benue state nigeria -...

BENUE STATE NIGERIA

"Food Basket of the Nation”

OUR COLLECTIVE VISION

A NEW*!BENUE

“in God We Trust*

2015-2019

B enue S t a te G o ver n m en t

“Our CoOIeCive V ision”

ACRONYMSACFS Agricultural Credit Financing Scheme

APC All Progressives Congress

APRM African Peer Review Mechanism

BAP Benue Advance Plan

BENSACA Benue State Action Committee on AIDS

BENSEEDS Benue State Economic Empowerment and Development Strategy

BENSESA Benue State Environmental Sanitation Agency

BERC Benue Economic Resource Centre

BHoA Benue House of Assembly

BIRS Benue Internal Revenue Service

BNSG Benue State Government

BLS Bureau for Lands & Survey

BRAP Benue Reform Action Plan

BRC Benue Revenue Commission

BRD Bureau for Rural Development

BSB Benue Scholarship Board

BSIPA Benue State Investment Promotion Agency

BSJSC Benue State Judicial Service Commission

BSPC Benue State Planning Commission

B enue S t a t e G o ver n m en t

“Our Collective Vi icox”

BSRDP Benue State Rural Development Policy

BSU Benue State University

BSUTH Benue State University Teaching Hospital

C of O Certificate of Occupancy

CAPS College of Advanced and Professional Studies

CBN Central Bank of Nigeria

CEDAW Convention on the Elimination of all forms of Discrimination against Women

CIDA Canadian International Development Agency

CJ Chief Judge

COE College of Education

CRIC Child Rights Implementation Committee

CSO Civil Society Organization

DFID Department for International Development

DGSA Director, General Services and Administration

EU European Union

FRA Fiscal Responsibility Act

GES Growth Enhancement Support

GIFMIS Government Integrated Financial Management Information System

GIS Geographic Information System

GSM Global System for Mobile Communications

111


“Our Collective V ision”

GTZ German Technical Cooperation

HDIV Human Development Index Value

HIV/AIDS Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome

HoS Head of Service

HPIV Human Poverty Index Value

HSMB Health Services Management Board

ICT Information and Communications Technology

IDP International Development Partners

IFAD International Fund for Agricultural Development

IGR Internally Generated Revenue

IMF International Monetary Fund

IPA Investment Promotion Agency

IPPIS Integrated Payroll and Personnel Information System

JICA Japan International Cooperation Agency

JPC Joint Planning Council

JSS Junior Secondary School

LGA Local Government Area

LGCs Local Government Councils

LUAC Land Use Allocation Committee

M &E Monitoring & Evaluation

1V



MDAs Ministries, Departments, and Agencies

MoA&NR Ministry of Agriculture and Natural Resources

MoEST Ministry of Education, Science and Technology

MoH Ministry of Housing

MoH&HS Ministry of Health and Human Services

MoI&O Ministry of Information and Orientation

MoJ Ministry of Justice

MoTII Ministry of Trade, Industries and Investment

MoW&T Ministry of Works and Transport

MoWA&SD Ministry of Women Affairs and Social Development

MoWR&E Ministry of Water Resources and Environment

MoY&SD Ministry of Youths and Sports Development

NDE National Directorate of Employment

NEPAD New Partnership for Africa’s Development

NGO Non-Governmental Organization

NKST Nongo u Kristu u i Ser u sha Tar (Universal Reformed Christian Church)

NOA National Orientation Agency

NPC National Population Commission

NPF Nigeria Police Force

NSA Non-State Actors

V



NSPSR National Strategy for Public Service Reform

OBOF Our Benue, Our Future

PEM Public Expenditure Management

PHCMA Primary Health Care Management Agency

PPA Public Procurement Act

PPP Public-Private-Partnership

PTA Parents-Teachers Association

PWD Persons with Disabilities

R&D Research and Development

RFID Radio Frequency Identification Device

SBPE State Bureau of Public Enterprises

SDGs Sustainable Development Goals

SEMA State Emergency Management Agency

SFCB State Farmers and Cooperative Bank

SLGP State and Local Government Programme

SMEs Small and Medium-Scale Enterprises

SMOH State Ministry of Health

SPC State Planning Commission

SSG Secretary to the State Government

SSMEDA State Small and Medium Enterprises Development Agency

VI



STCs State Traditional Councils

STEAM Science, Technology, Engineering, Arts, and Mathematics

SUBEB State Universal Basic Education Board

TETFUND Tertiary Education Trust Fund

TMAT Technical Monitoring and Advisory Team

TSA Treasury Single Account

TSB Teaching Service Board

TWG Technical Working Group

UDB Urban Development Board

UN United Nations

UNCHR United Nations High Commission for Refugees

UNDP United Nations Development Programme

UNESCO United Nations Educational, Scientific and Cultural Organization

UNICEF United Nations Children’s Fund

USAID United State Agency for International Development

WAC War Against Corruption

Vll



Vlll



ADMINISTRATIVE MAP OF BENUE STATE3= SO' f i S 3= JO'

3 =30 ' f S ? 5= <10'Source: Bureau for Lands and Survey lakurdi, 20015

lx



CROP PRODUCTION MAP OF BENUE STATE

X



NATURAL RESOURCES MAP OF BENUE STATE

xi



TABLE OF CONTENTSAcronyms

Maps:

Map of Nigeria Showing Benue State

Administrative Map of Benue State

Crop Production Map of Benue State

Natural Resources Map of Benue State

Foreword

Vision and Mission

Executive Summary

Chapter One: Introduction and Context

1.1 Introduction

1.2 Core Values and Principles

1.3 Key Objectives

1.4 Essential Propelling Levers

1.5 Benue State Fact-Sheet

ii

viii

ix

x

xi

xvi

xviii

xx

1

1

1

2

4

4

Chapter Two: Development Potentials, Challenges, and Strategic Priority Programmes 10

2.1 Development Potentials and Challenges 10

2.2 Strategic Priority Programmes 14

Chapter Three: Good Governance and Revenue Security

3.1 Key Challenges

3.2 Critical Success Factors

3.3 Ortom Administration’s Initiative on Good Governance and Revenue Security

3.4 Implementation Action Plan

15

15

16

17

18

Chapter Four: Agriculture-Driven Industrialization

4.1 Key Challenges


4.3 Ortom Administration’s Initiative on Agriculture-Driven Industrialization

22

22

22

23

xii



4.4 Implementation Action Plan 25

Chapter Five: Science, Technology, Engineering, Arts and Mathematics (STEAM)-

Based Education and Health Services 28

5.1 Key Challenges 28

5.2 Critical Success Factors 29

5.3 Ortom Administration’s Initiative on STEAM-Based Education and Health

Services 30


5.5 Health Services 36

Chapter Six: Investments in Critical Infrastructure 39



6.3 Ortom Administration’s Initiative in Critical Infrastructure 40


Chapter Seven: Gender, Women, Youth, Children and Persons with Disabilities (PWDs) 46



7.3 Ortom Administration’s Initiative on Gender, Women, Youth, Children and

Persons with Disabilities (PWDs) 47


Chapter Eight: Funding the Vision Plan 52

8.1 Principal Funding Streams 52

8.2 Projected Cost 53

xiii



Chapter Nine: Implementation Strategy 56

9.1 Institutional Framework 56

9.2 Shared Responsibilities amongst the Key Actors 57

9.3 Rapid Capacity-Building and Robust ICT 59

9.4 Implementation Phases 59

9.5 Effective Change Management 62

9.6 Development of Implementation Action Plans 62

9.7 Promotion of Broad-Based Multi-Stakeholder Participation 63

9.8 Effective Monitoring and Evaluation (M&E) 63

9.9 Risks and Mitigation 63

9.10 Sustainability and Legacy 65

Chapter Ten: Conclusion 67

Figures

Figure 1: The Five Strategic Programmes xix

Figure 2: Schematic Diagram of the Creation of LGAs in Benue State 8

Figure 3: Diagram of the Five Strategic Priority Programmes 14

Figure 4: Funding Streams 52

Figure 5: Organogram of Key Leadership and Management Actors 5 6

Tables:Table 1: Benue State Fact-Sheet 5

Table 2: Key Human Capital Development Institutions 9

Table 3: Systems for Good Governance 18

Table 4: Good Governance Template for MDAs 20

Table 5: Revenue Security 21

Table 6: Agriculture-Driven Industrialization 26

Table 7: STEAM-Based Education 32

Table 8: Health Services 36xiv



Table 9: Investments in Critical Infrastructure 41

Table 10: Gender, Women, Youth, Children, and Persons with Disabilities (PWDs) 48

Table 11: Projected Cost 53

Table 12: Key Actors and Responsibilities 57

Table 13: Policy Issues in Phase I: Quick Wins 60

Table 14: Extant Laws for Amendment 61

Table 15: Proposed Legislation for Implementation of the “Vision” 61

Plates:

Plate 1: Agro-Based Activities 24

Plate 2: Learning & Development Facilities 31

Plate 3: Medical Laboratory 38

Plate 4: Mother & Child 47

Annex 1: Members of the Strategy and Policy Committee on the Development of“Our Collective Vision for a New Benue State” 69

Annex 1.1: Members of the Five Sectoral Committees 69

Annex 1.1.1: Good Governance and Revenue Security 69

Annex 1.1.2: Agriculture-Driven Industrialization 70

Annex 1.1.3: STEAM-Based Education and Health Services 71

Annex 1.1.4: Investments in Critical Infrastructure 71

Annex 1.1.5: Gender, Women, Youth, Children and Persons with Disabilities (PWDs) 72

Annex 1.2: Members of the Draft Review Sub-Committee 73

Annex 1.3: Members of the Expanded Editorial Team 74

Annex 1.4: Other Contributors to “Our Collective Vision” Blue Print 74

xv



FOREWORD

I am highly honoured to write this Foreword to "Our Collective Vision for a New Benue." This

"Vision" is an honest S o cia l Contract between our new Adm inistration that assumed office on

29th M ay, 2 0 1 5 on the platform of the A ll Progressives Congress (APC), and the people of the

State, both at home and abroad. Our envisioned big-picture is to build a New Benue based on

three principles;

i. Fear of God,

ii. Good Governance; and

iii. Economic prosperity

This process would require of us to collectively harness our State's abundant hum an and

material resources. We are fu lly aware of our people's high expectations, which we consider

good enough to create the desired "We-Can-Do-ItSpirit". Thus, we earnestly urge all our people

to rise in unison to our clarion call of building a 'New Benue State' of 'Our Collective Vision'.

Our Adm inistration has identified and prioritized five Strategic Programme Areas to focus on

in the delivery of goods and services. These include:

i. Delivering good governance, enhancing revenue security, and institutionalizing cost

controls;

ii. Driving an aggressive industrialization policy that targets agriculture, which is the

m ainstay of our economy;

iii. Investing heavily in Healthcare, and Science, Technology, Engineering, Arts and

Mathematics (STEAM)-Based Education with the objective of enhancing access to quality

health services and adequately preparing our graduates for effective competition in the

global knowledge economy;

iv. Investing in critical infrastructure, such as energy, light rails, roads, inland water

w ays, with a view to creating an enabling environment for a competitive private sector;

and

xvi



v. E stab lish in g in stitu tio n s and agencies that can effective ly promote gender

mainstreaming and enhance service delivery to women, Children, youth, and persons

with disabilities. Our State must be known worldwide as a champion of the rights of

these vulnerable groups.

Furthermore, I wish to stress that “Our Collective Vision for a New Benue," Inspired from the

A PC M anifesto for the 2 0 1 5 General Elections, is a product of broad-based participatory

consultations with the State and Non-State Actors. Accordingly, I wish to

deep appreciation to all the stakeholders for their valuable contributions.

In conclusion, I wish to thank God who by His Divine Grace and Mercy favoured me to emerge

as the Governor of Benue State. I will govern with the fear of God and without prejudice to

gender, sex, ethnicity, or sectionalism.

God bless Benue State!!

God bless Nigeria!

hereby convey my

S a m u e l O rtom

G overnor o f Benue S ta te

xvii



VISION AND MISSION

Vision

A new and prosperous Benue State, anchored on the fear of God

Mission

To collectively mould a new Benue by providing Critical Infrastructure, STEAM-Based

Education, Healthcare, Agriculture-Driven Industrialization through Good Governance and

Gender-responsive Policies

xviii



Figure 1: THE FIVE STRATEGIC PROGRAMMES

Good Governance &

Revenue Security

xix



EXECUTIVE SUMMARY

Introduction

Benue State, created on 13th February, 1976 with Makurdi as Capital, is located in the Guinea

Savannah geographical region of Nigeria’s Middle Belt Zone. The State takes its name after River

Benue, the second longest river in Nigeria. A development profiling reviews that Benue State is home

to immense human and natural resources with potential for viable development. Factors responsible

for the abundant human resources include a teeming population of 4, 253, 641 (2006 Census) with

50.2% male and 49.8% female (projected to 2015 as 5,620,940 at 3.0% annual growth rate) and a

landmass of 34,059km2. The resourcefulness and resilience of this population significantly add value

to the extant human capital for development. This human capital is consistently being produced and

refined through the numerous primary, secondary and tertiary academic institutions in the State.

An indicative evidence of the State’s abundant natural resources is presented in table 1 (Benue State

Fact-Sheet) and chapter 2 of this document. Highlights of such include, bountiful agricultural resources

which make the State to be acknowledged as the “Food Basket of the Nation”, existence of Benue

Trough with potential for Gas and Oil exploration and eventual exploitation, abundant mineral

resources that can propel industrialization, rivers and fadam a that can boost irrigation agriculture,

immense economic potentials in tourism and hospitality, etc.

However, past development initiatives have recorded little success in harnessing these resources and

turning the State into a vibrant economy for the common good of our people. Conversely, “ Our

Collective Vision for a New Benue State” seeks to break that jinx with a paradigm shift in our development

initiatives. The rest of what follows is a synopsis of that paradigm shift.

The driving big picture of the paradigm shift is encapsulated in the Vision Statement, which inspires

our people “ to build a Model New State, anchored on the fear of God, that is economically and socially viable

for the common good of a ll”.

The main building block of this driving big-picture is the Mission Statement, which exhorts all

xx



Benue people “to collectively mould a thriving State by providing critical infrastructure, promoting

agro- allied industrialization, primingpublic-private-partnership, empowering the people, creating

jobs and wealth, changing the way o f conducting government business, fostering good governance

and establishing an investment hub in a peaceful and democratic context”.

Other essential building blocks are contained in the follow-up chapters, as synopsised hereafter.

The first chapter chronicles “Our Collective Vision for a New Benue” as a Social Contract between the

Ortom Administration [elected into office in 2015 under the platform of the All Progressives Congress

(APC)] and the people of Benue State. The chapter also contains core ethical values and principles,

key objectives, essential propelling levers and a fact-sheet that showcases the State’s enormous

potentials for viable development.

Chapter two profiles the State’s developmental potentials and challenges, while chapters three to

seven discuss the strategic priority programmes and activities. These are:

i. Good Governance and Revenue Security;

ii. Agriculture-Driven Industrialization;

iii. Science, Technology, Engineering, Arts and Mathematics (STEAM)-Based Education and

Health Services;

iv. Investments in Critical Infrastructure; and

v. Gender, Women, Youth and Persons with Disabilities (PWDs).

Chapter eight provides the N200 Billion projected cost of the five strategic programmes over four

years. The funding structure for implementing the programmes includes, annual budgetary

appropriations, bonds and debentures, financial and technical support from development partners,

and public-private-partnership schemes.

Chapter nine showcases the implementation strategy comprising institutional framework, shared

responsibilities and accountabilities, effective coordination, rapid capacity-building and robust ICT,

effective change management, development of implementation action plans, promotion of broad-

based multi-stakeholder participation, effective monitoring and evaluation (M & E), risks and

mitigation, and sustainability and legacy.xxi

CHAPTER ONEINTRODUCTION AND CONTEXT

1.1 Introduction

Our Collective Vision for a New Benue is a S o c ia l C o n tra c t between the Ortom Administration

[elected into office in 2015 under the platform of the All Progressives Congress (APC)] and our

people, both at home and abroad, in pursuit of a sustainable development for the common

good of the present and future generations. The Vision’s overarching thrust is to prime our

people for a collaborative rescue of the State from its current sluggish socio-economic development

by rebuilding and transforming the old Benue into a Model New State of which we are all

proud.

Our Collective Vision document is structured into three major parts:

i. Preliminaries contain Acronyms, Maps, Foreword, Statement of Vision and

Mission, and Executive Summary;

ii. Main Body consists of ten Chapters; and

iii. Annexures.

1.2 Core Values and Principles

The core ethical values and principles underpinning Our Collective Vision include:

i. Legitimacy and Voice:

a. Participation: Benue people’s participation in the Government of the State is

ensured in accordance with the provisions of the Constitution of the Federal

Republic of Nigeria, 1999, as amended [vide Chapter 2, Section 14 (2) (c)]; and

b. Consensus-Orientation: Constitutionally, sovereignty belongs to the people from

whom the Government of Benue State derives all its powers and authority [vide

Chapter 2, Section 14 (2) (a)] of the Constitution of the Federal Republic of

Nigeria, 1999 (as amended). Thus, differing interests are mediated to reach a broad

1

consensus on what is in the best interest of the State;

ii. Fairness:

a. Equity and Inclusiveness: All Benue people are born free and equal in dignity

and rights and have equal opportunities to improve their well-being;

b. Rule of Law: All Benue people are equal before the law and are entitled to full

equality to a fair and public hearing by an independent and impartial tribunal

without any form of arbitrary deprivation; and

c. Ethics: Governing with the fear of God

iii. Direction:

Strategic Vision: Benue people and their leaders have a broad vision on good governance and

sustainable development along with a sense of what is needed for such development.

iv. Performance:

a. Responsiveness: The institutions and processes work towards meeting the needs

and aspirations of Benue people;

b. Efficiency and Effectiveness: The operations of the State Government are guided

by the principle of value-for-money in obtaining the maximum benefit for Benue

people without waste of resources. Also, leadership effectiveness should be

manifest through the attributes of pro-activeness, beginning with the end in mind,

putting first things first, thinking win-win, seeking to understand then to be

understood, synergising and continuously sharpening the saw through physical,

emotional, ethical, social, mental and spiritual development.

v. Accountability:

a. Accountability: Decision-makers in government, the private sector, and Civil

Society Organizations (CSOs) are accountable to the people

b. Transparency: This is built on the free flow of information where Government

institutions, processes, and information are easily accessible.

1.3 Key Objectives

Our Collective Vision focuses on achieving a dual set of complementary objectives.

2


‘Our Collective Vivian'

1.3.1 Overarching Objective

The overarching objective is double-fold:

i. Rescue and reverse the old Benue State from its sluggish socio-economic

development; and

ii. Build a Model New Benue State, anchored on the fear of God, with a view to

making the State economically and socially viable for the common good of our

present and future generations.

1. 3. 2 Specific Objectives

The specific objectives are directed at integrating and balancing the following six (6) sectoral

objectives:

i. Social Objective:

To collaboratively build a Social Order that is founded on the ideals of Freedom, Equality and

Social Justice as enshrined in the Constitution of the Federal Republic of Nigeria, 1999, as

amended [vide Chapter 2, Section 17 (1) of the Constitution]. This is envisioned to culminate in

a peaceful, equitable, harmonious and just Benue State where our people have a strong sense of

belonging and identity with the State, and where they are supported by the implementation of a

set of Relief Policies, Programmes and Projects for a dignified and prosperous life.

ii. Economic Objective:

To concertedly build a 21st Century Economy for Benue State. This is an economy that is planned

to be balanced, resilient, dynamic, diversified, competitive, self-reliant and creatively integrated.

iii. Institutional Objective:

To jointly build a stable and functional democracy in Benue State where rights of the people to

determine their leaders are guaranteed and adequate human and institutional infrastructure is

provided to support a market-friendly and competitive business environment.

iv. Environmental Objective:

To cooperatively build a high-level of good environmental awareness that enables and supports

sustainable tackling of the challenges of declining soil fertility, increasing soil erosion, uncontrolled

bush burning, prevalence of flooding, escalating deforestation and desertification, pollution and

waste management;

3

v. Integrated Government Objective:

To collectively build, on one hand, a vertical development cooperation among the three tiers of

Government (i.e Benue State, Federal Government and the State’s Local Government Areas)

and, on the other hand, a horizontal development partnership involving Benue State, the Private,

and the Civil Society Sectors as well as International Development Partners, whilst promoting

inter-State development cooperation, especially amongst the States in the North Central Zone.

vi. Ethical Objective:

To communally build Benue State on the fear of God and the constitutionally acknowledged

National Ethics of discipline, integrity, dignity of labour, social justice, religious tolerance, self

reliance and patriotism (vide Chapter 2, Section 23 of the Constitution of the Federal Republic

of Nigeria, (1999) as amended.

1.4 Essential Propelling Levers

Our Collective Vision is propelled by the following three (3) strategic levers:

i. Relief from the scourge of crippling poverty to a dignified and prosperous living

standard;

ii. Recovery from a dwindling to a vibrant economy for the common good of all;

and

iii. Reforming the Public Service with a view to institutionalising a people-trusted

Government.

1. 5 Benue State Fact-Sheet

The notable characteristics of the Fact-Sheet are depicted in the following table.

4



Table 1: Benue State Fact-Sheet

S/N ISSUES DETAILS

1 Governor and Deputy Governor as of 29th May, 2015

Governor: Samuel OrtomDeputy Governor: Engr. Benson AbounuNB: Both elected on the platform of All Progressives Congress(APC)

2 Creation Date 1976

3 Location Middle Belt Zone of Nigeria and is bordered by six States (i.e Nasarawa State to the North; Taraba State to the East; Ebonyi, Enugu and Cross-River States to the South; and Kogi State to the West) and shares an international boundary with the Republic of Cameroon along Nigeria's South-East Border

4 Name Source: River Benue, the second largest river in Nigeria after River Niger

5 Area 34,059km2

6 Population Total: 4,253,641 (2006 Census) projected to 2015 as 5,620,940 at 3.0% annual growth rate Male: 2,144,043 (50.2%)Female: 2,109,598 (49.8%)

7 Ethno-LinguisticGroups

Tiv, Idoma, Igede, Etulo, Abakwa, Jukun, Hausa, Akweya, Ufia and Nyifon. Tiv are dominant.

8 SettlementPattern

Settlement Pattern: Predominantly rural with scattered settlements in small homesteads, but some settlements have population of 100,000 and above such as Makurdi, Otukpo, Gboko, Kastina-Ala, Vandeikya, and Zaki-Biam, Ojuetc

9 Religions Christianity, Islam, and Traditional Worship

10 AdministrativeStructure

State Capital: MakurdiArms of Government: Executive, Legislature, and Judiciary Tiers: State and Local GovernmentLGAs: 23 Nos; 14 in the Tiv territory and 9 in the Idoma and Igede territory (vide figure 1: Schematic Diagram of the creation of LGAs in Benue State) and Benue State Traditional Council Senatorial Zones: 3 Nos: North-East and North-West in Tiv territory and South in the Idoma and Igede territory Traditional Councils: 2 Nos: Tiv Traditional Council, headed by Tor Tiv; and Idoma Traditional Council, headed by Och' Idoma

5

11 Key Human CapitalDevelopm entInstitutions

4 No. Universities (Federal, State and Private)2 No. Polytechnics (State and Private)7 No. Colleges of Education (State& Private)2 No. College of Advanced, Technical and Professional Studies (Public)5 No. Institutions of Agriculture (Public)1 No. College of Health Sciences (Public)1 No. College/School of Health Technology (Public & Private)733 No. Public Secondary Schools1,862 No. Private Secondary Schools 2,756 No. Public Primary Schools 2,751 No. Private Primary Schools 826 No. Public Health Facilities 497 No. Private Health Facilities (vide Table2 for list of these Institutions)

12 Geology Benue Trough: Much of Benue State falls within the Benue Trough which is believed to have been traversed by the Atlantic Ocean during the tertiary and possibly the interglacial periods of the quaternary glaciations. As a result, marine segments form dominant surface geology of much of Benue StateSoils: Soils are mainly oxisoils and utisoils which vary over space with respect to texture, drainage, gravel content, etc.Soil Erosion: This is noticeable in many parts of the State

13 Relief and Drainage Relief: Benue State land is generally low lying and gently undulating. However, hilly terrain with appreciable local relief is seen in some parts of the State, where the terrain is characterized by steep slopes, deep incised valleys and generally rugged relief Drainage: River Benue is the dominant geographical feature in the State with River Katsina-Ala as the largest tributary. There are also smaller rivers. The flood plains, characterized by extensive swamps and ponds, are good for dry season irrigation farming

14 ClimateVegetation

and Climate: Benue State has two distinct seasons: Rainy/Wet Season, lasting from April to October with an annual rainfall in the region of 100-200mm; and Dry Season lasting from November to March. Temperatures fluctuate between 23-37oC in the year. However, the South Eastern part of the State, adjoining the Obudu-Cameroun Mountain Range has a cooler climate similar to that of the Jos Plateau

Vegetation: Most of the State lies in the Southern Guinea Savannah. The natural vegetation comprises grasses, trees and shrubs

6


‘Our Collective V ision'

15 Economy andPotential forDevelopment

Natural Resources: Benue State is richly endowed with a variety of natural resources that have the potential of propelling its development:

I. Abundant Solid Mineral Resources: Limestone, Kaolin, Baryte, Gypsum, Feldspar, Wolframite, Mineral Salts, Gemstone, River Sand, Granite etc.;

II. Agricultural Resources: Backbone of the State's economy, employing over 75% of the working population, hence Benue is acclaimed the Food Basket of the Nation. It hasvast and fertile land which is worked by an enterprising rural population.Important Cash and Food Crops include Yam, Rice, Cassava, Sweet Potato, Maize, Sorghum, Peanuts, Millet, Sesame, Beans, Mango varieties, Citrus, Tomatoes, Chilli Pepper etc.Indicative inventory of livestock includes shortlegged cattle, sheep, goats, pigs, Fulani cattle, etc. which provide animal protein.

III. Energy Resources: Solar, Wood, Coal, hydro, Oil and Gas, Bio-Energyetc.

Commerce and Industry: Abundant cheap labour, raw materials, land, urban infrastructure, strategic geographical location, peaceful and friendly environment, extensive network of markets and motor-parks, designated industrial parks, growing Small and Medium-Scale Enterprises with potential to boost economic development;

Infrastructure and Transportation: Strategic gateway and the mid-point linking the South-East and the South-South with the North via highways, waterways and rails. Best location in Nigeria for Aerotropolis (hub for Air, Rail, Water, and Road transportation network);

Media and Communications: Available GSM Service Providers, Public and Private Radio Stations, and Television Stations;

Tourism and Recreation: The State possesses a rich and diverse cultural heritage which finds expression in colourful cloths, exotic masquerades, music and dances. State indigenous dances have won awards at national and international cultural festivals.

7

Figure 2: Schematic Diagram of the Creation of LGAs in Benue State

NORTHERN REGION P R E 1967

Units (2)PRE 1970

(*)PRE 1976

(9)1989

(12 )

1991(18)

1996 {23) (Zone)

Tiv Native A u t h o r i t y ^ ' '" " '*

U sh on g o iA)

Native Authority

Source: SLGP-DFID Benue State (June 2004)

3

8



Table 2: Key Human Capital Development Institutions

Type Name & Location Ownership

Universities Federal University of Agriculture, Makurdi Public

Federal University of Health Sciences, Otukpo Public

Benue State University, Makurdi Public

University of Mkar, Mkar-Gboko PrivatePolytechnics Benue Polytechnic, Ugbokolo Public

Fidei Polytechnic, Gboko Private

Colleges of Education (COE)

College of Education, Katsina Ala PublicCollege of Education, Oju PublicCalvin College of Education, Naka PrivateUnity College of Education, Aukpa, Adoka PrivateApa College of Education, Ai-dogodo, Okpoga PrivateKwararafa College of Education, Otukpo PrivateLessel College of Education, Lessel Private

Advanced, Technical & Professional Institution

College of Advanced & Professional Studies, Makurdi

Public

Government Technical College, Makurdi PublicInstitutions of Agriculture

Centre for Food Technology & Research (CEFTER) Benue State University, Makurdi

Public

Akperan Orshi College of Agriculture Yandev PublicNational Cereals Research Institute Sub-station, Yandev

Public

Agricultural Training Centres Mbatie PublicAgricultural Training Centres Otobi Public

Health Institutions College of Health Sciences, Benue State PublicUniversity, MakurdiSchool of Health Technology, Agasha PublicSchool of Nursing & Midwifery, Makurdi PublicNKST College of Health Technology, Mkar Private

9

CHAPTER TWODEVELOPMENT POTENTIALS, CHALLENGES AND SUMMARY

OF STRATEGIC PRIORITY PROGRAMMES

2.1 Development Potentials and Challenges

An insight into the development profile of Benue State reveals that the State is endowed with abundant

human and natural resources. These provide great potential for viable socio-economic development.

ii.

iii.

The following are some aspects of the notable potential:

i. Teeming population whose resourcefulness and resilience provide significant human

capital for the development of the State;

Favourable location in the Guinea Savannah which supports production of wide range

of cash and food crops;

Bountiful agricultural resources that constitute the backbone of the State’s economy,

employing over 75% of the enterprising rural population working on the vast and

fertile land, hence the State is aptly christened the ‘Food Basket of the Nation’;

Rivers and fadama that have potentials for irrigation agriculture;

Existence of Benue Trough with potential for Gas and Oil exploitation;

Abundant economic potentials in tourism and culture;

Abundant mineral resources with potentials for economic development of the State;

Opportunities for increasing support for sustainable development from International

Development Partners;

Immense room for converting the comparatively weak infrastructure base and near-

absent private sector into development assets;

Good openings for drawing valuable lessons from the Federal Government’s experience

in designing and implementing reforms;

iv.

v.

vi.

vii.

viii.

ix.

x.

10


‘O ur CoOIeCive V ision '

xi. Welcome prospects for creatively discerning and transforming Benue State’s ‘Unity

in Diversity’ into a viable and vibrant development factor;

xii. Rich openings for building and strengthening inter-state development cooperation,

especially among the States in the North Central zone, etc.

However, development initiatives of the past Administrations to harness and transform the State’s

potentials into a robust reality of common good for most people of Benue State have not yielded the

expected results. The most recent of such initiatives include:

i. Benue Advance Plan (BAP), Benue State Economic Empowerment and Development Strategy

(BENSEEDS) and DFID-sponsored Benue Reform Action Plan (BRAP) under Governor

George Akume (1999-2007); and

ii. Our Benue, Our Future (OBOF), under Governor Gabriel Suswan (2007-2015)

Virtually all the social and economic indicators from our experiential knowledge of the State’s

development profile, point to an appalling Human Development Index Value (HDIV) with a high

prevalence of Human Poverty Index Value (HPIV). Indicative characteristics of this situation include:

i. High incidence of widespread and multi-dimensional poverty and hunger, which

deprives many of our people, especially the vulnerable groups (i.e. widows, orphans,

the aged, persons with disabilities and a good percentage of the rural dwellers), from

eking out a decent standard of life;

ii. High rate of adult literacy and primary school dropouts;

iii. Increasing rate of child mortality and poor maternal health;

iv. Escalating prevalence of HIV/AIDS, Malaria and other diseases;

v. Poor access to potable water and good sanitation;

vi. Low level of gender equality and empowerment of women, youth and the persons

with disabilities;

11

The overarching challenge, arising from the foregoing is how to creatively insulate ‘Our Collective

Vision’ from the blight of the past development initiatives. The blight is characterised by:

i. Lack of strategic integration of the economic, social, and environmental objectives

across the three arms and two tiers of Government as well as the public, private, and

civil society sectors in a manner that adequately meets the development needs and

aspirations of the present and future generations;

ii. Hesitant political will and commitment to the implementation of the development

initiatives, hence their documents continue to gather dusts on bookshelves in offices

as if they were obsolete archival materials;

iii. Inadequate balance between the top-down and bottom-up approaches, thereby

excluding the critical mass of the people from participating in the formulation and

implementation processes of the development initiative;

iv. Concentrating focus on economic growth (GDP-targeted) with minimal social inclusion

(socio-economic development), hence the perennial increase in poverty and inequality;

and

v. Weak resource mobilization that undermine availability of the required finances for

implementing the development initiatives.

Conversely, there is a welcome positive paradigm shift from the foregoing under ‘Our Collective Vision’

of the Ortom Administration. The hallmark of the Administration is to leverage the existing

potentials of immense human and material resources and convert the dearth of sustainable

development in the State into stepping stones for reducing poverty, creating wealth, and providing

quality and functional education. In addition, improving access to social justice, priming infrastructure

development, growing the private sector, promoting gender equality and women empowerment,

improving healthcare delivery and ensuring environmental sustainability for the common good of

the majority of Benue people.

The Ortom Administration’s Vision is predicated on the values and principles of servant leadership,

governing with humility and fear of God. Accordingly, some of the notable things that the Ortom

12


‘O ur CoOIeCive V ision '

Administration seeks to achieve differently include:

i. Facilitating decision-making process and improving the effectiveness of public policy;

ii. Institutionalising the process for consultation, negotiation, mediation, trade-offs, and

consensus-building on priority development programmes;iii. Enhancing the capacity and processes for efficient mobilisation and allocation of

resources;

iv. Strengthening of ICT-based human and institutional capacity as well as priming an

enabling environment for implementation;

v. Building a people-trusted government that is lean, cost-effective, incorruptible and

responsive;

vi. Establishing mechanisms for risks mitigation;

vii. Rebuilding ICT-based human and institutional capacity; and

viii. Promoting broad-based participatory good governance.

The foregoing has underpinned the articulation of the Ortom Administration’s five strategic priority

programmes.

13

2.2. Strategic Priority Programmes

These are depicted in figure 3 and further elaborated in chapters 3 to 7.

Figure 3: Diagram of the Five Strategic Priority Programmes

14

CHAPTER THREEGOOD GOVERNANCE AND REVENUE SECURITY

3.1 Key Challenges

Some of the major development challenges in this sector include:

i. A deficit in human and institutional capacity for delivering government policies,

programmes and projects in a professional, effective and efficient manner towards

attaining rapid sustainable development;

ii. Absence of government policy on CSO engagement and therefore inadequate

mechanisms for formal government-CSO interactions;

iii. Scanty presence of ethos of hard work, integrity, honesty, meritocracy and patriotism;

iv. Increasingly severe, widespread, and multidimensional poverty;

v. Absence of effective monitoring and evaluation

vi. Widespread corruption in all arms of government

vii. Budget indiscipline

viii. Too many political office holders

ix. Oversized structure of government

x. Appointment of wrong and unskilled people in government positions

xi. Bloated civil service

xii. Infrastructure decay in MDAs

xiii. Inaccessibility to government officials

xiv. Absence of delegation

xv. God-Fatherism as opposed to Meritocracy

xvi. Bane of quality leadership

xvii. Weak institutions

xviii. Absence of proper exercise of separation of powers where the Executive Arm seems

predominant

xix. Lack of smooth flow of information

xx. Poor documentation and data

15



xxi. Absence of revenue register and map for the State

xxii. Limited capability to ensure security and safety of people and property;

xxiii. Moral and ethical laxity

xxiv. Low IGR with leakages in revenue collection and faulty management, leading to

unpredictable revenue flows;

xxv. Expenditures exceeding revenue flows, resulting in high debt burden;

xxvi. Limited capital funds, giving rise to many uncompleted or abandoned projects;

xxvii. Uncoordinated planning between the State and LGCs; and

xxviii. General lack of faith in the financial management capabilities of the LGCs.


These include:

i. Constitutional promotion of good governance to the effect that the “State shall abolish

all corrupt practices and abuse of power”, and direct its policies towards ensuring

“planned economic development to serve the common good [vide Chapter 2, Sections

15 (5) and 16 (i)(a)-(d) of the Constitution of the Federal Republic of Nigeria (1999 as

amended)];

ii. Availability for adoption of global best practice frameworks for programming and

implementing good governance and robust revenue security;

iii. Availability for adoption of the APC Manifesto for the 2015 General Elections;

iv. Availability for emulation of the National Strategy for Public Service Reform (NSPSR)

and the on-going sectoral reforms of the Federal Government which includes poor

Public Expenditure Management (PEM);

v. Availability for adoption of a National Security and Strategy for the Federal Republic

of Nigeria (2011);

vi. Availability for adoption of the Federal Government Public Expenditure Management

Reforms (PEMR) with focus on Government Integrated Financial Management

Information System (GIFMIS), and Integrated Payroll and Personnel Information

System (IPPIS);

16



vii. Availability for adoption of the Federal Government Fiscal Responsibility Act;

viii. Opportunities to implement the UN Convention against Corruption, which Nigeria

signed on 9th December, 2003 and ratified on 14th December, 2004;

ix. Opportunities for increased support from the International Development Partners

(IDP) for good governance; and

x. Pronounced stand of the Ortom Administration to reform the State’s Public Service

and run an incorruptible, lean and cost-effective government.

3.3. Ortom Administration’s Strategic Initiatives on Good Governance and Revenue Security

i. Reposition BIRS for efficient collection of IGR;

ii. Reform the Civil Service and lift embargo on employment;

iii. Create many jobs so as to put our youths back to work;

iv. Reorganize the Pension Office and address the problems of pensioners at State and

Local Government Levels;

v. Establish Community Policing System; and

vi. Ensure transparency and accountability in governance.

17




Good Governance

Table 3: Systems for Good Governance

Objective To prom ote com pliance with the principles and objectives of Good Governance

Key Deliverable A robust governance delivery mechanism for ensuring social justice, transparency, accountability, citizen-oriented service delivery, value for service and out-put based performance benchmarking.

Projected 4-Year Cost N 12.5 Billion

Strategies/Activities2015 (May) - 2019 (May)

ResponsibilityY1 Y2 Y3 Y41 Formulate Benue State Policy and

Strategy on Good Governance and Revenue Security

✓ ✓ Governor, BHoA, SSG, MoF, MoJ, BIRS

2 Formulate and implement Benue State Policy and Strategy for the Civil Service Reform

✓ ✓ Governor, BHoA, HoS, SSG,

3 Create and implement a good governance template for all MDAs

✓ ✓ Governor, SSG, SPC

4 Restructure, Re-organize and strengthen the Human and

Institutional capacity of the State Planning Commission

✓ ✓ ✓ ✓ Governor, SSG, SPC

5 Undertake Continuous High-Level public enlightenment on Government policies

✓ ✓ ✓ ✓ Governor, MoI&O and Political Office Holders

6 Establish a contributory pension

scheme in the State✓ ✓ Governor, BHoA, SSG,

and HoS

7 Upgrade the human and institutional capacities of the Judiciary for enhanced efficient and effective dispensation of Justice

✓ ✓ ✓ ✓ Governor, CJ, BSJC

8 Establish e-Governance for improved Government services

✓ ✓ Governor, SSG, HoS, Special Adviser on ICT

9 Develop and implement Benue State Security Policy and Strategy

✓ ✓ ✓ ✓ Governor, SSG, MoJ, Special Adviser on Security

10 Establish and operationalize Benue State Community Policing System

✓ ✓ ✓ ✓ Governor, SSG, MoJ, Special Adviser on Security

18



11 Develop Benue State Policy and Strategy for Critical Infrastructure Protection

✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoW, MoJ

12 Formulate and implement Benue State Policy and Strategy for CSO Engagement

✓ ✓ Governor, BHoA, SSG, MoJ, Special Adviser on Religious Affairs & CSOs

13 Ratify and implement the UN Convention Against Corruption

✓ ✓ Governor, SSG, BHoA, Special Adviser on Values & Ethics

14 Formulate and implement Benue State Policy and Strategy for engagement with the International Development Partners on good governance and revenue security

✓ ✓ Governor, BHoA, SSG, MoJ, Special Adviser on Development Cooperation, SPC

19



Table 4: Good Governance Template for MDAs

What Good Governance Means

:ocusin

1 Con Our ollective ,

. .

Vision

20

■ — ■ - - - - - - - - - - - - - -S Being clear about the Vision & Mission and its intended outcomes

for citizens and service users S Making sure that citizens receive a high quality service

S Making sure that taxpayers receive value for money

S Being clear about the functions of the Governing body S Being clear about the responsibilities of non-executives and the

executive, and making sure that those responsibilities are carried out

S Being clear about relationships between decision makers and the public

S Putting Government Policies and values into practice

S Individual Decision Makers behaving in ways that uphold and exemplify effective Governance and Leadership by example

L .... .... .... ......... ......... .... .... ........ .............. ........ .... ..........

S Being rigorous and transparent about how decisions are taken

S Having and using good quality information, advice and support

S Making sure that an effective accountability mechanism is in operation

S Making sure that appointed and elected Officials have the skills, knowledge and experience they need to perform well

S Developing a performance Monitoring and Evaluation Standards for Government operations

S Developing the capacity of the people in Governance to ensure l sustainability ,

S Ensuring that people in Governance are responsive and accountable to the people

S Making sure that the people are involved in Project Initiation, Implementation, and Monitoring

S Taking an active & planned approach towards delegating responsibility S Engaging effectively with institutions of Governance for the implementation

of Government Policies and Programmes



Table 5: Revenue Security

Objective To strengthen the mechanisms for efficient revenue collection

and prudent expenditure

Key Deliverables Enhanced efficiency in IGR and public expenditure

management

Projected 4-Year Cost N3.5 Billion


ResponsibilityY1 Y2 Y3 Y4

1 Review existing tax laws ✓ ✓ Governor, BHoA, MoJ,MoF, BIRS

2 Reposition BIRS for efficient IGR collection

✓ ✓ Governor, BHoA, MoJ, MoF, BIRS

3 Digitise Revenue Register and Map ✓ ✓ ✓ ✓ Governor, SSG, MoF,

BIRS

4 Audit and Map urban properties for proper taxation and revenue collection

✓ ✓ ✓ ✓ Governor, BIRS, MoF,

MoW, Special Adviser on

BoLs, LGCs

5 Formulate Due Process Policy in Public Procurement

✓ ✓ Governor, BHoA SSG, MoJ

6 Restructure, Re-organize and Strengthen the human and institutional capacities of the State Budget Office

V V Governor, SSG, SPC

7 Undertake a Public Expenditure Management Reform (PEMR):

Government Integrated Financial Management and Information System (GIFMIS), Integrated Payroll and Personnel Information System (IPPIS),

Treasury Single Account (TSA), and e- Payment System

V V V V Governor, BHoA, SSG, HoS, MoF, Special Adviser on ICT

8 Restructure, Re-organize and Strengthen the human and institutional capacities of the State

Accountant-General

V V Governor, BHoA, SSG,

9 Restructure, Re-organize and Strengthen the human and institutional capacities of the State Auditor-General


10 Enact and implement Benue State

Fiscal Responsibility ActV V Governor, BHoA, SSG,

MoJ

21

CHAPTER FOURAGRICULTURE-DRIVEN INDUSTRIALIZATION

4.1 Key Challenges

Indicative development challenges comprise:

i. Paradox of escalating food insecurity in the midst of the acclaimed “Food Basket of the

N a t io n Some factors accounting for the escalating food insecurity include diminishing

farm holdings per person due to population increase, increasing reduction in the

arable lands through burnt bricks industries along the river banks, soil degradation,

predominant reliance on rain-fed agriculture, menace of pests and weeds;

ii. Inadequate power supply leading to absence of major industries;

iii. Scanty processing and storage facility;

iv. Infancy stage of mechanisation and plantation Agriculture/Agro Forestry


Notable ones comprise:

i. Bountiful agricultural resources that constitute the backbone of the State’s economy,

employing over 75% of the enterprising rural population working on the vast and

fertile land, hence the State is aptly christened the ‘Food Basket of the Nation’;

ii. Rivers and fadama that have potentials for irrigation agriculture;

iii. Existence of Benue Trough with potential for Gas and Oil exploitation;

iv. Abundant mineral resources with potentials for economic development of the State;

v. Immense room for converting the comparatively weak infrastructure base and near-

absent private sector into development assets;

vi. Good openings for drawing valuable lessons from the Federal Government’s experience

in designing and implementing reforms in this sector;

vii. Availability for emulation of the Nigerian Policy on Agriculture;

viii. Availability for emulation of the Nigerian Policy on Industrialization;

ix. Opportunities for increased support from the International Development Partners

(IDP) for agro-driven industrialisation;

22

x. Availability for adoption of the APC Manifesto for the 2015 General Elections; and

xi. Pronounced stand of the Ortom Administration to promote the State’s agro-driven

industrialisation.

4.3 Ortom Administration’s Initiative on Promoting Agro-Driven Industrialisation

i. Leverage our rich agriculture by setting up cottage processing units;

ii. Drive industrialisation, enhance food security, create jobs, reduce poverty, and enhance

inclusive economic growth;

iii. Stimulate agricultural growth through modernisation, diversification, genetic upgrade,

disease control and commercialization of agriculture;

iv. Facilitate the establishment of organised markets for agricultural produce and products;

v. Establish Agricultural Credit Financing Schemes (ACFS);

vi. Reorganize and privatize moribund State-owned industries;

vii. Establish new industries both in Agriculture and Solid Minerals Sectors;

viii. Create an Investment Promotion Agency to promote and facilitate investment inflow

and exports; and

ix. Establish a bank to make international financial transactions and provide Credit-

Guarantee Services to facilitate access to capital by SMEs.

23


(A.) Agriculture

Table 6: Agriculture-Driven IndustrializationObjective To reposition agriculture to drive industrialization

Key Enhanced food security, job creation, employment opportunities, poverty reduction and economic growthDeliverables

Projected 4- Year Cost

N10.5 Billion



1 Formulate and implement Policy and Strategy for Agriculture-Driven Industrialization

/ / / / Governor, BHoA, SSG and MoA&NR

2 Institutionalize Continuous Research and Development for Agriculture-Driven Industrialization

/ / / / Governor, SSG

3 Stimulate agricultural growth through modernization, diversification, genetic upgrade, disease control and commercialization of agriculture in the state

/ / / / MoA&NR

4 Establish Produce Marketing Boards in the State

/ / Governor, BHoA, MOTII, SA on Rural Development

5 Create and sustain an enabling environment for growth of agro-based small and medium scale enterprises (SMEs)

/ / / / MoJ, BHoA, MoA&NR.

6 Train adequate skilled manpower to enhance agricultural production

/ / / / MoA&NR, MoEST

7 Establish Agricultural Credit Financing Schemes (ACFS) in the state similar to the Federal Government's Growth Enhancement Support (GES) program to enhance agricultural output

/ / MoF, BHoA

25

(B.) Industrialization

Objective To achieve accelerated economic growth through private-sector-driven industrialization initiatives

Key Deliverables Mechanized Agriculture, Improved job creation, employment opportunities, wealth creation, poverty reduction and enhanced GDP


Strategies/Activities 2015 (May) - 2019 (May) ResponsibilityY1 Y2 Y3 Y4

1 Formulate and implement Policy andStrategy for Industrialization

/ / Governor, BHoA, SSG, MoTII

2 Institutionalize Continuous Research and Development for Industrialization

/ / / / Governor, SSG, BSPC, MoTII

3 Establish and operationalize State Bureau of Public Enterprises (SBPE)

/ / / / Governor, BHoA

4 Re-vitalize the moribund state-owned, industries through Public-Private Partnership Scheme

/ / / / SBPE

5 Establish and operationalize new industries in agriculture and solid minerals sectors through public-private- partnership

/ / / / Governor, BHoA, MoA&NR, MoTII

6 Provide credit guarantees to SMEs in order to stimulate agro-processing in the state.

/ / / / Governor, BHoA MoF, MoJ,

7 Establish Workshops and build Human Resource capacity on Equipment Design and Fabrication

/ / / / MoEST,

8 Establish and operationalize a State Small and Medium Enterprises Development Agency (SSMEDA) to facilitate the growth of SMEs in the State.

/ / / / Governor, BHoA MoTII, MoJ,

26

(C.)Trade and Investment

Objective To create an enabling and friendly environment to attract investment

Key Deliverable Investment Hub




1 Create and operationalize a Benue State

Investment Promotion Agency (BSIPA) to

promote and facilitate investment inflow and

business

V V V V Governor, BHoA, MoTII

2 Institutionalize Continuous Research and

Development for Trade and Investment for

the State

V V V V Governor, SSG, BSPC, MoTII

3 Facilitate the establishment and operationalization of State Farmers and

Cooperative Bank (SFCB)

V V V V Governor, BHoA, MoA&NR,

MoF

4 Facilitate the establishment and operationalization of independent M icro

Finance Banks

V V V V Governor, BHoA, MoA&NR, MoJ, MoF,

(D.) Rural Development

Objective To provide the basic amenities required to improve the quality of life in rural areas and

reduce rural-urban migration

Key Deliverable Improved wellbeing of the rural dwellers

Projected 4-Year Cost N 8.0 Billion



1 Formulate and implement a Benue State Rural Development Policy (BSRDP)

V V V V Governor, BHoA, SSG, SA on

Rural Development

2 Institutionalize Continuous Research and

Development for rural development

V V V V Governor, SSG, BSPC, SA on

Rural Development

3 Design and implement an integrated rural development action plan

V V V V Governor, SSG, SA on Rural Development, LGCs

4 Promote cluster settlement patterns in order to enhance delivery of social services in the

rural areas

V V V V Governor, SSG, SA on BLS, SA on Rural Development, LGCs,

STCs

5 Facilitate the Strengthening of Cooperative System in the State

V V V V Governor, SSG, SA on Rural Development

27

CHAPTER FIVESCIENCE, TECHNOLOGY, ENGINEERING, ARTS AND

MATHEMATICS (STEAM)-BASED EDUCATION ANDHEALTH SERVICES

5.1 Key Challenges

A few of the key development challenges in the education and health sectors consist of:

A. Education Sectori. Deteriorating physical infrastructure from the primary to tertiary levels;

ii. Dysfunctional curricula that do not prepare the youth for the competitive knowledge

economy of the 21st Century, hence the teeming population of the unemployed

graduates;

iii. Declining morale and productivity of the teaching staff due to prolonged non-payment

of salaries and allied fringe benefits;

iv. Limited placements for higher levels and universities;

v. Inability to achieve Goal 2 of the MDGs regarding Universal Primary Education for

all by 2015;

vi. Dwindling annual appropriation to the education sector;

vii. Dearth of quality Evaluators and Inspectors for enforcing compliance with quality

education standards;

B. Health Sector

i. Decaying physical infrastructure from the primary to tertiary levels;

ii. Declining morale and productivity of the health workers due to prolonged non-payment

of salaries and allied fringe benefits;

iii. Escalating prevalence of child mortality, maternal morbidity, and HIV/AIDS scourge;

iv. Dwindling annual appropriation to the health sector;

v. Inadequacy of health inspectors to enforce compliance with acceptable health and

sanitation standards; and

28


‘Our CoOIeCive V ision'

vi. Waning public faith in the ability of government to deliver adequate health services.

5.2 Critical Success FactorsThese encompass:

A. Education Sector

i. Prospects of conforming to the nation’s educational objectives for “equal and adequate

opportunities at all levels”, promotion of “science and technology”, and eradication

of illiteracy, if practicable, through “free, compulsory, and universal primary education”,

“free secondary education”, “free university education”, and “free adult literacy

programme” [vide Chapter 2, Section 18 (1) - (3) of the Constitution of the Federal

Republic of Nigeria (1999 as amended)];

ii. Growing enthusiasm of the private sector to establish educational institutions from

the primary to tertiary levels;

iii. Availability for adoption of the National Policy on Education with possibility of drawing

valuable lessons from the on-going reform in the education sector at the federal level

iv. Opportunities for increased support from the International Development Partners

(IDP) for the education sector;

v. Availability for adoption of the APC Manifesto for the 2015 General Elections; and

vi. Pronounced stand of the Ortom Administration to promote STEAM-based Education

in the State.

B. Health Sector

i. Opportunities in conforming to the nation’s welfare objectives that the “security and

welfare of the people shall be the primary purpose of government” [vide Chapter 2,

Section 14 (2)(b) of the Constitution of the Federal Republic of Nigeria]

ii. Availability for adoption of the National Health Policy and the on-going reform in the

health sector at the Federal Government Level, with particular regard to the National

Health Insurance Scheme (NHIS)

iii. Growing contribution from the private health service providers;

29


(IDP) to the health sector;


vi. Pronounced stand of the Ortom Administration to drive provision of quality and

affordable healthcare

5.3 Ortom Administration’s Initiative on Education and Health Services

i. Introduce Entrepreneurial Education;

ii. Provide free primary education and ensure that teachers are given their pride of place

by training, retraining, and re-orientation at all levels;

iii. Strengthen the educational sector and reinforce existing scholarship and establish

student loan scheme for financing education;

iv. Support the prevention and treatment of HIV/AIDS and address issues of maternal

morbidity and mortality, as well as infant and child mortality;

v. Initiate incentives for rural posting of health staff;♦ Revive and ensure the accreditation of the School of Nursing and Midwifery

in Makurdi; and♦ Promote Health Insurance Scheme for all.

30

P late 2: Learn in g & D evelopm en t Facilities

31


5.4.1 STEAM-Based Education Sector

Table 7: STEAM -Based Education

Objectives 1. Revamped educational system with a view to making all critical elements of a modern education (Science, Technology, Engineering, the Arts, and M athem atics—STEAM) not only interesting but also accessible to all our citizens.

2. To ensure that the STEAM educational model serves as the platform for propelling the state to prosperity and healthy living.

Key Institutionalized entrepreneurial educational systemDeliverable


N60 Billion



General

1 Formulate and implement State Policy for STEAM-Based Education


MoEST,

2 Institutionalize Continuous Research and Development for STEAM-Based Education

V V Governor, SSG, BSPC,

MoEST,

Primary Education

1 Conduct a needs assessment of State- owned primary schools and address any identified needs

V V MoEST, SUBEB, LGCs

MoEST, SUBEB, LGCs2 Implement biometrics data verification of

the staff in the public primary schoolsV V MoEST, SUBEB, LGCs

3 Strengthen Free, Compulsory and Qualitative public Primary Education

V V V V MoEST, SUBEB, LGCs

4 Undertake Continuous re-orientation of all teachers, training, and re-training of teachers.


5 Undertake Continuous renovation of schools and provision of adequate infrastructure. : classrooms, chairs, tables, teaching aids, libraries, sporting facilities, sanitation facilities, etc.


32



6 Clear backlog of counterpart funding from UBEC

y y MoEST, MoF, SUBEB

7 Strengthen basic science and Information V V V V MoEST, SUBEB, LGCsTechnology in public primary schools

8 Strengthen Parent-Teacher Associations for primary schools for partnership and quality control

V V V V MoEST,SUBEB, LGCs

9 Strengthen supervision and monitoring of V V V V SUBEB, MoESTmanagement and teaching in schools to ensure quality control

10 M ainstream Family Life Education into school curriculum and train T eachers to use it.

✓ ✓ ✓ ✓ MoEST, MoWA&SD

11 Provide m ore Special Education ✓ ✓ ✓ ✓ MoEST, MoWA&SDfor PWDs

12 Introduce Elem entary Entrepreneurial Curriculum

✓ ✓ ✓ ✓ MoEST

Secondary Education13 Conduct a needs assessment of State-

owned secondary schools and address any identified needs

V V MoEST, TSB

14 Implement biometrics data verification of the staff of Government grant-aided secondary schools.

V V MoEST, TSB, SA on ICT

15 Ensure adequate staffing and motivation V V V V MoEST, TSB

16 Strengthen the Inspectorate responsibilities of the Ministry of Education, Science & Technology and TSB

V V Governor, MoEST, TSB

17 Undertake Training, re-training, and reorientation of all teachers

V V V V MoEST, TSB

18 Undertake Provision of adequate V V V V MoEST, TSBinfrastructure for all public schools: classrooms, chairs, tables, teaching aids, libraries, science laboratories, sporting facilities, sanitation facilities, and ICT facilities, Guidance and Counseling, etc.

33

19 Ensure that all secondary schools in y y y y M oEST, TSB,Benue state (both public and private) offer science subjects and Inform ation Technology

20 Focus deliberate efforts on recruiting and training of science and mathematics teachers

V V V V MoEST, TSB

21 Develop a Special Science Teacher Training Scholarship Fund in order to encourage Science Teacher Education

V V V V MoEST, TSB, BSB,

22 Strengthen science competition am ongst secondary school students with good reward to stim ulate interest in and encourage the study of the sciences

V V V V MoEST, TSB,

23 Strengthen young inventors competition among secondary school students to encourage application of science in technology and engineering

V V V V MoEST, TSB,

24 Strengthen vocational and technical schools for skills acquisition to produce technicians as major aspect of the entrepreneurial educational policy of the Ortom administration.

V V V V MoEST, TSB, MoTII

25 Emphasize the teaching of Nigerian History, Civics, and French in all Secondary Schools

V V V V MoEST, TSB

26 Establish three special Secondary Schools where Chinese language will be taught along with other languages

✓ ✓ ✓ ✓ MoEST,

27 Provide m ore Special Education for PWDs

✓ ✓ ✓ ✓ MoEST,

28 Introduce Entrepreneurial Education in Secondary School curriculum

✓ ✓ ✓ ✓ MoEST

34

Tertiary Education

Strategies/ Activities20 15 (May) - 2019 (May)


1 Formulate and implement a Policy on Tertiary Education in the State

V V Governor, BHoA, SSG, MoEST, MoJ

A. M onotechnics, Polytechnics, and Colleges of Education

1 Conduct Needs Assessment for all State- owned Tertiary Institutions

V V MoEST, MoA&NR, CEOs of TertiaryInstitutions in Benue State

2 Make Monotechnics and Polytechnics to be mandate compliant

V V V V MoEST,

3 Adequately equip science and technological laboratories and workshops

V V V V MoEST,

4 Expand the capacity of the existing institutions through the provision of more facilities to support the admission of more students.

V V V V MoEST,

5 Strengthen College of Agriculture to deliver on its mandate

V V V V MoEST, MoA&NR,

6 Introduce Entrepreneurial Education in the Curricula of Monotechnics, Polytechnics and Colleges of Education

V V V V MoEST, MoA&NR,

B. U niversity Education



1 Establish a Benue University Fund to which Local Governments shall make monthly statutory contributions of an agreed amount.

V V V V Governor, BHoA, MoEST, Special Adviser on Bureau for LGCs, BSU

2 Conduct a Needs Assessment for Benue State University with emphasis on the quality of research, teaching and learning

V V V V Governor, MoEST

3 Improve significantly the amount paid to students as scholarship and they should be paid more regularly and on time

V V V V Governor, MoEST, BSB

4 Introduce student loan schemes for financing education

V V V V MOE, BSB, PPP

35

5.5 H ealth Services

Objectives 1. To improve health infrastructure and service delivery in Benue state2. To pursue a deliberate policy of healthy living and preventive medicine, while ensuring quick and easy access to affordable health care delivery systems.

Key A H e a lth y and P ro d u ctive Benue PeopleDeliverable



1 Review and implement Policy and Strategy for the Provision of efficient and effective Health Services in the State

V V Governor, BHoA,

SSG, MoH&HS, MoJ

2 Conduct a Needs Assessment in primary and secondary healthcare facilities in the state

V V MoH&HS, HSMB, PHCMA

3 Institutionalize Continuous Research and Development in the Provision of Health Services

V V V V Governor, SSG, BSPC, MoH&HS, BSU CHS, BSUTH

4 Direct Deliberate efforts at staff training and development

V V V V MoH&HS, BSU CHS,

BSUTH,

5 Strengthen primary health care in the state by establishing the Primary Health Care Board and ensuring appropriatefunding.

V V V V Governor,

MoH&HS,

6 Establish a rural health insurance scheme (Benue State health insurance scheme) and also an insurance scheme for state civil servants. The board shall attract donor support both locally and internationally care delivery in the state

V V V Governor,

MoH&HS,

7 Provide adequate funding for the campaign against HIV/AIDS as well as treatment, care and support private schools of nursing and technology for effective health delivery

V V V V Governor, MoH&HS,

36



8 Strengthen partnerships w ith CSO s, D onor agencies and other governm ental agencies to enhance health system s.

V V V V G overnor,M oH & H S, SPC, SA on D evelopm ent Cooperation, andCSO A ffa irs

9 Support Schools of Nursing and Health Technology for effective health care manpower development

Governor,

MoH&HS, HSMB

10 Strengthen the work of sanitary inspectors to enhance sanitation and healthy living standards

MoH&HS, BENSESA

11 Revive and ensure the accreditation of the School of Nursing and Midwifery in Makurdi

Governor, SSG,

MoH&HS,

12 Partner with International Health Development Agencies to support de- worming of primary school children with anti-helminthic

MoH&HS, HSMB

13 Renovate General hospitals and ensure adequate staffing

Governor,

MoH&HS, HSMB

21 Establish a Makurdi Medical City in partnership with foreign investors

Governor, MoH&HS,

22 Improve the quality of services in some selected secondary and tertiary hospitals through for the provision of new technologies in Medicare

Governor, MoH&HS,

37

Plate 3: Medical Laboratory

Source: en.wikipedia.org

38

CHAPTER SIXINVESTMENTS IN CRITICAL INFRASTRUCTURE

6.1 Key Challenges

Some of the significant draw backs in this sector of development are:

i. Deterioration of road network particularly the rural feeder roads, thereby impeding

smooth access between the rural farming communities and urban areas;

ii. Epileptic electricity supply, which is virtually non-existent in the rural areas, has forced

many businesses, government institutions, and private residences to rely on costly

back up power generators;

iii. Absence of intra-State network of railways;

iv. Under-developed inland waterways;

v. Non-availability of civil airport;

vi. Low ICT infrastructure and capacity, thereby impeding the desired presence of robust

e-governance and e-government; and

vii. Prevalence of slums as a result of poor housing and urban development.


These include:

i. Opportunities to draw valuable lessons of experience from the global and Federal

Government’s best practices to embark on Public-Private-Partnership (PPP) in

promoting investment in the critical infrastructure development and protection;

ii. Chances to be guided by the framework of Nigeria’s Infrastructure Concession

Regulatory Commission (ICRC) and by the operations of the Nigeria Sovereign

Investment Authority (NSIA) with particular reference to Nigeria Infrastructure Fund

(NIF);

39

iii. Opportunities for increased support from the International Development Partners

(IDP) to the development and protection of the State’s critical infrastructure;

iv. Availability for adoption of the APC Manifesto for the 2015 General Elections; and

v. Pronounced stand of the Ortom Administration to drive provision of investment in

the State’s critical infrastructure

6.3 Ortom Administration’s Initiative on Critical Infrastructure

i. Invest in grid and off grid power solutions with focus on coal, hydro, solar, recycled

waste and geo-thermal power generation to increase electricity supply;

ii. Invest in hi-speed internet broadband access to facilitate e-governance;

iii. Construct at least 145kms of urban roads in the State;

iv. Provide an Airport in Makurdi, and Light Rail from Otukpo to Gboko to Zaki-Biam

and then Gboko to Makurdi (with Gboko as a hub);

v. Reticulation of water in all the major urban areas;

vi. Provide mass housing and two housing layouts in Makurdi and a housing layout in

each major town; and

vii. Develop tourism and hospitality industry, establish wild life parks and a museum and

make Benue attractive to tourists.

40




Table 8: Investments in Critical InfrastructureInvestments in Critical Infrastructure

Objective T o u p g ra d e and e xp a n d In fra stru ctu ra l fa c ilit ie s fo r im p ro v e d q u a lity o f life an d e co n o m ic

d e v e lo p m e n tKeyDeliverables

En h an ced a cce ss to q u a lity and a ffo rd ab le in fra stru ctu ra l fa c ilitie s and su sta in a b le

e n v iro n m e n tProjected 4- Year Cost

N 80 Billio n

S tra te g ie s/A ctiv it ie s2015 (M ay ) - 2019 (M ay )

R e sp o n sib ilityY1 Y2 Y3 Y4

G e n e ra l

1 Formulate and Implement Benue policy and Strategy for the Development and Protection of Critical Infrastructure

✓ ✓ Governor, BHoA, SSG, MoW&T, MoH, MoJ

2 Formulate and Implement Benue State Policy and Strategy for Disaster and Emergency Management

✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoWR&E, SEMA, CSOs

3 Institutionalize continuous Research and Development for the Development and Protection of Critical Infrastructure

✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoW, MoH&UD

4 Establish Traffic Regulatory Agency ✓ ✓ Governor, BHoA,MoJ, BIRS, MoW&T, MoWR&E

P o w er

S tra te g ie s/A ctiv it ie s

2015 (M ay ) - 2019 (M ay )


1 Invest in grid and off grid power solutions with focus on coal, bio-fuel, hydro, solar, recycling waste and geo-thermal power generation for urban and rural electrification to produce 100Mw in four years from the present 12mw ) under a PPP Scheme

✓ ✓ ✓ ✓ Governor, SSG, MoW&T, MoJ

41

Roads

S tra te g ie s/A ctiv it ie s

2 015 (M ay ) - 2019 (M ay)

R e sp o n sib ility

Y1 Y2 Y3 Y4

1 Strengthen human and institutional ✓ ✓ ✓ ✓ Governor, MoW&Tcapacities to enhance quality road construction and maintenance

2 Rehabilitate major tarred roads and bridges

✓ ✓ ✓ ✓ Governor,MoW&T

3 Dualize Agan-Apir Road with an interchange at Gboko round about


4 Construct new roads in each Senatorial Zone


5 Rehabilitate old network of rural feeder roads in each Senatorial Zone

✓ ✓ ✓ ✓ Governor, MoW&T, LGCs

6 Construct new network of rural feeder roads in each Senatorial Zone


7 Construct a 50 km Makurdi East Toll Bypass Road (Daudu-Makurdi Island Bridge- Ikpayongo) under PPP

✓ ✓ ✓ ✓ Governor, BHoA, MoW&T

8 Construct new urban roads in Makurdi, Kastina-Ala, Vandeikya, Oju, Gboko, Otukpo, and others in the State


A irp o rt

Stra te g ie s/A ctiv it ie s

2 015 (M ay) - 2019 M ay)


1 Establish a functional airport in Makurdi ✓ ✓ ✓ ✓ Governor, SSG MoW&T, MoJ

Rail

42



Y1 Y2 Y3 Y4

1 Establish Otukpo-Gboko-Zaki-Biam light rail; and then Gboko-Makurdi light rail (with Gboko as a hub) under a PPP Scheme


In-Land W ater-W ays

Strategies/A ctivities2015 (M ay) - 2019 M ay)


1 Establish and operate Barge Services on Makurdi-Agatu, Makurdi-Anyibe-Ibi, and Makurdi-Gbajimba-Katsina-Ala Water Ways ) under a PPP Scheme


W ater Supply

Strategies/A ctivities2015 (M ay) - 2019 M ay)


1 Reticulate water supply in all the major urban areas to ensure access to water in all homes

✓ ✓ ✓ MoWR&E,Water Board, LGCs

2 Introduce the metering system for Pay- as-You-Use

✓ ✓ MoWR&E, Water Board

3 Build three dams (I each) in the three senatorial zones for multipurpose use

✓ ✓ ✓ MoW&T,MoWR&E,

4 Promote Provision of Community Boreholes in the rural areas

✓ ✓ ✓ Governor, SSG, BERWASA,

43

ICT

Stra te g ie s/A ctiv itie s

2015 (M ay) - 2019 (M ay)


1 Formulate and Implement Benue policy and Strategy on ICT

✓ ✓ Governor, BHoA, SSG, MoEST, SA onICT

2 Establish Benue Information Technology Development Agency (BITDA)

✓ ✓ Governor, BHoA, SA on ICT

3 Provide robust ICT infrastructure and build capacity for economic growth

✓ ✓ ✓ ✓ Governor, SSG, MoEST, SA on ICT

4 Invest in hi-speed internet broadband access for e-education, e-commerce, and e-governance, e-health, and etc

✓ ✓ ✓ ✓ Governor, SSG, MoEST, SA on ICT

H o usin g

Stra te g ie s/A ctiv itie s

2015 (M ay) - 2019 M ay)


1 Provide New urban housing layouts in every LGA Headquarters

✓ ✓ ✓ Governor, BLS, MoH&UD, UDB

2 Create two sites and services for mass housing in each senatorial district

✓ ✓ ✓ Governor,BLS, MoH&UD

3 Fast track process of C of O up to title issuance within one month from application

✓ ✓ Governor, LUAC, BLS

4 Upgrade and Implement Town planning laws to fast track urban renewal projects and protection of public utilities

✓ ✓ ✓ Governor, BHoA, MoH&UD , UDB, BLS

5 Construct Model Integrated Rural Community Settlement in the TIV Senatorial Zones

✓ ✓ ✓ ✓ Governor,MoH&UD, UDB, SA on RD

6 Strengthen operations of Benue State Geographic Information System (BenGIS) for complete computerization of Housing Administration

✓ ✓ Governor, MoH&UD, BLS

7 Discourage the use of thatched roofs in Tiv Land

✓ ✓ Governor, BHoA, MoJ, MoH&UD, MoI&O, SA on RD

44



Environment

Strate g ie s/A ctiv itie s

2015 (M ay) - 2019 (M ay)


1 Review the Benue State Environmental Policy

✓ ✓ Governor, MoEST, MoWR&E, BESEPA,BENSESA, UDB

2 Improve and sustain partnership with Private Service Providers for waste management system in major towns in Benue State

✓ ✓ ✓ ✓ MoWR&E, BESEPA, BENSESA, UDB

3 Control erosion challenges in towns and communities in Benue State

✓ ✓ ✓ ✓ MoWR&E, MoA&NR

4 Strengthen Benue State Urban Development Board to properly demarcate and restrict encroachment on water channels in urban areas

✓ ✓ MoWR&E, UDB

5 Strengthen line Ministries to enhance and restore ecological practices and ecosystems diversity such as reclamation of mining sites, burnt-bricks sites and provision of forestry seedlings.

✓ ✓ MoWR&E,MoA&NR,

Cu ltu re, To u rism and H o sp ita lity

Strate g ie s/A ctiv itie s

2015 (M ay) - 2019 M ay)


1 Embark on a robust PPP Scheme to rebuild the abandoned tourist sites.

✓ ✓ ✓ ✓ MoTII, MoAC&T

2 Provide enabling environment for Private sector investment in Culture, Tourism, and Hospitality

✓ ✓ MoAC&T , MoTII

45

CHAPTER SEVENGENDER, WOMEN, YOUTH AND PERSONS W ITH DISABILITIES

7.1 Key Challenges

Some notable issues in this sector of development cover:

i. Slow gender mainstreaming comparative to the intent of the Beijing Platform for

Action (1995), and the practice in other countries such as Rwanda;

ii. Inadequate knowledge and limited implementation of the UN Convention on the

Elimination of All Forms of Discrimination Against Women (CEDAW);

iii. Low knowledge and hesitant implementation of the 15 priority areas of the World

Programme of Action for Youth (WPAY), under the advocacy of the UN Inter-Agency

Network on Youth Development (IANYD); and

iv. Dearth of knowledge and implementation of the UN Convention on the Rights of

Persons with Disabilities (PWDs).


These include:

i. Possibilities to emulate the actions of the increasing number of countries that have

adopted, ratified and are implementing the Beijing Platform for Action (1995),

CEDAW, WPAY, and UN Convention on the Rights of Persons with Disabilities

(PWDs);

ii. Growing strong advocacy from State and Non-State Actors for gender mainstreaming

and fair deal for women, youth and people with disabilities (PWDs);

iii. Availability for adoption of the National Gender Policy (2008), Second National Youth

Policy (2009), and National Policy on Persons with Disabilities (PWDs);

46




(IDP) to gender mainstreaming and fair deal for women, youth and People with

Disabilities (PWDs);


vi. Pronounced stand of the Ortom Administration to drive promotion of gender

mainstreaming and fair deal for women, youth and People with Disabilities (PWDs);

7.3 Ortom Administration’s Initiative on Gender Mainstreaming and Fair Deal for Women,

Youth and Persons with Disabilities (PWDs)

i. Mainstream gender in all our projects and programmes;

ii. Have more women in appointive, elective and decision-making positions;

iii. Support the establishment of more business ventures by women;

iv. Promote youth entrepreneurship in all the sectors of the economy; and

v. Make all public offices disability-friendly and provide an affirmative action framework

for employment in the Public Service of the Persons with Disabilities (PWDs).

Plate 4: Mother & Child

S o u r c e : y a g a z i e e m e z i . c o m

47


Table 10: Gender, Women, Youth, Children and Persons with Disabilities (PWDs)

G ender, W om en, Youth , Children and Persons w ith Disabilities (PW Ds)

Objective To economically and socially empower women and girls to reduce gender disparity, improve total well-being of children; empower youths and mainstream Persons with Disabilities into the decision making process.

KeyDeliverables

1. At least 35% Women in appointive, elective, and decision-making positions.2. More business ventures established by women with support from government and the private

sector.3. Strengthened gender responsive and multi-sector collaboration for quality services and

systems.4. Industrialization anchored on youth employment and development.5. PWDs and other marginalized groups involved in the design and implementation of

interventions that will benefit them.6. Sufficient data generated to facilitate gender-friendly planning, monitoring and evaluation.


N 14 Billion



G e n d e r and W om en

1 Commission gender-sensitive research to augment existing information on equality and women's empowerment across sectors.

✓ ✓ MoWA&SD, SA on Gender, BSPC

2 Disseminate findings and advocate for evidence based intervention.

✓ ✓ MoWA&SD, SA on Gender, BSPC, CSOs

3 Form ulate and Im plem ent Benue State

Policy and S trategy on Gender M ainstream ing

✓ ✓ Governor, SSG, MoWA&SD, SA on Gender, CSOs

4 Institutionalize continuous Research and Developm ent on Gender M atters

✓ ✓ ✓ ✓ Governor, BSPC, MoWA&SD, SA on Gender

5 Create a department of Economic Services in the MoWA&SD to ensure that grassroots women, PWDs, the elderly and the vulnerable in Benue State are economically empowered.

✓ MoWA&SD, BSPC, SA on Gender

6 Provide matching funds to facilitate access to soft loans from Agricultural Development Bank, NEXIM and Bank of Industry by Benue Entrepreneurs.

✓ ✓ ✓ ✓ Governor, MoWA&SD, MoTII, MoF, MoA&NR, SA on Gender

7 Establish Business Development Fund for Women

Governor, BHoA, MoWA&SD, MoTII, MoF, SA on Gender

48



8 Train and mentor young women to take on leadership roles.

✓ ✓ ✓ ✓ MoWA&SD, MoY&SD, UNFPA, CSOs, Mol&O, SA on Gender

9 Domesticate and implement Post-Beijing Platform and other UN Conventions on Women

✓ ✓ ✓ ✓ Governor, BHoA, MoWA&SD, MoJ, SA on Gender

10 Reactivate Entrepreneurship D evelopm ent Centers across the 23 LGAs to train w om en and youth

✓ ✓ ✓ MoWA&SD, SA on Gender

11 Initiate legal reforms to enshrine the principles of CEDAW in legislation and customary justice systems.

✓ ✓ BHoA, MoJ, MoWA&SD, SA on Gender

Children

Strategies/A ctiv ities

2015 (May) - 2019 (May)

R espo nsib ilityY1 Y2 Y3 Y4

12 Institutionalize continuous Research and D evelopm ent on M atters of Children

✓ ✓ ✓ ✓ Governor, SSG, BSPC, MoWA&SD, MoJ, CSOs, SA on Gender

13 Establish Fam ily Courts to drive the im plem entation of the Benue State Child Rights Act of 2011

✓ ✓ Governor, BHoA, SSG MoWA&SD, MoJ, SA on Gender

14 Fund the operations of the Child Rights Implementation Committees (CRIC) and Technical Working Groups (TWG) at the state, local governments and community levels.

✓ ✓ ✓ ✓ Governor, LGCs, MoWA&SD, SA on Gender

15 Create machinery for monitoring implementation of the law promoting and protecting children's rights, especially those of the girl child; and ensure it functions properly.

✓ ✓ ✓ ✓ MoWA&SD, BSPC, MoJ, CSOs, SA on Gender

16 Collaborate with international organisations and local non-governmental organisations to leverage on additional funds and expertise to further children's cause in Benue state.

✓ ✓ ✓ ✓ Governor, MoWA&SD, CSOs, SA on Gender

17 Create and expand Child Correction Centres (borstal schools)

✓ ✓ ✓ ✓ MoES&T, MoWA&SD

18 Reduce Child Mortality Rate and Safeguard Child survival

✓ ✓ ✓ ✓ MoES&T, MoWA&SD, MoH&HS, CSOs

49

Youth

Strategies/Activities

2015 (May) - 2019 (May)Responsibility

Y1 Y2 Y3 Y4

1 Formulate and Implement a State Youth

Policy✓ ✓ ✓ ✓ Governor, BHoA,

MoY&SD, CSOs

2 Institutionalize continuous Research and

Development on Youth M atters✓ ✓ ✓ ✓ Governor, SSG, BSPC

3 Adopt and im plem ent World Programme of

Action for Youth✓ ✓ ✓ ✓ MoY&SD, MoWA&SD,

CSOs

4 Develop a data base of youths in Benue

State with requisite skills (this can be

online based).

✓ ✓ ✓ ✓ MoY&SD, MoWA&SD, BSPC, CSOs

5 Enhance Youth access to Government Job

Creation Schemes✓ ✓ ✓ ✓ MoY&SD SA on

Employment & Labour Matters

6 Increase Youth access to the Agricultural

Credit Financing Scheme

✓ ✓ ✓ ✓ MoY&SD, MoTII, MoA&NR, MoWA&SD, SA on Employment & Labour Matters,

7 Conduct age-appropriate reproductive health education integrating HIV prevention m essaging

✓ ✓ ✓ ✓ MoH, MoWA&SD, MoI&O, MoES&T, CSOs

8 Sensitize stakeholders on the harmful effects o f gender based violence and im plem ent law s prohibiting gender violence

✓ ✓ ✓ ✓ MoWA&SD, MoJ, MoI&O, SA on Gender, SA on Ethics & Values, CSOs

9 Reintegrate girls who dropped out of the school system .

✓ ✓ ✓ ✓ MoES&T, MoWA&SD, SA on Gender, SA on Ethics & Values, CSOs

10 M ainstream value re-orientation into all youth activities

✓ ✓ ✓ ✓ MoI&O, MoY&SD, MoES&T, SA on Ethics & Values, CSOs

11 Initiate a Mentorship, Role Modelling and leadership training program m e for youth.

✓ ✓ MoWA&SD, MoY&SD, MoI&O, SA on Ethics & Values, CSOs

12 Carry out media campaigns on the harmful effects of drug, substance abuse and cultism.

✓ ✓ ✓ MoWA&SD, MoH, MoI&O, MoY&SD, SA on Ethics & Values, CSOs

13 Provide modern Sporting Centres at all the LGs to identify and nurture talents in sporting events with comparative advantage in the State

✓ ✓

MoY&SD, LGAs,

50



Persons with Disabilities (PWDs)



1 Form ulate and im plem ent State Policy on Persons with Disabilities (PWDs)

✓ ✓ ✓ ✓ Governor, BHoA, MoWA&SD, MoJ, MoW&T, MoES&T, CSOs

2 Institutionalize continuous Research and D evelopm ent on PWDs M atters

✓ ✓ ✓ ✓ Governor, MoWA&SD,

3 D om esticate the UN Convention on the Rights of PWDs

✓ ✓ ✓ ✓ BHoA, MoWA&SD, LGAs, CSOs

51

CHAPTER EIGHTFUNDING THE VISION PLAN

8.1 Principal Funding Streams

The principal funding streams are depicted in figure 4 below.

Figure 4: Funding Streams

A nn ual B ud getary A pp ro priatio n

Financial and Te ch n ica l Su pp ort

from D evelop m en t Partners

Pub lic-Private- P artn ersh ips & O ther

C reative F inancing Schem es

52



8.2 Projected Cost

The Vision plan contained in this document is estimated to cost N200 Billion over a four-year period

as shown in table11 on projected cost

Table 11: Projected Cost

STRATEGICPROGRAMMES

%Allocation

YEAR 1 (NBillion)

YEAR 2 (NBillion)

YEAR 3 (NBillion)

YEAR 4 (NBillion)

TOTAL

GOOD GOVERNANCE & REVENUE SECURITY:

• Good Governance

8% 4

3

5

4

5

4

2

1.5

16

12.5

• Revenue Security1 1 1 0.5 3.5

STEAM-BASED EDUCATION & HEALTH SERVICES:

3 O SP 8 25 20 7 60

• Educational Policies 0.5 1 1.5• Primary Education 3.5 10 7 2.5 23• Secondary Education 1 5 5 1 12• Polytechnics and

Monotechnics0.5 3 2 1 6.5

• University 0.5 2 3 1.5 6.5• Health Services 2 4 3 1.5 10.5

53

INVESTMENTS IN CRITICAL INFRASTRUCTURE: 40% 10 30 8 15 80

0.5 2 2 1 5.5• P o w e r

2 15 10 7 34• R o ad s

0.5 1 1 1 3.5• A irp o rt

0.5 2 2 1 5.5• Rail

0.5 1 1 0.5 3• In -Lan d W a te rw a y s

2 2 2 1 7• W a te r Su p p ly

1 2 2 1 6• H o u sin g

• E n v iro n m e n t 1 2 2 1 6

• C u ltu re , T o u rism & H o sp ita lity

0.5 1 1 0.5 3

• ICT 1.5 2 2 1 6.5

%Allocation

YEAR 1 (NBillion)

YEAR 2 (NBillion)

YEAR 3 (NBillion)

YEAR 4 (NBillion)

TOTAL

AGRICULTURE-DRIVENINDUSTRIALIZATION: 15% 4 10 10 6 30

• A g ricu ltu re 1.5 3.5 3.5 2 10.5

• In d u str ia liza tio n1 2 2 2 7

• T ra d e & In vestm en t0.5 1.5 1.5 1 4.5

• Rural D eve lo p m e n t1 3 3 1 8

%Allocation

YEAR 1 YEAR 2 YEAR 3 YEAR 4STRATEGIC PROGRAMMES (N (N (N (N TOTAL

Billion) Billion) Billion) Billion)

GENDER, WOMEN, YOUTH & PERSONS WITH DISABILITIES:

7% 2 5 5 2 14

0.5 1 1 0.5 3• G e n d e r & W o m e n

1 3 3 1 8• C h ild re n & Y o u th

• P e rso n s w ith D isa b ilit ie s (PW D s)

0.5 1 1 0.5 3

100% 24 68 63 45 200

54



Explanatory Notes to the Projected Cost

11.

Underlining Assumptions:

1. The total cost of 1mplement1ng “Our Collective Vision for a New Benue” over a four-year

period is N200 Billion

Our projected reVenue from already establ1shed sources (Federat1on Account, IGR,

Bonds and Debentures) is N78 Billion per annum or N312 Billion for the four years.

Th1s assumes an aVerage of N3 B1ll1on per month from the Federat1on Account to the

State, N1.5 Billion as VAT and IGR of N2 Billion per month.

We assume that N234 Billion or 75% of the projected revenue inflow will be expended

on recurrent items leaving N78 Billion or 25% for capital expenditure

The revenue shortfall for capital expenditure therefore is N30.5 Billion per annum or

N122 Billion for the four years

We assume that this shortfall will be funded from the PPP arrangements, creative

funding solutions and restituted looted public funds

These assumptions do not take into account the core inflation rate of 10% per annum

for the four years projected

iii.

iv.

v.

vi.

2. Justification for Allocations to the Strategic Programmes

i. Critical Infrastructure has the highest allocation of 40% or N80 Billion for the four

years because of the capital intensive nature of the projects and the central role it plays

in driving the socio-economic development of the State.

STEAM-Based Education and Health Services Sector has been allocated 30% or N60

Billion in line with the United Nations prescribed benchmark.

Agriculture-Driven Industrialization enjoys 15% or N30 Billion allocation because

most of the activities will be driven by the PPP arrangements to be involved.

Good Governance and Gender Sectors have been allocated 8% and 7% repectively,

because most of the activities to be implemented are predominantly policy and legal

formulation issues as well as capacity building and matching grants.

The second and third years are the peak years of implementation hence the highest

allocations across board.

55

ii.

iii.

iv.

v.

1

CHAPTER NINEIMPLEMENTATION STRATEGY

Key features of the implementation strategy comprise the following processes.

9.1 In stitu tion al Fram ew ork

This institutional framework recognises the importance of coordination and cohesion amongst the

Key Leadership and Management Actors in the implementation, and monitoring and evaluation

processes. Thus, the system provides for interface and decentralization of responsibilities and

accountabilities amongst them as depicted in figure 5 and table 12

Figure 5: Organogram of Key Leadership and Management Actors

56



9.2 Shared Responsibilities amongst the Key Actors

Responsibilities and accountabilities have been decentralised and shared amongst the Key

Implementation Actors, as depicted in Table 12 with a view to ensuring speed and accuracy in the

implementation process

T a b le 12: K e y A c t o r s a n d R e s p o n s ib il it ie s

K e y A c t o r s R e s p o n s ib i l i t ie s

G o v e r n o r S T o p m o st-le v e l A cto r o f the Im p le m e n ta tio n P ro cess

D e p u t y G o v e r n o r S A ss ists the G o ve rn o r

H o u s e o f A s s e m b ly ( H o A )

S A m e n d s th o se e xta n t law s th a t w ould o th erw ise im p e d e the sm o o th im p le m e n ta tio n o f "O u r C o llective V is io n "

S En acts re le van t new law s n eeded fo r sm o o th e n in g the im p le m e n ta tio n p ro cesses

S Exe rcise s o ve rsig h t fu n ctio n s o ver the im p le m e n ta tio n p ro cess

J u d ic ia r y S A rb itra te s and m ed iate s o ver im p le m e n ta tio n co n flicts re q u ir in g its atte n tio n

T e c h n ic a lM o n i t o r in g & A d v is o r y T e a m ( T M A T )

S P ro fess io n a l and te ch n ica l e n g in e room o f the im p le m e n ta tio n p ro cess, to be d o m ic iled in the G o v e rn o r's O ffice

S D eve lo p s an o verall im p le m e n ta tio n te m p la te w ith fo cu s on rapid ca p a c ity -b u ild in g and ro b u st ICT, im p le m e n ta tio n p h ases, action p lans, p o lic ies, le g is la tio n , b ro a d -b a se d m u lti-sta k e h o ld e r p a rtic ip a tio n , e ffective m o n ito rin g and e va lu atio n w ith fe e d b a ck , risks and m itigatio n as w ell as su sta in a b ility and legacy

S C o -o rd in a te s the im p le m e n ta tio n p ro cess at the levels o f M D A s, State P la n n in g C o m m issio n and Jo in t P lan n in g C o un cil.

S R e ce ive s m a n d a to ry p erio d ic p e rfo rm a n ce rep o rts from th e SPC

S P ro cesse s and p re se n ts to th e G o v e rn o r q u a rte rly re p o rts on p e rfo rm a n ce re v ie w and e va lu atio n

S A d v ise s th e G o v e rn o r on p o ssib le a m e n d m e n ts to be m ade re ga rd in g the im p le m e n ta tio n p ro cesses.

S A d v ise s the G o v e rn o r on su p p o rt fro m In te rn atio n a l D e ve lo p m e n t P artn ers (IDPs)

S E sta b lish e s stra te g ic b ra in sto rm in g fo ru m fo r sh a rin g o f e xp e rie n ce s and lesso n s on the Im p le m e n ta tio n p ro cess

57

State PlanningCommission (SPC)

SS

S

S

S

S

S

H o u se s th e S e c re ta r ia t o f Our Collective Vision R e ce iv e s a n d p ro ce sse s p e rio d ic p e rfo rm a n ce re p o rts fro m th e M D A s, Jo in t P la n n in g C o u n c il, an d N o n -S ta te A c to rs (C S O s a n d th e P riva te S e cto rs )S u b m its th e p e rio d ic p e rfo rm a n c e re p o rts to th e G o v e rn o r th ro u g h th e T M A T

D isse m in a te s th e a p p ro v e d q u a rte r ly p e rfo rm a n c e re p o rts in th e p r in t a n d d ig ita l m e d iaC o lla b o ra te s w ith m u lt i-s ta k e h o ld e rs to e n su re im p a ctfu l im p le m e n ta tio n

S o lic its a n d co o rd in a te s su p p o rt fro m D e v e lo p m e n t P a rtn e rsD isch a rg e s o th e r a llie d re sp o n s ib ilit ie s as d e fin e d in th e S P C E sta b lish m e n t A ct

M in istrie s ,D e p a rtm e n ts and A g e n c ie s (M D A s)

S Adopt and implement the TMAT-developed implementation template

S Spend the released funds in a manner that ensures value- for-money

S Provide the mandatory periodic performance and evaluation reports to the SPC

S Ministry of Finance to ensure timely release of funds in line with the approved budget in order to avoid time overrun in the implementation process

S Office of the State Auditor-General and Auditor-General for Local Government to carry out regular value-for-money evaluation of projects and submit periodic reports to BHA copying TMAT

S Due Process Unit in the Governor's Office to ensure that standard procurement mechanisms are adopted in line with best international practices in contract awards.

Jo in t C o u n cil (JP C )

P la n n in g S Considers all matters pertaining to the implementation of "Our Collective Vision" at the levels of MDAs, Local Government Councils, and Non-State Stakeholders

S Produces resolutions which are to be used to carry out peer review among the Commissioners and the Local Government Chairmen

S Forwards mandatory periodic reports to the SPC

N o n -S ta te A c to rs (P r iv a te S e cto r, C S O s, an d In te rn a tio n a l D e v e lo p m e n t P a rtn e rs)

S Promote broad-based stakeholder participation in the implementation process

S Provide the bridge between the Ortom Administration and the larger public

S Liaise with the SPC to put the performance assessment reports in the public domain

58



9.3 Rapid Capacity-Building and Robust ICT

This is for strategic and technical leadership, and coordination in the MDAs. It is intended to be in

tandem with the ‘Civil Service Reform 'under Part 1 of the Strategic Priority Programmes christened

‘Good Governance and Revenue Security .It also includes upgrading capacities and competencies

in ‘Effective Change Management’ within the context of the new Government of Change in Benue

State.

The ICT objective is to ensure that relevant and strategic ICT infrastructure is provided to drive E-

Governance in MDAs, and Local Government Councils with focus on G2C, G2B, G2G, G2E. A

wide spectrum of stakeholders will be trained and given necessary facilities to carry out automated

operations. This will also ensure continuous access to adequate and timely information about “Our

Collective Vision”. ICT packages will be tailored to specific target groups and will generally derive from

M & E deliverables.

9.4 Implementation Phases:These are divided into three as follows:

Phase 1: Quick Wins

These are the ripe low-hanging fruits ready for harvest and consumption within the first 6 months of

the Ortom Administration in Office. This process will crystalize and culminate in satisfying the

immediate and urgent yearnings and expectations of the Benue people from the new Government of

Change. These Quick Wins will provide an apt springboard for the take-off of the Mid-Term Wins

in Phase 2.

Accordingly, actions to be taken will include formulation of appropriate policies and legislation as

presented in tables 12 and 13 respectively.

59


“Our Collective V ision”Table 13: Policy Issues

S / N P R O P O S E D P O L IC IE S S / N P R O P O S E D P O L IC IE S

1 Civil Service Reform/Recruitment 16 Gender Mainstreaming in Governance

2 Agriculture-Driven Industrialization 17 Community Policing System

3 Policy on STEAM 18 Affirmative Action for PWD

4 Benue State Rural Development 19 Pension ReformPolicy (BSRDP)

5 Establish ICT Policies for E- 20 Tackling Corruption and PromotingGovernance, E-Commence etc Transparency and Accountability

6 Food Security and Industries 21 Provision of Credit-Guarantee Services

7 Investment in Productive 22 Provision of Makurdi Airport and Light Rail

8 Economic Activities 23 Mass Housing for All

9 Provision of Free Basic Education 24 Tourism and Hospitality

10 Provision of Health Services 25 Privatisation and Commercialisation

11 Organised Markets for Agricultural Produce and Products

26 Promotion of Inland Waterways Services

12 Establishment of Benue State Orientation Agency

27 Establishment of Debt Management Office

13 Establishment of Department of 28 Strengthening the existing BudgetSocial and Economic Analysis in Management OfficeBSPC

14 Establishment of Benue State 29 Implement the UN Convention AgainstEconomic Resource Centre (BERC) Corruption (Nigeria signed on 09/12/03 and

ratified on 14/12/04)

15 Community Policing System 30 Establishment of Traffic Regulatory Agency

31 Benue Information TechnologyDevelopment Agency (BITDA)

60


_________ ‘Our Collective V ision'

LegislationThis covers amendments and enactment of new legislation.

A. Amendments of Extant Laws that would impede smooth implementation of ‘Our

Collective Vision’. A sample list of such laws is in table 13 below

Table 14: Extant Laws for Amendments

S / N E X T A N T L A W S

Benue Chieftaincy and Traditional Council Act 2015

2015 Appropriation Act

Table 15: Proposed Legislation for Implementation of the ‘ V ision '

S/N P R O P O S E D L E G I S L A T I O N F O R I M P L E M E N T A T I O N O F T H E ‘ V IS IO N '

1. B e n u e S ta te C o m m u n i t y Po l i c ing A c t

2. B e n u e S ta te A g r i c u l tu ra l C r e d i t F i n a n c i n g S c h e m e ( B S A C F S ) A c t

3. B e n u e B a n k for I n te r n a t i o n a l F in a n c ia l T r a n s a c t i o n s A c t

4. B e n u e S ta te F isca l R e s p o n s i b i l i t y A ct

5. B e n u e S ta te Publ ic P r o c u r e m e n t A ct

6. D o m e s t i c a t i o n o f the U N C o n v e n t i o n A g a i n s t C o r r u p t i o n

7. B e n u e S ta te C h a r a c t e r C o m m i s s i o n (for p r o m o t i o n o f e q u a l o p p o r t u n i t i e s ) A c t

8. B e n u e S ta te B u r e a u o f Publ ic E n t e r p r i s e s A ct

9. B e n u e S ta te F a r m e r s a n d C o o p e r a t i v e B a n k A c t

10. B e n u e S ta te Tra f f i c R e g u l a to r y A c t

11. B e n u e I n f o r m a t i o n T e c h n o l o g y D e v e l o p m e n t A ct

12. B e n u e Publ ic In f ra s t r uc tur e Pro te c t io n A c t

1

2

61

Phase 2: Mid-Term Wins

The Mid-Term Wins are to be made within the first two years of the Ortom Administration in Office.

They proceed from the Q uick W ins in Phase 1 and are dovetailed into Phase 3 of the implementation

process. They are designed to sustain the people’s trust and confidence in the N ew B en u e Government.

The schedule of activities to be executed for this implementation phase has been enlisted in the

Strategies/Activities of chapters 3 to 8 of this document.

Phase 3: Long-Term Wins

The Long-Term Wins are to be made within the third and fourth years and beyond of the Ortom

Administration. They proceed from the Q uick and the M id-Term W ins in Phases 1 and 2 of the

implementation process. They are designed to meet the expectations of the people and strengthen

their trust and confidence in the N ew B e n u e G overnm ent.

9.5 Effective Change Management

To ensure that change management maintains momentum, emphasis would be placed on achievement

of the Vision and Mission Statements, Key Objectives, Core Values and Principles, Essential Propelling

Levers, attainment of the Quick-Wins, broad-based multi-stakeholder participation, effective M & E,

and Sustainability and Legacy.

9.6 Development of Implementation Action Plans

An implementation action plan, with objectives, key deliverables, strategies/activities, timelines, and

responsibilities, has been developed and incorporated for every one of the five Strategic Priority

Programmes. However, the Technical Monitoring and Advisory Team (TMAT) will develop an overall

template to serve as a guide to the development of action plans by the other implementation Key

Actors, notably State Planning Commission, MDAs, and Joint Planning Council.

62


‘Our Collective V ision'9.7 Promotion of Broad-Based Multi-Stakeholder Participation

This process would include publication and dissemination of the popular version of Our Collective

Vision, in form of Frequently Asked Questions (FAQ), in the major Benue State languages notably

Tiv, Idoma, Igede, and Etulo. Also, the periodic performance evaluation reports will be published

and disseminated. Furthermore, the Key Actors in the implementation process are to regularly update

the multi-stakeholders on progress recorded.

The preferred media to be used include the print and digital media; multi-stakeholder meetings at

the State, Local Government and Community levels; and virtual as well as physical meetings with the

Benue people in the Diaspora.

9.8 Effective Monitoring and Evaluation (M & E)

At the heart of the implementation process is monitoring and evaluation. It would be a continuous

exercise designed to track public expenditure, performance measurement and ensuring value-for-money

in the implementation and programme operations, as well as impact on attaining the goals of “Our

Collective Vision"

The focus of monitoring and evaluation would be based on the designated goals, strategies, and

targets as well as costings contained in “Our Collective Vision” document, official budget and policy

pronouncements. In addition, the process would include:

i. Input and Output Monitoring;

ii. Internal and External Audit;

iii. Participatory Monitoring and Evaluation; and

iv. Communication and Transparency.

9.9 Risks and Mitigation

The risks and mitigating factors are grouped into Political, Institutional, Technical and Financial

components as follows:

63

i. Political

Experience has shown that lack of Political W ill an d C om m itm en t has been the dominant bane of

implementation of the past development initiatives in Benue State.

However, the expressed high-level of political will and commitment by the Ortom Administration to

nurture and sustain a responsive and people-trusted Government is an assurance of a pragmatic

undertaking by the top-most political hierarchy to a diligent implementation of “Our Collective Vision

Thus, the onus is on the Ortom Administration to provide strong and committed leadership at every

stage and all levels of implementation amongst political and administrative leaders (Commissioners,

Permanent Secretaries, Heads of Parastatals, and Chairmen of LGCs) as the “Lead-Drivers”. In addition,

the Administration would ensure provision of adequate resources, effective incentives and overall

enabling environment.

In the same vein, Members of the State House of Assembly would play their statutory role by approving

budgetary allocations for funding “Our Collective Vision” enacting enabling legislations and exercising

statutory oversight responsibilities over the Implementation process.ii. Institutional

Government may sometimes create new Agencies to carry out tasks for which an existing institution

is already responsible. However, this may lead to duplication and overlapping of functions, increasing

cost of governance and culminating into counter-production.

To checkmate this, particularly in the context of the current global economic downturn, the Ortom

Administration would re-structure, rationalize and streamline MDAs as a mitigating measure.

iii. Technical

Lack of capacity of the public service to efficiently and effectively deliver services and the hesitation of

the private sector to be active partners in the development process of Benue State is also a point of

concern.

64



The best practices and procedures of managing human resources and engaging the organized Private

Sector through a PPP Scheme as conceived in the Civil Service Reform of the Ortom Administration

would mitigate this risk.

iv. Financial

Low Internally Generated Revenue (IGR) in the State risks to hamper mobilization of adequate

finances for funding successful implementation of Our Collective Vision. However, this would be

overcome by the Ortom Administration’s focus on strengthening the operations of, and repositioning

the Benue Internal Revenue Service (BIRS) for enhanced IGR collection and management. Poor

Public Expenditure Management (PEM) has been observed to contribute immensely to the financial

leakages and corruption in Benue State. Conversely, the Ortom Administration’s commitment to

Accountability, Transparency, Governing with the Fear of God, and overall Fiscal Discipline through

GIFMIS, IPPIS, E-Payment etc as well as zero-tolerance for Corruption would uphold the hallmark of

PEM in Benue State

v. Associated Risks

These include, resistance to change arising from vested interests, natural disasters civil disorder etc;

The Ortom Administration is committed to mitigating these associated risks with a “Robust Change-

Management Programme” whilst institutionalising an alert mechanism on imminent natural disasters

and civil disorders.

9.10 Sustainability and Legacy

Sustainability and legacy constitute the converging point of the entire implementation processes. Key

measures to be taken, in this direction, at the levels of Policy, Legislation and Enforcement include:

9.10.1 Policy:

i. Building a people-trust Government;

ii. Emplacing the culture of sustainable vision development at all the tiers of governance

in the State;

iii. Institutionalising the processes, principles and values of sustainable development

strategy and participatory good governance;65

iv. Enthroning strategic coordination for realising the Vision’s aspirations;

v. Sustaining broad-based popular participation;

vi. Mobilizing, engaging and strengthening human and institutional capacity; andvii. Sustaining adequate funding.

9.10.2 Legislation and Enforcement

The primary focus of legislation and enforcement is on emplacing appropriate legal framework and

institutionalizing regulatory and enforcement mechanisms.

66

CHAPTER TENCONCLUSION

This document profiles the defining characteristics of Our Collective Vision for a New Benue. It is a

Social Contract between the Ortom Administration and the Benue people in pursuit of a sustainable

development for the common good of the present and future generations. The envisioned big picture

is to collectively build a Model New Benue that is economically and socially viable, anchored on the

fear of God and the principles of Good Governance.

This present development initiative provides a paradigm shift from those of the past Administrations,

adjudged to have fallen below the people’s expectations. The said development initiative focuses on

five selected and prioritised Strategic Programmes, out of several others of competing demands and

interests, as the fulcrum of development. The Strategic Priority Programmes include, Good Governance

and Revenue Security, Agriculture-Driven Industrialization, STEAM-Based Education and Health

Services, Investments in Critical Infrastructure, as well as Gender, Women, Youth, Persons with

Disabilities (PWDs).

The projected cost to realize this “Collective Vision” is N200 billion in 4 years (2015-2019). The

Administration intends to spend 40% on Investments in Critical Infrastructure, 30% on STEAM-

based Education and Health Services, 15% Agriculture-driven Industrialization and 8% and 7% on

Good Governance and Gender respectively. PPP schemes would be significantly used in accomplishing

these investments especially in infrastructure and agriculture. At the end of 4 years, a new and

prosperous Benue State will emerge.

The formulation of these Programmes is underpinned by a firm belief in genuine participatory

development, involving the active engagement of the State and the Non-State Stakeholders. Accordingly,

the present Administration is set to provide strong and committed leadership at every stage and all

67

levels of implementation amongst political and administrative leaders as the designated “Lead-Drivers”.

In addition, the Administration would ensure provision of adequate resources, effective incentives

and overall enabling environment. Also, Members of the State House of Assembly would play their

statutory role by approving budgetary allocations for funding “Our Collective Vision”, enacting enabling

legislations and exercising their statutory responsibilities. Similarly, the Non-State Stakeholders would

play a robust role in tracking the implementation process and disseminating their findings and

recommendations.

Additionally, it needs to be pointed out that the document has incorporated a realistic implementation

strategy that underscores, inter alia, decentralization of responsibilities and accountabilities amongst

the Key Implementation Actors, rapid capacity-building and robust ICT, phased implementation of

activities, effective change management, broad-based multi-stakeholder participation, robust M&E

mechanism, designated funding streams, mechanism for risk mitigation, and a desire for sustainability

and legacy.

Finally, the document notes the inevitable challenges, which are surmountable, and urges Benue

people to rise in unison to the clarion call of building a Model New Benue through their acknowledged

resilience and “We-Can-Do-It Spirit”.

68



ANNEXURES

A n nex 1: M em bers of the C om m ittees on the D evelopm ent of " O u r C o l le c t iv e V is io n

f o r a N e w B e n u e ”

The inception draft of the main body of this document was produced by an over 100-Member

Committee on Policy and Strategy under the Chairmanship of Professor Dennis Ityavyar, Professor

Yakubu Ochefu as Deputy Chairman, and Barrister Michael Gusa Esq as Secretary. This Committee

was further sub-divided into five Sectoral Committees along the lines of the Strategic Priority

Programmes to review the inception draft document and add value accordingly. Furthermore, a

Draft Review Committee, and an Editorial Committee were created with membership drawn from

the Policy and Strategy Committee. The Committee latter incorporated inputs from the Sectoral

Committees to produce a comprehensive draft, which was peer-reviewed by the Draft Review

Committee with the full participation of the Governor and His Deputy. The deliverable therefrom

was validated by the Policy and Strategy Committee.

Hereunder are details of the composition of the Sectoral Committees, Draft Review Committee, and

Editorial Committee.

A nnex1.1 . M em bers of the Sectoral C om m ittees

Annex 1.1.1 Good Governance and Revenue Security

i. Barr. V. Tarhule

ii. Ver Agelaga

iii. Rt. Hon. M.A. Oduh

iv. Hon. Dr. A.F. Ahokegh

v. Innocent Nyiyongu

vi. Ikpa Ambrose ESQ

vii. Colonel Ayough Sam (Rtd)

viii. Dr. Gabriel A. Gundu

ix. Prof. Alloy S. Ihuah

Chairman

Member

Member

Member

Member

Member

Member

Member

Member

69

x. Igbe Isaac - Member

xi. Iorbee Luther - Member

xii. Jev Amos - Member

xiii. Dr. Kpelai S.T - Member

xiv. Dr. Oliver T. Agundu - Member

xv. Dr. Didymus Tamen - Member

xvi. Paul T. Agu - Member

xvii. Barr. John Shishi - Member

xviii. Hon. James Anbua - Member

xix. Tange Terese - Member

xx. Mkena Humbe - Member

xxi. Nina Perpetual Waapela Ph.D. - Member

xxii. Ingyoroko Margaret - Member

xxiii. Ikyolun Ikpa - Member

xxiv. Terna Abuul - Member

xxv. Barr. Reuben Acka - Member

xxvi. Odaudu Joseph - Member

xxvii. Okpale S.O ESQ - Member

xxviii. Ajoma Success Ode - Member

xxix. Barr. Obo - Member

xxx. Anger Barnabas A. - Member

xxxi. Dura Magdalyne M. - Member

xxxii. Arc. Joseph Ikyaagba - Member

xxxiii. Dr. Adyorough Tavershima - Secretary

.21.1. Agriculture-Driven Industrialization

i. Mr. Anthony D Egwu - Chairman

ii. Mr. Levi Obem Yakubu MON- Member

iii. Mr. S A Ayisa - Member

iv. Prof. Moses Ogbaji - Member

70



v. Dr. G A Abu - Member

vi. Dr. Hughes I Usman - Member

vii. Mr. J E Onyete - Memberviii. Mr. Fidelis Akosu - Member

ix. Rev. Igboko Orbunde - Member

x. Dr. Tor - Anyiin S A - Member

xi. Mr. Andrew Gbakon - Member

xii. Dr. A A Naswem - Member

xiii. Mr. David Olofu - Member

xiv. Mr. James T Jirgba - Memberxv. Dr. Ortyom Nyitar - Member

xvi. Mr. Stephen Orsule - Member

xvii. Mr. Chris Omiyi - Member

xviii. Mr. Adamgbe Emmanuel - Member

xix. Dr. Dick I Gernah - Member

xx. Mr. Hyaceinth Kwegi - Secretary

1.1.3 STEAM-Based Education and Health Services

i. Professor Paul Akase Sorkaa - Chairman

ii. Dr Isaac Egboja - Member

iii. Dr Bem Ageda - Member

iv. Prof. Johnson Onah - Member

v. Dr Henry Akende - Member

vi. Dr Joseph Korna - Member

vii. Dr H. T. Gajir - Member

viii. Mr David A Varvar - Member

ix. Professor Peter Terfa Ortese - Secretary

1.1.4 Investments in Critical Infrastructure

i. Professor Idu O. Ode - Chairman

ii. Engr Joseph Kyosu - Member

71



iii. Moses Atagher - Member

iv. Micheal Jijingi - Member

v. Hon. Oste Otokpa - Member

vi. Barr. Uhamber Amur - Member

vii. Sachia Ngutsav - Member

viii. Chief Johnson Onoja - Member

ix. B. C. Utile - Member

x. Tarnongo Moses - Member

xi. Ngutor Anyam - Member

xii. Dr. Timbee Akuul - Member

xiii. Dr. Rodney Chibo - Member

Annex 1.1.5 Subcommittee on Gender, Women, Youth, Children, and Persons with Disabilities

(PWDs)

i. Sarah Mkeryi Amahson - Chairman

ii. Ugbah Desmond - Member

iii. Onah Blessed - Member

iv. Udeh Amos - Member

v. Terfa Alakali - Member

vi. Toshor - Member

vii. Tersugh Iber - Member

viii. Asunda Isaac - Member

ix. Uchir Helen - Member

x. Nomishan Daniel - Member

xi. Jane Aja - Member

xii. Mercy Okwe - Member

xiii. Torjeem Elijah - Member

xiv. Roseline Ogbeche - Member

xv.

72

Adaa Dooshima - Member



xvi. Dr Samuel Torsabo - Member

xvii. Bulaun James - Member

xviii. Abel Ugbir - Member

xix. Ahokegh Magdalene - Member

xx. James Akumba - Member

xxi. Ayisa Aondohemba - Member

xxii. Torkuma Ngiisabi - Member

xxiii. Mson Ugbah - Member

xxiv. Samuel Aiindigh - Member

xxv. Zege Simon - Member

xxvi. Pila Daniel - Member

xxvii. Elizabeth N. Jeiyol - Member

xxviii. Beatrice Shomkegh - Member

xxix. Dr A.A Akume - Secretary

1.2: Members of the Draft Review Committee

i. Professor Dennis Ityavyar - Chairman

ii. Professor Yakubu Ochefu - V ice-Chairman

iii. Professor Zackarys A. Gundu - Member

iv. Professor Joseph Alakali - Member

v. Professor Alloy S. Ihuah - Member

vi. Dr. Gabriel A. Gundu - Member

vii. Dr. Tavershima Adyorough - Member

viii. Mr. Andrew S. Gbakon - Member

ix. Hon. David Olofu - Memberx. Barr. Michael Gusa - Member

xi. Mr. Stephen Orsule - Member

xii. Dr. Timbee Akuul - Member

xiii. Sarah Mkeryi Amahson - Member

xiv. Mr. Simon Gusah - Member

73


“Our Collective Vivian”

Annex 1.3: Members of the Expanded Editorial Teami. Professor Yakubu Ochefu

ii. Professor Alloy S. Ihuah

iii. Dr. Gabriel A. Gundu

iv. Mr. Andrew Shar Gbakon

v. Dr. Tavershima Adyorough

vi. Elizabeth N. Jeiyolvii. Mr. Terna Abuul

Chairman

Member

Member

Member

Member

MemberMember/Secretary

Annex 1.4: Other Contributors to “Our Collective Vision” Blueprint

i. Honourable TerwaseOrbunde

ii. Professor Steve Ugba

iii. Barr. TargemaTakemaiv. Varvar David Ayati

v. Arch. Joe Ikyaagba

vi. Sir Stephen Orsule

vii. Aga Samuel

viii. Adamgbe Emmanuel M.

ix. Unongo Daniel

x. Ogbu James O.

xi. Ogbaji Elom Isaac

xii. W.S Iannah

xiii. Emmanuel T. Ijirgba

xiv. Rev. Dr. Philip Tachin

xv. AdueGaadi (JP)

xvi. Iduh Edwin A.

xvii. Dr.Uji Wilfred

xviii. Michael Jijingi

xix. Engr. Prof. Jonathan U. Agber

xx. AnembaVajime

Member

Member

MemberMember

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

Member

74



xxi. Steve Chia - Member

xxii. Oko Cletus Suleman - Member

xxiii. Hon SaawuanTarnongu - Member

xxiv. Aize Simeon O. - Member

xxv. Dr.TerwaseDzeka - Member

xxvi. Mr. Joel E. Onyete - Member

xxvii. Mr.Otumala Monday O. - Member

xxviii. Mrs. Comfort Ibu - Member

xxix. Hon. Barr Emmanuel Agbakor- Member

xxx. Mr. Amity A. Ijuwo - Member

xxxi. Ukula Fidelis - Member

xxxii. Elder James Adoga - Member

xxxiii. Obo AgbeuyiEsq. - Member

xxxiv. Gabriel A. OkebeJp - Member

xxxv. Hon. Peter O Adikpe - Member

xxxvi. Ada A.J Brown - Member

xxxvii. Ogbu Moses O. - Member

xxxviii. Prof. Michael A. Igyor - Member

xxxix. JustinesTerverWever - Member

xl. Prof. Kembe E.M - Member

xli. Agbyoko-Agu Gideon - Member

xlii. Aernyi Indira - Member

xliii. Dr. Henry Akende - Member

xliv. Ajeh Matthew O. - Member

xlv. Aondona Pine - Member

xlvi. Dr. Margaret Bai Tachia - Member

xlvii. Dr. Regina Ode - Member

xlviii. Dr.Hutles I. Usman - Member

xlix. Dr. Godwin A. Abu - Member

75

l. Dr. Linus Ikpaahindi - Member

li. Dr. B.O. Atu - Member

lii. Barr. William Ortyom - Member

liii. Tyodoo Nyitar - Member

liv. Joseph Antyo - Member

lv. Tahav Agerzua - Member

lvi. Tersugh Iber - Member

lvii. Kwaghngu Abrahams - Member

lviii. AbanchaTsenongo - Member

lix. Dick Gernah - Member

lx. Hyacinth Nyakuma - Member

lxi. Mrs Akura - Member

lxii. Hon. Moses Odu - Member

lxiii. Bemdoo Gwaza - Member

lxiv. Hon. Frank Terna Usa Adi - Member

lxv. Saaondo Akighir - Member

lxvi. James Jirgba - Member

lxvii. Emmanuel Doughdough - Member

lxviii. Sam Chile - Member

76

benue state nigeria -...

Documents