortgage systems will deepen, and rental costs will gradually become more affordable for the average Nigerian.
How about the impact of high rental costs?
Government intervention in rising rental costs will remain ineffective if it does not address the root causes of the problem. Efforts by some states to impose rent control through edicts have consistently failed and are unlikely to succeed, largely because it is difficult to regulate assets that the government does not own or directly supply.
The more sustainable approach lies in boosting housing production. Rather than engaging in direct construction, government should focus on creating an enabling environment that encourages private sector participation. This includes providing incentives, improving access to finance, streamlining land administration, and ensuring regulatory clarity.
Experience from developed economies, particularly across Europe, shows that housing challenges are better managed where governments act as facilitators rather than primary developers. By promoting increased supply through private investment within a well-regulated framework, Nigeria can begin to address the persistent imbalance between housing demand and availability, which ultimately drives high rental costs.
How far has the Renewed Hope Agenda of the government gone in addressing Nigeria’s housing needs?
The Renewed Hope Agenda is, without doubt, a commendable and forward-looking initiative. However, beyond its vision, there is a pressing need to ensure that the programme is thoroughly thought through and strengthened to achieve lasting impact. At present, it appears largely as an initiative of the current administration, and that raises concerns about continuity.
What is required now is deliberate institutionalisation. The housing agenda must evolve into a national policy framework that transcends any single government. This will ensure that successive administrations not only sustain it but also build upon it as a structured and enduring solution to Nigeria’s housing challenges.
Achieving this will demand strong professional input. Stakeholders and experts in the built environment should be actively engaged, possibly through strategic retreats and policy review sessions, to refine the framework and enhance its effectiveness. As professionals, we have a responsibility to contribute our expertise to ensure that policies within our domain are practical, sustainable, and successful.
Ultimately, the success of the Renewed Hope Agenda in housing will depend not just on intent, but on how well it is institutionalised, professionally guided, and consistently implemented over time.
Your tenure is coming to an end. How would you assess your achievements over the past two years?
By April 18, I will formally hand over to a new President and Chairman of Council, having completed my two-year tenure. When I assumed office in 2004, I outlined a clear vision anchored on what I described as the four Rs: reform, restructuring, repositioning, and relevance. These pillars guided our actions and achievements.
On reform, we undertook several initiatives to strengthen the institution’s internal processes and improve members’ engagement. At the time, there was noticeable apathy, with some members feeling disconnected from the institution. We worked to change that perception by revitalising our professional groups and reinforcing their role as the first line of defense against unprofessional practices and quackery. While we had hoped to do more in research, we nonetheless strengthened output through improved publications. We also enhanced the integrity of our professional examinations, ensuring that candidates are assessed fairly and rewarded strictly on merit.
In terms of education and professional development, we introduced important improvements, including the establishment of the College of Estate Management. This serves as a structured, post-graduation professional integration programme, similar in concept to law school, where graduates undergo a minimum of nine months of training before becoming full members. This initiative was made possible through constitutional reforms, which also addressed existing gaps and produced a more robust and forward-looking constitution.
Restructuring focused on aligning the institution with modern professional demands. One key outcome was the introduction of multiple branches within states, replacing the previous single-branch structure. This has expanded opportunities for member participation and brought the institution closer to its members.
On repositioning, we significantly enhanced the institution’s visibility and standing among professional bodies. Our programmes have attracted strong participation from government and private sector stakeholders, and our activities are now widely recognised as impactful and relevant. Continuous professional development remains a priority, with discussions centred on issues that not only affect practice but also contribute to national development.
Regarding relevance, there is now a broader appreciation of the role of estate surveyors and valuers in the economy. Stakeholders increasingly seek our expertise voluntarily, which reflects growing trust in the profession. We have also strengthened relationships with key stakeholders, including recognising supportive state governments and promoting the use of professionals in managing public resources.
Overall, we have stabilised the institution, improved its visibility, and advanced the profession. We delivered on our vision, and the institution is now in a stronger position to build on these achievements. We are proud of what has been accomplished over the past two years.
Our modest achievements included structural and institutional reforms were made to enhance our position and influence within the industry, as well as our impact and relevance within the national and global space.
We carried out a comprehensive review of the Constitution of the Institution, the fundamental laws that govern how the Institution is run.
Restructuring of the Branches of the Institution to enhance participation, growth, spread, service delivery, impact and relevance. The first stage of the restructuring involves Lagos, Oyo, FCT Abuja, Osun and Ogun Branches. Some of the restructured Branches have already taken off.
We carried out significant reforms in our budgeting system and process, with the aim of ensuring efficient and effective use of resources. Responsibility demands that we enthrone probity transparency and accountability into the management, allocation and utilization of members’ funds.
We have successfully repositioned the Institution for relevance within the national and global landscape. We have re-invented what I would call the “NIESV Brand.” We no longer operate in obscurity. Today, programmes and major events are featured on the front pages of leading newspapers. In the electronic media, we have been enjoying the privilege of having our programmes featured on the prime time.
Two high profile personalities in Nigeria in the persons of His Excellency, Distinguished Senator (Dr.) Godswill Akpabio, GCON, President of the 10th Senate of The Federal Republic of Nigeria, an exemplary leader and exceptional administrator and His Imperial Majesty, Oba Adeyeye Enitan Ogunwusi (Ojaja II) CFR, The Ooni of Ife, a foremost traditional ruler and Co-chairman of the Nigerian traditional rulers council, and a real estate guru, were conferred with the prestigious Honorary Fellowship of our Institution. This is an honour reserved for men and women of notable accomplishments that impact our profession and industry. That was a strategic masterstroke which has really enhanced our visibility, recognition, and influence as a profession and major stakeholder in the nation’s development.
Just recently, the Executive Governor of Ekiti State, His Excellency, Hon. Biodun Abayomi Oyebanji was made a Patron of our Institution when I led Management and Council of the Institution on a courtesy visit to him in his office in Ado-Ekiti.
Procurement and branding of a Brand new 36-seater, Toyota Coaster Bus also enhances the image of the Institution, and boost our visibility.
Strategic alignment/partnership/engagement with critical stakeholders earned us a range of compelling benefits that extend far beyond rhetoric and the balance sheet. One of the significant outcomes of our strategic engagement was the full sponsorship of our 2025 Conference by a number of the organizations.
In a pace-setting and significant milestone in the annals of the Institution, we have grown the Membership so remarkably. We have also elevated a significant number of Members to the status of Fellows.
A good number of Firms were approved for the practice of the profession, more than any of our predecessors. And this continues to deepen the practice of the profession, making the profession, our members and services more impacting.
Our College of Estate Management is set to take off. The operational and academic framework of the College is another initiative of this administration. The innovative approach was thoughtfully designed to achieve the lofty objectives of the College and the Institution.
We have transformed our National Conferences to events best described as combination of intellectual depth, social vibrancy and memorable hospitality where delegates and participants engage with a wide range of issues around the Conference theme during plenary and breakout sessions. Our next conference in Umuahia, Abia State promises to be a repeat of our successful outing in Abuja, last year.
We have also succeeded in reducing significantly the invasion of our core practice areas by quacks through strategic engagements, public enlightenments and members quality service delivery.
Should Nigeria be exploring alternative construction methods to ease the pressure of rising cement prices?
Absolutely. The persistent increase in cement prices has made it imperative for us to rethink how we build. Exploring alternative construction methods is no longer optional—it is a necessity if we are serious about expanding access to affordable housing. However, this conversation must go beyond simply substituting materials; it requires a coordinated, system-wide approach anchored in policy, research, and implementation.
This is why I have consistently advocated for an enduring National Housing Policy—one that clearly defines our vision, mission, strategy, and production targets. Housing cannot continue to be treated as a short-term intervention driven by changing administrations. It must be institutionalized as a long-term national priority.
We already have the institutional framework to support this transition. The Nigerian Building and Road Research Institute is a highly capable and specialized institution with proven expertise in alternative building materials and construction technologies. The real issue is not the absence of knowledge, but our inability to effectively utilise and scale that knowledge. Their innovations—ranging from stabilized earth blocks to other cost-effective solutions—remain underutilized because there is no strong policy push to mainstream them.
From experience, including my involvement in the housing thematic group of Vision 2020, I can say that Nigeria has produced several well-thought-out policy documents. Unfortunately, many of them end up abandoned, gathering dust on shelves rather than being implemented. That cycle must be broken.
We must also begin to recognize housing for what it truly is: a major driver of economic growth and national development. In more advanced economies, housing plays a significant role in GDP contribution, job creation, and industrial linkages. In Nigeria, however, its contribution remains below 10 percent, which is far too low for a sector with such vast potential.
If we take a holistic approach—linking policy, research institutions, private sector participation, and innovative construction methods—we can reduce our dependence on expensive materials like cement, lower construction costs, and significantly improve housing delivery. The goal is not just to build more houses, but to build a sustainable housing ecosystem that supports economic prosperity.
What are the key benefits of land titling in land development, particularly in terms of economic growth, access to finance, and broader societal impact?
Land titling plays a fundamental role in unlocking the economic value of real estate and strengthening the overall development framework of a nation. For most individuals and households, investment in housing represents the largest and most significant financial commitment they will ever make. When such assets are properly titled, ownership becomes legally recognized, secure, and transferable, giving property holders a level of confidence and stability that is essential for long-term planning.
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One of the most immediate benefits of land titling is access to finance. With a verifiable title, property owners are able to leverage their land or housing assets as collateral to access credit from financial institutions. This enables individuals to unlock part of the equity tied up in their property, which can then be reinvested into small businesses, education, healthcare, or other productive ventures that improve their standard of living. In this way, land titling becomes a catalyst for household-level economic empowerment.
At a broader level, the formalization of land ownership has significant macroeconomic implications. When land and property are properly documented and titled, it expands the tax base, allowing governments to more effectively collect property-related taxes. This enhances public revenue generation without necessarily increasing tax rates, thereby strengthening the fiscal capacity of the state to invest in infrastructure and public services.
