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MemorandumfortheEstablishment ofSouthEastNigeriaEconomic Commission(SENEC)





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


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.

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 communiqu 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).

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 cooperating 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.

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 SouthEast 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.

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


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 Odua 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

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

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



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 southeast 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, wellorganised 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:



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.


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.




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.


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



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

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 countrys 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


Evolutionary development of the Nigerian State

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 nations 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.

Evolutionary development of Nigerian State

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

Evolutionary development of the Nigerian State

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.


Evolutionary development of Nigerian State

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


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

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


Economic and Development profile of the South East Zone

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 countrys 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).


Economic and Development profile of the South East Zone

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).


Economic and Development profile of the South East Zone

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


Figure 6: % of households with access to electricity


Economic and Development profile of the South East Zone

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 Nigerias 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

Economic and Development profile of the South East Zone

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-easts 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.


Economic and Development profile of the South East Zone

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


Economic and Development profile of the South East Zone

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).


Economic and Development profile of the South East Zone

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. Peoples 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

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 Nigerias current geo-political zones. The regions 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

Sub-national Economic Development Organisations: Lessons from International Experiences

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-inCouncil 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 commissions 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 corporations 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

Sub-national Economic Development Organisations: Lessons from International Experiences

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.


Sub-national Economic Development Organisations: Lessons from International Experiences

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 It also established an

individual enterprises rather than as parts of an investment system.

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, The challenge is to

coordinated development within the zone remains a desirable goal.

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

Sub-national Economic Development Organisations: Lessons from International Experiences

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 Victorias 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

Sub-national Economic Development Organisations: Lessons from International Experiences

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 regions 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.


Sub-national Economic Development Organisations: Lessons from International Experiences

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 latters portfolio and continues to be a provider of finance on relatively concessional terms to projects in the ECOWAS

Sub-national Economic Development Organisations: Lessons from International Experiences

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 Communitys 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 Funds 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. ERIBs customer base includes private and joint-venture companies. The equity in EBID and its subsidiaries is presently open to member countries and nonmember partners in the following proportions: EBID (member countries 66.67%, nonmember partners 33.33%); ERDF (EBID Holding Company 90%, non member partners 10%) and ERIB (ERIB Holding Company 51%, non member partners 49%).

Sub-national Economic Development Organisations: Lessons from International Experiences

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.


Sub-national Economic Development Organisations: Lessons from International Experiences

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.


Sub-national Economic Development Organisations: Lessons from International Experiences

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 regions 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


Sub-national Economic Development Organisations: Lessons from International Experiences

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 4.10 Improved the local environment to make areas more attractive to business and visitors. 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 1950s 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.


Sub-national Economic Development Organisations: Lessons from International Experiences

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 ODUA INVESTMENT COMPANY LIMITED

Odua 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 (Odua 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

Sub-national Economic Development Organisations: Lessons from International Experiences

Enthoven & Col Nig. Ltd.) printing and publishing (Odua Printing and Publishing Co. Ltd.), telecommunication (Odua Telecoms Ltd.- Onet). Currently, Odua 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 Odua 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



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 commoninterest 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;

The proposed South-East Nigeria Development Commission

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.


The proposed South-East Nigeria Development Commission

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 geopolitical 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.

The proposed South-East Nigeria Development Commission

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; 5.5 Advocate for, facilitate and implement strategic zonal investments; and Coordinate infrastructural development within the zone. 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.


The proposed South-East Nigeria Development Commission



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.


The proposed South-East Nigeria Development Commission

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.

The proposed South-East Nigeria Development Commission

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 5.7.1 STRUCTURE AND ORGANIZATION OF SENEC 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

The proposed South-East Nigeria Development Commission

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):


The proposed South-East Nigeria Development Commission



Economic Advisory Council
































The proposed South-East Nigeria Development Commission


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 States 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 Commissions master plan; To consider and provide advice on the yearly budgets of the Commission; and The Board shall meet twice a year.

The proposed South-East Nigeria Development Commission

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;

The proposed South-East Nigeria Development Commission

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;

The proposed South-East Nigeria Development Commission

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, Masstransit 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.


The proposed South-East Nigeria Development Commission

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 Commissions 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 Commissions 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 Commissions management systems;


The proposed South-East Nigeria Development Commission

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 Commissions 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;


The proposed South-East Nigeria Development Commission

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.



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 Commissions 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 SENECs 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.


The proposed South-East Nigeria Development Commission

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 Africas 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 Commissions mandate. Increasing confidence of its partners (e.g. State governments, etc) through effective/efficient delivery of the SENECs programme of work and project execution. Demonstrated accountability and efficient use of available resources. Adoption of a results-based management approach in the Commissions operations.

The proposed South-East Nigeria Development Commission

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:


The proposed South-East Nigeria Development Commission

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 Governments 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 SENECs 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 SENECs programme implementation, on sustainable basis.


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):

Work Programme for the establishment of SENEC

TASK/ACTIVITY Preparationofbasedocument(Memo) TIMELINE November15, 2007 ACHIEVABLEMILESTONE REMARKS Draft base document (Memo) describing The Study Subcommittee was charged with frameworkandoperationalmodel preparingthebasedocument Feedbackondraftbasedocument(Memo) The respondents to the call for memoranda include organizations and individuals. The numberisover300. Ratification of base document and setting agenda for implementation of work programme Acceptanceinprinciple to participate in SENEC by all the governments of the South east BuyinfromStateHousesofAssembly Fundraisingforfacilitationactivities The Interim Steering Committee would be modified to reflect buyins from state governments TheSENECbasedocumentPresentationshallbe made in a setting with all the Southeast Governors State Houses of Assembly are crucial because theSENECwillentailenablinglawstoestablishit State governments and private sector agencies willberequiredtocontributefunds

Circulation of the base document (Memo) November30, 2007 throughEmaillocallyandinternationally

Meeting of Interim SENEC Steering January10,2008 committee Conclave with Forum of Southeast Governors Meetings with Leadership of various State HousesofAssembly Mobilization of resources from stakeholders for sensitization, advocacy andenlightenment Meetings with State Governors and their ExecutiveCouncils Preparation of draft bills for enactment intolawbyStateHousesofAssembly Special Policy Seminar under the Enugu Forum Consultationwiththeprivatesectorand civilsocietyorganizations(homeand diaspora) January130,2008

February2008 February March2008

FebruaryMarch,2008 FebruaryMay2008 April2008

To review implementation modalities in the Themeetingswillreviewfacilitationfundingand FrameworkDocument mechanisms DocumentationofLegalframeworkanddraft bill SensitizationandenlightenmentonSENEC Thiswillincreaseawarenessamongintellectuals andindustrialists. Buyinfromdifferentstakeholders(home anddiaspora) Thisisimportantbecauseoftheneedtosustain partnershipbetweengovernment,private sectorandcivilsociety.ItwillalsosensitizeIgbos indiaspora.



Work Programme for the establishment of SENEC TASK/ACTIVITY TIMELINE ACHIEVABLEMILESTONE REMARKS InternationalDevelopmentPartnersarevery crucialtomobilizinginternationalsupportand credibility Summitwillconcretizebuyinfromall stakeholdersandsetthemachineryfor implementation

ConsultationwithInternational DevelopmentPartners


Buyinfrominternationaldevelopment partners



ConsiderationofFrameworkDocumentand DraftBill

PostSummitconsultationsand preparationsforestablishmentofSENEC PreparationofFeasibilityReport, ImplementationFrameworkand EstablishmentProtocols Enactmentofenablinglegislationbystate legislatures


LaunchingofFinalSteeringCommitteeforthe ThisCommitteewillsucceedtheInterim implementationofSENEC SteeringCommittee FeasibilityReportandImplementation Framework Thereportwilldefineclearstructures, financing/budgetandinstitutionalprotocols


SeptemberNovember Enablinglawsonstategovernments 2008 participationinSENEC

Legislationsbystatelegislatureswilllegitimize SENECandempowerstategovernmentsto makecommitments Resourcesincludefinancial,materialandhuman aspects SENECwillinitiallyoperateonapilotbasisin ordertointernalizelearning

Mobilizationofresourcesfortheformation OctoberNovember ofSENEC 2008 SettinguptheStructuresofSENEC OctoberDecember 2008

Achievementofreasonablelevelsof resourcesfortakeoff Organizationalstructureformedandkey officersappointed





Chairman Coordinator Member Member

ADDRESS Chairman,HarvardTrust MortgageBank,Enugu ExecutiveDirector,AIAE, Enugu 7IgboezeSt, Independencelayout NBAPresident





Mr.Chinedum Nwoko Mr.MartinIlo Dr.IfedioraAmobi

DeptofPolScience, UniversityofNigeria, Nsukka CanadianInternational DevelopmentAgency SecretarytoEnuguState Government,Enugu Snr.SpecialAdviserto V.P.onNationalDev. Matters Reg.Director,FCMB

7. 8.

PHONE/EMAIL 0803314448 08036660475 08037151016 olisa@agbakoba 08033040534, 08033010594 m 08034508875 08055068268 08033284372 Ibeawuchi.amagwu@firstcit 042250327,08052506849





11. 12. 13. 14. 15. 16.

Prof.ChineduNebo Mr.YoungOkezie Prof.BarthNnaji Prof.EgwuEgwu Prof.JudeNjoku FrankNneji

Fmr.ExecutiveDirector FRCNEnuguBroad Station VC,UNN DVC,EbonyiState University FmrVCFUTO ABCTRANSPORT 08037154855 08033700493 08032896498



17. 18. 19. 20.

StanEkeh Mr.OlisaJideonwo Engr.AjuluUzodike Dr.IfeanyiOkoye

ZINOX EnuguChamberof Commerce AnambraStateChamber ofCommerce President,S/E Manufacturers AssociationofNigeria BranchSecretariat:2A ChimeAvenue,New Haven,P.O.Box9536, Uwani,Enugu FmrPresidentUmuahia ChamberofCommerce Plot136,Adetokumbo AdemolaCrescent,Wuse 2Abuja DIAMONDBank,Nigeria IFC,Nigeria Fmr.CommforInfo EbonyiState 1B,REEVEROAD,IKOYI LAGOS 1OBAST,GRAENUGU. President,Osakwe IndustrialClusterOnitsha President,Leather/Allied Industries,Aba President,Associationof WomenEntrepreneurs, EbonyiState 11Road59,TransEkulu, Enugu President,Owerri ChamberofCommerce RepEbonyiChamberof Commerce

21. 22.

PrinceG.Akomas Engr.FideNwankwo 08035007811,08054352777 08033139375

23. 24. 26. 27.

ChiefPascalDozie Dr.MikeOmaliko Dr.JohnOtu Dr.KaluIdikaKalu 08036440105,012626455 08033291257, 0033227663 08077509474 08037313949 08035612257,08054002518 08037880314 08035854431 08033352003 08037992584,08052680551

28. 29. 30. 31.

Dr.ChuOkongwu Engr.Success Ikebude ComradeKen Anyanwu Mrs.OluchiIbiam

33. 34. 35. 36. 37. 38.

Prof.OkwudibaNnoli ChiefOkeyIkoro NdukaOzo DaveNwachukwu ChiefLouretta Aniagolu Prof.BenObumselu




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 1.1 Prof. E.C. Eboh Engr. (Sir) Chris Okoye Prof. A.W Obi Mr. Amaechi Chukwu Mrs Beatrice Ndibe Mr. Oluchi N. Ibiam Dr. J.O Alimba Mr. Frank Amagwu Mr. Martin Ilo Prof. Ukwu I Ukwu Mr. Young Okezie Mrs. F.N Onuigbo Engr. Success Ikebude Mrs. Eronwanne Ahize Mr. Joe C. Amadi (for Kelvin Ejiofor) Mr. Gerald Udeh Ms. Kobi Ikpo Mr. Ken U. Anyanwu Coordinator Chairman Principal Resource Person Secretary Co-Secretary Member Member Facilitator Facilitator Principal Resource Person Member Member Member Member Member Member FRCN Reporter Desk Officer Member

Mr. Emeka Okereke (for Rob Anwatu) -

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)




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 southeast 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 its about time we pose questions to ourselves about the reasons for our failure. It was


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.



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 its 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 Commissions 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.



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.


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)




Study Sub-Committee

Members of the Study Group include: Prof. E.C. Eboh Prof. Ukwu I. Ukwu Amaechi Chukwu Ero Ahize Prof. A.W. Obi Mr. Martin Ilo Mr. Young Okezie Prof. Okey Ibeanu Dr. Chinedu Nwoko Engr. (Sir) Chris Okoye Dr. Okey Alimba Dr. Ifediora Amobi 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 proposed south-east economic commission; 3. Identify the possible vision, mission, purpose and objectives of the proposed commission; 4. 5. 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 6. Recommend appropriate models for the south-east economic commission that will assure functionality, impact, stability and sustainability. Leader Coordinator Member Member Member Member Member Member Member Member Member Member




Sensitisation and Publicity Sub-Committee

Members of Sensitisation and Publicity Sub-Committee are: Kelvin Ejiofor Frank Amagwu Martin Ilo Kobi Ikpo Engr. Ikebude Comrade Ken Anyanwu Mrs. Oluchi Ibiam 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 Coordinator Member Member Member Member Member Member

Consultation Sub-Committee members include: Engr. (Sir) Chris Okoye Mrs. Oluchi Ibiam Martin Ilo Mr. Emma Okonma Mrs. G.N. Okeke Roles and responsibilities 1. Engage in discussions with governments of the south-east on the need for the proposed south-east economic commission; 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.

Coordinator Member Member Member Member


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 Institutes website for the activities of the Commission. 9.0 a. A.O.B 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 subcommittee, 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.


Closing Prayer:

Eronwanne Ahize said the closing prayer and the meeting came to a close at 5.30pm.



Study Sub-Committee 1. 2. 3. 4. 5. 6. 7. 8. Prof. Ukwu I. Ukwu Prof. Eric Eboh Engr. (Sir) Chris Okoye Dr. Ifediora Amobi Prof. Okey Ibeanu Mr. Martin Ilo Mr. Dave Nwachukwu Mr. Oliver .C. Ujah Coordinator Member Member Member Member Member Member Member

Sensitization and Publicity Sub-Committee 1. 2. 3. 4. 5. Kelvin Ejiofor Frank Amagwu Kobi Ikpo Dr. John Otu Dr. Chukwumeka Nzewi Coordinator Member Member Member Member

Consultation Sub-Committee 1. 2. 3. 4. 5. 6. 7. 8. 9. Engr. (Sir) Chris Okoye Prof. Eric Eboh Prof. Ukwu I. Ukwu Prof. Barth Nnaji Chief Pascal Dozie Martin Ilo Chief Lorretta Aniagolu Mr. Olisa Jideonwo Dr.Ifeanyi Okoye Coordinator Member Member Member Member Member Member Member Member Member

10. Mr. Dave Nwachukwu

Legal and Institutional Framework Subcommittee 1. 2. Olisa Agbakoba, SAN. Prof. Dennis Ewelukwa - Coordinator - Member








1 2 3 4 Name AnyaO.Anya B.O.N.Okafor Barr.OlisaAgbakoba BertramS.C.Egwuatu Address 19AFolaOsiboStreet ResearchDepartment President,NigerianBarAssociation UnitedNationsDevelopmentProgramme ExecutiveSecretary/PermanentSecretary ResearchDepartment ChiefExecutiveOfficer,IchDienGroup DirectorPlanningResearch&Statistics Chairman,DiamondBankPlc ChiefEconomicStrategist,ZenithHeights MEZZANINECONSULTINGASSOCIATESLTD

OffAdebayoDohertyStreet CentralBankofNigeria

LekkiPhase1,Lagos PMB0187GarkiAbuja

5 BonifaceMgbebu 6 C.N.O.Mordi 7 Chief(Sir)KevinU.Obieri, 8 ChiefAzubuineOliverJames 9 ChiefPascalDozie 10 ChrisE.Onyemenam 11 ChristianC.Udechukwu 12 DavidO.Nwachukwu

UN HOUSE, Plot 617/618 Central AreaDistrict,2851 DiplomaticZone GarkiAbuja StatePlanningCommission Government House, Abakaliki,EbonyiState CentralBankofNigeria PMB0187,Garki,Abuja 37 Ozomagala Street, P.O.Box14958,Onitsha Odoakpu MinistryofHealth P.O.Box 33, Ubakala Post Office,Umuahia Plot 1261, Adeola Hopewell VictoriaIsland,Lagos Street Plot 87, Ajose Adeogun P.O. Box 75315, Victoria Street, Island,Lagos 8thfloor,(NESGSUITES),Icon House, Idejo St. Victoria Island. OkigweRd.Secretariat,PMB 1530,Owerri Akwuke,Enugu Lagos STOCK EXCHANGE HOUSE, 2/4CustomsStreet,P.O.Box 2457 P.O.Box8577,MarinaGPO Lagos. ImoState

13 Director


14 Director/CEO ScienceEquipmentDevelopment(SEDI) 15 Dr.(Mrs.)KateOkparaeke President,InstituteofCharteredAccountantsofNigeria 16 Dr. (Mrs.) Ndi Okereke DirectorGeneral,NigerianStockExchange Onyuike





17 Dr.AnozieAOzumba 18 19 20 21 Dr.BenjaminOkpukpara Dr.ChidozieEmenuga Dr.ChinyeluF.Ojukwu Dr.ChumaEzedinma

GeneralDateEngineeringServicesNigLtd CentreforEntreprenuershipandDevelopmentResearch SpecialAdvisertotheGovernor(Policy) SpecialAdviser/CoordinatoronNEPAD/SEEDS InternationalInstituteofTropicalAgriculture Director

18bOsunRoad,KongiBodija UniversityofNigeria CentralBankofNigeria GovernmentHouse IITA High Rainfall Station, Onne Biletaral Economic Co operationDivision

P.O. Box 29460, Secretariate,Ibadan Nsukka PMB1087,Garki,Abuja

22 Dr.F.A.Aniokoye

23 Dr.I.I.Nnadi 24 Dr.IfeanyiOkoye 25 Dr.IfeanyiOkoye 26 Dr.IkeAbugu

formerDirector.CEO, Chairman,JuhelIndustriesLtd, 4,IsuObaCloseTransEkulu GroupManagingDirector

P.M.B. 008, NchiaEleme, PortHarcourt,RiverState MinistryofForeignAffairs, Maputo Street, Zone 3, WuseAbuja Science Equipment AkwukeEnugu DevelopmentInstitute(SEDI) 35NkwuborStreet, P.O.Box 1549, Emene Enugu P.O.Box1544GPO TheSkywardGroup 191, Ikorodu Rd, Palm Groove, P.O. Box 372, Ikeja,Lagos Enugu P.O.Box 74122, Victoria Island,Lagos Lagos P.O.Box3005,AddisAbaba Ethiopia

27 Dr.J.U.J.Onwumere 28 Dr.JacyeeAniagolu 29 Dr.KaluIdikaKalu 1stFloor,55ChimeAvenue Chairman,BGLLimited,

30 Dr.KaluIdikaKalu 31 Dr.KasirimNwuke 32 Dr.LawrenceOsaAfiana 33 34 35 36 Dr.LeslyeObiora Dr.MrsNgoziOkonjoIweala Dr.NgoziM.Nwakeze Dr.OsitaOgbu

1ReeveRoad ChiefofSection,EconomicCommissionforAfrica MD/CEOBankOfIndustry DistinguishedFellow DepartmentofEconomics FormerEconomicAdviser/CEO

NewHaven Oria Island Plot 1061, Abagbon Close (off Ologun AgbajeSt) Ikoyi M.D.G's, Poverty Analysis & MonitoringSection

BrookingsInstitute UnitedStatesofAmerica UniversityofLagos Akoka,Lagos National Planning Abuja Commission


Annexes 37 Dr.PeterO.Mbam GeneralManager Ebonyi State Community Based Poverty Reduction Agency(EBCPRA) 10AwoniyiElemoStreet,Off OsoloWay, Plot 3c, Block A, Aswani MarketRoad,Isolo, NewHaven National Agency for Science &EngineeringInfrastructure Office of the Executive Governor, P.M.B. 5016, Awka AjaoEstate,Lagos

38 Dr.SamAmadi, 39 Dr.StellaOkoli 40 Dr.UcheAniagolu 41 Engr.Prof.A.P.Onwualu

Director,CentreforPublicPolicy&Research, EmzorPharmaceuticalIndustriesLimited

42 ExecutiveDirector 43 ExecutiveDirector

44 ExecutiveDirector 45 ExecutiveDirector 46 ExecutiveDirector 47 ExecutiveDirector 48 ExecutiveDirector 49 ExecutiveDirector 50 ExecutiveDirector 51 ExecutiveDirector 52 ExecutiveDirector 53 ExecutiveDirector 54 ExecutiveDirector

P.O. Box 1575, Oshodi, Lagos 1stFloor,55ChimeAvenue Enugu Director,EngineeringInfrastructure NASENI Headquarters, Idu Industrial Area, P.M.B. 391,Garki,Abuja Enugu Chamber of Commerce Industry, Mines & TradeFairComplex,Abakaliki P.O.Box734,Enugu Agriculture Road, AbaChamberofCommerceandIndustry 3 Umuimo Road, off 142 P O Box 1596 Aba, Abia Aba/Owerri Road, State Umuocham, Onitsha Chamber of Commerce, Industry, Mines and AchikeHouse,38OgutaRoad Owerri,ImoState Agriculture OwerriChamberofCommerceandIndustry OCCIMA Secretariat, 123 Owerri,ImoState OkigweRoad UmuahiaChamberofCommerce, 30,OkigweRoad, Umuahia,AbiaState NationalAssociationofSmallScaleIndustrialist 30ZiksAvenue,Uwani Enugu EconomicEmpowermentandDevelopmentInitiative 136AgbaniRoad EnuguSouth LGA, Enugu State WomenActionResearchOrganisation 38A Umuezebi Street, P. O. NewHaven,Enugu Box15672 EnvironmentalResearchandDevelopmentOrganisation 9MbanefohStreet NewHaven,Enugu WomenAIDCollective 9UmuezebiStreet,P.O.Box NewHaven,Enugu 2718 GlobalHealthandAwarenessResearchFoundation S/34 Chief Edward Nnaji NewHaven,Enugu Park,P.O.Box386 CatholicInstituteforDevelopment,JusticeAndPeace 3IkwuatoStreet P. O. Box 302, Uwani, Enugu GreenlifeFoundation B6C.T.C.Plaza,8Presidential P. O. Box 3322, Avenue Independence Layout, Enugu



55 ExecutiveDirector 56 ExecutiveDirector 57 ExecutiveDirector 58 ExecutiveDirector 59 ExecutiveDirector 60 ExecutiveDirector 61 ExecutiveDirector 62 FrankNweke(Jnr.) 63 HeadofDepartment 64 HeadofDepartment 65 HeadofDepartment 66 HeadofDepartment 67 HeadofDepartment 68 HeadofDepartment 69 HeadofDepartment 70 HeadofDepartment 71 72 73 74 HeadofDepartment HeadofDepartment HeadofDepartment Hon.ChiefJosephC.Ogwo


75 LeviAnyikwa

16 Nachi Street,Off Basila P.M.B01606,Enugu Road AssociationforRuralDevelopment 22 Second Avenue, P.O. Box TransEkulu,Enugu 2173 Economic and Social Empowerment of Rural 140OwerriRoad P.O.Box763,Okigwe,Imo Communities State BusinessImprovementGroupMultiPurposeCooperative c/oKenMorreCo. 4 New Market Lane, Society Owerri,ImoState ImoSelfHelpOrganisationProject Plot99bIkenegbuExtension P.M.B.1058,Owerri,Imo State GrassrootsResourcesDevelopmentInitiative 124AOkigweRoad P. O. Box 2022, Owerri, ImoState GrassrootsDevelopmentNetwork 38OkigweRoad Owerri,ImoState MinisterofInformationandCommunication RadioHouse,Area10,Garki Abuja Department of Economics, Enugu State University of Agbani Enugu ScienceandTechnology Department of Economics, Micheal Okpara University of Umudike, AbiaState Agriculture, DepartmentofEconomics,AbiaStateUniversity, Uturu AbiaState DepartmentofEconomics, MadonaUniversity, Umunya AnambraState Department of Economics, Federal University of Owerri ImoState Technology, DepartmentofEconomics, ImoStateUniversity,Owerri ImoState DepartmentofEconomics, ImoStateUniversityOwerri ImoState Department of Economics, Anambra State University of Uli AnambraState Science&Technology, DepartmentofEconomics, CaritasUniversity,Emene Enugu DepartmentofEconomics,EbonyiStateUniversity, Abakaliki EbonyiState DepartmentofEconomics UniversityofNigeria,Nsukka EnuguState SpecialAdvisertotheGovernor,(EconomicAffairs) Office of the Executive Abia State Government Governor House,Umuahia ChiefPressOfficer Small & Medium Enterprises Plot 684, Port Harcourt Development Agency of Cresent, Area 11, Garki, Nigeria PMB5165,Wuse,Abuja


Annexes 76 MaziBenC.Akpa Ministry of Commerce, P.M.B. 32, Abakaliki, Industry & Mineral EbonyiState Development NeithmethInternationalPharmaceuticalsPlc 1,HenryCarrStreet P.M.B21111,Ikeja.Lagos ChiefExecutiveOfficer ZinoxTechnologiesLimited, 13A Idowu Martins Street, offAdeolaOdekuStreet PermanentSecretary Imo State Planning & Office of the Governor, Economic Development P.M.B. 1530, Owerri, Imo Commission State ResearchDepartment CentralBankofNigeria PMB0187,Garki,Abuja MunnadInterfirmConsultants Opp.CollegeGate P.O.Box 198 Akwanga. Nasarawa ExecutiveDirector Civil Resource Development Fourth Dimension & Documentation Centre Complex, 16 Fifth Avenue, Nigeria Enugu ChiefEconomisttoSenatePresident NationalAssemblyComplex Three Arms Zone PMB 141,GarkiAbuja OfficeoftheGovernors CentralBankOfNigeria PMB0187,Garki,Abuja ManufacturersAssociationofNigeria,IMO/ABIABranch 19AWetheralRoad,PO.Box Owerri,ImoState 973, Manufacturers Association of Nigeria, Anambra/Enugu 24 Chime Avenue, New Enugu Branch Haven, Manufacturers Association of Nigeria, 2a Chime Avenue, New Enugu Anambra/Enugu/EbonyiStatesBranch, Haven G.Akomas&Partners(GAP)InvestmentCompanyLtd, 30AzikiweRoad,Umuahia AbiaState Chairman,GeometricPowerLtd, 8 Mary Slessor Street Off Off Yakubu Gowon UdoUdomaStreet, Crescent,Asokoro,Abuja Former Dean, College of Human & Sciences, Imo State University,Okigwe Dean,PostgraduateSchool. Federal University of Owerri,ImoState Technology DepartmentofBanking&Finance UniversityofNigeria EnuguCampus ViceChancellor UniversityofNigeria,Nsukka EnuguState DepartmentofAgricEconomics, ImoStateUniversity,Owerri ImoState AnambraStateCommissionerforInformation GovtHouse,Awka AnambraState Governor,CentralBankofNigeria Abuja HonourableCommissioner,

77 MaziOhauabunwa 78 Mr.StanEzeh 79 Mrs.NkechiS.Onumajulu

80 N.E.Egbuna 81 NnamdiAmuNnadi 82 ObyNwankwo

83 OkeyOti 84 PeterNwaoba 85 President 86 President 87 President 88 PrinceGeorgeAkomas 89 Prof.BarthNnaji 90 Prof.BenObumselu 91 Prof.C.I.Anunso 92 93 94 95 96 Prof.ChibuikeUche Prof.ChineduNebo Prof.ChinedumNwajiuba, Prof.ChinyereStellaOkunna Prof.ChukwumaC.Soludo



97 Prof.CletusChikeAgu 98 Prof.DoraAkunyili 99 Prof.E.U.L.Imaga 100 Prof.EgwuU.Egwu 101 Prof.EgwuU.Egwu 102 Prof.GreenO.Nwankwo 103 Prof.JuliusO.Onah 104 Prof.OkeyIbeanu

DepartmentofEconomics Director General, National Agency for Food and Drug AdministrationandControl Dean,FacultyofBusinessAdministration (RepresentativeSouthEastGeoPoliticalZone) DeanFacultyofManagement&SocialSciences AfricanMarketingDevelopmentFoundation

UniversityofNigeria Plot2032OlusegunObasanjo Way,WuseZone7 University of Nigeria, Enugu Campus Universal Basic Education Commission(UBEC) Ebonyi State University, Abakaliki

Nsukka Abuja Enugu WuseZone4,Abuja EbonyiState

105 Prof.OkwudibaNnoli 106 107 108 109 110 111 114 Prof.PatUtomi SpecialAdvisertoGovernor, SpecialAdvisertoGovernor, SpecialAdvisertoGovernor, SpecialAdvisertoGovernor, SpecialAdvisertoGovernor, UcheUgwu

115 UzomaAkuchie 116 ChristianOnuorah 117 NwosuChineduNwosu 118 ChiefChrisAsoluka 119 ChiefChrisEzeh

38 Umuezebi Street, New Enugu Haven MACARTHUR 2,OnotarioCresent, Off Mississippi Street, Maitama A6, P.O. Box 4023,Garki,Abuja Pan African Centre for Research on Peace and Conflict 11 Road 59, Phase 6, Trans Enugu Resolution Ekulu,P.O.Box2387 Director,LagosBusinessSchool EconomicEconomicPlanning&Development, Awka AnambraState EconomicMatters,GovernmentHouse Enugu EnuguState EconomicMatters,GovernmentHouse Umuahia AbiaState EconomicMatters,GovernmentHouse Abakaliki EbonyiState EconomicMatters,GovernmentHouse Owerri ImoState CivilSocietyLiaisonOfficer The Presidency, Nigeria StateHouseAbuja Extractive Industry Transparency Initiative (NEITI)Secretariat Accenture Chartered Bank Bldg, 4th Idejo St, PMB 80085, floorPlot1712, VictoriaIsland,Lagos Leader The Council of Igbo CommunitiesUK Secretary OhanaezeNdigboUKChapter President AKAIKENGA Chairman FidelityBankPlc


Annexes 120 121 122 123 124 125 DrDozieIkedife ProfBenObumselu ProfElochukwuAmucheazi ElderUmaEleazu IgweMazi Rear Admiral Ndubuisi Kanu (rtd) 126 ProfMaduEwa. 127 ChiefRaymondObieri 128 Chief(Hon)AgunwaAnaekwe 129 EricNwankwo 130 President, World Igbo Congress 131 Prof.Ben.O.Nwabueze 132 ChiefS.O.Achara 133 HonJusticeE.C.Ubaezonu 134 Barr.A.N.Anyamene 135 Barr.NniaNwodo 136 Barr.N.O.Izuako 137 EngrRalphNdigwe 138 JusticeEmmanualAraka 139 Barr.MikeAhamba 140 Dr.ChuOkogwu 141 Hon. Justice Anthony Aniagolu 142 ChiefLorintaAniagolu 143 Sen.MikeAjaegbo 144 MaziSamOhabunwa 145 ProfPitaEjiofor 146 HRHDr.AgomEze 147 ChiefMartinElechi 148 ThePresident 149 Hon.JusticeNnaemekaAgu President c/oEngr(Sir)ChrisO.Okoye DeptofPoliticalScience 13aKayodeAbrahamStreet President c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 2T.YDanjumaStreet Plot3236MississippiStreet BachtoPelstrasse5Code8106Adlikon Austin 3/5EbuttaMetta c/oEngr(Sir)ChrisO.Okoye 6OrofiaStreet 36NzaStreet 59OwerriEzekulaStreet 10NsugbeStreet 3BNimoStreet 7OnitshaStreet Owerri c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye c/oNdigbo Lagos c/oNdigboLagos UdokaEstate,Awka ChairmanTraditionalRulersCouncil PDPGovernorshipCandidate BiafraFoundation c/oEngr(Sir)ChrisO.Okoye GeneralOhanaezeNdigbo UniversityofNigeria,Nsukka VictoryIsland WorldIgboCongress

Off Ligali Ayorinde Street, Lagos VictoriaIsland Maitama Abuja Switzerland Texas Lagos IndependenceLayout IndependenceLayout IndependenceLayout IndependenceLayout NewHaven IndependenceLayout Enugu Enugu Enugu Enugu Enugu Enugu

EbonyiState EbonyiState



150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180

MrsErnestEbi Mr.ErnestEbi Chairman Chairman Chairman Chairman Chairman ChiefPascalDozie Chairman Chairman Chairman Chairman Chairman StateChairman StateChairman StateChairman StateChairman StateChairman President President President President President Chairman Chairman Chairman Chairman Chairman ChiefAustinEdeze ProfPaulModum ChiefK.U.Kalu

NigeriaStockExchange DeputyGovernor NationalUnionofTeachersAnambraStateChapter NationalUnionofTeachersEbonyiStateChapter NationalUnionofTeachersImoStateChapter NationalUnionofTeachersEnuguStateChapter NationalUnionofTeachersAbiaStateChapter Chairman,MTN NigeriaBar.Association(NBA),AnambraStateChapter NigeriaBar.Association(NBA),ImoStateChapter NigeriaBar.Association(NBA),AbiaStateChapter NigeriaBar.Association(NBA),EbonyiStateChapter NigeriaBar.Association(NBA),EnuguStateChapter. NigeriaLabourCongress,EnuguState NigeriaLabourCongress,EbonyiState NigeriaLabourCongress,AnambraState NigeriaLabourCongress,ImoState NigeriaLabourCongress,AbiaState Nigeria Medical Association (NMA), Anambra State Chapter NigeriaMedicalAssociation(NMA),EnuguStateChapter NigeriaMedicalAssociation(NMA),ImoStateChapter NigeriaMedicalAssociation(NMA),EbonyiStateChapter NigeriaMedicalAssociation(NMA),AbiaStateChapter NigeriaSocietyofEngineers,AnambraState NigeriaSocietyofEngineers,ImoState NigeriaSocietyofEngineers,EnuguState NigeriaSocietyofEngineers,AbiaState NigeriaSocietyofEngineers,EbonyiState EbonyiStateEducationBoard,Abakaliki Dept.ofMassCommunicationUNN Skoup&Co.

CentralBankofNigeria(CBN) Awka Abakaliki Owerri OguiRoad Umuahia Lagos Awka Owerri Umuahia Abakaliki Enugu

Abuja AnambraState EbonyiState ImoState EnuguState AbiaState AnambraState ImoState AbiaState EbonyiState EnuguState



Annexes 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 OchendoS.N.Okeke Chairman Chairman Chairman Chairman Chairman TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheViceChancellor TheDeputyViceChancellor TheRector TheRector TheRector TheRector TheRector ChiefNdukaEya Barr.EnechiOnyia Prof.AnyaO.Anya ChiefMbazulikeAmechi Prince(Hon)GilbertNnaji Chairman C.L.O.EnuguState C.L.OEbonyiState C.L.O.AnambraState C.L.O.,ImoState C.L.O.,AbiaState UniversityofNigeria UniversityofNigeria,EnuguCampus EnuguStateUniversityofScienceandTech(ESUT) EnuguStateUniversityofScienceandTech(ESUT) EbonyiStateUniversity EbonyiStateUniversity UNIZIKAwka UNIZIKAwka AnambraStateUniversityofScienceAndTech. AnambraStateUniversityofScienceAndTech. AbiaStateUniversity AbiaStateUniversity ImoStateUniversity ImoStateUniversity FederalUniversityofTechnology FederalUniversityofTechnology MadonnaUniversity MadonnaUniversity AkanuIbamFed.Polytechnic InstituteofManagementandTechnology EnuguStateCollegeofEducation(Technical) OurSaviourInstituteofScienceandTech.(OSISATECH) EbonyiStateCollegeofEducation 1EzilloAve.Ind.Layout,Enugu. 127ZikAve,Uwani,Enugu 147bYounisBashorunSt.VictoriaIsland,Lagos 9OldCementaryRd.OnitshaAnambraState c/oEngr(Sir)ChrisO.Okoye PoliceServiceCommission Abuja

Nsukka Enugu Agbani Agbani Abakaliki Abakaliki

Awka Awka Uturu Uturu Owerri Owerri Owerri Owerri Okija Okija Afikpo Enugu AbakalikiRoad Enugu Ikwo

AnambraState AnambraState AbiaState AbiaState ImoState ImoState ImoState ImoState AnambraState AnambraState EbonyiState Enugu EbonyiState



215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246

ChiefOnyiohaNwanjoku GenIkeNwachukwu(Rtd) ChiefInnocentChima SirOnyesoNwachukwu ChiefEmmanuelIwuanyanwu ChiefHCBOgboko ChiefElderAnyimUde ElderNwekeAnyigor Dr.MangObasi ChiefBobOgbuagu Chief(Dr)ArthurNwankwo HonSilasIlo OwelleRochasOkorocha MrsMariaOkwor DrTimMenakaya ChiefEdwinUmeEzeoke DrAnaghaEzikpe NzeJ.D.Maduako ChiefEmmanuelAdiele DrNkemkaJomboOfo ChiefSamAnyamele DrJoeNwaorgu ChiefClementMaduako NzeHerbertChikwe ChiefR.O.Onyenobi Bar.S.C.Oduko ChiefIsaacN.wonu ChiefAbelNwobodo ChiefDanShere PrinceRichardOzobu SirPeterNwachukwu

1bHospitalAve,GRAEnugu 47BishopOluwoleSt.VictoriaIslandLagos 12WestRd.OneT/EEnugu 3StationAvenueGRA,Enugu Owerri 17OguiRd.Enugu 8PioneerLayout,OffEzzaRoadAbakaliki E/12EzzaRoadNorthExtensionAbakaliki 24/26AnidiweStr.Uwani,Enugu 53bChristChurch,Rd.Owerri FourthDimensionPublisherNewHaven 3AwkaCrescent,Ind.LayoutEnugu RochasFoundationH/Q,Owerri 37IsiUzoStr.Ind.Layout,Enugu plot440KumaziWuseAbuja c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 22ZikAve,Aba,AbiaState 127DouglasRoad,Owerri c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 12UmuahiaSt.Abia 32MbariSt.IkenegbuLayout,Owerri 43OnwukagbaSt.Owerri c/oEngr(Sir)ChrisO.Okoye 126OgbunabaliRd.PortHarcourt 12AUkwaSt.Ind.Layout,Enugu 4OldGRA,Enugu 19EziloSt.Ind.Layout,Enugu c/oEngr(Sir)ChrisO.Okoye


Annexes 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 Dr.KaluIdikaKalu Prof.RayomndOkafor Prof.C.Nwokolo ChiefAlexOko ChiefChrisNwankwo Prof.G.A.Odenigwe Dr.S.U.Ugo ChiefEmmaOnuoha Dr.J.C.Odunna ProfNeneObianyu Bar.(Mrs)KateEzeofor Dr.MrsJ.U.Magbda ChiefMrsC.A.Uwanta IchieGabrielAkwaeze ChiefHon.OkeyMuoAroh ChiefAjuiluUzodike EngrDr.SamChukwujekwu Prof.A.F.ObiOkoye Dr.H.O.N.Bosah Dr.GdbbyNwankwo Prof. Rayomnd Okafor Nwanya EngrM.NicObi Chief(Bar)N.O.Izuako ChiefC.Ofodile ChiefProf.A.N.A.Modebe ComradeDonOnyenji DrPeterOgbuka ChiefOscarOnwudiwe Prof.PatUtomi MrSabastineAdigwe ChiefErnestNdukwe 1BReeveRoad,Ikoye,Lagos 496NiseCloseGonki11Abuja 2RiverlaneStr.GRA,Enugu 11EzikwoSt. Ind.Layout,Enugu 12ObaClose,GRA,Enugu 12UkwuajiRd,Maryland,Enugu Skoup&Co.Ltd.Ind.Layout,Enugu 21OkigweStr.Owerri 16AlaenyiStr.Owerri UNTHItukuOzalla,Enugu 7AmasiCrescentInd.Layout,Enugu 13ObeleduCresc.Trans/Ekulu, 59OlokoroUmuahia c/oEngr(Sir) ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 91IgweOrizuRd.OtoloNnewi UmuzuRoad,OtoloNnewi c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye AbujaTempoNewspapers,Abuja AmudaNnobi 10NsugbeStr,Ind.Layout,Enugu Box425Onitsha,AnambraState 62IbokuStr.Onitsha NLCAnambraState c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye SchoolofBusinessStudies,Lagos ManagingDirector,AfricaBankPlc ManagingDirector DiamondBankPlc,Lagos


Nigerian Communications Abuja Commission(NCC)

278 TheManagingDirector



279 280 281 282 283 284 285

TheManagingDirector TheManagingDirector Chief(Mrs)ChikaIbeneme ChiefCiciliaU.Asogwa Bro.S.N.OmegeKSM Chief(Hon)EdwinUmezeoke The Most Rev. Maxwell S. C. Anikwenwa 286 The Rt. Rev. Ken. S. Edozie Okeke 287 TheRt.Rev.Dr.EmmanuelO. Chukwuma 288 Rt.Rev.Dr.JonahIlonuba 289 Rt.Rev.G.I.N.Okpala 290 Rt.Rev.B.C.B.Onyeibor 291 Rt.Rev.A.A.Madu 292 Rt.Rev.IkechiNwosu 293 Rt.Rev.Dr.UjuObinya 294 Rt.Dr.UgochukwuEzuoke 295 MostRev.BennetOkoro 296 297 Rt.Rev.BrightJ.E.Ogu 298 Rt.Rev.AlfredI.S.Nwaizuzu

FidelityBankPlc,Lagos SpringBankPlc AnambraStateCollegeofEducation,Nusgbe 35DeckAve.Ind.Layout,Enugu. c/oMins.OfLands,Abakaliki AnglicanArchishop AnglicanBishopofOnitsha BishopofAnglicanCommunionEnuguDiocese AnglcianBishopofNsukka AnglicanBishopofNnewi AnglicanBishopofAbakiliki AnglicanBishopofOjiRiver AnglicanBishopofUmuahia AnglicanBishopofAba, BishopCourt AnglicanArchbishopofOrlu Bishop'sHouse AnglicanBishopofMbaise AnglicanBishopofOkigwe, Archbishop Palace, Ifite Road,Awka Bishop's Court Ozalla Road, Onitsha Bishop's Court, Good Shepherd Bisho'sp Court, St. Cyprian Cathedral, Bishop's Court, P.O. Box 2630,Nnewi Bishop'sCourt, P.O.Box112, Abakaliki, Bishop'sCourt,P.O.Box213, OjiRiver St. Stephens' Cathedral Compound Bishop'sCourtAkwette, St. Michael Cathederal Compound, Archbishop palace, Nkwere, Box260Orlu, No 1 Mission Crescent, TransfigurationHill Bishop's Court, Box 10 EzinifiteMbaise Bishop's Court Box 156 Okigwe Bishop EzeokeNsu Box 235 AnambraState

Independence Layout, Enugu Nsukka,EnuguState AnambraState EbonyiState EnuguState Box96Umuahia Box20468Aba,AbiaState Box212Aba,AbiaState ImoState Box31Owerri,ImoState ImoState ImoState

299 Rt. Rev. Dr. Caleb Anny AnglicanBishopofNsu


Annexes Maduoma 300 Rt. Rev. Prof. Emma AnglicanBishopofIkenegbu Iheagwam 301 Rt.Rev.ChristianO.Efobi AnglicanBishopofAguata 302 303 304 305 Rt.Rev.LaudamusEreaku Rt.Rev.HenryC.Ndukuba BishopEmmanualUgwu BishopEze AnglicanBishopofAuchi Nsu BishopCourtEgbu

Box 1967 Owerri, Imo State Bishop's House, 10 Hong Aguata,AnambraState Road Bishop'sHouseHospitalRoad Box2450Auchi, EdoState EnuguState Independence Enugu

306 HRM (Prof) Achebe 307 HRM Igwe Gibson Nwosu (EzeUzu) 308 HRM Igwe P. C. Ezenwa OpokoofOba 309 HRHPaulEgbogu 310 HRHProf.Laz.Ekwueme 311 HRH(Dr)EzeM.C.Ngene 312 HRH,IgweH.O.Okoye 313 HRH,IgweO.D.Ezeani 314 HRHIgweC.E.Nnaegbuna 315 HRHIgweK.O.Okonkwo 316 HRHIgweP.M.Okeke 317 HRMIgweA.Ofuebe 318 HRHIgweE.M.Emebo 319 HRHIgwe(Dr)R.C.Eze 320 HRHIgweNnose 321 HRMIgwe(Engr)S.I.Okafor 322 HRHIgweA.N.Onwuneme 323 HRHIgwe(Dr)M.N.Eze 324 HRH(Dr)C.I.Okechukwu 325 HRHIgweJ.C.Okolie 326 HRHIgweJuliusNnaji 327 Rt.MagrDr.N.C.Obiagba

MissionaryBishopofOjiRiverAnglicanCommunion OjiRiver Missionary Bishop i/c Enugu Diocese Anglican c/oEngr(Sir)ChrisOkoye Communion Nnaemeka ObiofOnitsha Obi'sPalace,Onitsha ChairmanTraditionalRulerCouncil AnambraState


7EdinburghRoad,Enugu ObuEzeikeIVofNibo IgweofIdeani IgweofNeni IgaIIofEbenebe IgweofAmansea IgweofAbaganaNjikoka IgweofIfiteOgwai IgweofIsuaniocha IgweofUkpo IgweofMmiata IgweofOkpuno Igwe'sPalace,Ikenga IduPalace,IgboUkwu IgweofIhiala IgweofIhembosi OdozuligboofNike ArchbishopSecrtariat





328 329 330 331 332 333 334 335 336 337 338 339 340 341

EnvoyDr.LeviMonanu BishopDr.EmphraimNdife Chairman Chairman Chairman Chairman Chairman TheBishop TheBishop TheBishop TheBishop TheBishop MostRev.Dr.MichaelOkoro Rt.Rev.Dr.VictorChikwe

Asst.Sec.CAN.SalvationArmy 2MarketRoad PentecostalFellowshipofNig(PFN) PentecostalFellowshipofNig(PFN) PentecostalFellowshipofNig(PFN) PentecostalFellowshipofNig(PFN) PentecostalFellowshipofNig(PFN) MethodistBishopofEnuguDiocese MethodistBishopofAbakalikiDiocese MethodistBishopofOwerriDiocese MethodistBishopofUmuahiaDiocese MethodistBishopofAwkaDiocese CatholicBishopofAbakaliki CatholicBishopofAniara CatholicBishopofAwka Bishop'sHouse CatholicBishopofEnugu

342 Rt.Rev.Dr.S.A.Okafor 343 Rt.Rev.Dr.SolomonAmatu 344 Rt.Rev.Dr.AnthonyGbuji

UgboUgwu Awka AnambraState AbiaState EnuguState EbonyiState ImoState EnuguState Abakaliki Owerri Umuahia Awka Bishop'sHouseMile50 Bishop'sHouse,P.O.Box205 Ogbe Bishop'sHouseP.M.B.5021, PMB5021,Awka Bishop'sHouse,


EbonyiState ImoState AbiaState AnambraState P.O.Box90Abakaliki Aniara,ImoState

345 Rt.Rev.Dr.HilaryOkeke 346 Rt. Rev.Dr.F.E.Okobo 347 Rt.Rev.Dr.AnthonyE.Ilonu 348 Rev.Dr.ValerianOkeke 349 Rt.Rev.Dr.G.O.Ochiagha 350 MostRev.Dr.A.J.V.Obinna 351 TheRt.Rev.Dr.LuciusOgorji 352 Rt.Rev.JohnIOkoye

CatholicBishopofNnewi CatholicBishopofNsukka CatholicBishopofOkigwe CatholicArchbishops ofOnitsha CatholicBishopofOrlu ArchbishopofOwerri CatholicBishopofUmuahia CatholicBishopofAwguDiocese

Awka,AnambraState AnambraState Ogbaru Street, Independence Layout, Enugu Bishop'sHouse,P.M.B.5099 Nnewi,AnambraState. St.Theresa'sCathederal Box 32 Nsukka Enugu State Bishop'sHouse P.O. Box 99 Okigwe, Imo State Archbishop'sHouse P.M.B. 1627 Onitsha, AnambraState DiocesanCatholicSecretariat Box430OrluImoState Archbishop's House Villa Box85Owerri,ImoState Assumpta Bishop'sHouse P. O. Box 99 Umuahia, AbiaState Bishop'sCourt Awgu,Enugu


Annexes 353 H/EChiefKenNnamani 354 Sen Chief Uche Chukwumerijie 355 Sen.ChiefAnyimPiusAnyim 356 Sen.IfeanyiArarume 357 Sen.IkeEkweremadu 358 SenatorJoyEmodi 359 Sen.BenObi 360 H/E Cammandar Allison Madueke[rtd] 361 H/EDrChimarokeNnamani 362 H/EDr.OrjiUzorKalu 363 H/EDrAchikeUdenwa 364 H/EDrSamEgwu 365 MrPeterObi 366 MrSullivanChime 367 H/EDrEmekaEzeife 368 H/EDrAlexEkwueme 369 H/EDr.C.N.Ogbu 370 Rev. Senator Hyde Onuaguluchi 371 H/EChiefJimNwobodo 372 H/EDr.OgbonnayaOnu 373 H/E(Dr)OkwesiliezeNwodo 374 H/ECol.RobertAkonobi 375 Amb.EmekaAnyaoku 376 Hon.CelestineUghanze 377 AbelChukwu 378 Speaker 379 Speaker 380 MikeBelonwu 381 Speaker 382 H/EChiefC.C.Onoh 383 H/E ChiefEvansEnwerem PresidentofSenate,FederalRepublicofNigeria NationalAssembly 10AtandaWilliamsStreet NationalAssembly,Abuja NationalAssembly,Abuja NationalAssembly,Abuja NationalAssembly,Abuja c/oEngr(Sir)ChrisO.Okoye ExecutiveGovernorofEnuguState ExecutiveGovernorofAbiaState ExecutiveGovernorofImoState ExecutiveGovernorofEbonyiState ExecutiveGovernorofAnambraState PDPGovernorshipCandidatesEnuguState 284AkinolaBurlevard,Garki,Abuja 11EzikwoStreet.IndustrialLayout,Enugu Deputy Governor,GovernmentHouse, c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye Ubulu Ohaozara 36ImokeStGRA,Enugu 26NzaStr.Ind.Layout,Enugu 36aLuggardAvenue,IkoyiLagos HouseofReps.Abuja Speaker,EnuguStateHouseofAssembly AbiaStateHouseofAssembly EbonyiStateHouseofAssembly AnambraStateHouseofAssembly ImoStateHouseofAssembly 7SilverSmithSt.Ogbete,Enugu c/oEngr(Sir)ChrisO.Okoye Abuja






384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408

Sen.ChristopherNshi Hon.PatriciaOgodo H/EDrChinwokeMbadinuju ColIkeNwosu(rtd) AdmiralEbituUkiwe Sen.AdolphusWabara Col.P.U.U.Omerua(rtd) Col.HerbertObiEze Sen.BrightNwanne Hon.CollinsAgbo Sen.FrancisElla H/E(Dr)ChrisNgige Amb.RalphUwechue Hon.PeterEzenwaOrji Dr.JonesLemchi Mr. StanUkeje ChiefChrisEze ChiefChukwuemekaChikelu Dr.Mrs.KemaChikwe Dr.FestusOdimegwu SenatorIfeanyiArarume RtdCommodoreEbituUkiwe ChiefOjoMaduekwe Mr.EddieEfekoha Dr.UjuOgubuake

c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 5Parkway,GRA,Enugu c/oTonyOfoegbu,GlobeShippingLines SenateChambersN.A.ComplexAbuja c/oEngr(Sir)ChrisO.Okoye c/oEngr(Sir)ChrisO.Okoye 100St.MichaelRd.Aba GovernmentHouse,Abakaliki,EbonyiState 13AForcesAve,Rd,GRA PortHarcourt FormerGovernorAnambraState c/oEngr(Sir)ChrisO.Okoye 29AmosuSt.OguduGRA,Enugu InternationalInstituteforTropicalAgriculture CentralBankofNigeria Chairman,FidelityBankPlc c/oEngr.SirChrisOkoye c/oEngr.SirChrisOkoye c/oNdigbo,Lagos c/oEngr.SirChrisOkoye c/oEngr.SirChrisOkoye NationalSecretary,PDP ExecutiveViceChaiman Registrar.CEO PANAfricanDevelopmentCompany c/oEngr.SirChrisOkoye Hon.Minister forDefence Hon.MinisterforEducation Lecon/BOI

IITA High Rainfall Station, Onne PMB0187,Garki,Abuja c/oEngr.SirChrisOkoye Chairman Chairman Chairman Chairman c/oEngr.SirChrisOkoye ConsolidatedRiskInsurersPlc Chartered Institute of Bankers m Chairman c/oEngr.SirChrisOkoye c/oEngr.SirChrisOkoye 10,AmoduOjikutuStreet,


Chairman HarvardTrustBank HarvardTrustBank HarvardTrustBank Harvard TrustBank Chairman Lagos Abuja

409 Mr.BasilEnwegbara 410 411 412 413 ChiefEmekaAnyaoku Mr.ThomasAguiyiIronsi Dr.MrsObyEzekwesili Mr.DaveNwachukwu

HarvardTrustBank Chairman Chairman Victoriailand,Lagos


Annexes 414 415 416 417 Dr.ChinyeluOjukwu ChiefCharlesUgwu Dr.Mrs.LeslieObiora MaziRichardObilor c/oEngr.SirChrisOkoye Fmr.President,MAN Hon.MinforMines&DevofIron&SteelIndustry President Chairman c/oEngr.SirChrisOkoye c/oEngr.SirChrisOkoye Igbo Organization of New England,Inc.USA WorldIgboCongress,USA c/oEngr.SirChrisOkoye HarvardTrustBank Chairman Chairman c/oEngr.SirChrisOkoye c/oEngr.SirChrisOkoye Chairman

418 Ichie Chibuzor E. President Onwuchekwe 419 ChiefEmmanuelIwuanyanwu Chairman,ChampionNewspapers 420 BarHyacinthNweke c/oOhanaezeHqrts,Awka