ASIWAJU YINKA FASUYI INTRODUCES A NOVEL "IJESA DEVELOPMENT FUND": TRADITIONAL RULERS AND CHIEFS IN IJESA NORTH UNANIMOUSLY ENDORSED CONCEPT (Include Proposal's Full Text & Photos)

Asiwaju Yinka Fasuyi, the Asiwaju of Ijesaland has introduced a proposal that aims to improve participation of community members in Ijesaland developmental agenda.

The maiden introduction of Yinka Fasuyi's ideas on enhancing community participation in raising a community development fund, a mechanism that enables all social stratas to contribute resources directly by building up their own financial capacities took place in an advocacy drive supported by the Ijesa Community Development Assembly (ICDA) at Owaloko palace, Iloko-Ijesa, Osun State on Friday.

This is as traditional rulers and representatives of chiefs of Ijesa North Traditional Council unanimously agreed to foster a strengthened sense of ownership in local development entwined in community oversight that upholds the highest levels of transparency and accountability.

Asiwaju of Ijesaland who accompanied by Alagba Wale Idowu, Chief Afolabi Igbaroola, Mr. Akin Olatunbosun, Prince Toyin Olalemi and Erelu Jumoke Olafadehan interfered with Ijesa North royal Fathers and traditional Rulers that included the Owamiran of Esa-Oke, HRM Oba Adeyemi Adediran, HRM Oba Akeem Olusayo Ogungbangbe-Owaloko of lloko-ljesa and HRM Oba Festus Awogboro, Alademure of Ibokun, HRM Oba (Dr) Micheal O. Ajayi - Elerinmo of Erinmo-ljesa, HRM Oba Enoch Ademola, Owaooye of Imesi Ile, HRM Oba Adejola Oluwaseyi Adeolu- Olomo of Omo-ljesa among others.

Find below full text of Asiwaju Yinka Fasuyi's proposal:

PREMISE

ljesas over the centuries have been known for their peculiar enterprise attribute which has consequently defined their collective socio-cultural values over time. Traditional governance System in jesaland has always been centred on common communal goals and aspirations.

Hence, the emergent community development system has fundamentally relied on self-help and communal ownership based development approach,

Through this, the people have always taken the bull by the horn in matters of socio-economic development agenda through ther various Socio-cultural societies (i.e. Egbe Atunluse that championed the establishment of lesa Grammar School in 1934) without waiting for the formal government system.

This uncommon cultural value has assisted in early identification and classification of Ijesaland as a hub or modern civilisation among its peers in the sub-national Yoruba entity, in particular and Nigeria in general.

However, the advent of crude oil in Nigeria in the 1960s has rather than catalyse this existing spirit of collective advancement, become the unfortunate game changer where all sustainable productive systems in the land became jettisoned and abandoned for easy wealth accruing from the oil and gas sector. Formal government at all levels suddenly and subsequently assumed the new unsustainable role of "Mr. Provider" of all inexhaustible resources for all people and for all communities. With this new government posture, the traditional system of self-help resources mobilisation for community development did not only collapse but also disappear from communal mentality.

Unfortunately, the recent fortune that befell the same oil sector has now revealed the short sightedness and inadequacies of the concept and believes that *Government is capable of providing or responding to all our needs.

Hence, the need to retrace our steps to that result-based, time tested, self-owned and sustainable way of prosecuting our development agenda.

JUSTIFICATION:

The need to support the government especially at the state level in arresting the declining human development index occasioned by dwindling resources available to government is our primary consideration for this proposal. Our dear state of Osun for instance recorded 30th and 31St position out of the 36 states in the 2023 WASCE and NECO examinations results, respectively. Many of our tertiary institution graduates are unemployable because of lack of employability skills. Army of our Youths roam the streets daily in search of unavailable jobs.

Many of our people in Micro, Small and Medium Enterprise sector lack in modern business knowledge and empowerment support. A lot of our health facilities are either obsolete or inadequate to support the health requirements of our people. Large majority of our farmers still do not have access to basic extension services to improve on their farm outputs and many more.

The truth is that the government, with its limited resources, cannot adequately respond to these rising wants and needs of our people, hence, the need to explore alternative support strategy.

The conceptualisation of the idea and instituting of IJESA DEVELOPMENT FUND is to provide a complimentary platform for mobilising all ljesa sons and daughters both at home and in the diaspora and their friends to embrace and believe that the sustainable development of Ijesaland is the responsibility of all ljesas.

To this end, a good measure of a good son or daughter of ljesaland would be a function of his or her commitment to the common goal of all.

RATIONALE FOR THE CHOICE OF THIS ALTERNATIVE

The most common and popular approach usually employed in generating development fund in most of our societies is to identify the very few, wealthy individuals in the community and tax them with the responsibility of mobilising and championing the resources for the execution of any identified project. This approach, as laudable as it is, also comes with its own limitation. First, it could lead to donation fatigue where the few gets tired of being continuously called upon to contribute. Second, it limits the potential capacity of what is doable from the community because some members of the community with financial capacity may be erroneously omitted and left out. Third, the emergent project may be wrongly perceived as not being commonly owned which may eventually jeopardize the optimisation of the project benefits by all members of the community. These limitations informed the choice of this approach where ALL are responsible and committed within their respective ability to the development of their communities.

TARGET POPULATION

The Yoruba nation in the country is estimated at 40million population (CIA World Fact Book). Out of this, Ijesas are estimated to constitute 10% giving a population of 4million people. Our target in the first year of operation, year 2026 is 6% of this populace i.e. 240,000. This 240,000 people would comprise Ijesas young and old, residents in Ijesaland, in any part of Nigeria, and those residing outside the shores of Nigeria. To realise this 6%, the body would mobilize and galvanise all the known Ijesa socio-cultural societies; trade associations; churches; mosques; professional bodies; schools; formal and informal sectors, and individuals through available mass media, personal contacts, key informants, presentations, etc, to get the desired number.

SCHEDULE OF IMPLEMENTATION

The entire 2025 will be devoted to massive sensitisation of the Traditional Rulers, Community Leaders, Ijesa Societies and Clubs; Professional Groups; Vocational Groups; Religious Organizations; Political Organizations; Ijesa Diasporan Groups; Market Women and Men; Vulnerable Groups; Ijesa Youth Organizations; Business Corporate Organizations in Ijesaland; In-Laws of Ijesas: Royalties, Dynasties, and Families in Ijesaland; and Friends and Associates of Ijesas at home and abroad.

All inputs and suggestions received from the consultations and sensitization activities would have been reviewed and considered before the eventual take-off in January, 2026.

The year 2025 would also be used for the creation of website and setting up of secretariat and other management logistics to ensure smooth running of the operations in the year 2026.

IJESA SON/DAUGHTER FINANCIAL RESPONSIBILITY AND ARCHITECTURE

In recognition of the validity of that common proverb, thus, “All fingers are not equal” the body will be introducing a multi-layered payment profile that encourages every individual to contribute according to his/her capacity and God’s endowments.

To this end, we have designed a 10 - level payment profile which allows for a minimum contribution of N1,000 (One thousand Naira) only per annum.

The top ceiling contribution is open ended as the individual commitment, capacity and endowments dictate.

Working with a target of 237,525 segregated contributors in year 2026, an estimate of N1,000,000,000 (One billion Naira) only is projected to be generated, thus:

LEVEL 1: N1,000 X 150,000 N150,000,000

LEVEL 2: N2,500 X 50,000 N125,000,000

LEVEL 3: N5,000 X 20,000 N100,000,000

LEVEL 4: N10,000 X 10,000 N100,000,000

LEVEL 5: N25,000 X 4,000 N100,000,000

LEVEL 6: N50,000 X 2,000 N100,000,000

LEVEL 7: N100,000 X 1,000 N100,000,000

LEVEL 8: N250,000 X 300 N75,000,000

LEVEL 9: N500,000 X 150 N75,000,000

LEVEL 10: N1,000,000 X 75 N75,000,000

ESTIMATED GROSS IN A YEAR 237,525 N1,000,000,000

PAYMENT METHODOLOGY

In order to promote commitments from all communities in Ijesaland coupled with the need to ensure that proceeds from the fund are spread across all communities in Ijesaland to prosecute their community-driven projects; individuals will be made to make their payments into any of the six local governments of their choice in Ijesaland.

He/She will be made to indicate in which of the six local governments in Ijesaland would he/she wants his/her donation to be credited to.

An individual may decide to pay into one or more local government (with a provision that minimum payable to each local government is N1000); or may also be generous enough to contribute to all the six local governments (at a minimum of N1000 each to each of the six local governments)

Payments can either be paid on individual basis or family-based basis. All payments will be acknowledged and receipted for.

There shall be a yearly publication in every December of each year containing the names and families of all contributors arranged along the six local governments. In addition, a website shall be created solely to update on weekly basis payments/donors into the fund.

The following payment platforms shall be instituted for conveniences of all prospective contributors

E-Payment: Individual transfers/payment through the internet electronic platform with his/her details.

Teller-Based Payment:Individual pays into designated account of the body with all his/her identification particulars.

Cash Payment: Cash payment platform will be opened for the benefit of rural and low- income contributors. Designated and properly identified staff of the patronised bank will be saddled with the responsibility of moving on a roaster basis to communities for collection and instant receipting. This window will be opened for people paying below N1000 (One thousand hundred Naira) only at a time.

PAYMENT RECORDS AND INFORMATION

All payments made into the various accounts of the body can be viewed and accessed by all 24 hours after making such payments on the website of the fund.

PAYMENT STATUS

In order to galvanise maximum contributions from all stakeholders, the fund has created three categories of Ijesa Development Promoter Status (IDPS), namely;

ONE – STAR IDPS or 1-STAR IJESA

These are individuals who opted to pay 50% (half) of their contributions and which is also the minimal amount to be at 1 Star IDPS. For instance, if a participant chose level 3, the amount to be contributed is N5,000. The participant has to pay minimum of N2,500 (Two thousand five hundred Naira) in order to be admitted to One star IDPS. In a similar vein, if a donor chose level 5, the amount to be paid is N25,000. He/She needs to pay minimum prerequisite of N12,500 (Twelve thousand five hundred Naira) to be qualified for 1 Star IDPS.

b) TWO – STAR IDPS or 2-STAR IJESA

This status is obtainable to those who have redeemed between 51-99% of their contributions. Suppose a member selected level 3, where N5,000 is required as a contribution. He or she must have paid a sum between N3,000 to N4,000 to be qualified for a 2 Star IDPS. Equally, if a donor chose level 5, and the amount to be paid is N25,000. He/She needs to have paid a a sum between N15,000 to N20,000 to be eligible for a 2- Star IDPS.

c) THREE - STAR IDPS or 3-STAR IJESA

This covers those who have paid their nominated pledges in full. For example, a donor who selected level 3 is required to have fully paid the N5,000 development fee for the development of Ijesaland in order to be approved as a 3 Star IDPS. In the same way, a contributor who subscribed for level 5 which is N25,000 to be endorsed as a 3 Star IDPS, he/she must have completed the payment of N25,000 development fee for the development of Ijesaland and be at 100% redemption.

And as the exercise gains popularity in the land, when two Ijesas or more meet to greet at functions or occasions, the following convivial conversation could ensue:

Ijesa A: Hin le o, awe!

Ijesa B: Eeeh! O kare!

Ijesa A: Abi Ijesa ni o re?

Ijesa B: Ujesa ni me e re!

Ijesa A: Ki o fi je Ujesa?

Ijesa B: Mo mi se ojuse mi si’lu!

Ijesa A: Ki ni nomba idagbasoke re?

Ijesa B: 1-STAR IDPS Level 1

Ijesa A: O kare awe! O gba fun o!

Ijesa B: Uwo na a nko, ki i nomba re?

Ijesa A: 3-STAR IDPS Level 10

Ijesa B: Ajanaku o kare! Obokun a gbe o!

Chorus Ijesa A and B: Obokun a gbe gbogbo ri a o!

ACCOUNTING YEAR

The accounting year is from January 1st every year to November 30th of the same year. This is to allow for publication of all contributors for the year which will be made available from the second week in December of the year. The publication will be sold at an affordable rates to all individuals in Ijesaland for their records and keeping of their history in the participation of Ijesaland development.

BANKING AND OPERATIONS OF THE FUND

A bank that meets best-practices in the industry with operational branches in Ijesaland shall be sought for by the fund management committee. Six different accounts for each of the six local governments will be opened with the chosen bank for ease of account operation, transparency, and management.There would be a seven member management committee in all.

Each of the six local governments shall have at least one-member representative in the umbrella body

The central IJESALAND DEVELOPMENT FUND MANAGEMENT COMMITTEE would be constituted by the Ijesa Community Development Assembly (ICDA) which would serve as umbrella committee for all the six local governments.

The nominee from each local government areas shall be drawn from different serving wards in each local government, which spread across the North, South and Central of the local government.

Nominees will be nominated by the Community Development Associations from the communities/ wards in their respective local governments.

This would be followed by the endorsement and approval of the traditional rulers and Ijesa Community Development Assembly (ICDA).

The committee members will thereafter be inaugurated by The Ijesa Community Development Assembly (ICDA) in the presence of the traditional rulers.

Chairmanship of the committee shall be nominated on rotational basis using the alphabetical.

INSURANCE OF CASH IN TRANSIT

The process of deploying bank/members of ICDA to collect cash from rural dwellers and low income distributors also come with its attendant risk of robbery and theft.

In order to forestall any loss of fund or leakage from the source, the body would insure all such cash in transit.

ADMINISTRATION OF THE FUND

In order to enthrone the spirit of transparency and accountability in the disbursement and application of accrued funds, each local government management committee would constitute the body to be saddled with the operations of the bank account, disbursement and application of funds as may be determined by them.

The local government management committee will however have the responsibility to ensure that a competitive procurement practice and guidelines that would be generated and provided to the committee by the Ijesa Community Development Assembly (ICDA) is strictly followed to the letter.

Signatories to the local government fund management committee account shall be made up of 3 members, one of which, at least, must be a female. The composition of members must also cut across the communities or wards that constitute the local government.

COST OF OPERATING THE FUND

Aside from customary mandatory bank charges on the fund account, the fund management committees shall take it as a responsibility to apply all measures of prudency, transparency and accountability in the entire operations of the fund at the Central and local government levels.

To this end, a maximum ceiling of 1% (one percent) of the amount contributed to each local government shall be the upper limit of all the cost and re-current expenditures in the operation of the fund by each local government fund management committee.

There could be a general canvassing to encourage affected communities to donate office spaces or premises to situate operations secretariat, but where or when not feasible or possible, office premises will be rented and maintained by each committee from the one percent deduction.

Therefore, this would amount to 2% in overall of the contributions that would be set aside for operations, logistics, management and running costs of the fund management committee at the central and the local government levels.

Most if not all members of the management committees shall be encouraged to volunteer their services without any honorarium or allowance. Volunteer services in the discharge of other related services would also be encouraged.

PROJECT SELECTION

The management committee at the local government level shall have the responsibility to identify the community projects to be embarked upon.

The process of project identification would be driven by Community Driven Demand (CDD) approach which would target the largest population of prospective beneficiaries in the communities concerned. Such selected project must be proven to have the potential to add value to the socio-economic status of the large majority of the populace in the community.

A critical requirement for such selection would also involve the generation of operational, maintenance and sustainability plan for the project.

At the end of the day, the goal is to ensure communal ownership of the project where everybody in the community is a co-owner and co-stakeholder. Projects premised on this background have high chances of survival when it is not perceived as government project but rather “OUR OWN PROJECT”.

PROJECTS TO BE FUNDED

Projects that are qualified to be funded under this scheme are projects that are of socio- economic value to the communities.

This includes education, vocational trainings and skill development, health services infrastructure, agricultural value chain, and Information and Communication Technology (ICT). Palaces and town halls are not to be funded from this scheme.

CORPORATE SOCIETIES AND CLUBS PARTICIPATION

Ijesa Societies, Clubs, Corporate social organisations, and Business corporate organisations can enroll in the scheme and participate from N100,000 annually and above.

PROJECT PROCUREMENT OF GOODS, SERVICES AND WORKS

The integrity of this body relies heavily on the level of prudence, transparency and accountability employed in the procurement of Goods, Services and Works involved in the project.

A highly competitive and open bidding system will be enthroned, such that guarantees best value for all money disbursed. Priority would, however, be given to service providers who operates within the community, provided their rates are competitive without compromising stipulated quality standards.

This is majorly for organisations that cut across communities in Ijesaland such Pan Ijesa societes and clubs.

However, for local community based societies and clubs, for Ilare-Ijesa Community Development Association, Ipetu-Ijesa Community Development Association, etc would be allowed to register N25,000 per annum.

CAPACITY BUILDING FOR MANAGEMENT COMMITTEES

The Ijesa Community Development Assembly (ICDA) shall organise on a need-driven basis, FREE Capacity Building training Programmes to strengthen the capacity of the members of the fund management committees in the six LGAs and the umbrella coordinating committee. Such area of focus would include but not limited to the following:

a) Project Management

b) Procurement Management

c) Financial Management

d) Records Keeping and Report Writing

e) Team Building and Management

f) Conflict Resolution

g) Leadership Management

CONFLICT RESOLUTION MECHANISM

The Ijesa Community Development Assembly (ICDA) would constitute an ad-hoc conflict resolution committee at each LGA as the need arises. Such members usually between three and five in number would be drawn from highly respected opinion leaders in the LGA as the first tier of conflict resolution organ in the LGA.

Where this cannot be resolved at this tier, the second-tier committee made up of three to five highly revered traditional rulers in the LGA would be constituted for resolution.

The third and final tier, where the first two tiers have failed, would be to refer the matter to Arbitration.

REPORTING

A quarterly report shall be generated by the committees and disseminated to all stakeholders in Ijesaland which will cover various activities carried out and contributions made by the members.

PROPOSED INTERIM COORDINATING MANAGEMENT COMMITTEE MEMBERS

1. - Atakunmosa East LGA

2. - Atakunmosa West LGA

3. - Ilesa East LGA

4. - Ilesa West LGA

5. - Obokun LGA

6. - Oriade LGA7. - ICDA

Proposal Developed and Packaged by:Asiwaju Yinka Fasuyi B.Sc (Econs); M.I.L.R; M.Inf. Sc; M.B.AF.N.I.M; F.I.M.C; F.C.I.R.M; F.I.T.D; JP

THE ASIWAJU OF IJESALAND & PRESIDENT/CEO, IBADAN BUSINESS SCHOOL, IBADAN

More photos: Coverage script camera credit: Oladimeji Lasore (+23435105413) [email protected]