Media Chat With Otse Amorighoye, President INC-USA

The Itsekiri National Congress USA (INC-USA), a nonprofit organization representing the Itsekiri Diaspora across USA is on a mission to rebuild trust and reshape its governance structure following series of challenges which culminated in a contentious court case and financial mismanagement.

In an interview session which was made available to Warri Sentinel, Otse Amorighoye, the President of INC-USA shares insights on a new leadership structure, the role of financial accountability for non-profits and strategic development programs that support aspirations of all Itsekiri people.

Full interview below:

Can you introduce INC-USA and explain what prompted its formation in response to longstanding challenges in leadership and governance within the Itsekiri diaspora?

INC-USA, the Itsekiri National Congress USA, was born out of the need to overcome deep-rooted challenges that had long stifled our community’s progress. A watershed court case served as a catalyst-a moment that tested our resolve and ultimately inspired us to envision a brighter future. That transformative experience galvanized us to create an organization defined by transparency, accountability, and unwavering commitment. Today, as a registered nonprofit, INC-USA stands as a beacon of hope, dedicated to uplifting our people and ensuring that every decision reflects our collective aspirations.

INC-USA now represents eight of the ten major regional Itsekiri organizations in the U.S. What systemic issues in the previous leadership structure led to the decision to create a new, more accountable organization?

Our previous governance structure operated largely on trust rather than clearly defined rules, which left gaps in oversight and accountability.
Without detailed byelaws to provide clear guidance, these loopholes allowed decisions to be made without sufficient checks and balances.

Additionally, allegations of financial misappropriation severely tarnished the organization’s name, making it difficult to approach corporate donors and secure funding.

Recognizing these challenges, we have taken deliberate steps to implement a governance model that is structured, transparent, and rooted in accountability -ensuring clarity, fairness and long-term stability while rebuilding trust with both our community and potential donors.

As a leader representing the collective will of the Itsekiri people, how did you ensure that the formation of INC-USA was aligned with the community’s aspirations and interests?

From the very beginning, the formation of INC-USA was driven by the collective decision of the people. Through extensive consultations with regional leaders and community members, it became clear that there was a strong demand for a governance model rooted in transparency, accountability and inclusivity. Each concern and aspiration expressed during these discussions helped shape our vision, ensuring that INC-USA was not just an organization created by a few, but a reflection of the collective will of the Itsekiri diaspora.

After the recent court case, what options did your group explore -such as appealing the verdict, pursuing reconciliation, or rebranding and what key factors ultimately influenced your decision?

Following the court case, we explored three potential paths: appealing the verdict, pursuing reconciliation, or rebranding our identity. It became clear that an appeal would have only prolonged internal divisions and further damaged our ability to raise essential funds given the severely tainted reputation of the former nonprofit. Reconcilation would have been the best outcome and we strongly did consider it.

However, the atmosphere was too charged, with emotions running high and some calls for symbolic gestures like apology. Ultimately, rebranding emerged as the most powerful and inevitable choice -a decision reached democratically by regional vote -to shed a negative legacy and forge a new identity rooted in hope, transparency and unified purpose.

What were the main reasons for ruling out an appeal and what challenges did you encounter when exploring reconciliation as an option?

We ruled out an appeal because it was evident that the legal process would not address the underlying issues or restore trust. It would only extend a period of uncertainty and division.

The court case had already cast a long shadow over our former identity, particularly with allegations that severely affected our ability to raise funds.

In parallel, we explored reconciliation and even developed a reconciliation plan inspired by the judge’s decision made on September 5, 2024.

There were conversations between me, Mr Jemine Okotie Yesin and other members from Ugbajo about how we might come together. Unfortunately, despite our best efforts, those discussions never materialized into anything meaningful, confirming that a complete rebranding was our only viable path forward.

After the court case, some members of the winning side went online, declaring victory and demanding apologies as a condition for acceptance. How do you respond to that approach and in what ways did it influence your decision to pursue rebranding as a more inclusive and forward-looking alternative?

The insistence on demands for apologies and declarations of victory was a superficial remedy that failed to address the core issues affecting our community. While such gestures might satisfy fleeting sentiments, they do little to foster the genuine unity necessary for lasting progress.

Recognizing this shortcoming, we embraced rebranding as a transformative step -a decisive move to break free from an outdated and tarnished legacy and rebuild our identity on principles of transparency, accountability and true inclusivity.

This decision reflects our belief that lasting unity can only be achieved through substantive reforms; not through symbolic gestures.

The wake of the court ruling and the directive from His Majesty Ogiame Atuwatse III, what immediate steps has INC-USA taken to rebuild leadership and restore community trust?

Following these pivotal events, we united as a group to engage in comprehensive consultations. We recognized that our foremost priority was to build a solid foundation -a platform that every member could take pride in. We organized regional meetings to address our governance challenges head on.

This collective effort has not only begun to repair our internal structures but has also set the stage for a renewed sense of purpose and unity across the community.

Given that the depletion of previous funds represents a significant loss to the community, public records indicate the former nonprofit once held nearly $180,000 with approximately $100,000 spent on legal fees. What measures is INC-USA implementing to ensure strong financial transparency and accountability?

The loss of those funds is sad. This was funds that could have been deployed into education, healthcare, infrastructure and youth empowerment programs back home. This serves as a powerful lesson in the importance of sound financial management.

At INC-USA, we have overhauled our financial practices completely. As a registered nonprofit, we conduct regular independent audits and publicly disclose all financial transactions to all members. Each region will receive a quarterly report of our financial report.

We have also set strict guidelines for fund allocation to ensure that every dollar is dedicated solely to projects that directly benefit our community. These rigorous measures are essential for restoring donor and stakeholder confidence and for laying a sustainable financial foundation for our future.

What specific governance challenges in the previous leadership structure were identified as key factors leading to the split, and how have these insights shaped INC-USA’s new governance model?

The old leadership structure was plagued by a lack of transparency, centralized decision-making and weak accountability which resulted in widespread distrust.

These deficiencies were starkly highlighted by the court case and subsequent community feedback. In response, we reengineered our governance framework to include formalized decision-making processes, meticulous documentation and stringent accountability measures.

This new model not only addresses the shortcomings of the past but also sets a proactive and sustainable standard for our future operations.

Can you elaborate on the structural reforms INC-USA has implemented, particularly regarding leadership transitions and internal decision-making to prevent recurring conflicts?

We have instituted series of structural reforms that form the backbone of our new approach. This includes a formalized leadership transition plan designed to ensure smooth and transparent changes in leadership. Our internal decision-making processes now require comprehensive documentation and active participation from all levels of the organization.

This robust system of checks and balances guarantees accountability at every stage, effectively preventing the internal conflicts that once divided our community.

There has been speculation that the divisions within the organization were driven by disagreements between Mr Kingsley Onuwaje, Chief Disele Ejutse, and Mr Toju Etchie, which ultimately contributed to governance challenges and internal conflict. Given these concerns, what role do you believe they should play in fostering reconciliation within the diaspora and should they have a leadership role in that process?

It is important to acknowledge that disagreements happen in leadership and while there has been speculation regarding their role, I believe the challenges we faced were largely due to structural gaps in governance rather than the actions of any individual. Mr Kingsley Onuwaje, Chief Disele Ejutse and Mr Toju Etchie have all contributed significantly to the Itsekiri community and their experience can be valuable in fostering reconciliation.

However, given the strong emotions tied to past events, I do not believe they should lead the reconciliation efforts directly. Instead, they can play a supportive role from behind the scenes offering guidance, engendering dialogue and helping to bridge divides in a way that promotes healing and unity within the community.

INC-USA currently represents 70% of the total membership in the USA with 5% of members disenfranchised and the remainder still affiliated with the previous structure. Considering this majority, what specific steps are you taking to reconcile the community and bridge the gap with those still affiliated with the old leadership model?

With 70% of the membership firmly behind us, we are determined to use that mandate to unify our community.

We believe that reconciliation will occur organically once we refocus on our shared mission which is the deep love we have for our people. By channelling our efforts into community-enhancing projects and fostering inclusive dialogues, we are actively working to bridge the gap with those still aligned with the old model, uniting everyone under a common vision of progress.

Could you also outline the current governance structure of INC-USA, including the roles of the Executive, Regional Presidents, and Patrons, and explain how this framework supports accountability and strategic decision-making?

Our governance structure is built on a robust tripartite model. I lead the Executive team, which sets our strategic direction and oversees daily operations.

The Regional Presidents serve as vital connectors between our national leadership and local communities while also ensuring that regional insights are fully integrated into our policies.

Additionally, our Patrons, (esteemed community leaders) offer critical guidance and oversight, providing wisdom and experience to strengthen our foundation.

It is important to note that Professor Eyisan Omagbemi was the visionary who coined the name Ugbajo, demonstrating his long-standing commitment to structuring and uniting the Itsekiri diaspora. This balanced leadership structure promotes accountability at every level and ensures that our decisions are made inclusively and strategically which truly reflects the interests of our people.

Our Board Consists of:

Executive Members:

1.Mr. Otse Amorighoye -President, INC-USA
2.Mr. Lovelance Sagay -Vice President
3.Mr. Mogbeyi Otsima -Secretary
4 Mr.Watson Pessu -Assistant Secretary
5.Mrs. Sybil Odufu-Treasurer
6.Ms. Oritsetsolayemi Dorsu -Financial Secretary
7.Mr. Osuyi Uyinmwen -Public Secretary

Regional Presidents:

1. Mr. Emmanuel Mewe-Pirah, President|Oma Iwẹrẹ NY/NJ
2. Chief John Agbeyegbe -President|Oma Iwẹrẹ Association of Florida
3. Mrs. Margaret Wilson -President|Itsekiri Association of Chicago
4. Mr. Maxwell Erewa -President|UIA DC/MD/VA
5. Mr. Moyo Edema -President |INA Houston
6. Chief Williams Ejuwa -President|Itsekiri National Association (INA) California
7. Mr. Tunde Johnson -President|Oma Itsekiri Colorado
8. Mr. Mogbeyi Otsima -President|Agura Iwẹrẹ Dallas DFW

Patrons:
1.Chief Goddey Ejuwa
2.Mrs. Olubunmi Parker Shokoya
3.Mr. Toritsemoro Uwejeyan
4.Mr. Fred Boyo
5.Professor Eyisan Omagbemi (who originally coined the name Ugbajo)
6.Mrs. Roseann Amoruwa
7.Dr. Fabian Iwere

This leadership structure is designed to ensure stability, inclusivity and strategic decision-making at every level, strengthening INC-USA as a transparent and community-driven organization for the Itsekiri diaspora.

Looking ahead, what major programs and initiatives does INC-USA plan to introduce to support and uplift the Itsekiri diaspora in line with the directive for unity?

Our vision for the future is bold and transformative. In the coming year, we plan to launch a comprehensive community development program focused on education, healthcare and youth empowerment; introduce a state-of-the-art digital engagement platform for real-time dialogue and feedback; and roll out an economic empowerment initiative aimed at fostering entrepreneurship and sustainable growth.

These initiatives are designed to address both our immediate needs and long-term aspirations, ensuring that our community continues to thrive.

Over the next five years, how do you envision INC-USA evolving and what indicators will you use to assess its impact on community unity and progress?

I envision INC-USA evolving into a model of exemplary community-driven governance that not only restores trust but sets a new standard for nonprofit leadership within our diaspora. We will measure our success through increased community engagement, higher participation in our initiatives and robust financial performance -all tracked through transparent reporting.

Regular community feedback and clearly defined performance metrics will serve as our benchmarks, ensuring that we remain on course toward a more unified and prosperous future.

In what ways will the broader Itsekiri community be involved in shaping future reforms and ensuring that INC-USA remains accountable and truly reflective of the people’s will?

Community involvement is at the heart of our mission. We plan to establish numerous channels for participation -an interactive online platform where every member can voice their ideas and concerns. This open dialogue ensures that our reforms are continuously refined and that our leadership remains accountable to the collective will of the Itsekiri diaspora.

What message do you have for the Itsekiri Diaspora and how can individuals actively participate in building a more unified and progressive future?

My message to the Itsekiri diaspora is one of renewed hope and unity. Despite our challenges, we are now beginning a fresh chapter as a registered nonprofit, starting from zero. Every resource we secure will directly uplift our people. Imagine if that $180,000 had fueled education, healthcare and youth programs? now is our time to create that future.

I invite each of you to join us.  Share your ideas and stand together in solidarity. Together, we will build a legacy of transparency, progress and lasting unity that inspires generations to come.