senec memorandum

Introduction

Memorandum for the Establishment

of SouthEast Nigeria Economic

Commission (SENEC)

128 Park Avenue, GRA, P.O. Box 2147 Enugu, NIGERIA Tel: 234 (042) 256644, 256035, 300096; Fax: 234 (042) 256035

Email: aiaeinfo@aiae‐nigeria.org; www.aiae‐nigeria.org

AFRICAN INSTITUTE FOR APPLIED ECONOMICS

Introduction

PREFACE

The African Institute for Applied Economics (AIAE) was incorporated in Nigeria in 2000 as a Company Limited by Guarantee. It is not-for-profit, non-partisan, independent and international economic research organization. It envisions a renascent Africa that is democratic, prosperous and a major player in the global economy. The mission of the Institute is to provide intellectual leadership in helping Nigeria and Africa think through the emerging economic renaissance. Our strategy is research, networking and capacity building to promote evidence-based decision-making in public and private sectors. The South-East Nigeria Economic Commission initiative grew from successive policy dialogue facilitated by AIAE under the Enugu Forum, a platform of private sector and civil society groups and individuals devoted to evidence-based debates for sound public policies. By rallying stakeholders for the creation of a sub-national economic development agency for the South-East geopolitical zone in Nigeria, AIAE is fulfilling its niche objective of fostering the use of research knowledge. This objective lies at the heart of the AIAE mission statement. In seizing the opportunity to facilitate creation of the South-East Nigeria Economic Commission, AIAE demonstrates a high level of corporate social responsibility. Cognizant of the enormity of the task, AIAE is deploying the critical mass of its intellectual and networking resources. The groundswell of positive feedback recorded in the process of preparing this Memorandum is vindication of the timeliness, relevance and prospects of the initiative. There is therefore a strong basis to intensify our march towards actualizing this innovative organisational paradigm for the south-east geopolitical zone. This Memorandum is a key tool of AIAE strategy to foster a South-East Nigeria Economic Commission. The purpose is to provide a base document to guide stakeholders in deciding the character, content and approaches of the Commission. It lays out the strategic framework in terms of context and rationale, international best practices, relevance and impact of the Commission. No doubt, the unequivocal commitment and participation of stakeholders in government, private sectors and civil society would be highly crucial. While AIAE anchors the nurturing stages, the implementation and sustenance of the initiative lie squarely with the stakeholders. Since stakeholders already believe that the South-East Nigeria Economic Commission is an idea whose time has come, we are confident that together, we shall bring the idea to reality. Prof. Eric Eboh Executive Director African Institute for Applied Economics, Enugu

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ACKNOWLEDGEMENTS

We would like to thank all persons who contributed ideas and displayed selfless service during the preparation of this document. We specially thank Engr. (Sir) Chris Okoye, Chairman of the Interim Steering Committee, for his outstanding efforts and tenacious devotion.

We gratefully acknowledge the vigorous role of Prof. Ukwu I. Ukwu, Coordinator of the Study Subcommittee. Also, critical inputs were provided by other members of the Study subcommittee, including Dr. Ifediora Amobi, Dr. Chinedu Nwoko, Prof. Okey Ibeanu, Mr. Martin Iloh, Mr. Oliver Ujah and Mr. Amaechi Chukwu.

We appreciate the secretarial and logistics support provided by Mr. Chiwuike Uba, Mrs. Beatrice Ndibe, Ms. Kobi Ikpo, Mr. Ovo Adagha and Mr. Valentine Alakwe.

We thank all individuals and organizations who presented memoranda in response to the call. Our appreciation also goes to all stakeholders who obliged us interviews and encouraging comments in the course of preparing this document.

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SYNOPSIS

Background to South-East Nigeria Economic Commission Initiative

The concept of South-East Nigeria Economic Commission emanated from a Stakeholders Forum on Industrial Clusters in South-Eastern Nigeria, organized by the African Institute for Applied Economics (AIAE), on 26th September 2006 in Enugu. The state of industrial clusters was situated against the economic and development performance of the south-east geopolitical zone, in relation to other zones of the country. The Forum observed that the poor state of industrial development in the south-east zone reflects the underlying lack of coordinated economic, institutional and infrastructural development. It recommended that though industrial clusters pose major policy challenges across the zone, they cannot be treated in isolation of the overall economic context of the south-east zone

The Policy Forum concluded that holistic and systematic approach is required to harness the full economic potentials of the south-east states, instead of piecemeal disparate measures by individual States. It was reasoned that there is compelling need to explore sustainable institutional mechanisms to generate and deliver common services in order to reap economies of scale for the accelerated development of the entire zone. Among the critical economic areas that are amenable to collective approach are the development of key and lumpy infrastructural projects, generation and diffusion of technologies, upgrading human capacity for industry development of large regional social projects, creation of strategic investments and institutional strengthening.

Kick-Starting the Facilitation Process

Based on the communiqué of the Forum, AIAE set up an Interim Steering Committee to facilitate the establishment of south-east economic commission. The Committee draws members from the cross section of stakeholders including government officials, private sector persons, academia, professionals and leaders of civic organizations. The Steering Committee then established four subcommittees as follows: study subcommittee, sensitization and publicity subcommittee, consultation subcommittee and legal and institutional framework subcommittee.

Beginning from February 2007, the Study Subcommittee issued call for memoranda from government and private sector organizations, civil society groups, intellectuals, industrialists and businesspersons. The respondents include home and Diaspora individuals and organizations. In addition, the committee reviewed experiences in Nigeria and international best practices in the establishment of public-private partnership-based economic development organizations. Following critical analysis of alternative models, international experiences and inputs from a variety of sources, the study subcommittee prepared this base document for the establishment of South East Nigeria Economic Commission (SENEC).

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Economic and Development Indicators of South-East zone

Economic and development indicators of the south-east zone are mixed when compared to other geopolitical zones in Nigeria. While the south-east zone compares well in national income poverty metrics and general literacy, it performs relatively poor in physical infrastructure (roads, water and electricity), regulatory efficiency and overall business environment. As a result, the zone lags behind in critical economic investments and organized industrial development.

The Proposed South-East Nigeria Economic Commission

Rationale

Currently, the South-East zone lacks a robust institutional framework to drive the development of shared infrastructure, common services and coordinated economic development. The Commission is modeled as a joint independent agency of the five co-operating south-east states, the private sector and the entire people of the zone.

Legal Status

It shall be established by laws enacted by individual legislatures of the south-east states and incorporated under the relevant provisions of the Companies and Allied Matters Act. It will be a public-private-community partnership organization, to which state governments, private sector and civil society have mutually reinforcing stakes. The Commission shall be a body corporate with perpetual succession and a common seal and may be sued in its corporate name.

Organisational Structure

The organizational structure comprises Board of Trustees, Economic Advisory Council, Board of Directors, Executive Directors and non-Executive Directors. The management shall be organized along departmental lines focusing on respective mandate functions. It will bear structures such as state liaison offices to meet operational imperatives. Funding will come from state governments, private sector and civil society, under financing arrangements agreed to by stakeholders.

Functions and responsibilities

The proposed SENEC will play vital roles in uniting the interests of the States of the zone and in encouraging cooperation and collaboration amongst the governments of the States. The vision of the South East Nigeria Economic Commission is to become a robust platform that drives sustainable economic growth and social development of the South East geo-political zone of Nigeria. The mission of the Commission shall be to provide potent vehicles for the articulation of development strategies, mobilization of resources and coordination of policies for greater economic prosperity within the South East geo-political zone of Nigeria. The cardinal goal of SENEC shall be the promotion of economic competitiveness and sustainable development of the south-east geopolitical zone within the national and global economies.

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Expected Milestone Achievements

The milestone achievements of the Commission will be: creation of world-class investments in the south-east zone; development of large physical infrastructural schemes; implementation of programmes for sustainable institutions; creation of centres for human capacity development; and development of coordinated framework for the formulation and implementation of public policies and plans. Specifically, the Commission shall carry out the following objectives/tasks: determine shared zonal development policy goals and strategies; articulate and advance zonal interests within the national framework; facilitate inter-governmental cooperation, policy coordination/synergy and joint programming; advocate for, facilitate and implement strategic zonal investments; and coordinate infrastructural development within the zone.

Imperative of the South-East Nigeria Development Fund

One of the main tools to catalyze the implementation of the SENEC initiative is the South-East Nigeria Development Fund (SENDEF). The SENDEF will mobilize and deploy investment and development funds from government, private sector stakeholders and other partners, based on pre-determined financing arrangements. Even though the SENDEF would eventually become an investment facility, it should be established as the critical first step towards realizing SENEC. When started, the Fund shall become the legitimate basis for mobilizing seed money for the full establishment of SENEC.

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CONTENTS

PREFACE. ................................................................................................................................. 1

ACKNOWLEDGEMENTS ....................................................................................................... 2

SYNOPSIS ................................................................................................................................. 3

SECTION ONE ....................................................................................................................... 10

INTRODUCTION ................................................................................................................... 10

1.1 Study Sub-Committee ..................................................................................................... 11

1.2 Sensitization and Publicity Sub-Committee ................................................................... 11

1.3 Consultation Sub-Committee .......................................................................................... 12

1.4 Legal and Institutional Framework Sub-committee ....................................................... 12

SECTION TWO....................................................................................................................... 13

EVOLUTIONARY DEVELOPMENT OF THE NIGERIAN STATE ................................... 13

2.1 Evolution and Structure of The Nigerian State ............................................................... 13

2.2 The South East Zone: Geopolitical Status Within The Nigeria State ............................. 16

SECTION THREE ................................................................................................................... 19

ECONOMIC AND DEVELOPMENT PROFILE OF THE SOUTH EAST ZONE ............... 19

3.1 Economic Structure and Potentials ................................................................................. 19

SECTION FOUR ..................................................................................................................... 29

SUB-NATIONAL ECONOMIC DEVELOPMENT ORGANISATIONS: LESSONS

FROM INTERNATIONAL EXPERIENCES ......................................................................... 29

4.1 Lessons from Eastern Nigeria Development Corporation .............................................. 29

4.2 The Dissolution of Eastern Nigeria Development Corporation ...................................... 31

4.3 The Valley Partnership Joint Development Authority (VPJDA) ................................... 32

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4.4 Regional Development Victoria (RDV) (South Africa) ................................................ 33

4.5 North-East Regional Development Commission (NERDC) ........................................... 34

4.6 The ECOWAS Regional Development Fund (ERDF) ................................................... 34

4.7 Dubai Development and Investment Authority (DDIA) ................................................ 37

4.8 The South East England Development Agency (SEEDA) ............................................. 38

4.9 The European Regional Development Fund (EURDF) .................................................. 38

4.10 Local Economic Development Agencies (LEDAs) in South Africa .............................. 40

4.11 Odu’a Investment Company Limited .............................................................................. 41

SECTION FIVE ....................................................................................................................... 43

THE PROPOSED SOUTH-EAST NIGERIA DEVELOPMENT COMMISSION ................ 43

5.1 Strategic Priorities ........................................................................................................... 43

5.2 Vision, Mission and Goals .............................................................................................. 45

5.3 Where SENEC will be going .......................................................................................... 45

5.4 How SENEC will get there ............................................................................................. 46

5.5 Vehicles to be used ......................................................................................................... 46

5.6 Alternative Models of SENEC........................................................................................ 47

Option A: Government Agency – The ECOWAS Model ............................................. 47

Option B: Independent Private Sector Agency .............................................................. 47

Option C: Public-Private-Community Partnership (PPCP) ........................................... 48

5.7 Structure and Organization of SENEC ........................................................................... 49

Board of Trustees ............................................................................................................ 52

Economic Advisory Council ........................................................................................... 53

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Board of Directors........................................................................................................... 54

Liaison Offices ................................................................................................................ 54

Departments: ................................................................................................................... 55

5.8 Funding and Sustainability ............................................................................................. 58

5.9 The Need for South-East Nigeria Development Fund (SENDEF) ................................. 61

SECTION SIX ......................................................................................................................... 62

WORK PROGRAMME FOR THE ESTABLISHMENT OF SENEC ................................... 62

Annex 1: Members of the Interim Steeering Committee ......................................................... 65

Annex 2: Minutes of the Inaugural Meeting of the Interim Committee .................................. 67

Annex 3: Updated List of Members of Sub-Committees ........................................................ 75

Annex 4: Sample Letter Calling for Memorandum ................................................................. 76

Annex 5: Target List of Respondents on the Call for Memorandum ...................................... 78

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List of Tables

Table 1: SENEC Work Programme ......................................................................................... 63

List of Figures

Figure 1: Population density across Nigerian regions............................................................................. 19

Figure 2: Literacy rate in English and any other language ..................................................................... 21

Figure 3: Average student/teacher and primary school enrolment ratios ................................................ 22

Figure 4: Female to male enrolment ratios in secondary and primary schools ....................................... 22

Figure 5: Student/teacher ratio in the secondary school system ............................................................. 23

Figure 6: % of households with access to electricity .............................................................................. 23

Figure 7: % of households with access to safe water source .................................................................. 24

Figure 8: Poverty incidence by zone in Nigeria. Source – National Bureau of Statistics ....................... 25

Figure 9: IGR as % of total government revenue ................................................................................... 26

Figure 10: Regional overall performance in infrastructure ..................................................................... 26

Figure 11: Regional overall performance in regulatory services ............................................................ 27

Figure 12: Regional overall performance in business support and investment promotion ..................... 28

Figure 13: Regional overall performance in security .............................................................................. 28

Introduction

SECTION ONE

INTRODUCTION

The concept of South East Nigeria Economic Commission emanated from a Stakeholders

Forum on Industrial Clusters in South Eastern Nigeria, organized by the African Institute for

Applied Economics (AIAE), on 26th September 2006 in Enugu.

The Forum observed that the poor state of industrial clusters and infrastructure in the south-

east zone have undermined economic potentials and reduced welfare of the people. It blamed

the situation on the absence of favourable business environment, lack of coordinated

development across the south-east states, low quality of organized representation in national

economic affairs and the neglect of public-private partnership. It recommended that tackling

the lingering multifaceted development problems of the zone requires a holistic, well-

organised and systematic approach. The approach will involve the creation of a central agency

that will foster sound economic planning, evolve competitive environment for businesses and

investment, and coordinate shared development and economic prosperity.

To kick-start the process, African Institute for Applied Economics (AIAE) set up an Interim

Steering Committee under the chairmanship of Engr. (Sir) Chris Okoye. The committee was

charged with the role of facilitating the establishment of the south-east economic commission.

The committee draws members from the cross-section of stakeholders including government

officials, industrialists, businesspersons, academics, professionals and community leaders. The

list of members of the Interim Steering Committee is given in Annex 1.

At its inaugural meeting on 15th January 2007 (see minutes as Annex 2), the Interim Steering

Committee established subcommittees as follows: study subcommittee, sensitization and

publicity subcommittee and consultation subcommittee. Thereafter, approval was given for a

fourth subcommittee that will prepare the legal and institutional framework. The members of

the various subcommittees are listed in Annex 3.

The roles and functions of the sub-committees were specified as follows:-

Introduction

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1.1 STUDY SUB-COMMITTEE

• Review and examine existing knowledge and information on workings and

performance of past and present regional economic commissions in Nigeria, Africa and

across the world;

• Examine experiences with regional economic commissions and the lessons for the

proposed south-east economic commission;

• Identify the possible vision, mission, purpose and objectives of the proposed

commission;

• Identify the possible structure, character and ownership of the proposed commission;

• Identify the political, social, legal and institutional infrastructure and bases for the

proposed commission; and

• Recommend appropriate institutional/legal framework and models for the south-east

economic commission that will assure functionality, relevance impact, stability and

sustainability.

1.2 SENSITIZATION AND PUBLICITY SUB-COMMITTEE

• Create awareness on the need for a south-east economic commission;

• Conduct publicity on the activities of the committee and the need for the Commission;

and

• Undertake activities to sensitize stakeholders in government, private sector and civil

society on the rationale and value of the proposed commission.

Introduction

1.3 CONSULTATION SUB-COMMITTEE

• Engage in discussions with governments of the south-east on the need for the proposed

south-east economic commission;

• Embark on talks with key private sector organizations and civil society groups on the

need to support the formation of the south-east economic commission; and

• Network with Ndigbo at home and in Diaspora for the formation of the south-east

economic commission.

1.4 LEGAL AND INSTITUTIONAL FRAMEWORK SUB-COMMITTEE

• Prepare the legal framework for the establishment of the south-east economic

commission; and

• Prepare the draft bill for enactment into enabling law.

In early February 2007, the Study Subcommittee issued call for memorandum from

government and private sector organizations, intellectuals, industrialists and businesspersons.

The respondents include Igbo individuals and organizations at home and Diaspora. The sample

letter by which the call of memorandum was issued is given in Annex 4. The target list of

respondents to the call is given in Annex 5.

In addition, the committee reviewed experiences in Nigeria and international best practices in

the establishment of public-private partnership-based economic development organizations.

Following critical analysis of alternative models, international experiences and inputs from a

variety of sources, the study subcommittee prepared this base document on the establishment

of South East Nigeria Economic Commission (SENEC). The report was presented to

stakeholders on 28 September, 2007 at the Symposium to mark the 2007 Igbo Day

Celebration. Following from the comments and observations at the Symposium, the report was

revised to produce this base document.

Evolutionary development of the Nigerian State

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SECTION TWO

EVOLUTIONARY DEVELOPMENT OF THE NIGERIAN STATE

2.1 EVOLUTION AND STRUCTURE OF THE NIGERIAN STATE

The Nigerian nation-state was built up over a period of 54 years (1861- 1914) through the

reorganization of the communities and polities in the area, by progressive expansion of

territories and amalgamation of units. The process began with the establishment of three

separate original British colonial auspices: the colony of Lagos annexed through the colonial

office (1861); the Oil Rivers protectorate, proclaimed under the foreign office (1885); and the

Niger Company territories, granted by Royal charter to private British commercial enterprises.

In 1900 the British Government formally took over all the territories as protectorates. With

the amalgamation of the Northern and Southern Protectorates in 1914 the country came into

formal existence, even though there was no organic unity. The two geopolitical domains

remained different politically and administratively. It was not until 1947, at the beginning of

the transition to independence that a single legislature was established for the whole country.

In the thirteen years that followed, the federal structure emerged through a succession of

constitutional conferences. Each constitutional conference moved the country further away

from a centralized towards a decentralized political structure. The independence constitution,

based on the Westminster parliamentary model, provided for a rather weak federal structure

with residual power vested in the Regions.

Although there was considerable political pressure for the structure of the diversity of people

to be reflected in the constitutional arrangement, culminating in the setting up a commission to

look into the case of the minority groups, the constitutional structure at independence was

based on a tripod of regions; each of which was dominated by one ethnic group, the Northern

Region by Hausa-Fulani, the Western Region by the Yoruba, and the Eastern Region by the

Igbo. The 1963 Constitution made Nigeria a Republic. It remains the only constitution

promulgated by the sovereign people of Nigeria acting through their elected representatives,

rather than by colonial or military rules. In 1964 a fourth region was carved out of the western

Evolutionary development of Nigerian State

14

Region, not by the application of any general principle but as an exercise of muscle by the

ruling coalition of northern and eastern political power blocs.

From the transition to independence period to the end of the first republic, the most significant

change in political structure was the establishment and progressive strengthening of the

second, regional tier of government, largely at the expense of a local government-driven

structure. Regional Governments established their authority and relevance by taking over

many of the powers, resources and responsibilities of local governments and subjecting them

to close political manipulation and administrative control.

With the military intervention of 1966 Nigeria entered a new phase of centralized

administration. Although an attempt by the Ironsi regime to formally abolish the federal

system was disastrous and short-lived, the succeeding Gowon regime not only dismantled the

tripodal framework by creating 12 states but also took over many of the powers, resources and

functions of the state and local governments. For the first ten years of the military era the

powers of the Federal Government grew apace while those of local governments withered.

The year 1976 recorded two major changes in the country’s political structure, the creation of

19 states and the introduction of a uniform local government system. While the creation of

new states sought to address some of the perceived inequities of the 1967 exercise, the local

government reforms were fundamental. For the first time the local government was recognized

as the third tier of the federal system, rather than as a creature and ward of the state

government. Furthermore, the new local government units were not based on the traditional

political systems. Rather they were required to be of a fairly comparable size. Upper and lower

population size limits were imposed by Decree. To meet these stringent criteria, very large

local governments had to be broken up into many smaller new units while very small local

government had to be brought together to form fewer but larger units. The standardized new

local governments were given uniform constitutional powers and were allocated funds directly

from the Federal Government.

The 1979 constitution, which restored civil rule, provided for a presidential rather than

parliamentary system of government. It spelt out specific responsibilities for each tier of

government – federal, state and local, - and formalized the right of each tier to a statutory


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share of the federation account revenue. With the restoration of military rule the serial creation

of new states continued, the number of states rising to 21 in 1989, 30 in 1991 and 36 in 1996.

With the return to constitutional democracy in 1999, there was realized the need for a new,

more coherent, more practical framework for political identity, mobilization and interaction.

A pragmatic solution was soon found in the reification of the concept of six geopolitical zones

as an organizing principle.

2.1.1 The Significance of Geopolitical Zonal Structure

Although the currently defined geopolitical zones – North Central, North East, North West,

South East, South South and South West – are not created or recognized by the Constitution,

they have provided a practical and effective organizational framework for the

operationalization of the principle of “Federal Character” in the management of the nation’s

affairs. Thus it is now accepted that in the search for even development particular attention

should be paid to the equitable distribution of political and administrative offices as well as

economic opportunities, social development, infrastructural facilities and amenities among the

geopolitical zones.

In general, the six geopolitical zones correspond to convenient groupings of states with close

cultural, historical and political relationships and broadly similar socio-economic patterns and

levels of development. While the degree of sameness and togetherness varies across zones, the

units have provided effective platforms for communal identification and for the identification,

mobilization, aggregation, articulation and promotion of group interests. However, the full

development potential of the zonal structure has yet to be appreciated and explored. Only one

zone, the South West, has maintained a functional organization for the management of

common economic interests inherited from the former Western State, while for the states in

the former Northern Region, economic cooperation and coordination have been at the regional

rather than zonal level. The states in the South South have yet to develop common

institutions, their common interest in “resource control” notwithstanding. Similarly, there is

large scope for states in the south-east to develop common institutions to address regional

development and economic interests.


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Given the fact that the zonal structure corresponds to some recognizable patterns and levels of

development within each zone as well as broad differences across zones, it evidently makes

sense for each zone to seek for collective basis to understand its circumstances and needs, and

to develop and implement its own zonal strategy of development. In this contribution, an

attempt is made to present very preliminary analyses of the development profile of the South

East zone within the Nigerian economy.

2.2 THE SOUTH EAST ZONE: GEOPOLITICAL STATUS WITHIN THE

NIGERIA STATE

The South East geopolitical zone, comprising Abia, Anambra, Ebonyi, Enugu and Imo States,

is one of the most homogenous and cohesive geopolitical zones in Nigeria. The zone covers

the bulk of the Igbo-speaking ethnic territory or Igboland, the remainder of which extends

westwards into Delta State and southwards into Rivers State. The zone also includes a few

non-Igbo speaking communities on the northern and eastern borders. In pre-colonial times,

Igboland maintained a strong organic unity, with strong genetic and cultural linkages among

the communities and deep interpenetration of their societies and economies through migration

and trade. Under colonial rule and from independence until 1976 the area was administered as

part of the Eastern Region, with the creation of a 12-state structure in 1967.

It became a state of its own as the East Central State, but could not attain full operational

status until the end of the civil war in 1970. Progressive state creation restructured the area

into two, then four, then five states. Through all this, the area and its people have retained a

recognizable identity and character within the Nigerian nation state.

By territorial size, the South East zone is by far the smallest in Nigeria, accounting for mere

3.2% of the national space. However, the 2006 census data credited it with 11.7% of the

population, giving it a population density nearly four times the national average. High

population pressure is indeed one of the basic facts of life in the zone. Analysis of migration

data shows that the South East is a zone of strong net emigration, with some 15% of persons

born in the zone resident outside the zone and only 5% of the residents of the zone coming

from outside the zone. The zone contributes significantly to the populations of all the major

cities, industrial and market centres in Nigeria. The number of those migrating abroad is


17

rising, such that the Igbo in Diaspora are becoming a major factor in the politics and economy

of the South East zone.

2.2.1 Igbo Society

Igboland experienced rapid economic and social changes with the advent of colonial rule.

People of the area quickly embraced Western education, which increased social mobility and

opportunities in commerce and white-collar jobs. Limited opportunities in agriculture and

animal husbandry principally as a result of scarcity of land and tropical veterinary diseases

conducive to communal use of economic resources and strong kinship solidarities on the one

hand, while concomitantly supporting individual pursuits, motivation and achievement

orientation.1 This unique combination of communalism and high individual motivation creates

a lasting system of decentralized power that inheres in multiple centres in society such as the

Umunna (male kindred), Umuada (female kindred), Inyom di (wives of the kindred), Oha na

eze (general assembly of the kin group), and Ogbo (age grades), among many others. This

decentralized yet very cohesive system of social power is a lasting characteristic of the people

of the South East of Nigeria in the post-colonial era, and it is very important in charting a

historiography of civil society organizations in the zone.

Another dimension in defining the specificity of the South East Zone and development of civil

society organizations is Christianity. The South East Zone is as ethnically homogenous as it is

religiously homogenous. Christians constitute well over 95% of the population. Christianity

has been very important in explaining collective misfortunes, mobilizing grievances and

organizing for solutions in the South East Zone. It has therefore been very important in the

development of civil society in the Zone. For instance, during the civil war, faith-based

organizations belonging to different Christian denominations were very active in social

provisioning and filling the welfare gaps created by an embattled secessionist Biafran state.


18

Again during military rule, church-based organizations were active in the pro-democracy

movement, and many churches preached openly against military rule.

A third dimension has to do with the development of a pan-Igbo identity and its mobilization

in politics, culminating in the Biafra-Nigeria civil war (1967 – 1970). Three phases of this are

discernible. The first took place in the context of colonial politics in Nigeria. By the 1930s,

Igbo unions were emerging in various colonial urban centres, where many Igbo had migrated.

A comprehensive pan-Igbo conference took place in Port Harcourt in 1948 followed by the

birth of the Igbo State Union as the umbrella cultural-political organization of the Igbo all over

Nigeria. The State Union soon linked up with the National Council of Nigerian Citizens led by

Dr. Nnamdi Azikiwe, a frontline Igbo nationalist, thus consummating the platform for the

political mobilization of the Igbo. The second phase is linked to the civil war. Mobilization for

the war fostered a strong sense of unity across Igboland, going beyond class and sub-cultural

differences. At the same time, the pains and agonies of the war were shared across the land

and served to unite people even more. All these gave rise to a high sense of civic engagement,

which became a crucible in which civil society organizations have been moulded. The final

phase of this mobilization dates to the recent era of military rule and the resurgence of demand

for the re-negotiation of the Nigerian state. The organizing concept of marginalization has

spawned a myriad of Igbo civic groups demanding greater social, economic and political

opportunities for the Igbo.

The fourth and final dimension in defining the character and social dynamics of the South East

Zone is the rapid globalization of Igbo in Diaspora. These include professionals, academics

and technologists in the highest reaches of manpower in the US, UK and other developed

countries as well as entrepreneurs and job seekers in every corner of the globe. With their

increasing numbers, and mobilization and sensitization drive to the needs of Igboland, they

represent a major strategic resource for the development of their homeland.

Economic and Development Profile of the South East Zone

SECTION THREE

ECONOMIC AND DEVELOPMENT PROFILE OF THE SOUTH

EAST ZONE

3.1 ECONOMIC STRUCTURE AND POTENTIALS

Despite the presence of major soil constraints including erosion, degradation, toxicity, etc,

South-east’s agricultural potentials are enormous. The climatic conditions of the region are

suitable for the production of yam, cassava, rice, maize, palm fruit, banana, soyabean, sugar

cane, groundnut, etc. Livestock farming also offers major attraction and employment

opportunity. Despite its high population density (Fig. 1), agriculture remains the dominant

economic activity in the zone, accounting for some 55% of the working population. This is

below the national average of 59%, but the pattern varies among states, with Anambra

recording a lower proportion of farmers and Ebonyi a much higher proportion. The zone is a

net consumer of food.

Figure 1: Population density across Nigerian regions

Economic and Development profile of the South East Zone

20

Distribution is an important activity, engaging a much higher than average proportion of the

working population in the zone. In addition, entrepreneurs of South East origin are major

operators in all the major commercial centres in the country. They are also heavily involved in

inter-state transportation.

There has also been an upsurge in manufacturing activity, with the rise of industrial clusters in

several centres in the zone, most notably the Onitsha-Nnewi complex, Aba, Enugu, Abakaliki,

Owerri and Umuahia. A survey of industrial establishments in 1995 credited the zone with

18% of all establishments, ranking second after the South West (45%).

The economic landscape is dotted with industrial and enterprise clusters which constitute huge

potentials for industrial growth, enterprise development, wealth creation and employment

generation. This situation reflects the widely acknowledged and evident great entrepreneurship

skills of the Igbos and this is an obvious source of comparative advantage to other parts of the

country. Examples of the clusters include Umuahia/Aba Garment Cluster, Aba Leather

Cluster, Onitsha Plastic Cluster, Nnewi Automotive Cluster. Despite the performance of these

clusters, there still remains significant untapped potential to develop economies of scale and

scope in these localities.

However, a recent investigation by the BusinessDay Newspapers shows the extent of decay of

public enterprises in the zone. The report indicates that about 15 state-owned investments are

neglected and wasting. These include Golden Guinea Breweries, Premier Breweries, Ikenga

Hotels, Anambra Vegetable Oil Products Limited (AVOP), Anambra State Livestock Products

Limited, Nigergas Company Limited, Nigersteel Company Limited, Sunrise Floor Mills,

Aluminium Products Limited, Premier Cashew Industries, Imo Hotels, Ezinnachi Clay

Industries, Resin Paint Mbaise, Adapalm Limited, Standard Shoe Industry, Avutu Poultry,

Amaraku Power Station, salt factories in Ikwo, and Ebonyi Building Materials Company.

Besides, the region has considerable mineral resources which can be exploited for regional and

national economic growth and development. Some of the potentials include coal, solar energy,

ceramic materials, limestone and marble.

Nigeria currently depends on hydro-electricity and gas for most of its power generation.

Although globally coal is the most widely used fuel in electricity generation, Nigeria has


21

abandoned its only coal based power station, the Oji River Power Plant. The current energy

crisis calls for diversification of power sources. Return to the use of coal, using current best

practice will not only relieve the hardships created by inadequate and unreliable power supply

in the South East but also creative new employment opportunities. The utilization of coal as a

domestic fuel (turning into coke so that it becomes solid smokeless fuel) will help in

preserving the country’s foreign exchange as well as ameliorate environmental degradation in

terms of fuel wood harvesting.

3.1.1 Human Development

Although the national problem of graduate unemployment is most acute in this zone, the

people of the zone have invested heavily in education (Fig.3), resulting in above average

levels of literacy, school enrolment and output and high level manpower. Even though the

average literacy rate in English or any other language in the zone is not the best in the country,

it has done relatively well as can be seen in Fig. 2.

Figure 2: Literacy rate in English and any other language

However, the average student/teacher is highest in the South East than in any other zone with

an average of 136 pupils to one teacher in the primary school system (Fig. 3).


22

Figure 3: Average student/teacher and primary school enrolment ratios

A peculiar characteristic of secondary school enrolment in the South East zone is the

predominance of female students who account for 54% of total enrolment. (Fig. 4).

Figure 4: Female to male enrolment ratios in secondary and primary schools

At the secondary school level also, the student/teacher ratio is high in the South East zone of

Nigeria (Fig. 5).


23

Figure 5: Student/teacher ratio in the secondary school system

Investment in health services is generally low in Nigeria. The performance of the South-East

Zone is well above average, but much of this is due to private sector and community

initiatives. Private sector services are over-concentrated in the urban centres.

The state of physical infrastructure in the zone is not impressive. Access to power and potable

water is slightly above the low national average On the average, about 60% of households in

the South East had access to electricity in 2006 (Fig. 6). Conversely, in the same time period,

about 74% of households in the South West had access to

electricity.

Figure 6: % of households with access to electricity


24

On access to potable water the South East performs miserably, being surpassed by all zones except the North East (Fig. 7).

Figure 7: % of households with access to safe water source

Transportation is a serious problem. While at state level some progress on roads has been

made in recent years, federal link roads are either uncompleted or ill-maintained. In particular

the delays in the construction of the Onitsha-Owerri-Aba road, the absence of an Expressway

to the north and the non-existence of a good road to Nigeria’s eastern borders (gateway to

Central and Eastern Africa) constitute major constraints to trade and industry in the zone. The

collapse of the existing rail transport system has impacted very negatively on economic

activity in the zone. Lack of implementation of the Inland Ports Development programme in

the zone has also hampered trade development.

Chief among the many regional and environmental problems of the zone are the problems of

soil erosion, water management and urban decay. Erosion is a major regional problem beyond

the capacity of each of the states acting alone. There is need for a zonal programme of action

with the active support of the Federal Government. The River Basin Development strategy has

proved unsuitable to the physiographic and environmental conditions of the zone. Boreholes

have also proved to be unreliable in many areas. There is need for a zonal water development

strategy and programme based on joint effort at zonal level, with Federal support.

The urban situation is clearly out of hand. There has been no discipline in the development of

urban centres, no proper land use zoning and location of facilities, and no regulation of urban


25

traffic. Urban management is fragmented among local governments, some of then rural based.

The state governments have taken over most of the functions belonging to local governments

within their capital territories, while the urban centres which are not state capitals are

neglected, the cases of Onitsha and Aba being the most severe.

The incidence of poverty in Nigeria, illustrated by Fig. 8 below, show that the South-east

region has lesser incidence when compared to other regions of the country. South-east’s

poverty incidence of 34.2 percent fell below the national average of 54.7 percent. However

with an approximate Gini Co-efficient of 0.50, inequality is high in the South-east region.

Figure 8: Poverty incidence by zone in Nigeria. Source – National Bureau of Statistics

3.1.2 Fiscal Structure

In terms of revenue generation, the internally generated revenue (IGR) of the South East zone

is one of the least in the country. Fig. 9.


26

Figure 9: IGR as % of total government revenue

3.1.3 State of the Business Environment

The state of the business environment in the South East zone is indicated by the results of the

BECAN project undertaken by AIAE. BECAN uses four benchmarks: infrastructure and

utilities, legal and regulatory services, business support and investment promotion, and

security. On infrastructure the South East ranks 4th among the zones (fig 10).

Figure 10: Regional overall performance in infrastructure

Under legal and regulatory framework, governments attempt to produce outcomes which

might not otherwise occur, produce or prevent outcomes in different place to what might

otherwise occur, or produce or prevent outcomes in different timescales than would otherwise


27

occur. Regulations, like any other form of coercive action, have costs for some and benefits

for others. Efficient legal and regulatory framework can be said to exist where the total

benefits to some people exceed the total costs to others.

On this benchmark, the South East scores least among the zones (Fig 11.)

Figure 11: Regional overall performance in regulatory services

The business environment can be further enhanced when governments are in a position to

provide businesses (local or foreign) with extensive support and investment promotion

strategies or services tailored towards their needs and challenges. This will in turn enhance the

performance (profitability, employment, etc) of firms or businesses. The nature of such

support and investment promotion strategies or services and how they are delivered is very

critical to enhancing business environment. On this benchmark the South East comes 4th

among the zones (Fig 12).


28

Figure 12: Regional overall performance in business support and investment promotion

Finally, the security benchmark within the BECANS project attempts to assess the level of

safety for life and businesses both at the state and regional scales. Security is the condition of

being protected against danger or loss. People’s or businesses’ perception of security though

not directly related to actual security is very critical for business development and operation.

On the benchmark the South East again comes last. (Fig 13).

Figure 13: Regional overall performance in security

It is obvious that actions need to be taken to address the poor business climate in the south-east zone.

Sub-national Economic Development Organisations: Lessons from International Experiences

SECTION FOUR

SUB-NATIONAL ECONOMIC DEVELOPMENT ORGANISATIONS: LESSONS FROM INTERNATIONAL

EXPERIENCES

In all parts of the world, there is a growing phenomenon towards sub-national economic

development organizations to increase competitive strengths, improve investment climate and

promote collective economic prosperity within contiguous sub-national jurisdictions. Though

this trend is a historical fact, the current manifestations are being shaped by globalization

pressures. Both historical experiences and current manifestations provide relevant learning and

insights for the present efforts to establish the South-East Nigeria Economic Commission.

Some of these experiences are recapitulated here.

The South-East Zone, comprising the five states of the south-east area of Nigeria, faces

common challenges rooted in shared historical and geographic circumstances.

4.1 LESSONS FROM EASTERN NIGERIA DEVELOPMENT CORPORATION

The pre- and post-independence development strides of the Eastern Region provide rich

historical lessons for modeling contemporary approaches to align with growing economic

competition among Nigeria’s current geo-political zones. The region’s historical experiences

also underscore possible collaboration/co-operation scenarios for the people of the South-East

Zone to maximize the gains from globalization.

During the First Republic, each of the Regions established a Development Corporation used

effectively to channel investment into agricultural, commercial and industrial enterprises. The

Eastern Nigeria Development Corporation was established in 1955, by an act of law of the

British protectorate Nigeria, under the seal of Her Majesty Queen Elizabeth 11. It was

originally referred to as the Eastern Nigeria Economic Planning Commission as enacted by the

legislature of the then Eastern regional government. Later in 1963, when Nigeria formally

severed ties from the British colonialists, the organization became an independent body and

was duly incorporated under the ENDC law cap.38 laws of E N 1963. The ENDC took over


30

from the old Eastern Region development Board which was set up under similar circumstances

by Eastern Nigeria Regional Government in 1948. It was created as a subsidiary body of the

then Eastern Regional Government. The ENDC was charged with four-point terms of

reference: to undertake research and to conduct surveys in connection with the social and

economic development of the Eastern Region; to plan, co-ordinate and supervise specific

projects for any such development; to undertake investigations or to appoint Managing Agents

for any scheme in connection with any such development and to advise the Governor-in-

Council on any matter or in respect of any project connected with any such development.

The commission established four operational panels in key areas of development, which were:

the Panel for Agriculture; the Panel for Education; -the Panel for Finance, and the Panel for

Industries. These were the major operational arms with which the ENDC began operations in

1956.

The ENDC was established owing to the compelling need to achieve sustainable, long term

regional development and economic prosperity. Whilst the main thrust of its objective was to

diversify the business base of the then Eastern Nigerian Province, the commission also worked

hard to develop the agricultural options in the province. This was done through directly funded

and supervised investments and issuance of loan facilities to town district councils for the

execution of projects contained in the work plan. After its establishment, the corporation was

charged with the principal duties of improving the quantity and quality of palm produce on

which the economy of Eastern Region was very largely dependent. The corporation operated a

number of agricultural and industrial schemes including pioneer mills, oil palms plantations,

cashew plantations, cocoa plantations and a cattle ranch. Due to effective planning and

organizational framework put in place by the commission’s board, the corporation was able set

up several laudable revenue earning and capacity building investments all across the region.

The corporation intensified its loan activities by granting loans for industrial, agricultural as

well commercial projects. By 1960 it had issued more than 1.5 million pounds in loans for the

establishment of projects including poultry farms, rubber processing plants, bakeries, corn

mills, among other projects. The corporation’s non-agricultural activities included the setting

up of first class catering rest houses in Enugu. It also gave administrative direction and

financial backbone to the variety of new industries which it helped to establish. Industries


31

which manufactured cement, plastics, metal window frames, asbestos, cement products,

aluminum products, pre-stressed concrete, textiles and beddings.

The projects executed by the ENDC during the period 1957-1967 include among others, Aba

Textile Mills, Ltd, Aba; Nigeria Cement Company Ltd., Nkalagu; Glass Company Ltd., Port

Harcourt; Cross River Mills Ltd.; ENDC Filling Stations; Cooperative Bank of Eastern

Nigeria; Progress Hotel, Enugu; Catering Rest Houses, Enugu; Livestock Project, Ukpor;

Boatyard, Opobo; Eastern Regional Medical Centre. Others are African Real Estate and

Investment Company; Niger Steel Company, Emene; Niger Cement Company; African

Continental Bank; Odagwa Rubber Estates at Odagwa, Oji River, Ndi Oji Abam, Elele, and

Biakpam; Oil Palm Estate, Eket; Cocoa Estates at Obudra, Ikom, Boje; Cattle Ranch at

Obudu, industrial clusters at Enugu, etc.

4.2 THE DISSOLUTION OF EASTERN NIGERIA DEVELOPMENT

CORPORATION

The foregoing review of the impact of ENDC on the economy of Eastern Nigeria revealed that

during the First Republic each of the Regions established a Development Corporation used

effectively to channel investment into agricultural, commercial and industrial enterprises.

The Eastern Nigeria Development Corporation was an outstanding success, establishing and

managing a wide range of projects from farm settlements and tree crop plantations to

manufacturing plants in soft drinks, beer, ceramics, cement and steel milling. With the

creation of new states and the disruption of the civil war the ENDC system fell apart, The

agency set up after the civil war, the Eastern States Interim Assets and Liabilities Agency

(ESIALA) was more concerned with the abandonment of the liabilities and the sharing of the

physical assets of the ENDC enterprises than with their rehabilitation and development. Each

State simply took possession of the enterprises located in its territory. This was in sharp

contrast with developments in the Weste4rn Zone, which retained the WNDC as a going

concern, and the Northern States which retained the functionality of NNDC which continues

to serve the collective needs of all three northern zones.


32

Each of the Eastern States proceeded to take full responsibility for the projects located in its

territory. The East Central State successfully rehabilitated most of its projects, but as

individual enterprises rather than as parts of an investment system. It also established an

investment company, the Central Investment Company, to promote new projects. With the

further creation of two, then five states out of the East Central State the process of economic

fragmentation continued Enterprises.

Under the Second and Third National Development Plans the national economic policy

emphasized public control of “the commanding heights of the economy”. This led to a

proliferation of new public enterprises. However, since SAP the role of the public sector in

investment has been downplayed in favor of that of the private sector. Accordingly, most of

the enterprises have since been abandoned, commercialized or privatized. The new strategy is

private sector –led, public-private partnership. However, the necessity for collective,

coordinated development within the zone remains a desirable goal. The challenge is to

fashion the appropriate strategy, institutions and processes for meeting this need.

4.3 THE VALLEY PARTNERSHIP JOINT DEVELOPMENT AUTHORITY

(VPJDA)

The VPJDA is a joint public-private economic development initiative comprised of several

counties, known as the "Valley Region," in the two American states of Georgia and Alabama.

Over the years, the mission of the VPJDA is to enhance the development and promotion of

commerce, trade, industry, and employment opportunities for the public good and to promote

the general welfare of the region. The Valley Partnership, a leader in economic development,

is a visionary regional community led by public and private partners spanning governmental

boundaries and working in unison. The Valley Partnership, building upon a foundation and

value system of broad diversity, educational excellence, progressive leadership, lifelong

learning, and unparalleled quality of life, is committed to capturing the jobs of the future and

creating opportunity for all citizens.

Its mission is as follows: stimulate economic development growth in the Valley Region by

encouraging the establishment of new business and the expansion of existing businesses with a

focus on maintaining and/ or improving the quality of life; promote the common interest and


33

well being of the Valley Region by developing strong public/ private partnerships. Others are

to create a joint development authority or authorities for the purpose of enhancing economic

development in the Valley Region and sharing in multi-level revenues and support where and

when appropriate and encourage and support regional programs that enhance the efforts of the

Georgia State Service Delivery Region Eight and the Regional Advisory Council (RAC 8) as

well as promote tourism, recreation and multi-modal transportation in the Valley Region.

4.4 REGIONAL DEVELOPMENT VICTORIA (RDV) (SOUTH AFRICA)

The Regional Development Victoria (RDV) was established as a statutory body by the

Regional Development Act 2002 and began operation on March 3 2003. Its focus is on

investment attraction, job creation and building stronger economies and infrastructure to create

a strong and growing provincial Victoria. It is headed by a Chief Executive who also chairs the

Regional Development Advisory Committee (RDAC). RDV delivers programmes and

initiatives to strengthen Victoria’s regional economies, infrastructure and communities. They

include:

• Industry investment – develops and facilitate investment, promote innovative

enterprises, enhances export performance;

• Infrastructure – has a Regional Infrastructure Development Fund which provides

financial assistance for capital projects relating to the economic and social

development of provincial Victoria; and

• Promotion and Development – rural and regional policy and strategy development to

support community and economic development.

The objective of the Regional Infrastructure Development Fund (RIDF) is to improve the

competitive capacity of regional Victoria and enhance economic development through

investment, job creation and the promotion of export opportunities. Projects funded include

industry development, transport improvements, tourism development and strategic education

and ICT infrastructure. Funded projects pass through screening based on criteria established


34

by the Victorian Industry Participation Policy (VIPP) – the level of local content, the number

of new jobs created, and possible skills and technology transfer generated by the project.

4.5 NORTH-EAST REGIONAL DEVELOPMENT COMMISSION (NERDC)

This is one of several vehicles used to drive the development of sustainable “regional”

economies in the United States of America. Other variants of the regional development

framework include the Appalachian Regional Commission, Denali Commission, Delta

Regional Authority and Northern Great Plains Regional Authority. NERDC is established to

create and implement regional economic development plans, to reduce poverty, and improve

quality of life. It provides funding for projects that stimulate economic development and

promote the historic character and industries of the region. It is designed to complement, not to

supplant, existing institutions and programmes by state, local and community agencies.

NERDC is an independent agency whose mandate is to promote economic development that

truly benefits the Northeast. The Commission funds projects that both strengthen traditional

sectors in the region’s economy and lead to a more diversified economy. The projects bring

broader economic benefits to the whole region without neglecting the needs of local peoples.

The arrangement fosters improved collaboration and coordination within a sub-national

context and serves as a vehicle to leverage additional public and private sector investments.

The Commission is authorized at $40 million for each of fiscal years 2004-2008, and will be

reauthorized after October 2008.

4.6 THE ECOWAS REGIONAL DEVELOPMENT FUND (ERDF)

The Economic Community of West African States (ECOWAS) was created by Treaty in 1975.

Its declared main objective is to promote co-operation and development in all areas of

economic activity so as to raise the standard of living of its people and contribute to progress

and development on the African continent. Development finance was considered so critical to

the attainment of the goals of ECOWAS that the same treaty created a dedicated financial

institution to serve the Community. This was the ECOWAS Fund for Co-operation,

Compensation and Development, to be known, in short, as the ECOWAS Fund.


35

The ECOWAS Fund was charged with the responsibility of mobilizing resources both

internally and externally for promoting cooperation, integration and development in the

ECOWAS sub-region. The major objectives of the ECOWAS Fund have been summed up as

follows:

• Financing the execution of development projects in Community Member States;

• Providing grants for feasibility studies in the Member States;

• Providing guarantees for foreign investments in Member States;

• Facilitating the mobilization of internal and external resources for Member States; and

• Providing compensation to Member States which suffer losses as a result of the

implementation of the integration policy.

The ECOWAS Fund was endowed with an authorized capital of five hundred million US

Dollars (US$ 500m). Out of this one hundred million (US$ 100m) was called up and fully

subscribed in two equal tranches in 1977 and 1988. With this modest start-up and support, the

Fund was very slow to develop. It was also perceived as too weak and too poorly structured

and managed to meet the growing and more complex needs of ECOWAS development

finance.

Dissatisfied with the situation, the Authority of ECOWAS Heads of State and Government

decided in 1987 to commission a study on the enhancement of the financial resources of

ECOWAS Fund and to open up its capital to non-regional members. The study recommended

the transformation of ECOWAS Fund into a holding company, the ECOWAS Bank for

Investment and development (EBID), with two subsidiaries as specialized operational arms:

the ECOWAS Regional Investment Bank (ERIB) and the ECOWAS Regional Development

Fund (ERDF). The Decision to transform the ECOWAS Fund into EBID was taken in 1999.

EBID was formally established in 2003 and became operational in 2004. The ERDF is the

direct successor to the ECOWAS Fund. It has taken over the latter’s portfolio and continues

to be a provider of finance on relatively concessional terms to projects in the ECOWAS


36

region. Thus, the ERDF will continue to meet the developmental objectives of the ECOWAS.

Unlike the ECOWAS Fund, however, ERDF has been incorporated to provide greater

financial autonomy and to allow the possibility of attracting on regional investors as

shareholders. The ERDF is the Community’s “soft” financing window, lending for priority

projects in the ECOWAS region. This will include the infrastructure sector, especially water

and environmental sub-sectors. It will also implement the ECOWAS Special Programmes,

like in the rural development sector and extend its activities to social, educational and health

activities. The Fund’s main product IS long-term loans in the range of 10-20 years maturity

with grace periods of as long as 4-7 years and possibly a grace period on interest of up to one

year. Loans are guaranteed by member states and subject to conditionality required to ensure

project viability. Its main customers are public sector institutions. For the special programmes

or the implementing role the ERDF may also have other financial institutions as its customers.

ERIB operates as an investment bank on commercial terms and in competition with other

investment banks. It will provide both advisory and financial services and loan on a

commercial basis for the financing of regional and national projects, mainly in the

infrastructure sector, “broadly defined”. According to its Articles of Association, the corporate

object of ERIB includes: granting direct medium and long term loans; equity participation in

the form of share capital or virtual share capital (convertible bonds, participatory loans) and

participation in co-financing transactions or syndication of plans for investment projects.

Others are granting of lines of credit and establishment of re-financing agreements for the

benefit of national financial institutions of Community Member States; issuing and

guaranteeing loans, debentures, bonds and securities of a regional nature; and financial

engineering and financial services relating to its corporate objective.

The main products of ERIB are medium and long tern loans in the range of 5-12 years

maturity; Various forms of financial intermediation and financial engineering, quasi equity

and Lease finance. ERIB’s customer base includes private and joint-venture companies.

The equity in EBID and its subsidiaries is presently open to member countries and non-

member partners in the following proportions: EBID (member countries – 66.67%, non-

member partners – 33.33%); ERDF (EBID Holding Company – 90%, non member partners –

10%) and ERIB (ERIB Holding Company – 51%, non member partners – 49%).


37

EBID is the principal institution and is the holding company of the two subsidiaries. The

highest decision making body of EBID is the Board of Governors, which has full powers of

management and control. It also serves as a link between EBID and the other Community

institutions. Each member state is represented on the Board by a substantive Governor and an

alternate The Board of Governors elects the President of EBID.

Under the Board of Governors is the Board of Directors, with responsibility for the conduct of

the general operations of EBID. The Board of Directors consists of eight members elected by

the Board of governors, five from regional and three from non-regional members. So far only

the five regional members have been elected; each of whom represents a group of member

countries as shown in the Appendix. The President of EBID is the Chairman of the Board of

Directors. The President has no ordinary vote but, in the event of a tie, has a casting vote. The

Board of governors meets in ordinary session once every quarter and in extraordinary session

as often as the interests of EBID demand. The day-to-day management of EBID lies “within

the purview of the President”

The organisational structures of ERIB and EBID are similar, but in view of their different

roles, the composition of their Boards of Directors and their staffing patterns differ. Each

subsidiary operates under a Board of Directors which has the responsibility for main decisions

on policy and financial issues, while the day-to-day administration is executed by the

Management. The Managing Director is the Chairman of the Board of Directors. The

chairman does not have an ordinary vote but has a casting vote. On the other hand, the

organizational structure of ERDF consists of a Board of Directors, Managing Director, Deputy

Managing Directors and Directors in respective administrative and management areas.

4.7 DUBAI DEVELOPMENT AND INVESTMENT AUTHORITY (DDIA)

In recent times, DDIA has embarked on development initiatives aimed at transforming the

UAE into an economic hub of the region through sustainable development and knowledge

creation and extensively leveraged public-private partnerships.


38

New vistas of partnership in order to develop and enhance the infrastructural development as a

combination of public and private sectors with an emphasis on value for money and quality of

service delivery. Regional development through public-private partnership initiatives is

working perfectly well in places like Dubai. The oil windfall created a lot of challenges in

terms of social and infrastructural developments. In response, the regional governments in

Dubai encouraged the setting up of PPP corporations and encouraged prudent investments by

the corporations. Datamatrix is another example of such regional initiative in Dubai.

4.8 THE SOUTH EAST ENGLAND DEVELOPMENT AGENCY (SEEDA)

SEEDA is one of nine English Regional Development Agencies (RDAs) set up by central

Government to promote economic development and regeneration in the English regions. As

the regional development agency for the South East, SEEDA is responsible for the sustainable

economic development and regeneration of the South East of England - the driving force of

the UK's economy.

The agency undertook a comprehensive consultation with stakeholders in business, local

government and the voluntary sector to produce the third Regional Economic Strategy (RES)

for South East England, 2006 - 2016. Over the years, SEEDA has worked with partners to

build a deeper understanding of how sub-regional economies work, and of the challenges they

face in achieving sustainable prosperity. The draft framework for each economic contour

identifies customized priorities and the interventions needed to achieve them, and includes

consideration of the role of urban areas including the eight Diamonds for Investment and

Growth, in unlocking untapped economic potential.

4.9 THE EUROPEAN REGIONAL DEVELOPMENT FUND (EURDF)

EURDF is a fund allocated by the European Union. It is used to provide help in the form of

grants towards the project costs. As a general rule, the EURDF provides no more than 50% of

the eligible cost, and in some cases up to 75%. The rest of the funding known as match

funding comes from other sources such as regional development agencies, local authorities,

government schemes, other public bodies and the private sector. It has a regional programme

(2007-2013) for economic and social development including the diversification of industries.


39

A regional Programme Management Committee (PMC) is responsible for overseeing the

delivery of the ERDF programme and for providing accountability. The operational

programme is based on the regional economic strategy which explains what priorities ERDF

funds will be spent on and indicates the types of activities that will be supported.

The EURDF contributes to the harmonious, balanced and sustainable development of

economic activity, to a high degree of competitiveness, to high levels of employment and

protection of the environment, and to equality between women and men. The ERDF policy

priorities set out by the Government in its National Strategic Reference Framework include

innovation and knowledge transfer, enterprise, sustainable development, production and

consumption, and building sustainable communities. EURDF leads 30 partners from the EU

countries in EURDF supported projects to deliver integrated transport and economic policies

and projects across Europe. The main thrust of the EURDF project focuses on strategic policy

integration at regional, national and European level and on the implementation of best practice

investment and other projects. The focus is on projects that have clear and attainable targets

and offer additional and sustainable advantages to the economic development of the area.

Under the 2007-2013 programme, there are four priorities for funding. They are:

• Promoting Innovation, Research and Development: projects that stimulate and

facilitate innovation, increase investment in research and development and promote

knowledge transfer in the region’s businesses;

• Stimulating and Supporting Enterprise –projects that enable small and medium sized

businesses to grow;

• Sustainable Communities –projects that connect disadvantaged communities to

economic opportunities; and

• Economic Infrastructure for a Competitive Economy –projects that build prosperous

places and existing assets to enable businesses to compete more effectively


40

In England, the ERDF has been credited with the following achievements:

• Encouraged industrial development and provided workplaces by reclaiming land,

refurbishing buildings and providing services;

• Improved public transport access as well as road, rail, and inland waterway networks to

support business and tourism;

• Encouraged the setting up and growth of small and medium-sized enterprises;

• Encouraged tourism by improving or developing attractions and providing facilities for

tourists; and

• Improved the local environment to make areas more attractive to business and visitors.

4.10 LOCAL ECONOMIC DEVELOPMENT AGENCIES (LEDAS) IN SOUTH

AFRICA

LEDAs are independent organizations, shaped by public and private institutions. They are

driven by the need to implement strategies of shared territorial development, for the purpose of

fostering income and employment opportunities. The concept of Local Economic Development

(LED) stems from the desire to overcome the weaknesses of traditional “top-down”

development policies. Current globalisation trends have even deepened its relevance as a

process where local actors shape and share in the future of their territory by adopting and

implementing applied economic development strategy to address identified needs. In this

regard, Local Economic Development Associations (LEDAs) are participatory organisations

established at local level to encourage sustainable economic growth, income generation,

employment and decent jobs. They have their origins in Europe during the late 1950’s to

counter economic problems associated with business cycles. Beginning from the first one

established in Granada Region in Nicaragua in 1991, there are now over 300 agencies

worldwide. By 2003, 36 LEDAs existed in Latin America, Africa and Eastern Europe,

supported by the ILO, UNDP, UNOPS, Italian Cooperation and the European Union.


41

The South African LEDAs are established as Section 21 non-profit companies. They are:

• LOREDA (Lower-Orange Economic Development Activator) (or SIYEDA);

• NKEDU (Nkomazi Economic Development Unit) located in the Nkomazi;

• ORTEDA (OR Tambo Economic Development Agency) in the OR Tambo district

municipality of the Eastern Cape; and

• VHEDA (Vhembe Economic Development Agency) located in the Vhembe district

municipality of Limpopo.

4.11 ODU’A INVESTMENT COMPANY LIMITED

Odu’a Investment Company Limited was incorporated in July 1976 to take over the business

interests of the former Western State of Nigeria, now comprising Oyo, Ogun, Ondo, Osun and

Ekiti States of the Federal Republic of Nigeria. It operates as a conglomerate with over 70% of

her business as investments/joint ventures with reputable multinationals. The company is run

as an independent private commercial venture by an independent Board of Directors,

comprising seasoned professionals with vast experience in business and human resources

management. The policies and decisions of the Board of Directors are implemented by an

Executive Management Team.

Investments by the company at inception covered a wide spectrum of economic activities, viz;

integrated textile mills, breweries, commercial banking, insurance business, real estate,

livestock rearing, fisheries services, carbonated drinks, food and beverages industries,

manufacturing in chemical and mechanical industries, hotel and catering, vehicle distribution,

bottling and marketing of liquefied petroleum gases, printing and publication. The subsidiary

companies include agro-allied services (Odu’a Farms and Services Limited and Fisheries

Services Co. Ltd.); engineering services (E & O Power & Equipment Leasing Co. Ltd.); Hotel

and Catering Services (Lagos Airport Hotel Ltd., Western Hotel Ltd. – Premier Hotel and

Lafia Hotel) and real estate (Wemabod Estates Ltd.). Others are: manufacturing (Askar Paints

Nig. Ltd., Cocoa Industries Ltd., Epe Plywood Industries Ltd.), insurance brokage (Glanvill


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Enthoven & Col Nig. Ltd.) printing and publishing (Odu’a Printing and Publishing Co. Ltd.),

telecommunication (Odu’a Telecoms Ltd.- O’net). Currently, Odu’a Investment Company is

considering new projects/investments as follows: establishment of an independent power

project in the south-west of the country, partnering with other investors in oil and gas sector

through the Niger Delta Exploration & Production Co. Plc, establishment of plastic and

packaging company in the south-west, investments in cassava processing in the south-west.

There are many other companies with different forms of association with Odu’a Investment

Company. They are Nigerite Limited, Tower Aluminium Nig. Plc, Wema Bank Plc., West

Africa Portland Cement Co. Plc., Nigerian Wire & Cable Plc., Great Nigeria Insurance Plc.,

Crittal Hope (Nigeria) Ltd., Bitumen Exploration & Exploitation Co. Nig. Limited, Nigerian

Construction & Water Resources Development Company Limited and Dunlop Nigeria Plc.

The proposed South-East Nigeria Development Commission

SECTION FIVE

THE PROPOSED SOUTH-EAST NIGERIA DEVELOPMENT COMMISSION

5.1 STRATEGIC PRIORITIES

Despite a global trend toward the creation of sub-national organizations focused on economic

development in contiguous sub-national areas, there is currently no single economic

development organization that fosters synergy and coordination within the south-east

geopolitical zone The case for South-East Nigeria Economic Commission is self-evident in the

common challenges and opportunities which the constituent state governments face in

infrastructure development, human capacity building, industrial development and institutions

strengthening throughout Igbo-land. The SENEC will develop zonal economic priorities,

promote inter-state cooperation, engender more conducive business climate and coordinate

regional growth strategies with stakeholders – governments, private sector and civil society. It

will promote consistent approaches to the delivery of sustainable development throughout the

zone and the alignment of policies and programmes so that they address priority common-

interest services. These goals would impact greatly on the overall competitive capacity of the

zone.

Strong justification of the SENEC lies in common-interest economic services which generate

positive development spill-over throughout the zone, but which individual states and private

sector agencies, acting independently and disparately, might not be able to deliver effectively.

Below are some possible landmark issues for attention of SENEC:

• Transportation Development: Interstate highway systems, interstate railway and mass

transit systems, regional international airport gateway, and coastal marine

transportation gateways;

• Water Development: water resources development for industrial, domestic and

agricultural use;


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• Energy: power supply systems (coal, gas, bio-fuels wind), solar systems, small hydro

schemes, etc;

• Education: developing employment-promoting educational opportunities, supporting

international linkages for industry-oriented education, entrepreneurship and leadership

institutes;

• Tourism: Development of film village, Eco-tourism, arts and cultural facilities

infrastructure;

• Industry: development of industrial clusters and value chains, strategic raw materials

development and other lumpy industrial schemes;

• Commerce: development of regional trade fair complexes, shopping malls and export

free trade centres, large conference centres, etc;

• Health: Special centres of excellence in health, and health insurance schemes, etc;

• Sports: Development of large infrastructural schemes for sports developments as

economic activities;

• Information and communication technology: promoting industrial growth and

competitiveness through strategic ICT infrastructure particularly investments in high

speed broad band internet platforms;

• Investment and Development Finance: mobilize resources from international agencies

and partners for common-interest projects and services;

• Research and Innovations: support the creation and utilization of knowledge and

innovations critical to regional economic growth and development;

• Security across the zone – initiatives that improve security of life and property for a

friendly investment climate; and

• Agriculture: Large scale agricultural farms and associated processing schemes.


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Based on its comparative organizational advantage, the SENEC will dwell on these lumpy

issues focused on the bigger picture. It will evolve imaginative ways of getting local

governments, state governments, private sector, communities and civil society to work

together to strengthen the economy of the zone. SENEC will not be replacement for any local

or state government strategies and plans that are delivering benefits to the zone. Rather,

SENEC will provide a sustainable framework to secure consensus for regional schemes that

will be of immense benefit to all the stakeholders in the zone.

5.2 VISION, MISSION AND GOALS

The concept of establishing a body to foster and champion the developmental interests of the

South East geo-political zone holds enormous potentials for uplifting the zone especially by

bringing together the governments of the geopolitical zone and other stakeholders. The

proposed South East Nigeria Economic Commission (SENEC) will play vital roles in uniting

the interests of the States of the zone and in encouraging cooperation and collaboration

amongst the governments of the States. The SENEC will also be well positioned to advise

individual State governments. It is also important for the SENEC to be at the forefront in

negotiating or influencing policies for the interests of the geopolitical zone.

The vision of the South East Nigeria Economic Commission is to become a robust platform

that drives sustainable economic growth and social development of the South East geo-

political zone of Nigeria.

The mission of the Commission is to provide potent vehicles for the articulation of

development strategies, mobilization of resources and coordination of policies for greater

economic prosperity within the South East geo-political zone of Nigeria.

5.3 WHERE SENEC WILL BE GOING

The cardinal goal of SENEC shall be the promotion of economic competitiveness and

sustainable development of the south-east geopolitical zone within the national and global

economies.


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The achievable milestones of SENEC would be:

• Creation of world-class investment facilities;

• Development of large physical infrastructural schemes;

• Implementation of programmes for sustainable institutions;

• Creation of centres for human capacity development; and

• Development of coordinated framework for the formulation and implementation of

public policies and plans.

5.4 HOW SENEC WILL GET THERE

Specifically, the Commission shall carry out the following objectives/tasks:

• Determine shared zonal development policy goals and strategies;

• Articulate and advance zonal interests within the national framework;

• Facilitate inter-governmental cooperation, policy coordination/synergy and joint

programming;

• Advocate for, facilitate and implement strategic zonal investments; and

• Coordinate infrastructural development within the zone.

5.5 VEHICLES TO BE USED

• Public-private partnership (PPP) involving collaboration with international investment

agencies, international development organizations, etc;

• Mobilization of all levels of civil society and private sector for sustained ownership

and economic participation; and

• Elaborate fund mobilization from public agencies, private sector and civil society.


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5.6 ALTERNATIVE MODELS OF SENEC

Several alternative models have been examined with regard to the character of the

Commission. The alternative models are:

• Option A –government agency;

• Option B - private organization; and

• Option C – a hybrid, i.e. public-private partnership organization.

OPTION A: GOVERNMENT AGENCY – THE ECOWAS MODEL

• Highest degree of interface with existing government structures will be if the SENEC

could have a form of a government; a body owned or subscribed to by government of

the south-east states (ECOWAS model). Much like a weak central or regional

government body for the zone.

• As much as such a structure assures to secure the full attention of the State

governments, it will, of course, leave the SENEC fully unshielded from the arena of

politics and government bureaucracy. For instance, in ECOWAS, members are drawn

from the governments of the region and as such, appointments, placements and

positions in the organization are sometimes affected by the patronage culture of

governments and this affects the effectiveness of the whole organization.

• This model may require an act by each of the various State Assemblies.

OPTION B: INDEPENDENT PRIVATE SECTOR AGENCY

• SENEC could be structured to be totally independent of government (or the

governments), having a private sector or non-government outlook, more or less like the

Odua Investment Company model.


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• The independent model will surely shield the SENEC from undue government

interference, but exerting influence on government as an ‘outsider’, with ‘loose’

clinging and little or no constitutional/legal authority over the government will be very

challenging and will require a high degree of brinkmanship and a strong organizational

culture that fosters trust.

• The answer might be a hybrid of the two extremes. In any case, for effectiveness, the

SENEC and all it represents must therefore be (and be seen to be), transparent, of high

integrity, apolitical and, as much as possible, with no other agenda other than the

collective interest of the geo-zone.

OPTION C: PUBLIC-PRIVATE-COMMUNITY PARTNERSHIP (PPCP)

In standard literature, public-private partnerships (PPPs) cover a range of co-operating,

collaborating and partnering structures and arrangements working to harness the comparative

strengths of public and private sectors for strategic improvements in delivery of basic services,

policy design/implementation and investment capabilities. A public-private partnership is

defined as collaboration involving actors and/or funding from business, non-profit and

governmental organisations where costs, risks, resources and skills are shared in jointly

developed ventures/initiatives that benefit the partners and the community being served.

Partnerships between the public and private sectors are a cornerstone of investment climate

reform programmes across the globe. Partnerships enable the public sector to benefit from

commercial dynamism, innovation and efficiencies, harnessed through the introduction of

private sector investors who contribute their own capital, skills and experience. Public and

private sectors have distinctive, but potentially complementary roles in promoting economic

growth and prosperity of a nation. Public-private partnerships (PPPs) are delivering better

quality public services by bringing in new investment and improved management. It is helping

regions and countries reach their full economic potentials. Public private partnerships are not a

single model applied to every circumstance, but are instead a tailored approach. In this model,

the Commission should be based on public-private partnership, a shared focus by all

stakeholders on economic prospects of South East geo-political zone on a clear and specific

vision and mission.


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• Public participants here refer to state governments. The public sector role includes:

o enabler and facilitator of SENEC;

o setting the legal framework through laws, regulations and policies,

o primary fund provider; and

o asset owner of land and physical infrastructure.

• Private stakeholders will include civil society groups, academia, private sector

organizations, scholars, professionals, NGOs and charities and local community

groups. Their role will include:

o proposing, debating and communicating intellectual perspectives on

contemporary national issues affecting the south-east geopolitical zone of

Nigeria;

o mobilizing non-government funding to augment government resources; and

o investing in the key sectors of the economy of the South-east geopolitical zone

of Nigeria.

• It is the considered view of the interim Steering Committee that the public-private

partnership model is the most suitable for the economic challenges of South-East

Nigeria. The model is elaborated as given below.

5.7 STRUCTURE AND ORGANIZATION OF SENEC

5.7.1 Legal Status of SENEC

SENEC shall be a Statutory Body established by law by the five Eastern States, acting through

the state legislatures. The body should be known as the South East Nigeria Economic

Commission (SENEC). The Commission will operate as a joint agency of the five cooperating

states, the private sector and the entire people of the zone. It will be structured to represent and


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reflect the interests of both public and private organizations. It shall be incorporated under the

relevant provisions of the Companies and Allied Matters Act (CAMA). To ensure stability and

sustainability, it will operate as an autonomous private sector driven institution. The

Commission shall be a body corporate with perpetual succession and a common seal and may

be sued in its corporate name. The Commission shall provide a major platform, through its

department of investment, for strategic investment and development projects. One of the main

tools of implementation shall be the SOUTH EAST NIGERIA DEVELOPMENT FUND

(SENDEF), which will mobilize and manage funds for the collective development of the zone.

5.7.2 Structure of SENEC

The structure of SENEC is illustrated by the organogram given as follows. (Fig. 14):


INVESTMENT INVESTMENT INVESTMEN

INVESTMENT

Liaison Offices CEOCEO CEO

SENDEF

CEO

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

CO‐OPERATION &

CO‐ORDINATION

BOARD OF TRUSTEES

MANAGING DIRETOR

BOARD OF DIRECTORS CHAIRMAN

LEGAL AND CORPORATE AFFAIRS

COMM. & PUB. RELATIONS INSPECTORATE

ADMIN CAPACITY BUILDING & TRAINING

FINANCE RESEARCH, PLANNING & DEV.

Economic Advisory Council

ABIA STATE ANAMBRA STATE EBONYI STATE ENUGU STATE IMO STATE

ORGANOGRAM OF PROPOSED SOUTH EAST NIGERIA ECONOMIC COMMISSION

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

Fig. 14


5.7.3 Functions, Terms and Conditions of SENEC Organs

The functions, terms and conditions of the various organs of SENEC are given as follows.

BOARD OF TRUSTEES

The Commission will operate under the guidance of a Board of Trustees to be composed as

follows:

• Governors of the five states of the South East wherein the prevailing Chairman of SE

Governors’ Forum shall double as the Chairman of Board of Trustees;

• Chairman of the Commission who shall double as the Vice Chairman of the Board of

Trustees;

• The Managing Director of the Commission;

• The Secretary shall be the Executive Director, Legal and Corporate Affairs;

• A representative of Civil Society;

• A representative of the Organised Private Sector;

• A representative from Academia;

• A representative of Legislature of each of the five states of the zone (Chairman of the

State’s Sub-Committee on Economy and Finance, or so);

• A representative of Ohanaeze Ndigbo;

• Representative of Community Organizations in each state;

• A representative of Igbo in Diaspora; and

• Executive Director, Co-operation and Co-ordination.

The primary responsibilities of the Board of Trustees shall run thus:

• To appoint the chairman and Managing Director (CEO) of the Commission based on

the recommendation of the Board of Directors;

• To consider and provide advice on the Commission’s master plan;

• To consider and provide advice on the yearly budgets of the Commission; and

• The Board shall meet twice a year.


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ECONOMIC ADVISORY COUNCIL

The Economic Advisory Council shall act as a unit that provides information on the short,

medium and long term development plans of the states within the zone. The Economic

Advisory meetings should also serve as a hub for seeking expert, professional and independent

advice on ongoing zonal development projects by the Commission.

The Council shall be composed of all the various state economic planning units within the

zone and the key officers in charge of planning & strategy in the proposed commission. The

body shall meet at least 4 times in a year and will ensure that some of their meetings will serve

as preparatory grounds for the Board of Trustees meetings.

Their advisory role will include among other things:

• To provide comprehensive data on economic indicators as it affects each state within

the zone;

• To provide information regarding the annual and long term plans of each state within

the zone; and

• To periodically deliberate upon the master plan and the annual plans of the

Commission.

Members of the Council shall be as follows:

• Managing Director of the Commission as Chairman;

• Secretary shall be the Executive Director (Legal & Cooperate Affairs);

• Commissioners-in-charge of Economic Planning Ministries in the zonal states;

• Executive Director, Research, Planning and Development;

• Representatives of South East Zonal Chamber of Industry and Commerce;

• Representatives of South East Farmers Organization;

• Representatives of relevant international development agencies;


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• Representatives of Igbo experts in Diaspora; and

• Other Experts as may be relevant.

BOARD OF DIRECTORS

The Board of Directors shall oversee the day-to-day running of the Commission. All the

recommendations and decisions taken by the Board of Trustees would be implemented by this

Board. It shall also be headed by the Vice Chairman of the Board of Trustees. It shall

comprise:

• The Chairman (Non-Executive);

• The Managing Director (CEO);

• All the Executive Directors;

• CEO SENDEF; and

• Five Non-Executive Directors, from each state of the zone and to be selected by the Board on merit.

The Chairman and Managing Director shall hold office for a fixed period of 5 and 4 years

respectively and shall be eligible for renewal, subject to satisfactory performance. The

Management of the Commission shall be carried out under different departments. There would

be eight departments (See attached Organogram), and each shall be headed by an Executive

Director. The Executive Directors and other staff shall be appointed, through an expert

recruitment agency. There shall also be liaison offices in all the states within the zone or in

any other areas the Commission may consider appropriate.

LIAISON OFFICES

The State Liaison Offices will:

• champion research and advocacy practices within the states;

• be involved in fund mobilization;

• provide consultancy and support services to the state, local governments and other

agencies within the states;


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• monitor the evolution of programs and investments at the state level; and

• serve as a respectable centre for public information, publications and data on the

Commission.

DEPARTMENTS:

Investment Department

The Investment Department shall:

• initiate and promote the establishment of key industrial projects, financial institutions,

and commercially important facilities within the zone, such as Power projects, Mass-

transit schemes, Gas pipe lines, Interstate highways Water reticulation/storage

schemes, Agricultural schemes, Universities, Industrial clusters/entrepreneurial

centres, Media, Eco-tourism, Housing estates, Film villages, Shopping malls, Health

centres, Inland water way schemes, Airports, etc.

• seek domestic and international investment sources for venture capital within the zone

These investments shall be autonomous private corporations to be owned by the citizens of the

zone and other potential share holders. The corporations shall have the capacity to access the

capital market as soon as they are structured to do so.

Administrative, Capacity Building and Training

The Admin/Capacity Building and Training Department shall be empowered to carry out the

following functions:

• provide the administrative support for running the Commission; and

• conduct continuous training for commission staff and also offer consultancy training

services to governments and agencies within the zone in corporate governance,

legislative procedures amongst others.


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Co-operation and Co-ordination

The Co-operation and Co-ordination Department shall:

• establish modalities for collaboration among the states in the zone and also between the

Commission and the states;

• establish collaboration/linkages with institutions, organizations, agencies and

individuals, locally and internationally for the purpose of consolidating, improving and

expanding the content and quality of the Commission’s programmes; and

• institute sustainable mechanisms for mobilizing Ndigbo in Diaspora in the

development efforts of the zone.

Research and Planning Development

The Research Planning and Development Department shall:

• embark on research and development activities in the Commission’s various areas of

interest such as entrepreneurship, business management, ICT, and engineering;

• involve imaginative ways of improving and advancing the frontiers of policy

development and implementation;

• initiate strategic plans for the short, medium and long term goals of the Commission;

and

• be involved in the development of a global master plan and annual plans for the

Commission.

Inspectorate and Due Process

The Inspectorate and Due process Department shall:

• ensure the institution of good corporate governance within the Commission;

• support the enthronement of best practices in the Commission’s management systems;


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• participate in offering consultancy services to government agencies in corporate

governance, among others;

• be involved in project monitoring to ensure that timelines and deadlines are met; and

• conduct frequent management audit and appraisal so as to ensure that laid down

procedures are followed.

Communications and Public Relations

The Communications and Public Relations Department shall:

• provide communication linkages between the Commission and the public;

• manage and project the Commission’s image profile;

• handle and oversee all advert and promotional portfolios of the Commission;

• establish a vibrant IT Unit within the Commission; and

• Carry out coordinated advocacy drives to enlighten and educate the public on the

principles and objectives of the Commission.

Legal and Corporate Affairs

The Legal and Corporate Affairs Department shall supervise secretarial affairs of SENEC and

its agencies. It shall service the legal and corporate needs of the Commission.

Finance

The Finance Department shall:

• manage and oversee all financial matters concerning the Commission;

• spearhead the fund mobilization drive;


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• conduct analysis and provide information undertaking long and short term financial

appraisal of the states;

• prepare annual budgets and financial forecasts for the Commission; and

• structure and arrange short, medium and long-term sources of funding for the activities

of the Commission.

5.8 FUNDING AND SUSTAINABILITY

The success of obtaining adequate funding for SENEC, particularly for its core operations, is

predicated upon the significance that the State Governments of the South East in particular are

aware of and buy into the Commission’s vision, objectives and programmes as a private

sector-driven organization. Its core funding support should undertake extensive efforts to

reach a wider audience and enhance awareness of its projects. In this regard, information

dissemination efforts through print and electronic media should be the strategy with a view to

achieving maximum exposure and goodwill of stakeholders, particularly the citizens of the

five states in Nigeria and Diaspora.

An appropriate funding strategy would require the mobilization of sufficient resources for the

Commission to fulfill its mandate to promote social and economic development and

competitiveness of the south-east geopolitical zone.

The specific objectives of the strategy are as follows:

1. To create a more secure and sustainable resource base for the Commission that will

allow SENEC to comply with its mandate of promoting social and economic

development and competitiveness of the south-east geopolitical zone;

2. To stabilize, increase and make more predictable over time the financing of SENEC’s

activities from traditional and non-traditional sources; and

3. To stimulate creative fund-raising, including collaboration with the business

community, academia and the general public.


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In order to secure stable, adequate and predictable funding for SENEC, the following external

and internal factors should be taken into consideration:

External Context

• Implementation of the National Economic Empowerment and Development Strategy

(NEEDS) is a major force in resource mobilization for all agencies and organizations

involved in economic development and poverty alleviation in Nigeria.

• Increase in the number of key stakeholders in the national development space,

including the New Partnership for Africa’s Development (NEPAD), international

agencies and institutions, civil society organizations, etc.

• In coming to grips with the complexity of global resource flows, SENEC must

optimize its role as a recognized leader in strategic and innovative approaches towards

achieving uniform social and economic development within the zone.

• In mobilizing voluntary resources for public private partnerships and development

projects, SENEC needs to find common ground with the state governments, identifying

areas where the development agenda of the zone intersects with the political agenda.

• In seeking funds for its activities, SENEC must compete with a growing number of

organizations, individuals and interests.

Internal Context

• Efficient implementation of its Strategic Plan and delivery of the Commission’s

mandate.

• Increasing confidence of its partners (e.g. State governments, etc) through

effective/efficient delivery of the SENEC’s programme of work and project execution.

• Demonstrated accountability and efficient use of available resources.

• Adoption of a results-based management approach in the Commission’s operations.


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• Delivery of clearly identified results and their contribution to the attainment of the

zones five State SEEDS and the Millennium Development Goals.

• Making SENEC deliverables, such as projects, research initiatives, training activities,

publications, campaigns, and others more visible, competitive and attractive to the

public around the country.

• Strategic, continuous dialogue with State governments, giving due recognition to them

for their contributions.

• Periodic reporting and information on the implementation of projects to all partners.

• Broad participation of the Executive Board in the planning and financing aspects of the

Commission.

• Active involvement of non-State partners, such as Ndigbo in Diaspora, local NGOs,

CBOs, PVOs, FBOs, foundations, financial institutions and the business community, in

the planning, implementation and financing of SENEC initiatives.

• Effective use of creative approaches and innovative resource mobilization techniques

with non-traditional partners.

Other Considerations in Funding

The activities of the Commission will be funded by two sources: (a) commitment transfers by

the governments of the five states in the zone: Abia, Anambra, Ebonyi, Enugu and Imo States,

and (b) voluntary contributions from intergovernmental and non-governmental organizations,

international donor �organizations, private and other sources.

The priority for the Commission will be to seek increased audience and contributions from the

State Governments. This will ensure that SENEC has the capacity to implement its programme

of work.

The actions that could be taken to mobilize funds are:


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• Organize strategic meetings and ensure continuous dialogue between SENEC and

Governments on the financing and implementation of activities;

• Encourage Governments to provide voluntary contributions in order to ensure that a

minimum of core activities are conducted without interruption and are not solely

dependent upon the project cycle; and

• Pursue other types of partner support, such as long-term earmarked contributions and

strategic in-kind contributions from Ndigbo (both at home and in Diaspora), for the

organization of meetings, special events, funding for research and database

management.

Whereas it is important to consider the advisability of seeking a stable appropriation for

SENEC from the State Government’s regular budget, it is important to note that that would

require an approval from the State Houses of Assembly.

5.9 THE NEED FOR SOUTH-EAST NIGERIA DEVELOPMENT FUND

(SENDEF)

In line with global best practice, there should be a South-East Nigeria Development Fund

(SENDEF). The SENDEF is an imperative element of short- and long-run strategy. Even

though the SENDEF would eventually become an investment facility as indicated by

SENEC’s organogram, it would meanwhile function as the tool to mobilize resources from

government and private sector stakeholders. The initial inflows will provide seed money for

fostering the establishment of SENEC. The existence of SENDEF will raise credibility and

legitimacy of the process and consequently leverage international development assistance

from partners. On the heels of the take-off of the Commission, the SENDEF will

metamorphose into a formidable fund basket dedicated to the strategic economic development

of the south-east geopolitical zone. On full maturity, the SENDEF will institutionalize

resource mobilization and management for SENEC’s programme implementation, on

sustainable basis.

Work Programme for the establishment of SENEC

SECTION SIX

WORK PROGRAMME FOR THE ESTABLISHMENT OF SENEC

The proposed SENEC will require extensive and intensive stakeholder consultations,

sensitization and enlightenment. The need to elicit buy-in and participation of public and

private sector organizations and individuals makes it imperative to have wide-ranging

awareness creation and promotional activities. Against this backdrop, the work programme for

the establishment of the Commission is proposed as follows (Table 1):


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Table 1: SENEC Work Programme TASK/ACTIVITY TIMELINE ACHIEVABLE MILESTONE REMARKS

Preparation of base document (Memo) November 15, 2007 Draft base document (Memo) describing

framework and operational model The Study Subcommittee was charged with preparing the base document

Circulation of the base document (Memo) through E‐mail locally and internationally

November 30, 2007 Feedback on draft base document (Memo) The respondents to the call for memoranda include organizations and individuals. The number is over 300.

Meeting of Interim SENEC Steering committee

January 10, 2008 Ratification of base document and setting agenda for implementation of work programme

The Interim Steering Committee would be modified to reflect buy‐ins from state governments

Conclave with Forum of South‐eastGovernors

January 1‐30, 2008 Acceptance‐in‐principle to participate in SENEC by all the governments of the South‐east

The SENEC base document Presentation shall be made in a setting with all the South‐east Governors

Meetings with Leadership of various State Houses of Assembly

February 2008 Buy‐in from State Houses of Assembly State Houses of Assembly are crucial because the SENEC will entail enabling laws to establish it

Mobilization of resources from stakeholders for sensitization, advocacy and enlightenment

February‐March 2008 Fund‐raising for facilitation activities State governments and private sector agencies will be required to contribute funds

Meetings with State Governors and their Executive Councils

February ‐March, 2008 To review implementation modalities in the Framework Document

The meetings will review facilitation funding and mechanisms

Preparation of draft bills for enactment into law by State Houses of Assembly

February‐May 2008 Documentation of Legal framework and draft bill

Special Policy Seminar under the Enugu Forum

April 2008 Sensitization and enlightenment on SENEC This will increase awareness among intellectuals and industrialists.

Consultation with the private sector and civil society organizations (home and diaspora)

January‐May 2008 Buy‐in from different stakeholders (home and diaspora)

This is important because of the need to sustain partnership between government, private sector and civil society. It will also sensitize Igbos in diaspora.


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TASK/ACTIVITY TIMELINE ACHIEVABLE MILESTONE REMARKS

Consultation with International Development Partners

February‐ May 2008 Buy‐in from international development partners

International Development Partners are very crucial to mobilizing international support and credibility

Stakeholders’ Summit on SENEC August 2008 Consideration of Framework Document and Draft Bill

Summit will concretize buy‐in from all stakeholders and set the machinery for implementation

Post‐Summit consultations and preparations for establishment of SENEC

September 2008 Launching of Final Steering Committee for the implementation of SENEC

This Committee will succeed the Interim Steering Committee

Preparation of Feasibility Report, Implementation Framework and Establishment Protocols

April ‐October 2008 Feasibility Report and Implementation Framework

The report will define clear structures, financing/budget and institutional protocols

Enactment of enabling legislation by state legislatures

September ‐November 2008

Enabling laws on state government’s participation in SENEC

Legislations by state legislatures will legitimize SENEC and empower state governments to make commitments

Mobilization of resources for the formation of SENEC

October – November 2008

Achievement of reasonable levels of resources for take off

Resources include financial, material and human aspects

Setting up the Structures of SENEC October – December 2008

Organizational structure formed and key officers appointed

SENEC will initially operate on a pilot basis in order to internalize learning

Annexes

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ANNEX 1: MEMBERS OF THE INTERIM STEEERING COMMITTEE

MEMBERS OF THE INTERIM STEERING COMMITTEE

S/N NAME DESGNATION ADDRESS PHONE/E MAIL 1. Engr. Sir Chris Okoye Chairman Chairman, Harvard Trust

Mortgage Bank, Enugu [email protected] 0803314448

2. Prof. Eric Eboh Coordinator Executive Director, AIAE, Enugu

[email protected] 08036660475

3. Prof. Ukwu I Ukwu Member 7 Igboeze St, Independence layout


4. Barr. Olisa Agbakoba Member NBA President olisa@agbakoba‐associates.com 08033040534

5. Prof. Okey Ibeanu Member Dept of Pol Science, University of Nigeria, Nsukka

[email protected], [email protected] 08033010594

6. Mr. Chinedum Nwoko

‘’ Canadian International Development Agency


7. Mr. Martin Ilo ‘’ Secretary to Enugu State Government , Enugu

[email protected]

8. Dr. Ifediora Amobi ‘’ Snr. Special Adviser to V.P. on National Dev. Matters

08055068268 [email protected].

9. Mr. Frank Amagwu ‘’ Reg. Director, FCMB 08033284372 [email protected]

10. Mr. Kevin Ejiofor ‘’ Fmr. Executive Director FRCN Enugu Broad Station

042 250327, 08052506849

11. Prof. Chinedu Nebo ‘’ VC, UNN [email protected] 08037154855

12. Mr. Young Okezie ‘’ 08033700493 [email protected]

13. Prof. Barth Nnaji ‘’ [email protected] [email protected]

14. Prof. Egwu Egwu ‘’ DVC, Ebonyi State University

08032896498

15. Prof. Jude Njoku ‘’ Fmr VC FUTO

16. Frank Nneji ‘’ ABC TRANSPORT

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17. Stan Ekeh ‘’ ZINOX

18. Mr. Olisa Jideonwo ‘’ Enugu Chamber of Commerce

19. Engr. Ajulu Uzodike ‘’ Anambra State Chamber of Commerce

20. Dr. Ifeanyi Okoye ‘’ President, S/E Manufacturers Association of Nigeria Branch Secretariat: 2A Chime Avenue, New Haven, P.O.Box 9536, Uwani, Enugu

21. Prince G. Akomas

‘’ Fmr President Umuahia Chamber of Commerce

[email protected], 08054352777

22. Engr. Fide Nwankwo ‘’ Plot 136, Adetokumbo Ademola Crescent, Wuse 2 Abuja

08033139375

23. Chief Pascal Dozie ‘’ DIAMOND Bank, Nigeria

24. Dr. Mike Omaliko ‘’ IFC, Nigeria [email protected] 08036440105, 01 2626455

26. Dr. John Otu

‘’ Fmr. Comm for Info Ebonyi State

08033291257

27. Dr. Kalu Idika Kalu 1B, REEVE ROAD, IKOYI LAGOS

[email protected], [email protected] 0033227663

28. Dr. Chu Okongwu 1 OBA ST, GRA ENUGU.

29. Engr. Success Ikebude

‘’ President, Osakwe Industrial Cluster Onitsha


30. Comrade Ken Anyanwu

‘’ President, Leather/Allied Industries, Aba


31. Mrs. Oluchi Ibiam ‘’ President, Association of Women Entrepreneurs, Ebonyi State

[email protected] 08035612257, 08054002518

33. Prof. Okwudiba Nnoli ‘’ 11 Road 59, Trans Ekulu, Enugu

[email protected]

34. Chief Okey Ikoro ‘’ President, Owerri Chamber of Commerce

08037880314

35. Nduka Ozo ‘’ Rep Ebonyi Chamber of Commerce

08035854431

36. Dave Nwachukwu “ [email protected] 08033352003

37. Chief Louretta Aniagolu

“

38. Prof. Ben Ob umselu “ 08037992584, 08052680551

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ANNEX 2: MINUTES OF THE INAUGURAL MEETING OF THE INTERIM COMMITTEE

MINUTES OF THE INAUGURAL MEETING OF INTERIM COMMITTEE FOR THE FORMATION OF SOUTH EAST ECONOMIC COMMISSION (SEEC) HELD AT AFRICAN INSTITUTE FOR APPLIED ECONOMICS, ENUGU ON 15TH JANUARY 2007

1.0 Attendance

• Prof. E.C. Eboh - Coordinator • Engr. (Sir) Chris Okoye - Chairman • Prof. A.W Obi - Principal Resource Person • Mr. Amaechi Chukwu - Secretary • Mrs Beatrice Ndibe - Co-Secretary • Mr. Oluchi N. Ibiam - Member • Dr. J.O Alimba - Member • Mr. Frank Amagwu - Facilitator • Mr. Martin Ilo - Facilitator • Prof. Ukwu I Ukwu - Principal Resource Person • Mr. Young Okezie - Member • Mrs. F.N Onuigbo - Member • Engr. Success Ikebude - Member • Mrs. Eronwanne Ahize - Member • Mr. Emeka Okereke (for Rob Anwatu) - Member • Mr. Joe C. Amadi (for Kelvin Ejiofor) - Member • Mr. Gerald Udeh - FRCN Reporter • Ms. Kobi Ikpo - Desk Officer • Mr. Ken U. Anyanwu - Member

1.1 Apologies

- Mr. Emma Okonma – Manufacturers Association, Owerri (Member) - Mrs. G.N. Okeke – Perm. Sec., Econ. Planning and Monitoring, Awka (Member) - Ifediora Amobi – Skoup and Companies, Enugu (Facilitator)

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2.0 Opening:

The meeting opened with a prayer from Mr Amaechi Chukwu at exactly 3.10pm.

3.0 Opening Remarks by Convener:

The Convener, who is also the Executive Director of African Institute for Applied Economics,

Professor Eric Eboh, welcomed members to the meeting. He thanked members for responding

positively to the invitation. He remarked that the meeting was in direct response to the

recommendations made at the stakeholders forum on “Industrial Clusters” held in September,

2006 at Enugu.

He said that the Forum on Industrial Clusters in South-eastern Nigeria addressed problems and

needs of the industrial clusters in Aba, Nnewi, Enugu, Onitsha, etc. in the South East. In order

to tackle the problems and address the developmental needs of the south-east in a holistic and

systematic manner, the formation of a south-east economic commission was muted. It was

suggested that the commission should be structured as a regional body to coordinate and

promote economic planning, industrial development and investment promotion in the south-

east part of the country. It was also agreed that there should be a Committee to foster the

formation of a south-east economic commission. The Committee would include

representatives from governments, Civil Society Organisations, Public and Private Sectors.

He ended his remarks by inviting the Chairman of the committee, Engr. (Sir) Chris Okoye for

his comments.

4.0 Remarks by Committee Chair:

Engr. Okoye thanked Prof. Eboh for the honour done to the committee members by choosing

them to drive the initiative as well as be part of the effort to put the South East on the part of

sustainable growth and development. He said that sustainability of development is critical to

the South East especially in the light of diminishing resources. He said that it is unfortunate

that when we consider the economy of Nigeria in general and South East in particular, one

apparent discovery is that the South East has not performed well especially since 1999 to date;

and that it’s about time we pose questions to ourselves about the reasons for our failure. It was

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his view that the South East has not faired well when compared with other parts of the country

especially the South West where its investment company is doing a lot of work. He blamed the

appalling state of development in the South East on the poor quality of leadership in the zone

and called the attention of the committee members to issues bothering on relationship between

political governance and economic development. He expressed the view that there is a

correlation between the political structure of any society and the way the economy runs and

added that if the political structures are put on the right path then we can talk of sustainability

of the economic systems. He concluded by raising some fundamental questions:

How can we begin once more to recreate the economy of the South East in the light of

the hopelessness being experienced in the region?

How do we bring the people and government in the South East together to work for

economic growth and sustainability since it seems difficult for them to work together?

If we are able to put together a frame work (both legal/ institutional), how do we get

the political leaders to buy into it?

He further stated that one can appreciate the need for a platform, where the different state

governments of South East could come together to talk about issues that hamper the economic

growth of the Zone, as it seems impossible for any State government to start discussion on any

economic initiative bothering the zone alone. He further stated that the Zone has suffered from

lack of planning and statistics- hence the need to bring together the states with similar

background to create a platform through which they can plan more professionally and be able

to create investment outlets that can compete favourably, both locally and in the global market

place.

The Commission, if constituted would be responsible for planning (both short and long term),

human capital development, as well as have the capacity to create world-class companies that

will participate in lumpy projects within the zone.

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He thanked the Institute for initiating the idea and stated that it requires a lot of perseverance,

dedication and research work, to be able to figure out how this can be done, and indicated that

his committee would try its utmost best.

5.0 Comments by Members

Prof. Ukwu thanked the Chairman and AIAE and affirmed that it’s a good idea. He also

agreed that there is a lot of structural imbalance in the way things are done in the zone. He

stated that the purpose of zoning is to bring together people with common interest, who are

brought together by ethnicity. He added that the idea of providing a framework for

development at the local level, can only work if the regional states are united and focused. He

decried the problems in the Ohaneze Ndi Igbo and their inability to promote development in

the South East.

He noted that the primary role of the Committee should be to ensure that all that is required for

SENEC to be put in place is examined. He further suggested some Commissions we could

copy from, e.g. ECC, ECOWAS and other regional commissions. He suggested the

Commission’s assignment as follows:

- thinking out ways of making sure that the Commission becomes a reality;

- contributing to capacity building; and

- contributing to management.

He therefore, added that the Committee could start by developing skeletal programme and

thereafter develop it as well as identify the key stakeholders in the process.

Mr. Martin Ilo in his own comment concurred with what Prof. Ukwu said while also noting

that the idea was long overdue as he was pleased to be part of it. However, looking at the trend

of things in the country and different reforms going on; he queried whether the people of the

South East are in the right frame of mind to make good use of the opportunities for economic

growth in the zone. He gave examples of the capital market, insurance companies,

consolidation, import and export etc.

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Nonetheless, he stated that we should define what the commission should do and probably

involve a wider group. He further reminded us of a lot of challenges we are going to face,

some of which are diversity of different people we are going to bring together; the different

states with different government linked up to them.

Joe C. Amadi representing the Executive Director of FRCN appreciated the idea and

suggested that the Commission should be involved in enlightenment campaign on the need for

joint businesses/wider business collaboration in the Zone to enable them compete favourably

in the economic development of the country and in the globalizing world. In addition, the

Committee should be aware that government may be suspicious about the idea of SENEC with

regards to the objectives of setting up the commission, especially when the initiators are purely

private sector individuals. He commended the timeliness of the idea, and prayed for the

successful growth of the Commission.

Engr. Ikebude suggested that the Committee should be able to identify a strategy of getting

industrial clusters together to form a super cluster that would be able to handle bigger business

investment.

6.0 TOR, Roles and Responsibilities

In summary, it was resolved that the draft Terms of Reference (TOR) be looked at and input

made for the committee to have a guiding rule or streamlined TOR for its assignment.

7.0 Formation of Sub-committee

Based on the above resolution, the committee agreed further to have three sub-committees

which are:

• Study Group/Sub-Committee;

• Sensitisation and Publicity Sub-Committee; and

• Consultation Sub-Committee (some Igbos in diaspora)

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7.1 Study Sub-Committee

Members of the Study Group include:

Prof. E.C. Eboh - Leader

Prof. Ukwu I. Ukwu - Coordinator

Amaechi Chukwu - Member

Ero Ahize - Member

Prof. A.W. Obi - Member

Mr. Martin Ilo - Member

Mr. Young Okezie - Member

Prof. Okey Ibeanu - Member

Dr. Chinedu Nwoko - Member

Engr. (Sir) Chris Okoye - Member

Dr. Okey Alimba - Member

Dr. Ifediora Amobi - Member

Roles and functions

1. Review and examine existing knowledge and information on workings and performance

of past and present regional economic commissions in Nigeria, Africa and across the

world;

2. Examine experiences with regional economic commissions and the lessons for the


3. Identify the possible vision, mission, purpose and objectives of the proposed

commission;

4. Identify the possible structure, character and ownership of the proposed commission;

5. Identify the political, social, legal and institutional infrastructure and bases for the

proposed commission; and

6. Recommend appropriate models for the south-east economic commission that will assure

functionality, impact, stability and sustainability.

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7.2 Sensitisation and Publicity Sub-Committee

Members of Sensitisation and Publicity Sub-Committee are:

Kelvin Ejiofor – Coordinator Frank Amagwu - Member Martin Ilo - Member Kobi Ikpo - Member Engr. Ikebude - Member Comrade Ken Anyanwu - Member Mrs. Oluchi Ibiam - Member

Roles and functions

1. Carry out awareness creation on the need for the formation of south-east economic

commission;

2. Conduct publicity on the activities of the committee and the need for the

commission; and

3. Undertake activities to sensitize stakeholders in government, private sector and

civil society on the rationale and value of the proposed commission.

7.3 Consultation Sub-Committee

Consultation Sub-Committee members include:

Engr. (Sir) Chris Okoye - Coordinator Mrs. Oluchi Ibiam - Member Martin Ilo - Member Mr. Emma Okonma - Member Mrs. G.N. Okeke - Member

Roles and responsibilities

1. Engage in discussions with governments of the south-east on the need for the


2. Embark on talks with key private sector organizations and civil society groups on

the need to support the formation of the south-east economic commission; and

3. Network with Ndigbos at home and in diaspora for the formation of the south-east

economic commission.

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It was remarked that the roles, functions and members of the subcommittees could be modified

in the future as the work of the Committee progresses.

The house agreed that the Study sub-committee should submit its progress report, 4 weeks

from the day of the inaugural meeting. The final report would be submitted 2 weeks after the

submission of progress report.

Other decisions include that the other sub-committees should be working in-house until we

receive the report of the study sub-committee. Nonetheless, every committee should submit its

progress report during the next meeting tentatively holding in mid February, 2007.

8.0 Webpage for the Commission

It was agreed during the inaugural meeting that a webpage be developed for the activities of

the Committee. AIAE in its kind gesture promised to devote a webpage on the Institute’s

website for the activities of the Commission.

9.0 A.O.B

a. Engr. (Sir) Okoye suggested that a summary of the request for memoranda be

developed by the Study Sub-committee as soon as possible. That, he thought would

facilitate its work as well as elicit immediate contacts. The call for memoranda should

be uploaded on the Commission webpage.

b. If any member has any key contacts that he/she feels would be useful to the study sub-

committee, such information would be most welcomed.

c. The Convener reminded the house that Mr. Amaechi Chukwu and Beatrice Ndibe are

secretaries of the Committee. They are in-charge of information flows and general

secretarial work. Similarly, for logistics and operational issues, members should

contact Kobi Ikpo.

10.0 Closing Remark:

The Chairman, in his closing remarks, admitted that the session had been successful. He

further implored the members to keep it up.

11.0 Closing Prayer:

Eronwanne Ahize said the closing prayer and the meeting came to a close at 5.30pm.

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ANNEX 3: UPDATED LIST OF MEMBERS OF SUB‐COMMITTEES

Study Sub-Committee 1. Prof. Ukwu I. Ukwu Coordinator 2. Prof. Eric Eboh Member 3. Engr. (Sir) Chris Okoye Member 4. Dr. Ifediora Amobi Member 5. Prof. Okey Ibeanu Member 6. Mr. Martin Ilo Member 7. Mr. Dave Nwachukwu Member 8. Mr. Oliver .C. Ujah Member

Sensitization and Publicity Sub-Committee

1. Kelvin Ejiofor Coordinator 2. Frank Amagwu Member 3. Kobi Ikpo Member 4. Dr. John Otu Member 5. Dr. Chukwumeka Nzewi Member

Consultation Sub-Committee 1. Engr. (Sir) Chris Okoye Coordinator 2. Prof. Eric Eboh Member 3. Prof. Ukwu I. Ukwu Member 4. Prof. Barth Nnaji Member 5. Chief Pascal Dozie Member 6. Martin Ilo Member 7. Chief Lorretta Aniagolu Member 8. Mr. Olisa Jideonwo Member 9. Dr.Ifeanyi Okoye Member

10. Mr. Dave Nwachukwu Member

Legal and Institutional Framework Subcommittee

1. Olisa Agbakoba, SAN. - Coordinator 2. Prof. Dennis Ewelukwa - Member

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ANNEX 4: SAMPLE LETTER CALLING FOR MEMORANDUM

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ANNEX 5 – TARGET LIST OF RESPONDENTS ON THE CALL FOR MEMORANDUM

Name 2Address 1 Anya O. Anya 19A Fola Osibo Street Off Adebayo Doherty Street Lekki Phase 1, Lagos2 B.O.N. Okafor Research Department Central Bank of Nigeria PMB 0187 Garki Abuja3 Barr. Olisa Agbakoba President, Nigerian Bar Association4 Bertram S.C. Egwuatu United Nations Development Programme UN HOUSE, Plot 617/618

Diplomatic Zone Central Area District, 2851 Garki Abuja

5 Boniface Mgbebu Executive Secretary/Permanent Secretary State Planning Commission Government House, Abakaliki, Ebonyi State

6 C.N.O. Mordi Research Department Central Bank of Nigeria PMB 0187, Garki, Abuja7 Chief (Sir) Kevin U. Obieri, Chief Executive Officer, Ich‐Dien Group 37 Ozomagala Street,

Odoakpu P.O. Box 14958, Onitsha

8 Chief Azubuine Oliver James Director Planning Research & Statistics Ministry of Health P.O.Box 33, Ubakala Post Office, Umuahia

9 Chief Pascal Dozie Chairman, Diamond Bank Plc Plot 1261, Adeola Hopewell Street

Victoria Island, Lagos

10 Chris E. Onyemenam Chief Economic Strategist, Zenith Heights Plot 87, Ajose Adeogun Street,

P.O. Box 75315, Victoria Island, Lagos

11 Christian C. Udechukwu [email protected] David O. Nwachukwu MEZZANINE CONSULTING ASSOCIATES LTD 8th floor, (NESG SUITES), Icon

House, Idejo St. Victoria Island.

P.O.Box 8577, Marina GPO Lagos.

13 Director State Planning & Economic Development Commission Okigwe Rd. Secretariat, P M B 1530, Owerri

Imo State

14 Director/CEO Science Equipment Development (SEDI) Akwuke, Enugu 15 Dr. (Mrs.) Kate Okparaeke President, Institute of Chartered Accountants of Nigeria Lagos16 Dr. (Mrs.) Ndi Okereke

Onyuike Director General, Nigerian Stock Exchange STOCK EXCHANGE HOUSE,

2/4 Customs Street, P.O. Box 2457

Lagos

2 Note that status and addresses of individuals may have changed since the list was compiled.

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17 Dr. Anozie A Ozumba General Date Engineering Services Nig Ltd 18b Osun Road, Kongi Bodija P.O. Box 29460, Secretariate, Ibadan

18 Dr. Benjamin Okpukpara Centre for Entreprenuership and Development Research University of Nigeria Nsukka19 Dr. Chidozie Emenuga Special Adviser to the Governor (Policy) Central Bank of Nigeria PMB 1087, Garki, Abuja20 Dr. Chinyelu F. Ojukwu Special Adviser/Co‐ordinator on NEPAD/SEEDS Government House21 Dr. Chuma Ezedinma International Institute of Tropical Agriculture IITA High Rainfall Station,

Onne P.M.B. 008, Nchia‐Eleme, Port Harcourt, River State

22 Dr. F.A. Aniokoye Director Biletaral Economic Co‐operation Division

Ministry of Foreign Affairs, Maputo Street, Zone 3, Wuse Abuja

23 Dr. I.I. Nnadi former Director. CEO, Science Equipment Development Institute (SEDI)

Akwuke Enugu

24 Dr. Ifeanyi Okoye Chairman, Juhel Industries Ltd, 35 Nkwubor Street, P.O.Box 1549, Emene Enugu

25 Dr. Ifeanyi Okoye 4, Isu‐Oba Close Trans Ekulu P.O.Box 1544 GPO26 Dr. Ike Abugu Group Managing Director The Skyward Group 191, Ikorodu Rd, Palm

Groove, P.O. Box 372, Ikeja, Lagos

27 Dr. J.U.J. Onwumere [email protected] Dr. Jacyee Aniagolu 1st Floor, 55 Chime Avenue New Haven Enugu29 Dr. Kalu Idika Kalu Chairman, BGL Limited, Oria Island Plot 1061,

Abagbon Close (off Ologun Agbaje St)

P.O.Box 74122, Victoria Island, Lagos

30 Dr. Kalu Idika Kalu 1 Reeve Road Ikoyi Lagos31 Dr. Kasirim Nwuke Chief of Section, Economic Commission for Africa M.D.G's, Poverty Analysis &

Monitoring Section P.O.Box 3005, Addis Ababa Ethiopia

32 Dr. Lawrence Osa‐ Afiana MD/CEO Bank Of Industry

33 Dr. Leslye Obiora [email protected] Dr. Mrs Ngozi Okonjo Iweala Distinguished Fellow Brookings Institute United States of America35 Dr. Ngozi M. Nwakeze Department of Economics University of Lagos Akoka, Lagos36 Dr. Osita Ogbu Former Economic Adviser/CEO National Planning

Commission

Abuja

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37 Dr. Peter O. Mbam General Manager Ebonyi State Community Based Poverty Reduction Agency (EB‐CPRA)

Office of the Executive Governor, P.M.B. 5016, Awka

38 Dr. Sam Amadi, Director, Centre for Public Policy & Research, 10 Awoniyi Elemo Street, Off Osolo Way,

Ajao Estate, Lagos

39 Dr. Stella Okoli Emzor Pharmaceutical Industries Limited Plot 3c, Block A, Aswani Market Road, Isolo,

P.O. Box 1575, Oshodi,Lagos

40 Dr. Uche Aniagolu 1st Floor, 55 Chime Avenue New Haven Enugu41 Engr. Prof. A.P. Onwualu Director, Engineering Infrastructure National Agency for Science

& Engineering Infrastructure NASENI Headquarters, Idu Industrial Area, P.M.B. 391, Garki, Abuja

42 Executive Director Enugu Chamber of Commerce Industry, Mines & Agriculture

Trade Fair Complex, Abakaliki Road,

P.O.Box 734, Enugu

43 Executive Director Aba Chamber of Commerce and Industry 3 Umuimo Road, off 142 Aba/Owerri Road, Umuocham,

P O Box 1596 Aba, Abia State

44 Executive Director Onitsha Chamber of Commerce, Industry, Mines and Agriculture

Achike House, 38 Oguta Road Owerri, Imo State

45 Executive Director Owerri Chamber of Commerce and Industry OCCIMA Secretariat, 123 Okigwe Road

Owerri, Imo State

46 Executive Director Umuahia Chamber of Commerce, 30, Okigwe Road, Umuahia, Abia State47 Executive Director National Association of Small Scale Industrialist 30 Ziks Avenue, Uwani Enugu48 Executive Director Economic Empowerment and Development Initiative 136 Agbani Road Enugu‐South LGA, Enugu

State 49 Executive Director Women Action Research Organisation 38A Umuezebi Street, P. O.

Box 15672 New Haven, Enugu

50 Executive Director Environmental Research and Development Organisation 9 Mbanefoh Street New Haven, Enugu51 Executive Director Women AID Collective 9 Umuezebi Street, P. O. Box

2718 New Haven, Enugu

52 Executive Director Global Health and Awareness Research Foundation S/34 Chief Edward Nnaji Park, P. O. Box 386

New Haven, Enugu

53 Executive Director Catholic Institute for Development, Justice And Peace 3 Ikwuato Street P. O. Box 302, Uwani, Enugu

54 Executive Director Greenlife Foundation B6 C.T.C. Plaza, 8 Presidential Avenue

P. O. Box 3322, Independence Layout, Enugu

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55 Executive Director Raw Materials Research and Development Council 16 Nachi Street,Off Basila Road

P.M.B 01606, Enugu

56 Executive Director Association for Rural Development 22 Second Avenue, P.O. Box 2173

Trans Ekulu, Enugu

57 Executive Director Economic and Social Empowerment of Rural Communities

140 Owerri Road P. O. Box 763, Okigwe, Imo State

58 Executive Director Business Improvement Group Multi Purpose Cooperative Society

c/o Ken Morre Co. 4 New Market Lane, Owerri, Imo State

59 Executive Director Imo Self Help Organisation Project Plot 99b Ikenegbu Extension P. M. B. 1058, Owerri, Imo State

60 Executive Director Grassroots Resources Development Initiative 124A Okigwe Road P. O. Box 2022, Owerri, Imo State

61 Executive Director Grassroots Development Network 38 Okigwe Road Owerri, Imo State62 Frank Nweke (Jnr.) Minister of Information and Communication Radio House, Area 10, Garki Abuja63 Head of Department Department of Economics, Enugu State University of

Science and Technology Agbani Enugu

64 Head of Department Department of Economics, Micheal Okpara University of Agriculture,

Umudike, Abia State

65 Head of Department Department of Economics, Abia State University, Uturu Abia State66 Head of Department Department of Economics, Madona University, Umunya Anambra State67 Head of Department Department of Economics, Federal University of

Technology, Owerri Imo State

68 Head of Department Department of Economics, Imo State University, Owerri Imo State69 Head of Department Department of Economics, Imo State University Owerri Imo State70 Head of Department Department of Economics, Anambra State University of

Science & Technology, Uli Anambra State

71 Head of Department Department of Economics, Caritas University, Emene Enugu72 Head of Department Department of Economics, Ebonyi State University, Abakaliki Ebonyi State73 Head of Department Department of Economics University of Nigeria, Nsukka Enugu State74 Hon. Chief Joseph C. Ogwo Special Adviser to the Governor, (Economic Affairs) Office of the Executive

Governor Abia State Government House, Umuahia

75 Levi Anyikwa Chief Press Officer Small & Medium Enterprises Development Agency of Nigeria

Plot 684, Port Harcourt Cresent, Area 11, Garki, PMB 5165, Wuse, Abuja

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76 Mazi Ben C. Akpa Honourable Commissioner, Ministry of Commerce, Industry & Mineral Development

P.M.B. 32, Abakaliki, Ebonyi State

77 Mazi Ohauabunwa Neithmeth International Pharmaceuticals Plc 1, Henry Carr Street P.M.B 21111, Ikeja. Lagos78 Mr. Stan Ezeh Chief Executive Officer Zinox Technologies Limited, 13A Idowu Martins Street,

off AdeolaOdeku Street 79 Mrs. Nkechi S. Onumajulu Permanent Secretary Imo State Planning &

Economic Development Commission

Office of the Governor, P.M.B. 1530, Owerri, Imo State

80 N.E. Egbuna Research Department Central Bank of Nigeria PMB 0187, Garki, Abuja81 Nnamdi Amu‐Nnadi Munnad Interfirm Consultants Opp. College Gate P.O.Box 198 Akwanga.

Nasarawa 82 Oby Nwankwo Executive Director Civil Resource Development

& Documentation Centre Nigeria

Fourth Dimension Complex, 16 Fifth Avenue, Enugu

83 Okey Oti Chief Economist to Senate President National Assembly Complex Three Arms Zone PMB 141, Garki Abuja

84 Peter Nwaoba Office of the Governors Central Bank Of Nigeria PMB 0187, Garki, Abuja85 President Manufacturers Association of Nigeria, IMO/ABIA Branch 19A Wetheral Road, P O. Box

973, Owerri, Imo State

86 President Manufacturers Association of Nigeria, Anambra/Enugu Branch

24 Chime Avenue, New Haven,

Enugu

87 President Manufacturers Association of Nigeria, Anambra/Enugu/Ebonyi States Branch,

2a Chime Avenue, New Haven

Enugu

88 Prince George Akomas G. Akomas & Partners (GAP) Investment Company Ltd, 30 Azikiwe Road, Umuahia Abia State89 Prof. Barth Nnaji Chairman, Geometric Power Ltd, 8 Mary Slessor Street Off

Udo Udoma Street, Off Yakubu Gowon Crescent, Asokoro, Abuja

90 Prof. Ben Obumselu Former Dean, College of Human & Sciences, Imo State University, Okigwe

91 Prof. C.I. Anunso Dean, Post graduate School. Federal University of Technology

Owerri, Imo State

92 Prof. Chibuike Uche Department of Banking & Finance University of Nigeria Enugu Campus93 Prof. Chinedu Nebo Vice Chancellor University of Nigeria, Nsukka Enugu State94 Prof. Chinedum Nwajiuba, Department of Agric Economics, Imo State University, Owerri Imo State95 Prof. Chinyere Stella Okunna Anambra State Commissioner for Information Govt House, Awka Anambra State96 Prof. Chukwuma C. Soludo Governor, Central Bank of Nigeria Abuja

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97 Prof. Cletus Chike Agu Department of Economics University of Nigeria Nsukka98 Prof. Dora Akunyili Director General, National Agency for Food and Drug

Administration and Control Plot 2032 Olusegun Obasanjo Way, Wuse Zone 7

Abuja

99 Prof. E.U.L. Imaga Dean, Faculty of Business Administration University of Nigeria, Enugu Campus

Enugu

100 Prof. Egwu U. Egwu (Representative South East Geo‐Political Zone) Universal Basic Education Commission (UBEC)

Wuse Zone 4, Abuja

101 Prof. Egwu U. Egwu Dean Faculty of Management & Social Sciences Ebonyi State University, Abakaliki

Ebonyi State

102 Prof. Green O. Nwankwo [email protected] Prof. Julius O. Onah African Marketing Development Foundation 38 Umuezebi Street, New

Haven Enugu

104 Prof. Okey Ibeanu MACARTHUR 2, Onotario Cresent, Off Mississippi Street, Maitama A6, P.O. Box 4023, Garki, Abuja

105 Prof. Okwudiba Nnoli Pan African Centre for Research on Peace and Conflict Resolution

11 Road 59, Phase 6, Trans Ekulu, P. O. Box 2387

Enugu

106 Prof. Pat Utomi Director, Lagos Business School107 Special Adviser to Governor, Economic Economic Planning & Development, Awka Anambra State108 Special Adviser to Governor, Economic Matters, Government House Enugu Enugu State109 Special Adviser to Governor, Economic Matters, Government House Umuahia Abia State110 Special Adviser to Governor, Economic Matters, Government House Abakaliki Ebonyi State111 Special Adviser to Governor, Economic Matters, Government House Owerri Imo State114 Uche Ugwu Civil Society Liaison Officer The Presidency, Nigeria

Extractive Industry Transparency Initiative (NEITI) Secretariat

State House Abuja

115 Uzoma Akuchie Accenture Chartered Bank Bldg, 4th floor Plot 1712,

Idejo St, PMB 80085, Victoria Island, Lagos

116 Christian Onuorah Leader The Council of Igbo Communities UK

117 Nwosu Chinedu Nwosu Secretary Ohanaeze Ndigbo UK Chapter118 Chief Chris Asoluka President AKA IKENGA119 Chief Chris Ezeh Chairman Fidelity Bank Plc

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120 Dr Dozie Ikedife President General Ohanaeze Ndigbo121 Prof Ben Obumselu c/o Engr (Sir) Chris O. Okoye122 Prof Elochukwu Amucheazi Dept of Political Science University of Nigeria, Nsukka123 Elder Uma Eleazu 13a Kayode Abraham Street Victory Island124 Igwe Mazi President World Igbo Congress125 Rear Admiral Ndubuisi Kanu

(rtd) c/o Engr (Sir) Chris O. Okoye

126 Prof Madu Ewa. c/o Engr (Sir) Chris O. Okoye127 Chief Raymond Obieri 2 T.Y Danjuma Street Off Ligali Ayorinde Street,

Victoria Island Lagos

128 Chief (Hon) Agunwa Anaekwe Plot 3236 Mississippi Street Maitama Abuja129 Eric Nwankwo Bachto Pelstrasse 5 Code 8106 Adlikon Switzerland130 President, World Igbo

Congress Austin Texas

131 Prof. Ben. O. Nwabueze 3/5 Ebutta Metta Lagos132 Chief S.O. Achara c/o Engr (Sir) Chris O. Okoye133 Hon Justice E.C. Ubaezonu 6 Orofia Street Independence Layout Enugu134 Barr. A. N. Anyamene 36 Nza Street Independence Layout Enugu135 Barr. Nnia Nwodo 59 Owerri Ezekula Street Independence Layout Enugu136 Barr. N. O. Izuako 10 Nsugbe Street Independence Layout Enugu137 Engr Ralph Ndigwe 3B Nimo Street New Haven Enugu138 Justice Emmanual Araka 7 Onitsha Street Independence Layout Enugu139 Barr. Mike Ahamba Owerri140 Dr. Chu Okogwu c/o Engr (Sir) Chris O. Okoye141 Hon. Justice Anthony

Aniagolu c/o Engr (Sir) Chris O. Okoye

142 Chief Lorinta Aniagolu c/o Engr (Sir) Chris O. Okoye143 Sen. Mike Ajaegbo c/o Ndigbo Lagos144 Mazi Sam Ohabunwa c/o Ndigbo Lagos145 Prof Pita Ejiofor Udoka Estate, Awka146 HRH Dr. Agom Eze Chairman Traditional Rulers Council Ebonyi State147 Chief Martin Elechi PDP Governorship Candidate Ebonyi State148 The President Biafra Foundation149 Hon. Justice Nnaemeka Agu c/o Engr (Sir) Chris O. Okoye

Annexes

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150 Mrs Ernest Ebi Nigeria Stock Exchange151 Mr. Ernest Ebi Deputy Governor Central Bank of Nigeria (CBN) Abuja152 Chairman National Union of Teachers Anambra State Chapter Awka Anambra State153 Chairman National Union of Teachers Ebonyi State Chapter Abakaliki Ebonyi State154 Chairman National Union of Teachers Imo State Chapter Owerri Imo State155 Chairman National Union of Teachers Enugu State Chapter Ogui Road Enugu State156 Chairman National Union of Teachers Abia State Chapter Umuahia Abia State157 Chief Pascal Dozie Chairman, MTN Lagos158 Chairman Nigeria Bar. Association (NBA), Anambra State Chapter Awka Anambra State159 Chairman Nigeria Bar. Association (NBA), Imo State Chapter Owerri Imo State160 Chairman Nigeria Bar. Association (NBA), Abia State Chapter Umuahia Abia State161 Chairman Nigeria Bar. Association (NBA), Ebonyi State Chapter Abakaliki Ebonyi State162 Chairman Nigeria Bar. Association (NBA), Enugu State Chapter. Enugu Enugu State163 State Chairman Nigeria Labour Congress, Enugu State164 State Chairman Nigeria Labour Congress, Ebonyi State165 State Chairman Nigeria Labour Congress, Anambra State166 State Chairman Nigeria Labour Congress, Imo State167 State Chairman Nigeria Labour Congress, Abia State168 President Nigeria Medical Association (NMA), Anambra State

Chapter 169 President Nigeria Medical Association (NMA), Enugu State Chapter 170 President Nigeria Medical Association (NMA), Imo State Chapter 171 President Nigeria Medical Association (NMA), Ebonyi State Chapter 172 President Nigeria Medical Association (NMA), Abia State Chapter 173 Chairman Nigeria Society of Engineers, Anambra State174 Chairman Nigeria Society of Engineers, Imo State175 Chairman Nigeria Society of Engineers, Enugu State176 Chairman Nigeria Society of Engineers, Abia State177 Chairman Nigeria Society of Engineers, Ebonyi State178 Chief Austin Edeze Ebonyi State Education Board, Abakaliki179 Prof Paul Modum Dept. of Mass Communication UNN180 Chief K. U. Kalu Skoup & Co. Independence Layout, Enugu

Annexes

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181 Ochendo S. N. Okeke Chairman Police Service Commission Abuja182 Chairman C.L.O. Enugu State183 Chairman C.L.O Ebonyi State184 Chairman C.L.O. Anambra State185 Chairman C.L.O., Imo State186 Chairman C.L.O., Abia State187 The Vice Chancellor University of Nigeria Nsukka188 The Deputy Vice Chancellor University of Nigeria, Enugu Campus Enugu189 The Vice Chancellor Enugu State University of Science and Tech (ESUT) Agbani190 The Deputy Vice Chancellor Enugu State University of Science and Tech (ESUT) Agbani191 The Vice Chancellor Ebonyi State University Abakaliki192 The Deputy Vice Chancellor Ebonyi State University Abakaliki193 The Vice Chancellor UNIZIK Awka194 The Deputy Vice Chancellor UNIZIK Awka195 The Vice Chancellor Anambra State University of Science And Tech. Awka Anambra State196 The Deputy Vice Chancellor Anambra State University of Science And Tech. Awka Anambra State197 The Vice Chancellor Abia State University Uturu Abia State198 The Deputy Vice Chancellor Abia State University Uturu Abia State199 The Vice Chancellor Imo State University Owerri Imo State200 The Deputy Vice Chancellor Imo State University Owerri Imo State201 The Vice Chancellor Federal University of Technology Owerri Imo State202 The Deputy Vice Chancellor Federal University of Technology Owerri Imo State203 The Vice Chancellor Madonna University Okija Anambra State204 The Deputy Vice Chancellor Madonna University Okija Anambra State205 The Rector Akanu Ibam Fed. Polytechnic Afikpo Ebonyi State206 The Rector Institute of Management and Technology Enugu207 The Rector Enugu State College of Education (Technical) Abakaliki Road Enugu208 The Rector Our Saviour Institute of Science and Tech. (OSISATECH) Enugu209 The Rector Ebonyi State College of Education Ikwo Ebonyi State210 Chief Nduka Eya 1 Ezillo Ave. Ind. Layout, Enugu.211 Barr. Enechi Onyia 127 Zik Ave, Uwani, Enugu212 Prof. Anya O. Anya 147b Younis Bashorun St. Victoria Island, Lagos213 Chief Mbazulike Amechi 9 Old Cementary Rd. Onitsha Anambra State214 Prince (Hon) Gilbert Nnaji c/o Engr (Sir) Chris O. Okoye

Annexes

87

215 Chief Onyioha Nwanjoku 1b Hospital Ave, GRA Enugu216 Gen Ike Nwachukwu (Rtd) 47 Bishop Oluwole St. Victoria Island Lagos217 Chief Innocent Chima 12 West Rd. One T/E Enugu218 Sir Onyeso Nwachukwu 3 Station Avenue GRA, Enugu219 Chief Emmanuel Iwuanyanwu Owerri220 Chief HCB Ogboko 17 Ogui Rd.Enugu221 Chief Elder Anyim Ude 8 Pioneer Layout, Off Ezza Road Abakaliki222 Elder Nweke Anyigor E/12 Ezza Road North Extension Abakaliki223 Dr. Mang Obasi 24/26 Anidiwe Str. Uwani, Enugu224 Chief Bob Ogbuagu 53b Christ Church, Rd. Owerri225 226 Chief (Dr) Arthur Nwankwo Fourth Dimension Publisher New Haven227 Hon Silas Ilo 3 Awka Crescent, Ind. Layout Enugu228 Owelle Rochas Okorocha Rochas Foundation H/Q, Owerri229 Mrs Maria Okwor 37 Isi Uzo Str. Ind. Layout, Enugu230 Dr Tim Menakaya plot 440 Kumazi Wuse Abuja231 Chief Edwin Ume Ezeoke c/o Engr (Sir) Chris O. Okoye232 Dr Anagha Ezikpe c/o Engr (Sir) Chris O. Okoye233 Nze J. D. Maduako 22 Zik Ave, Aba, Abia State234 Chief Emmanuel Adiele 127 Douglas Road, Owerri235 Dr Nkemka Jombo‐Ofo c/o Engr (Sir) Chris O. Okoye236 Chief Sam Anyamele c/o Engr (Sir) Chris O. Okoye237 Dr Joe Nwaorgu c/o Engr (Sir) Chris O. Okoye238 Chief Clement Maduako 12 Umuahia St. Abia239 Nze Herbert Chikwe 32 Mbari St. Ikenegbu Layout, Owerri240 Chief R.O. Onyenobi 43 Onwukagba St. Owerri241 Bar. S. C. Oduko c/o Engr (Sir) Chris O. Okoye242 Chief Isaac N.wonu 126 Ogbunabali Rd. Port‐Harcourt243 Chief Abel Nwobodo 12A Ukwa St. Ind. Layout, Enugu244 Chief Dan Shere 4 Old GRA, Enugu245 Prince Richard Ozobu 19 Ezilo St. Ind. Layout, Enugu246 Sir Peter Nwachukwu c/o Engr (Sir) Chris O. Okoye

Annexes

88

247 Dr. Kalu Idika Kalu 1B Reeve Road, Ikoye, Lagos248 Prof. Rayomnd Okafor 496 Nise Close Gonki 11 Abuja249 Prof. C. Nwokolo 2 Riverlane Str. GRA, Enugu250 Chief Alex Oko 11 Ezikwo St. Ind. Layout, Enugu251 Chief Chris Nwankwo 12 Oba Close, GRA, Enugu252 Prof. G. A. Odenigwe 12 Ukwuaji Rd, Maryland, Enugu253 Dr. S. U. Ugo Skoup & Co. Ltd. Ind. Layout, Enugu254 Chief Emma Onuoha 21 Okigwe Str. Owerri255 Dr. J. C. Odunna 16 Alaenyi Str. Owerri256 Prof Nene Obianyu UNTH Ituku Ozalla, Enugu257 Bar. (Mrs) Kate Ezeofor 7 Amasi Crescent Ind. Layout, Enugu258 Dr. Mrs J. U. Magbda 13 Obeledu Cresc. Trans / Ekulu, Enugu259 Chief Mrs C. A. Uwanta 59 Olokoro Umuahia260 Ichie Gabriel Akwaeze c/o Engr (Sir) Chris O. Okoye261 Chief Hon. Okey Muo Aroh c/o Engr (Sir) Chris O. Okoye262 Chief Ajuilu Uzodike 91 Igwe Orizu Rd. Otolo Nnewi263 Engr Dr. Sam Chukwujekwu Umuzu Road, Otolo Nnewi264 Prof. A. F. Obi Okoye c/o Engr (Sir) Chris O. Okoye265 Dr. H. O. N. Bosah c/o Engr (Sir) Chris O. Okoye266 Dr. Gdbby Nwankwo c/o Engr (Sir) Chris O. Okoye267 Prof. Rayomnd Okafor

Nwanya Abuja Tempo Newspapers, Abuja

268 Engr M. Nic Obi Amuda Nnobi269 Chief (Bar) N. O. Izuako 10 Nsugbe Str, Ind. Layout, Enugu270 Chief C. Ofodile Box 425 Onitsha, Anambra State271 Chief Prof. A. N. A. Modebe 62 Iboku Str. Onitsha272 Comrade Don Onyenji NLC Anambra State273 Dr Peter Ogbuka c/o Engr (Sir) Chris O. Okoye274 Chief Oscar Onwudiwe c/o Engr (Sir) Chris O. Okoye275 Prof. Pat Utomi School of Business Studies, Lagos276 Mr Sabastine Adigwe Managing Director, Africa Bank Plc277 Chief Ernest Ndukwe Managing Director Nigerian Communications

Commission (NCC) Abuja

278 The Managing Director Diamond Bank Plc, Lagos

Annexes

89

279 The Managing Director Fidelity Bank Plc, Lagos280 The Managing Director Spring Bank Plc281 Chief (Mrs) Chika Ibeneme Anambra State College of Education, Nusgbe282 Chief Cicilia U. Asogwa 35 Deck Ave. Ind. Layout, Enugu.283 Bro. S. N. Omege KSM c/o Mins. Of Lands, Abakaliki284 Chief (Hon) Edwin Umezeoke285 The Most Rev. Maxwell S. C.

Anikwenwa Anglican Archishop Archbishop Palace, Ifite

Road, Awka Anambra State

286 The Rt. Rev. Ken. S. Edozie Okeke

Anglican Bishop of Onitsha Bishop's Court Ozalla Road, Onitsha

287 The Rt. Rev. Dr. Emmanuel O. Chukwuma

Bishop of Anglican Communion Enugu Diocese Bishop's Court, Good Shepherd

Independence Layout, Enugu

288 Rt. Rev. Dr. Jonah Ilonuba Anglcian Bishop of Nsukka Bisho'sp Court, St. Cyprian Cathedral,

Nsukka, Enugu State

289 Rt. Rev. G.I.N. Okpala Anglican Bishop of Nnewi Bishop's Court, P.O. Box 2630, Nnewi

Anambra State

290 Rt. Rev. B.C.B. Onyeibor Anglican Bishop of Abakiliki Bishop's Court, P.O. Box 112, Abakaliki,

Ebonyi State

291 Rt. Rev. A. A. Madu Anglican Bishop of Oji River Bishop's Court, P. O. Box 213, Oji River

Enugu State

292 Rt. Rev. Ikechi Nwosu Anglican Bishop of Umuahia St. Stephens' Cathedral Compound

Box 96 Umuahia

293 Rt. Rev. Dr. Uju Obinya Anglican Bishop of Aba, Bishop's Court Akwette, Box 20468 Aba, Abia State294 Rt. Dr. Ugochukwu Ezuoke Bishop Court St. Michael Cathederal

Compound, Box 212 Aba, Abia State

295 Most Rev. Bennet Okoro Anglican Archbishop of Orlu Archbishop palace, Nkwere, Box 260 Orlu,

Imo State

296 Bishop's House No 1 Mission Crescent, Transfiguration Hill

Box 31 Owerri, Imo State

297 Rt. Rev. Bright J. E. Ogu Anglican Bishop of Mbaise Bishop's Court, Box 10 Ezinifite Mbaise

Imo State

298 Rt. Rev. Alfred I. S. Nwaizuzu Anglican Bishop of Okigwe, Bishop's Court Box 156 Okigwe

Imo State

299 Rt. Rev. Dr. Caleb Anny Anglican Bishop of Nsu Bishop Ezeoke‐Nsu Box 235

Annexes

90

Maduoma Nsu300 Rt. Rev. Prof. Emma

Iheagwam Anglican Bishop of Ikenegbu Bishop Court Egbu Box 1967 Owerri, Imo

State 301 Rt. Rev. Christian O. Efobi Anglican Bishop of Aguata Bishop's House, 10 Hong

Road Aguata, Anambra State

302 Rt. Rev. Laudamus Ereaku Anglican Bishop of Auchi Bishop's House Hospital Road Box 2450 Auchi, Edo State303 Rt. Rev. Henry C. Ndukuba 304 Bishop Emmanual Ugwu Missionary Bishop of Oji River Anglican Communion Oji River Enugu State305 Bishop Eze Missionary Bishop i/c Enugu Diocese Anglican

Communion c/o Engr (Sir) Chris Okoye Independence Layout,

Enugu 306 HRM (Prof) Nnaemeka

Achebe Obi of Onitsha Obi's Palace,Onitsha

307 HRM Igwe Gibson Nwosu (Eze‐Uzu)

Chairman Traditional Ruler Council Anambra State

308 HRM Igwe P. C. Ezenwa ‐Opoko of Oba

309 HRH Paul Egbogu 7 Edinburgh Road, Enugu310 HRH Prof. Laz. Ekwueme 311 HRH (Dr) Eze M.C. Ngene ‐ Obu Ezeike IV of Nibo312 HRH, Igwe H. O. Okoye Igwe of Ideani313 HRH, Igwe O. D. Ezeani Igwe of Neni314 HRH Igwe C.E. Nnaegbuna Iga II of Ebenebe315 HRH Igwe K. O. Okonkwo Igwe of Amansea316 HRH Igwe P.M. Okeke Igwe of Abagana Njikoka317 HRM Igwe A. Ofuebe Igwe of Ifite Ogwai318 HRH Igwe E. M. Emebo Igwe of Isuaniocha319 HRH Igwe (Dr) R.C. Eze Igwe of Ukpo320 HRH Igwe Nnose Igwe of Mmiata321 HRM Igwe (Engr) S. I. Okafor Igwe of Okpuno322 HRH Igwe A. N. Onwuneme Igwe's Palace, Ikenga323 HRH Igwe (Dr) M. N. Eze Idu Palace, Igbo Ukwu324 HRH (Dr) C. I. Okechukwu Igwe of Ihiala325 HRH Igwe J. C. Okolie Igwe of Ihembosi326 HRH Igwe Julius Nnaji Odozuligbo of Nike327 Rt. Magr Dr. N. C. Obiagba Archbishop Secrtariat Onitsha Anambra State

Annexes

91

328 Envoy Dr. Levi Monanu Asst. Sec. CAN. Salvation Army Ugbo‐Ugwu329 Bishop Dr. Emphraim Ndife 2 Market Road Awka Anambra State330 Chairman Pentecostal Fellowship of Nig (PFN) Anambra State331 Chairman Pentecostal Fellowship of Nig (PFN) Abia State332 Chairman Pentecostal Fellowship of Nig (PFN) Enugu State333 Chairman Pentecostal Fellowship of Nig (PFN) Ebonyi State334 Chairman Pentecostal Fellowship of Nig (PFN) Imo State335 The Bishop Methodist Bishop of Enugu Diocese Enugu State336 The Bishop Methodist Bishop of Abakaliki Diocese Abakaliki Ebonyi State337 The Bishop Methodist Bishop of Owerri Diocese Owerri Imo State338 The Bishop Methodist Bishop of Umuahia Diocese Umuahia Abia State339 The Bishop Methodist Bishop of Awka Diocese Awka Anambra State340 Most Rev. Dr. Michael Okoro Catholic Bishop of Abakaliki Bishop's House Mile 50 P.O. Box 90 Abakaliki341 Rt. Rev. Dr. Victor Chikwe Catholic Bishop of Aniara Bishop's House, P. O. Box 205

Ogbe Aniara, Imo State

342 Rt. Rev. Dr. S. A. Okafor Catholic Bishop of Awka Bishop's House P.M.B. 5021, Awka, Anambra State343 Rt. Rev. Dr. Solomon Amatu Bishop's House PMB 5021, Awka Anambra State344 Rt. Rev. Dr. Anthony Gbuji Catholic Bishop of Enugu Bishop's House, Ogbaru Street,

Independence Layout, Enugu

345 Rt. Rev. Dr. Hilary Okeke Catholic Bishop of Nnewi Bishop's House, P.M.B. 5099 Nnewi, Anambra State.346 Rt. Rev. Dr. F.E. Okobo Catholic Bishop of Nsukka St. Theresa's Cathederal Box 32 Nsukka Enugu

State 347 Rt. Rev. Dr. Anthony E. Ilonu Catholic Bishop of Okigwe Bishop's House P.O. Box 99 Okigwe, Imo

State 348 Rev. Dr. Valerian Okeke Catholic Archbishops of Onitsha Archbishop's House P.M.B. 1627 Onitsha,

Anambra State 349 Rt. Rev. Dr.G. O. Ochiagha Catholic Bishop of Orlu Diocesan Catholic Secretariat Box 430 Orlu Imo State350 Most Rev. Dr. A.J.V. Obinna Archbishop of Owerri Archbishop's House Villa

Assumpta Box 85 Owerri, Imo State

351 The Rt. Rev. Dr. Lucius Ogorji Catholic Bishop of Umuahia Bishop's House P. O. Box 99 Umuahia, Abia State

352 Rt. Rev.John I Okoye Catholic Bishop of Awgu Diocese Bishop's Court Awgu, Enugu

Annexes

92

353 H/E Chief Ken Nnamani President of Senate, Federal Republic of Nigeria Abuja354 Sen Chief Uche

Chukwumerijie National Assembly

355 Sen. Chief Anyim Pius Anyim 10 Atanda Williams Street Off Sowomimo Street Wuse 11, Asokoro, Abuja356 Sen. Ifeanyi Ararume National Assembly, Abuja357 Sen. Ike Ekweremadu National Assembly, Abuja358 Senator Joy Emodi National Assembly, Abuja359 Sen. Ben Obi National Assembly, Abuja360 H/E Cammandar Allison

Madueke [rtd] c/o Engr (Sir) Chris O. Okoye

361 H/E Dr Chimaroke Nnamani Executive Governor of Enugu State362 H/E Dr. Orji Uzor Kalu Executive Governor of Abia State363 H/E Dr Achike Udenwa Executive Governor of Imo State364 H/E Dr Sam Egwu Executive Governor of Ebonyi State365 Mr Peter Obi Executive Governor of Anambra State366 Mr Sullivan Chime PDP Governorship Candidates Enugu State367 H/E Dr Emeka Ezeife 284 Akinola Burlevard, Garki, Abuja368 H/E Dr Alex Ekwueme 11 Ezikwo Street. Industrial Layout, Enugu369 H/E Dr. C. N. Ogbu Deputy Governor, Government House, Abakaliki, Ebonyi State370 Rev. Senator Hyde

Onuaguluchi c/o Engr (Sir) Chris O. Okoye

371 H/E Chief Jim Nwobodo c/o Engr (Sir) Chris O. Okoye372 H/E Dr. Ogbonnaya Onu Ubulu – Ohaozara373 H/E (Dr) Okwesilieze Nwodo 36 Imoke St GRA, Enugu374 H/E Col. Robert Akonobi 26 Nza Str. Ind. Layout, Enugu375 Amb. Emeka Anyaoku 36a Luggard Avenue, Ikoyi Lagos376 Hon. Celestine Ughanze House of Reps. Abuja377 Abel Chukwu Speaker, Enugu State House of Assembly378 Speaker Abia State House of Assembly379 Speaker Ebonyi State House of Assembly380 Mike Belonwu Anambra State House of Assembly381 Speaker Imo State House of Assembly382 H/E Chief C. C. Onoh 7 Silver Smith St. Ogbete, Enugu383 H/E Chief Evans Enwerem c/o Engr (Sir) Chris O. Okoye

Annexes

93

384 Sen. Christopher Nshi c/o Engr (Sir) Chris O. Okoye385 Hon. Patricia Ogodo c/o Engr (Sir) Chris O. Okoye386 H/E Dr Chinwoke Mbadinuju c/o Engr (Sir) Chris O. Okoye387 Col Ike Nwosu (rtd) 5 Park way,GRA, Enugu388 Admiral Ebitu Ukiwe c/o Tony Ofoegbu, Globe Shipping Lines389 Sen. Adolphus Wabara Senate Chambers N. A. Complex Abuja390 Col. P.U.U. Omerua (rtd) c/o Engr (Sir) Chris O. Okoye391 Col. Herbert Obi Eze c/o Engr (Sir) Chris O. Okoye392 Sen. Bright Nwanne 100 St. Michael Rd. Aba393 Hon.Collins Agbo Government House, Abakaliki, Ebonyi State394 Sen. Francis Ella 13A Forces Ave, Rd, GRA ‐ Port Harcourt395 H/E (Dr) Chris Ngige Former Governor Anambra State396 Amb. Ralph Uwechue c/o Engr (Sir) Chris O. Okoye397 Hon. Peter Ezenwa Orji 29 Amosu St. Ogudu GRA, Enugu398 Dr. Jones Lemchi International Institute for Tropical Agriculture IITA High Rainfall Station,

Onne P.M.B. 008, Nchia‐Eleme,

399 Mr. Stan Ukeje Central Bank of Nigeria PMB 0187, Garki, Abuja400 Chief Chris Eze Chairman, Fidelity Bank Plc c/o Engr. Sir Chris Okoye Chairman 401 Chief Chukwuemeka Chikelu c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank402 Dr. Mrs. Kema Chikwe c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank403 Dr. Festus Odimegwu c/o Ndigbo, Lagos404 Senator Ifeanyi Ararume c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank405 Rtd Commodore Ebitu Ukiwe c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank406 Chief Ojo Maduekwe National Secretary, PDP c/o Engr. Sir Chris Okoye Chairman407 Mr. Eddie Efekoha Executive Vice Chaiman Consolidated Risk Insurers Plc Lagos408 Dr. Uju Ogubuake Registrar. CEO Chartered Institute of

Bankers Abuja

409 Mr. Basil Enwegbara PAN African Development Company [email protected]

410 Chief Emeka Anyaoku c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank411 Mr. Thomas Aguiyi ‐ Ironsi Hon. Minister for Defence c/o Engr. Sir Chris Okoye Chairman412 Dr. Mrs Oby Ezekwesili Hon. Minister for Education c/o Engr. Sir Chris Okoye Chairman413 Mr. Dave Nwachukwu Lecon/BOI 10, Amodu Ojikutu Street, Victoria iland, Lagos

Annexes

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414 Dr. Chinyelu Ojukwu c/o Engr. Sir Chris Okoye Chairman Harvard Trust Bank415 Chief Charles Ugwu Fmr. President, MAN c/o Engr. Sir Chris Okoye Chairman416 Dr. Mrs. Leslie Obiora Hon. Min for Mines & Dev of Iron & Steel Industry c/o Engr. Sir Chris Okoye Chairman417 Mazi Richard Obilor President Igbo Organization of New

England, Inc. USA c/o Engr. Sir Chris Okoye

418 Ichie Chibuzor E. Onwuchekwe

President World Igbo Congress, USA c/o Engr. Sir Chris Okoye

419 Chief Emmanuel Iwuanyanwu Chairman, Champion Newspapers c/o Engr. Sir Chris Okoye Chairman420 Bar Hyacinth Nweke c/o Ohanaeze Hqrts, Awka

senec memorandum

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