Visualizing critical data that informs Arewa leaders and organizations of the region's unique characteristics.


It is a new strategy discipline specifically designed for open, loosely-connected networks. Unlike strategic planning that was designed primarily to guide strategic activity in hierarchical organizations, Strategic Doing is designed for situations in which nobody can tell anybody else what to do. Collaboration is the only way to move forward. It therefore teaches people how to form collaborations quickly, move them toward measurable outcomes and make adjustments along the way. In today’s world, collaboration is essential to meet the complex challenges we face. Strategic Doing enables leaders to design and guide new networks that generate innovative solutions. It is a new strategy discipline that is lean, agile and fast.


How does Strategic Doing work?
Strategic Doing works by teaching simple, but not easy, skills of strategic collaboration. The skills are simple to understand, but they take practice to master. We teach the skills primarily through three to four hour strategy workshops. For organizations and communities within a region that do not have a strategic plan, Strategic
Doing can generate an initial plan in a matter of hours with an intensively focused and custom workshop. The process quickly forms new collaborations among workshop participants and moves them into learning by doing.

As these collaborations form and participants learn from each other, Strategic Doing advances quickly. Short, focused strategy reviews take place regularly, usually every 30 days. With Strategic Doing, strategy becomes more like software development. New versions of the strategy appear frequently as participants learn what works.

What if we already have a strategic plan? Can Strategic Doing help us?
For organizations and communities within a region that are stuck with their strategic plan, Strategic Doing provides an agile process to accelerate implementation. By producing rapid-fire strategic action plans, Strategic Doing moves existing strategic plans to new levels of performance. For instance, using applied Strategic Doing in a wide variety of contexts from the development of new clusters and regional innovation ecosystems to the launch of new workforce innovations and the regeneration of inner-city neighbourhoods.

How do we get started?
You can learn about how other organizations, communities and regions have used Strategic Doing. Or you can connect with us directly, so we can start to explore your situation together. Since all of our Strategic Doing work is customized to meet your needs, we start all of our engagements with when you contact us to discuss your situation and identify some concrete outcomes that could help you.


Promoting the development of a high quality multi-year plan that builds on the economic strengths of the entire Arewa region.


States Leadership within the Arewa region should come together to create and adopt the Arewa Regional Economic Plan with emphasis on a balanced approach to development and established targets for economic growth of the region. The plan should build on current regional opportunities, collaboration and innovation

Implement Programs that Build on Regional Opportunities
Introducing innovative programs that complement and add value to all States within the Arewa region’s industry and occupational clusters.

Strengthen Arewa Regional Collaboration and Innovation Networks
The mainstay of the ACRD Center of Excellence’s collaboration work centers on its Strategic Doing initiative. This program will focus on the use of States within the regional networks to accelerate innovation, partnership and collaboration. Strategic Doing quickly develops sophisticated collaborations that help advance open innovation across organizational and political boundaries within the entire region. Strategic Doing ignites the spark of regional innovation, partnership and collaboration enabling people in loosely-joined, open networks to think and act strategically. In partnership with Small Business Development Center’s across the World, this program showcases the pivotal role of second-stage firms to employment growth and prosperity and development growth strategies, with the goal of making Arewa region an investment destination.

ICT is the convergence of communications, computing and information technologies and has become the catalyst that enhances development process of a nation...READ ON


Visualizing critical data that informs Arewa leaders and organizations of the region's unique characteristics. In today's k
nowledge economy, the main source of value and competitive advantage is the human capital using knowledge, innovation and creativity for development.


USING DATA FOR DECISION MAKING - To keep Arewa competitive both in Nigeria and in the global marketplace, it is critical that Arewa Leaders understand the economic dynamics of their region and how these drivers affect workforce issues. States with Arewa region must have continuous access to data and decision support to ensure proper planning that produces workers with the skills that are relevant to the region’s businesses and economic development. AREWA Center for Regional Development (ACRD) aspires to be the leading source of regional workforce information and insight for the entire region.

  • Help identify opportunities and trends in high growth, emerging, and economically critical industries and occupations;

  • Estimate the gap between labor market demand, available training, and existing or future workers;

  • Help region respond to workforce needs by providing them quality and up-to date information and training in partnership with Universities located in the region.

Regional Growth Strategies for Local Governments
A regional growth strategy is a strategic plan that directs long-term planning for regional local governments official community plans. It also provides the basis for decisions about implementation of local government programs in a regional district.

Regional growth strategies are designed to promote human settlements that are socially, economically and environmentally sustainable and that make efficient use of public facilities, land and other resources to support and enhance regional sustainability and resilience. The development of a regional growth strategy is a collaborative and interactive process. A regional growth strategy is initiated, prepared and enacted by a regional local government, with the involvement of its member municipalities, state agencies and others.


Purposes of a Regional Growth Strategy
A regional growth strategy would work toward, but not be limited by, the following:

  • Avoiding urban sprawl and ensuring that development takes place where adequate facilities exist or can be provided in a timely, economic and efficient manner;

  • Developing settlement patterns that ensures transparency, fairness and that minimize the risks associated with natural hazards;

  • Moving goods and people efficiently while making effective use of transportation and utility corridors;

  • Protecting environmentally sensitive areas;

  • Maintaining the integrity of a secure and productive resource base, including agricultural and forest land reserves;

  • Economic development that supports the unique character of communities;

  • Reducing and preventing air, land and water pollution;

  • Supporting adequate, affordable and appropriate housing and business facilities;

  • Developing adequate inventories of suitable land and resources for future settlement or expansion;

  • Protecting the quality and quantity of groundwater and surface water;

  • Preserving, creating and linking urban and rural areas including parks and recreation areas;

  • Planning for energy supply and promoting efficient use, conservation and alternative forms of energy;

  • Engaging in good stewardship of land, sites and structures with cultural and religion heritage values;

  • A regional district may design a custom strategy that fits local circumstances by adding other matters that cross local government boundaries and cannot be addressed by one jurisdiction.

Easily create your Strategic Plan in 9 simple steps. Just add your data, everything else is already done for you. This Strategic Plan Template is an international Bestseller created by ex-McKinsey, Deloitte & BCG Strategy Consultants, better define & execute your Strategy and quickly improve your Strategic Planning Capability. This Toolkit includes frameworks, tools, templates, tutorials, real-life examples and best practices to help you:

  • Better define & execute your strategic plan by leveraging the ready-made strategic plan, which includes sections such as “market analysis”, “competitor analysis”, “SWOT analysis”, “mission, vision & strategic objectives”, “key initiatives to reach the strategic objectives” and “strategic roadmap”;

  • Build a strategy map and balanced scorecard to easily translate your strategy into strategic objectives, key performance indicators and targets;

  • Quickly improve the strategic planning capability and conduct a strategic planning project following 8 simple key steps such as “conduct kick-off meeting”, “provide business insights”, “define mission and vision”, “identify key strategic objectives”, and “create a successful reporting process” and implement, track & manage progress with visual dashboards.


 Preparing & Adopting a Regional Growth Strategy
Regional States may voluntarily initiate a regional growth strategy by resolution of the regional state board. Kaduna state government may approval for instance the initiation or enactment of a regional growth strategy in the State. The process for preparing a regional growth strategy is also largely left up to each state. Some states may undertake extensive research and assessment of a number of options, while others may move through the process more quickly. In all cases, the preparation of a regional growth strategy involves engagement with all levels of government and the public.

The regional growth strategy is developed through an interactive process involving all affected local governments and enacted by a bylaw of the regional board. Before it is adopted, a regional growth strategy must be accepted by the affected local governments, or failing acceptance, become binding on the affected local governments. The regional district must consider whether the plan should include the holding of a public hearing to provide an opportunity for persons, organizations and authorities to make their views known before the regional growth strategy is submitted for acceptance.

Building Consensus
The acceptance and the effective implementation of a regional growth strategy is dependent on buy-in to the process, ongoing involvement and commitment by all affected agencies. There are two mechanisms to achieve consensus and positive working relationships through consultation plans and intergovernmental advisory committees.

Consultation Plans
The legislation requires that the state board consult with individuals, organizations and authorities who they consider will be affected by the strategy, and adopt a consultation plan in this regard. As part of developing a consultation plan, the board must consider the need for a separate public hearing before the adoption of a regional growth strategy. Public hearings allow opportunities for the public and other stakeholders to provide input well before a growth strategy comes to the board for approval. Consultation plans provide flexibility and maintain the integrity of the consultation process while facilitating the more efficient development of a regional growth strategy.

Intergovernmental Advisory Committees
Once a state has initiated a regional growth strategy, an intergovernmental advisory committee is established. This committee provides a forum for senior state and local government staff and representatives of other authorities to advise the regional board on the development of the regional growth strategy and to help coordinate actions, policies and programs as they relate to the strategy.

Reaching Agreement
The regional growth strategy interactive planning model encourages dialogue to support the building of consensus among local governments on decision-making related to growth in the region. Given differing planning priorities and values, disputes can emerge. The growth strategy legislation encourages the use of alternative dispute resolution processes to reach mutual agreement. The commissioner responsible for local government may appoint facilitators to assist local governments to reach agreement on the acceptance of regional growth strategies. If local governments are unable to reach agreement, the commissioner will direct the parties to either a non-binding resolution process (mediation) or a binding settlement process. Example: Reaching agreement on regional growth strategies, British Columbia, Canada, 1999

Implementation Tools
Once a regional growth strategy has been adopted, all subsequent regional district bylaws and all works and services undertaken by the regional district must be consistent with the strategy.

Implementation Agreements
A State cannot implement a regional growth strategy on its own and requires the cooperation and assistance of local governments and other public organizations. Local governments have the authority to enter into implementation agreements with other local governments, just state will enter into implementation agreements with other states in the region as well as other levels of government and agencies to implement the actions and policies of the regional growth strategy.

Regional Context Statement
Local governments (LG) must update their official community plans within two years of the adoption of the regional growth strategy to include a regional context statement. The regional context statement sets out the relationship between the regional growth strategy and the official community plan and how they will be made compatible over time. The statement is subject to acceptance by the state to ensure the LG and the region agree that the two documents are compatible. Dispute resolution processes are available to resolve disagreements if they arise.

Monitoring an Adopted Regional Growth Strategy
Regional States must:

  • Establish a monitoring program following the adoption of a regional growth strategy;

  • Prepare an annual report for the public at least once every two years;

  • Consider whether the strategy should be reviewed

Minor Amendments

States may make minor amendments to a regional growth strategy, but must ensure that amendments that substantially change the vision and direction of the strategy are accepted by other States and all affected local governments. This ensures that:

  • The vision of a regional growth strategy is sustained;

  • Day-to-day technicalities can be dealt with efficiently;

  • Substantive policy decisions can be discussed and decided

Regional Issues Assessments
A regional issues assessment is a joint municipal/LG government review of the issues affecting local governments in the area. In consultation with the State government agencies, other organizations and the public, consensus is reached on issues, linkages and priorities. Possible follow-up actions such as a regional growth strategy, inter-jurisdictional agreements, joint community planning, local government restructure or infrastructure investment are identified and agreed upon.

Restructuring is good for the North because the North has so many Potentials of Solid Mineral Exploration, so great that by the time the northern  Governors realize it they will almost forget about allocation funds coming from Federal Government and too much Taxes on its citizens to generate more internally generated revenue (IGR). The potential is great and better than crude oil of the south. Gold, Uranium, Iron Ore, Gemstones, Columbite, Tantalite, Kaolin, Goshenite and other precious minerals are everywhere across the north, but also Lithium Brine Rocks, lithium-bearing pegmatite and spodumene, a critical component for making electric car batteries. By 2030, oil will no longer be that important as electric cars will take over, lithium batteries will also be used for powerhouses and so much more. The potentials for export of these natural minerals and local use in manufacturing from the north are unparalleled. The Southerners are just beginning to realize the potentials and if we begin to explore them, what it will mean to their so-called oil; and clamour for Restructuring. That is why some of them are beginning to downplay the issue of restructuring now: every region to control its resources, but the north must insist on Restructuring Now. Because the southerners erroneously believe that northerners are backward and uneducated and think that the north is dependent on the south simply because they have oil while forgetting that the south depends on the north for its staple foods. 80% of food consumed in the south, apart from cassava comes from the north: rice, beans, maize, guinea corn, yam, wheat, tomatoes, onions, pepper, spices and meat: cow, goat, and donkeys, etc. Nigeria plans to spend 15 billion naira, about $42 million over the next year or so to explore minerals and attract investors into mining and reduce its dependence on oil. Also, the north has oil too but abundant of natural resources: solid minerals. The North must get its act right and the future will be much brighter, more prosperous and better. The teaming Youths will have ample jobs and things to do; and for every mining job, 4 more jobs will be created and the north will virtually have near-zero-unemployment.


The northern demographic shifts will fuel the growth of new sectors, markets and service lines. They will begin to innovate and with creativity build viable businesses in areas of the business supply chain, and in agriculture, livestock mainstreaming, no more transporting live animals to the south but slaughtered and freight in refrigerated trucks, renewable energy like solar farming, ICT, Business Processing Outsourcing and in healthcare, manufacturing and revitalize the Kannywood entertainment industry in partnership with Indian Bollywood. Staple food commodity would no longer be transported to the south but buying-zones can be created along the borderlines between north and south for southerners to come and purchase there. “Wallahi it is a matter of time and the time is very soon, it has already begun. The unity of northern diversity is the power that will propel the business communities and consequently, the northern upcoming industries into new dimensions of performance. Soon there will be on the horizon, more northern banks, northern media and corporations; and northern intelligentsia that will meet every contemporary challenge; build capacity and human capital knowledge-pool; and the end of youths banditry, kidnappings, communal crises, terrorism and religious violence because everyone will have work and meaningful things to do under strong, compassionate leadership, propelling the country to a Greater Height as a whole. ICT-enabled solutions in healthcare, agriculture, education, financial services and States-public services will drive socio-economic inclusion of everyone in the region and the country faster, cheaper and more efficient than traditional methods. Indeed, the North; and Nigeria will be Great Again. The PAN-Niger Delta Forum said that the news that Northern leaders, who identified themselves as Friends of Democracy, advocated a return to the 12-state federal structure of 1967 and 100 percent resource control was thought-provoking but calls for restraint and further cross-questioning. The Pan-Yoruba socio-political organization, Afenifere, said it agrees with most of the views of the northern leaders and hoped to inter-face with them later, but said for a group of northerners to now be advocating for 100 percent resource control, calls for caution and further interrogation.

The question been are asked is that who will suffer if Nigeria is restructured or in the event of a break-up of the country in terms of food security or development?... READ THE WHOLE INTERVIEW


“Given the emergence of new regional dynamics in development policy and practice, Arewa region MUST fine-tune current regional development perspectives and to develop new ones that are not only more in sync with the present and future global context but with the governance systems being currently adopted that are becoming more and more decentralized and grassroots oriented. States Governors within the Arewa region must come together to create and adopt the Arewa Regional Economic Plan with emphasis on a balanced approach to development and opportunity for all diversity irrespective of one’s tribe, social class, religious belief and even political affiliation; and establish targets for economic growth of the entire region taking advantage of our Demographic Shifts, which will fuel the growth of new sectors, markets, and service lines in our communities. The ability of our diversity to build strength and unity is the power that will propel the region and consequently, the Nigerian industry, into new dimensions of performance and inclusive growth. Catalyzing Inclusive Growth Through ICT-enabled solutions in healthcare, education, financial services and public services can drive socio-economic development and inclusion of more than 30 million citizens each year, faster, cheaper and more effectively than traditional models. The economic plan should be built on current regional opportunities, collaboration and innovation linking States macroeconomic models with regional development and economic plan termed: Regional Econometric Model”President ACRD 




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