DELTA STATE ECONOMIC

EMPOWERMENT AND DEVELOPMENT

STRATEGY (DELTA SEEDS)

ZERO DRAFT

MlNlSTRY OF ECONOMIC PLANNING

ASABA, DELTA STATE

CONTENT

I ' I ~

Chapter 1:

Chapter2:

Chayter3:

Chapter4:

chapters:

Chapter6:

PART 11:

Chapier7:

Chaptea

Chapter9:

Chapter 10:

chapter11:

ChapCerU:

CnaperU:

Uwpter14:

ChapCerl5:

UI?I@EI~~:

PART ZII:

Chapterl7:

CII~@S 18 . Cnader 19 .

EackQrrxlnd .....................................................................................

...... The V i % n / M i i P r i n a p l e s and axe valws of Delta SEEDS

Why Delta SEEDS ...........................................................................

................................................................................. Methoddogy

Analysis of Strengths. Weaknesses. OOpportunities.

Threats (SWOT). and Operatiny Envirainlent ...........................

Reswrres P r d i k .........................................................................

HUMAN DEVELOPWENT AGENDAIEWPOWERENG PEOPLE

........................................................................................... Health

H NIAIDS ......................................................................................

................................................................................ Envirofiment.

Hwang. Land and Urban Devebpmnt .....................................

foum and Cnidren - Gendet in Dewbpnem ..............................................................

Safety NeCr Tor Vutmabk Gfvups. .- .............-.... - .............-

.............................. oarai-tce m wvetopment

GROWMS THE PRIVATE SECTOR

iIwmmmi AdySis .- ........................ ... .- ...........................

sc~irty, nuie d iarJIrfqmty Ngn& Iswe .-

i nfiastrurturP .........................

Pages

1 4

5 6

7-21

22-23

Chapter 20: Sectoral Sba&giedGrowth Drive6 ..............................................

PART N: R L F U R M f f i GOUERNMENJ & L N S m l F n O N S

Chapter 21: Rationale for Rebm of Government & Governance .....................

Chapter 22: Publk Sector Reforms .....................................................................

Chapter 23: Privati2abon of public Enterprises ..................................................

Chapter 24: Transparency in Pnxurement .........................................................

Chap&r 25: Reform of the &deet 8 Planning Process, ServiQ . .~

D&!very a d Exp&&ure Reforms ................................................

PART V: FINANCING & IMPLEMENTATION STRATEGY

Chalker 26: FiMndng Sbategi .....................................................................

Chapter 27: lmphmlijtion Strateges. ........................1..................................

Chapter I

BACKGROUND

History

Delta State was created on August 27, 1991 out of the defunct Bendel

State as one of the nine States created in the Country by President lbrahim

Babangida's Administration.

At creation, it had 12 local government areas which were later increased to.

1 9 on September 27, 1991 following the creation of more local government:

a reas nationwide by General lbrahim Babangida's Administration. As

agitation for the creation or more local government areas by Nigerians

continued, this number w a s further increased to 25 with the creation of

additional local government areas nationwide in :996 by late General Sani

Abacha's administration.

Group Captain (now rtd Air Commodore) Chijiuba Ochulor, was the first

Milita~y Administrator of the State until he handed over power to a n elected

civilian governor of the State, in the person of Olorogun Felix Ovuodoroye

lbru who w a s sworn - in on January 2, 1992. He performed the duties of

the Office of the Executive Govemor until the coming into power on

November 17.1993 of Late General Sani Abacha .

Before the appointment of a substantive Military Administrator, the State's

Commissioner of Police. Aihaji Abdulkadir Shehu acted as the State's

aarnrnistralor until Cobnel (now rtd. Brig. General) Bassey Asuquo w a s

appolnled Upe fJiilitaiy Administrator of the state. He assumed duties sn

Gecember 10. 7993.

As a reswll of tM adrninbiratrre changes introduced by the then Head of

%at& and Gomnaander - an - Chlef, Late General Abacha, Group Captain

;naw rld. Air Commodore) llirahim Kefas assumed duties as tbe new

I,lhlary irumm~slmltw of Delta Slate on September 26. 1994. Cobnel (now

rid h ~ a a i e r - General) John David Dungs succeeuleal Air C o n m o d w e

.. .., . A. : .,,. C .

!.. ."., . " i.. -. , . . . . . .,., - . .

Kefas (Rtd) on August 22, 1996. Col. David Dungs administered the affairs

of the State until August 12, 1998 when he handed over power to Navy"

Captain (now rtd. Navy Commodore) Walter Feghabo as Military-

Administrator. Rtd. Navy Commodore Feghabo piloted the affairs of the:

State until May 29, 1999 when the present civilian administration under the

able and dynamic leadership of Chief James Onanefe ibori came to power.

Geography

Delta State, popularly called the "Big Heart" lies roughly between longitudes

5' 00 and 6O 45 east and latitudes 5' 00 and 6'30 north. The State is

bounded on the North by Edo State, West by Ondo, Anambra on the East

and Bayelsa on the South East. On the Southern flank is the Bight of

Benin, which covers approximately 160 kilometers of the State's coastline.

Generally, the State is low-lying without remarkable hills. The wide coastal*

belt interlaced with rivulets and streams, which Delta State has, form the

Niger-Delta.

Asaba, the Capital of the State, is a developing town located on the Right

bank of the River Niger. It has a network of good roads and a master plan

drawn by the state government for transforming it into a modem city. There

are schools, hospitals, banks and standard hotels as well as

communication facilities in the town, which is the gateway to the east for

travellers from the western Carl of the Country.

Delta State has a tropical climate. which is marked by two distinct seasons

- the dry and rainy seasons. The dry reason is between November and

April while the rainy season beg~ns in April and lasts till October.

The average annual ra~nfail is about 266.5 cm espeaally in the coastal

areas w n k an the northern past, fi h 190.5cm. In the state, rainfall is

neavbesl rn July. Dedta State has a h~gh temperature iangmg betureen 390E

and 44 Oi wth an average of 3''. The vegetalaon vanes from the

~ ~ 0 3 g r ~ v e w a m p along he masf through rm foresf m the nuddle 10

~ r r ~ e d Savannah ,in ihe no&. A do1 of mcpmic trees abound In Lhe

Sidle They rnciude Sapele woodl, rrokq mahogany. raaa palms and palms

'rees h i l a Siale a5 endowaa wath m n y rivers and walemays The mqrw

rivers include the Niger, Forcados,Warri, Ethrope, Escravos, Jameson,

Benin, Ase and Ossromo.

Demography

The population of Delta State according to the 1991 national population

census (provisional figure) is put at 2,570,181. This figure is made up of

1,273.208 males and 1,296,973 f2males. The State has 25 Local .: Government Areas where the people of the State reside.

Table 1

Local Government Areas in Delta State:

1 1 LOCAL GOVERNMENT AREAS 1 HEADQUARTER

i I 1. Aniocha North j lssele-Uku

1 2. Aniocha South 1 Ogwashi-Uku I

j 3. Bomadi 1 Bomadi

,4 . Burutu Burutu 4

5. Ethiope-East I lsiokolo

I 6. Eth~ope-West Qhara

7 . Ika North-East f ma-Oyibu

! 8. Ika South , Agbor 1

! 9. lsoko North 1 Ozom

1 10. lsoko South Oleh i . ------ -- 1 1 ? . iddokwa East j Aboh I ? -- -, : 12. ~ d o k w a west I l<wate I I

13. Okpe ! Orerokpe I I

, 14. Oshmili No& i Akwukwu-lgbo

22. Uwie 1 Effurun 1

People

The major language groups and ethnic nationalities in Delta State are the

Urhobo, lgbo (Anioma) Ijaw, lsoko and Itsekki. Basically they have

identical customs, beliefs and culture. This cultural identity is manifested in.

their festivals, traditional religion and marriage ceremonies while some of

23. Warri North

24. Warri South

I 25. Warri South-West

them claim common ancestry as many of the ethnic groups are said to

have migrated from Benin, the heart of the ancient Benin Empire. Their

systems of traditional administration are similar, so are !he folklore, dances,

arts, crafts and mode of dressing.

In Delta State there is freedom of worship and religious tolerance where

traditional, Christian and Islamic religions hold sway.

Koko

Warri

Ogbe-ljoh

Chapter 2 . . .. . . ,.

. . THE VISION I MISSION I PRINCIPLES AND CORE VALUES OF DELTA ; ': ; :

SEEDS

Vision

The Delta State government under the leadership of His Excellency Chief

James Onanefe Ibori has developed a vision in response to the challenges

facing the State. The vision is to promote accelerated Social and Economic

development of the state as means of promoting the welfare of the

citizenry.

The major components of the vision include the following:

1. Provision of infrastructural facilities;

2. Promotion and stimulation of employment generation;

3. Promotion of Peace, Love and Understanding among the

people of the State;

4. Promotion of partnership in development;

5. Promotion of accountability and transparency, and blockage of

wastages in government spending.

The Mission

In other to realize the vision of the State, the mission of DELTA SEEDS

include the following:

1. Poverty reduction and empowerment of the citizens.

2. increasing !he access of citizens to improved quality social services

and infrastructure.

3. D~versificatton of the economic base of the State to make posslbk

the opllmrzatmn of the opportunrbes offered by the unque posrbon of

Ine Sfate as an 011 Producing State.

4 Empnasmng puol#:-prrvate partnership tn all asp&$ of eoonofnic

ana soc~al deteiopment.

5 Reaaefmg he role of Government to concentrate on iis responslb~lrtgr

as Iac~l~mtor, catalyst and provider of enabling envrronrneflt for the

2; .a& seaor to mwe and creak? wmllh.

4

Principles

The principle of DELTASEEDS is based on the Fundamental Objective and

Directive Principles of State Policy as contained in the 1999 constitution of

the Federal Republic of Nigeria.

Values

Delta State is a conglomeration of people with diverse ethnic identities.

made up of Urhobo, lgbo, Ijaw, lsoko and ltsekiri. The main elements of the

traditional system in Delta State is Confidence, Industry, Co-operation,

Honesty, Accountability and respect for moral values.

DELTASEEDS aims at value orientation that emphasizes respect for and

dignity of man, promotion of patriotism, inclusiue governance and the rule

of law. To this extent, the Delta State government is determined to enact

relevant legislations and create a conducive atmosphere for value change.

Government will put more emphasis on Public Information, Education,

Enlightenment and Communication.

Chapter 3

WHY DELTASEEDS?

DELTASEEDS is the Delta State counterpart of the National Economic

Empowerment and Development Strategy (NEEDS). It is aimed at

reversing the vicious cycle of underdevelopment and the jinx of slow growth

experienced in the State since the State was created in 1991, inspite of i:s human and natural resource endowments.

As a prelude to the development of DELTASEEDS document, the

Government of DELTA State had constituted a Delta State Think Tank on

Development (DSSTD). The Think Tank was given the mandate to "draw

up a comprehensive blue print for the overall development of the State and

identify factors that may have militated against the speedy development of

the State in various sectors since its creation bn 27" August. 1991. The

Delta think-tank was saddled with the responsibility of:

(a). Asserting the roles and relevance of the traditional institution in the

development of the State.

(b). Identifying reasons for recent upsurge in youth activism, violence and . .

the breakdown of traditional controls, and suggest ways of re-

charging the energies of youths towards State and natural

development.

(C) ldentifyrng ways of initiating poverty alleviation strategies, partculady

in relawn to improvrng the so& - economic well being of rural

dwelkrs.

(d). Asserting the rob and mtnbution of oil and related mmpanies

operating in the Sfate towards Ge development of their host

cmmaurarlies and #e Slate in geneml.

e Yd~rking out ways in which the people of Delta Srate can benefit from ' . . - , , .

iheii God - given resources. and advise on how Oelbns mn

pbnlc~pale actively in the o~l and gas IndusLfy.

Identifying areas of possible cooperation or partnership between

Government and the private sector in order to create an enabling,

environment for more investment and private sector-led economic' ,

growth.

Drawing up workable employment generating schemes for the

absorption of qualified Deltans of various levels of educational

attainment namely; Primary, Secondary, Technical and Tertiary

levels as well as strategies for attracting the services and resources

of highly qualified Deltans in the Diaspora.

ldentifying ways of increasing. revenue generation and putting in

place effective control mechanisms for prudent management of

available resources.

ldentifying initiatives and strategies that would foster greater ethnic

harmony and Unity amongst Deltans and other residents of the State;

Highlighting any factor either incidental or relevant to the

advancement of the set goals of rapid development of the State and

Etc.

The report of the Think Tank submitted @ the Government of Delta

State on 9" December. 1999 at the beginning of the administration of His

Excellency. Chref James Onanefe Ibori, Governor of Delta State were

fa~thfuliy ~mplemented from the 2000 fiscal year.

Besides the farthful rmplementatron of !he pians slarbng from the 2000

approved budget, the major recomrnendabons of the Think Tank on key

fundamental Issues have remained the building blocks of Government

pol~aes and programmes subsquently.

The Government of His Excellency. CChref James Qnanefe limn has resolved

lo among other things;

I I ) Gonmue to assert and sustain cts ieadersh~p rn the aBfairs of the

Iwger Delta R e g m

(2) los~sf upon. and ensure fair, ]US! and qwrhbk aflocatKm of revenue

!ram me Feaerauon h w n t as well as otihw resources and anfmsh-dlcture

irom Feoeral Government mmstnes and agernaes m b e wkta the d~clates

s

of true fiscal federalism as only true fiscal federalism will ensure durable

democracy.

(3) Canvass and galvanise appropriate support for the abrogation or

amendment of legislations inimical to the interests of Delta State and of the

Niger Delta Region. ~, ,.. ~ ~ . . . :

Work out schemes for gainful employment through direct Public

works so as to gradually curtail the scourge of unemployment

especially among the youths.

In accepting to ensure creation of jobs, government embraced

schemes such as the Direct Labour Agency (DM) and the Songhai-

Delta Integrated Projects.

Revamp State Institutions for setl!ement of conflict to enable them

effectively tackle communal conflicts wherever they occur by

empowering the State Boundary committees to effectively handle

inter-local Government and inter commurr~l conflicts.

Apply subUe and appropriate pressures on the multinational

companies to relocate their headquarters ar substan!ially

decentralize their operational bases to the State. a this will ensure

that the desired conducive environment is created and sustained in

attaining this objective. In the opinion of C ~vemment, this objective

will address the problem of Employment Generation, wealth creation.

Poverty reduction and Youth restiveness or conflict in the State.

Accelerate the growth of socioeconomically nodal towns such as

Warri. Effurun. Sapele, Agbor. Ughelli. Umunede. Ogwashi-uku.

Kwale, Patani, Burutu. Bomadi, Orerokpe, Koko. Abraka and Oleh to

ensure even deveiopment of all parts of the State.

Encourage private sector participation in the economy of the State as

well as iclentify growth drivers in the State. The Delta State

Government identified Local Go~emment Cswmdls, Chambers of

Commerce, Industry. Mines and Agriculture in ensuring that ail

impediments towards making h e Sate investor friendly are rmovad.

The Delta State Economic Empowerment and Development Strategy

(DELTASEEDS) is an advancement of the policy reports of the Think Tank

as it incorporates wide ranging national and international goals. The broad

objectives of Poverty Reduction, Employment Generation. and Wealth

creation contained in National Economic ~mpo'werment and Development

Strategies (NEEDS) is captured by DELTASEEDS as a new dimension in

macroeconomic planning. In addition, DELTASEEDS is designed to meet

the critical needs of the millennium Development Goals (MDGS) accepted

internationally as new strategies for development.

DELTASEEDS is therefore a Delta-owned strategy document eimed at

Poverty alleviation, Sustainable development, Good Governance,

Environmentally friendly attitudes, Promotion of Private sector growth

drivers, value reorientation, wealth creation and employment Generation.

Most importantly, DELTASEEDS is aimed at instilling confidence and a

sense of patriotism in Deltans by identifyinqwith common needs and

eliminating all forms of mistrust which hitherto have been the sources of

conflicts among Youths and ethnic militias.

DELTASEEDS intends to create a conducive enabling environment for all

Deltans to rediscover themselves, all industrial and commercial activities to

prosper, protect the informal sector and SMEs. inject efficiency into State

owned enterprises by right sizing and encourage collaboration between the

public and Private sector, encourage manpower development for the

workforce through training programmes and ensure economic

empowerment.

The focus of DELTASEEDS is therefore in the following strategic areas:

(1 ). Agnwflure

- Prooucimi Technques

- Land Tenure

- Markemg

- Crop lypes

- Slorage

- L e v a of parlrwpauon oy the 31ganud Private Sector

- Level of participation of Government

(2). Social Development

- Education

- Health

- Roads

- Transportation

- Water Supply

- Justice

(3). EnvironmenVphysical Planning

- Renewal of Urban centers (including possibilities of development

of green belts).

- Introduction of community - based waste management system. . -

- Encouragement of environmentally friendly attitudes among

households and firms.

- Establishment of State Disaster management Agency

(Emergency Relief Agency)

- Revamping of State Collaboration with oil companies in the State

(4). SMEs

- Broadening of financial base for the development of SMEs.

through credits.

- Empowerment of farrners/coqx?rative societies

- Management of Procurement process to impact on Indigenous

entrepreneurs by cutting-out undue influence of idle middlemen. -~ - Introduction of Graduate empowerment Programme.

5. Reioim of Government Fmance Instrtubns for Revenue

Enhancement

- Diversjftcalron of revenue sources

- Re-examnabons of F m l Respons~brl~ty B~ll with a wew to

ntegraking re!evml a s p a to ewsting finanmi procedures.

-Re-orrefltatm m Government budgetang (Holatic Approach ra-ather

- Development of e-government in the State.

The attainment of the objectives of DELTA SEEDS will depend on the

collective will and co-operation of all stakeholders in Delta State. The

business of Government is now seen to be different from what is used to

be.

While prominence will be given to key grgwth drivers, Government will have

less involvement in business management while creating congenial

atmosphere for a private sectordriven business management with strong

attachment to partnership with relevant stakeholders through consultations

and collaboration.

Lastly, the overall objectives of DELTA SEEDS- are anchored on the Niger

Delta Regional Masterplan which is a regional strategy with quick impact

projects which are first and foremost specific to the Niger Delta Region and

largely similar to National and International goals.

THE MASTER PLAN GOALS IN CONTEXT

Primary Development Goals

The master plan goals for Nlger Delta Region (NDR) are guided by two

r~nsrderabons: - - To make a major impact on living standards. particularly where there

are the greatest human needs of the Niger Delta Populakm

- To devrse the major effecbve ways of rncreasing economic

enterprrse. lndustnal acbvrty and productrv~ty in general.

The Regtonal welfare is anchored on economic performance. Increased

wealth across the board would allow the pop~tlabon to obtain higher lev&

of s~wices and hing standards.

The masterplan rwognizes that altevratmg eoonomic under-performance

rndjcaaors riKe pww infrastructure. Insecurity. Gorrupbon and Poor

Governance ~ 4 1 ancrease wealth.

The masterplan shares the U N MDGS namely:-

A human Development agenda (Health, Education, Housing, Gender .'

issues)

- Environmental Sustainability, and the goals of NEEDS, namely: -

- Poverty Reduction

- Wealth Creation

- Employment Generation

- Value Re-orientation

Whereas NEEDS focused on;

- Growing the Private sector,

- Reforming Government and Institutions,

- Social charters on Human Development Agenda for the period

between 2004-2007

The master plan adopts the same methods specifically for the Niger Delta

for period between 2005-2020. however. there are more detailed themes

and sectoral activities, more detailed intervention programmes. and it

focuses on ways of integrating the activities. Whereas NEEDS and the

master plan share the-same vision of making Nigeria become Prosperous,. .

Peaceful and Africa's strongest economy, they also share the same ;.

determnatfon of movlng the economy from dependence on a one export

commod~ty and to reduce the high volume of imports.

011 serves as the domrnant export. The task of reducing the overiellance

on imporis a a dauntrng but necessary mteiventon. The obstacles to the

growth of local enterprise have been rdenbf~ed as campton. poor

governance and inadequate physlcal and human anIrastructure. It is against

i n s background that tne thrust of the polroles of the master plan is b creak

enabmg wnduave envmmwnt ior eoonwnic enterprse that wdl gwe 5-

to inaunnes capable of competing not only on the home front but also as

expoflers to other wuntrres.

The master plan therefore institutionalizes changes that will catapult : progress in the region. These initiatives will be in terms of th; :': : ,

. .. establishment of; . . . .,

, . . , . . ,

- strong export Promotion Dept. within the NDDC

- State and Local Business Development Units

The Regional master plan has a programmed intention on five general

themes namely:

- Economic Development

- The Natural Environment

- Physical Infrastructure

- Human infrastructure

- Human and Community needs . .

With an integrated implementation strategy in recognition of importance of .~

coordinated interventions.

The detailed themes of the masterplan, which DELTASEEDS had

incorporated, include the following: - Economic Development which is essential for Poverty reduction, defusing

of social tensions in the region and Urban regeneration. This includes: - - Agri~llture

- Fisheries and Aquaculture

- Micro and Small Enterprises (MSES)

- Medium and large industries

- Tourism

- Solid minerals

- Financial Instruments

- Investment Promotion

human and cornmunrty needs. This indudes:

- deathcare

- Security / conflict management

- Social welfare

- Community development

- Arts, Sports and culture , . . .

- Women and Youth . . . . . . . . . , . , . . . - Leisure . . . , , . . ..

.. , . Physical lnfrastructure necessary to enable economic growth and human

and community welfare. It includes

- Energy

- Telecommunication

- Transportation

- Uti!ities

- Community buildings (Schools, clinics).

Human Resource lnfrastructure necessary for the delivery of proposed

activities and of their physical infrastructure. It includes capacity building for .,

good governance and for greater enterprise with particular attention to: . .:. ~ .

... . - G o d planning and management skills . . .

- A culture of respect for the Public.

- Transparency and Accountability

- Continued professional development requirements for all Public

officers

- Labour force skills in all types of economic and social employment

- Skdls and culture of community woikers and facilitators

Recogn~tjon and report for human rights issues amongst community

members.

These regma! intenrentions are parfiwlariy domesticated in the ...,

DELTASEEDS as strategies for change and alterahon of poverty profile of, . .

30.3% composite unemployment levels in 2000. 16.2% urban

unempioymenl m 2GOD and 26.3% "Core Pmr" in 1996.

HARMONIZATION OF SEEDS AND MASTER PLAN DOCUMENTS

OF THE NIGER DELTA REGION

Introduction

The State Economic Empowerment Development Strategy (SEEDS) is

a development plan that integrates economic development at the state and

local government levels. SEEDS are not just a plan. It defines a process of

development anchored by a clear vision, sound values, and enduring

principles. . .

SEEDS differs from earlier development plans in three important ways. . , .

First, it is the people's plan for development. Secondly, it coordinates , . -

action at the state and local government levels. Thirdly, it is a feasible

plan.lts goals include poverty reduction through:

+ Wealth creation

+ Effective service delivery

Human development

+ Fostering value for money in service deliveiy

+ Strengthening and not replacing states' development

agendalpriorities.

SEEDS objectives include the following: . .

Change the behavior of people in government and other

stakeholders

+ Improve policy formulation and coordination.

Promote a situation where budget will be an instrument of:

- Fmancial discipline

- Efficient resource allocation and budget discipline avoiding

virements and exlra-budgetary activities

- Policy directron

- Deveiopmnt management through effective Monitoring and

Evaluat~on.

Encourage people to Lwe within iheir means.

SEEDS is des~gned to focus on four key slrategjes among ohm:

!+wireii:2ng mirres, reatrraag poverty, =eating weaith. and genemtrng

employment. It is based on the notion that these goals can be achieved:

only by creating an environment in which businesses can thrive,'

government is redirected to providing basic services, and people are

empowered to take advantage of the new livelihood opportunities that the

plan will stimulate.

The Niger Delta Regional Development Master Plan is based on a

comprehensive analysis of life, development imperatives, challenges and

opportunities in the region.

The vision of the Master Plan is to improve the quality of life of the Niger

Delta people, with particular attention to those with the greatest need, and

for this region to flourish by making good use of its rich natural resources.

The vision embraces the long term aspirations of the people of the Niger

Delta, and indeed of the nation regarding the Region, which is to bring

sustainable and even development, to establish a region that is

economically prosperous, socially stable, ecologically regenerative and

politically peaceful.

The major development challenges addressed by the Master Plan

include the following:

- Poverty reduction

- Security and Public Law and Order

- Good and transparent governance

- An effinent and effective insbtutronal structure

- Owersdicatton of the regwnal economy

- improvements and matntenance of tnfrastructure

- Human resources

- Susbamabk development

The Master Plan recommends an mlegrated development strategy

for the regm for the period 2005 to 2020.

Harmonization of SEEDS and Master Plan

For development to be meaningful and for the realization of the vision

and objective of both SEEDS and Niger Delta Master Plan (NDMP), there is

need for harmonization of the two plan documents.

Now that the SEEDS document of Delta State is being developed, it is , . ..

imperative that the contents and priorities of the SEEDS document should

harmonize with that of the Master Plan which is already developed.

The harmonization should center on the following among others:

- Policy thrust

- Vision, goals, and objectives

- Targets

- Strategies . .

- Action plan

Even though, there are differences in the time scale for the implemen'ation

of the SEEDS and Master Plan documents, there is need for the' .

harmonization of the vision, objectives and goals of the two documents.

While SEEDS is supposed to provide for an implementation plan for the

period ot 2005 to 2007. The master plan, on the other hand, provides for a

fifteen-year implementation plan 2005 -2020.

Poverty reduction, improvement in the quality of lives of the people.

sustatnable and even development should consbtute the vlsron of DELTA

SEEDS document. This wrll be cons~stent with the provrs~on made in the

Maser Plan document.

As stated in the Master Plan document, both the vanous states' SEEDS

documents and the Master Plan should share the goals of the Federal

Government's NEEDS programme on:

Wealth Creation

- E m p i o y m t Generabon

- Poveky Reductton

Value KeOrdentatm

60th sfiodd pay parkdar artmtm 80 tmrneworb sei up by NEEDS on

mrec: ;ridin hemes v t t

- Growing Ihe Private Sector

- Reforming Government and Institutions - Social Charter: Human Development Agenda

The DELTA SEEDS document should lay emphasis on the goals and

general approach of the Master Plan which takes full account of the

Millennium development goals as well as the Federal Government's plan.

Thus, the integrated strategy approach that the Master Plan provides for . . . . . . . .~ . should be the cen+e of emphasis in the DELTA SEEDS documents. ,~ -

. . . ,- - ,

The Master Plan provides for intervention in various sectors of the

economy, which is grouped into five general themes viz:

- Economic Development

- Human and Community Needs

- The Natural Environment

- Physical lnfrastructrrre

- Human and Institutional Infrastructure

In developing the DELTA SEEDS document. these critical areas should be

taken into account. Rural and urban development are some of

the key areas which should be emphasized and the programmes . . . : . , ,

identified in the Master Plan should be considered along with . . ~

specific peculiar relevant sub-sector in Delta State:

In terms of implementation mechanisms. specific emphasis should be

given to h e involvement of the people at the grassroots level. They need

to be camed along right from the planning stage to implementation and

monltonng.

The cntical role of the pnvate sector is ~mportant for implmntabon

of most of the marn projects. As mdxated earlrer. the government shouM

create an enamng env~ronmenl in w h h businesses can survive. This

snould inciude Lhe provisron of basic mfmskucture and servtces Ulat wl]

sirmu~are me growth and aeveiopment of busmesses.

QUICK IMPACT PROJECTS

A prom~nent feature of the NDRDMP is the development of Quick

Impact Projects. These are developed to bring about immediate positive

effectslimpact in specific communities.

The key areas of key impact projects include:

(i). Agriculture

(ii). Power suppiy

(iii). Education

(iv). Small/medium enterprises

(v). Governance

(vi). HIVIAIDS

(vii). Gender and

(viii). Conflict management

Incidentally, a good number of key impact projects of the NDRDMP

tallies with the sectoral Growth Drivers and State specific priorities for

DELTA SEEDS.

The most common projects to the two plan documents are:

(i). Agriculture

(ii). SME Development

(iii). Education

(k). Health I HIV I AIDS

This commonality simplifies the harmonization of Delta

DELTASEEDS and the Regional Development Master Plan.

Assessinq the Effects of Quick lm~act Proiects and State S~ecific Priorihr Projar&

A major chalienge is the deveiopment of parameters for assessq

ine eiiects of Qcick Impad Projecrs arrd State spemfic pnoflty prqects.

Su: no: be lirnrle3 to h e folbwrng.

0).

(ii).

(iii).

(iv).

(4.

(vi).

(vii).

Extent of coverage e.g. of population, land area etc. for agriculture,

education etc.

Increase in enrolment of students.(Education) , ~ . . . .

Contribution to poverty alleviation through enhanced opportunities -:. :,.: - , .

and income e.g. SMEs, agriculture etc. . . . ,. .- . .

Contribution to empowerment and upward mobility e.g. gender,

education. SMEs,

Reliability and consistency of smice. e.g. power supply

Improvement in health and reduction in HIV to zero - prevalence

rate.

Extent of equitable access to education, production resources e.g.

gender.

Chapter 4

METHODOLOGY

The information for the development of the DELTA SEEDS document is

derived from both primary and secondary sources.

1. The primary sources

A 20-member DELTASEEDS Policy Group was established whose

mandate was to develop the main focus of the State SEEDS document.

The Policy Group set up sub-committees and identified five priority areas

for DELTASEEDS. Namely:

i. Agriculture

ii. Social - Education, Health, Water Supply, and Justice

iii. Housing

iv. Small and Medium Enterprises Development; and

v. Reiorm of Government Financial Institutions

The subcommittees adopted various approaches including meetings,

consultations, and call for memoranda fmm the various ministries and other.

government agencies. I\ion-govemmental organizations (NGO).

representatives of internatiocal donor agencies. organized private sector

were also invited to participate in the Policy Group's meetings.

The DELTASEEDS preparation process also benefited from the

stakeholder consultative .neetings f ~ r the Niger Delta Regional

Development Master Plan. which was organized by the Niger Delta

Deveioprnent Commission (NDDC).

Consultations were held with top govemment bnctrona~ies including His

Exceiiency. Gwemor of Delta State. Chief James Onanefe Ibori, as

we!l as o h e r naembsrs of his cabmet Tiis provided the polltical and

execuwe biuy-m that was necessary for the take& of bdh the Mger Delta:

Rsgr~nai Deveioprnen1 Master ?Jan. and the DtLTA SEEDS drabng

process.

, . . .. : . . , - , ,

. . - ,... " ,

. ... : , , 2. Secondary Sources

A rich database of secondary data was derived from existing publications

including the following, among others:

I.

ii.

hi.

iv.

v.

vi.

Minutes of the meeting of the State Economic Empowerment and

Development Strategy (SEEDS) Policy Group.

Government views and discussions on tha main report of the Delta

Think-Tank on Development.

Deiia iiiruse hold Survey 2003: Statistical Analysis of some

indicators. . . ~ . , .

Details of Delta State 2005 Approved Budget. . .

. .:.. - .

Details of Approved Capital Expenditure Estimate for Year 2005 *-. - ,

, .

Summary of Approved Year 2005 Budget.

Chapter 5

ANALYSIS OF STRENGTHS, WEAKNESSES, OPPORTUNITIES,

THREATS (SWOT), AND OPERATING ENVIRONMENT

Delta State as one of the Niger Delta States is at the centre of the socio-

economic life of the country. As a major oil producing and littoral State,

Delta contributes enormously to the economy of Nigeria which is in the

main dependent on oil revenue. However, this role is not without its

attendant effects. Thus, there are challenges of environment, physical

planning, social services, conflict management, and issues of resource

control and economic development. In order to transform these challenges

into opportunities for growth and development. the State would require

commitment to implement a quality reform package as encapsulated in the'

State Economic Empowermen: and Development Strategy (SEEDS). The

SEEDS identifies the areas of strengths for the State which it could

leverage on to succeed, tine weaknesses which ought to be transformed,

the political, economic, social and technological opportunities and threats

that the State faces in its operating environment.

A. Strengths

The State possesses a lot of strengths and pctentials in the following areas:

i. A large deposit of fossil fuel. especially crude oil and gas which is the

biggest industry and revenue earner for the country. The oil industry

which the State hasts is capable of inducing ~ndustrial produdion and

commerce that could translate to economic growth and development

lor the State.

ii. The presence of some industrial establishments like the Delta Steel

Company, Aladja. Beta Glass Company. UghdIi and other

eslabl~shed and growing ~nfraslmctural facilities (seaIpCcnS. roads.

puw=i. w;rZi, :&&m, etc). muid f u # k drive andustciaCzaii~n in

Lhe State.

iv.

v.

vi.

vii.

viii.

ix.

8.

1.

ii.

iii.

A terrific network of natural gas pipelines that could be source of

power for industrial growth eg. for cassava processing and ceramic

industry etc.

Increasing share from federally collectible revenue arising from the

13% derivation fund.

Wide sea-belt and other bodies of water that could promote

aquaculture or marine farming (especially fishing).

A large pool of vibrant human capital that could provide the

necessary executive capacity for the effective implementation and

delivery of the State's policy agenda.

Presence of varied higher educational and specialized institutions

that provide the intellectual. technical, human resource capacity

needed for the State to develop.

A growing internally generated revenue (IGR) base which comes

mainly from personal income tax (PAYE) and tenement rate from oil

companies.

Large arable land for agriculture.

Weakness

The challenge of environmental degradation arising from oil

exploration and production, flooding. erosion and gas flaring.

Inadequate database for effective planning purposes in the State.

Uncoordinated and uncaptured informal sector acbvities that put

pressure on the State's resources wiihout commensurate social pay

back.

Opportunities

The oil sector vihlch is domiciied in the State attracts private, local,

and foreign investors. This has the capacity of ieveraging the State's,

eccnorniz growth and develqment process.

A growq informal sector of ihe Slate muid boost the economy of

:he Slate P properly mainstreamed into the formal sector.

f;onm~ted survrva~ and sustenance of democratic governance in the

w;bnif) and toe State wouM dwrlfser enhance the oppo&m~tis of ihe

iv.

D.

1.

.. II.

iii.

iv.

State to attract local, foreign investors, and development assistance

from the donor community.

The on-going Federal Government reforms, and bilateral trade and

continental initiatives such as the AGOA, and NEPAD may provide a

number of opportunities the State could benefit from.

Thrc ats

The incessant conflicts in the Niger Delta region continue to

exacerbate the security situation in the State and impact against

investment and economic development in the State.

The absence of true fiscal federalism and resource control may affect

the financial capability of the State to deliver on development

programmes.

Corruption and fiscal indiscipline in the nation could continue to

threaten true political, economic and social development by crowding

out and stifling real sector investment and growth.

The effect of global climatic changes and the use of non-

biodegradable substances in the oil sector, and the importation of

hazardous waste may continue to degrade the environment. Besides,

unchecked erosion and flooding of the coastline is capable of

degrading the environment further and dislocating human

development activities.

PEST Anzlysis:

The interplay o f Political. Economic. Social and Technological (PEST)

iaclors dre expected to influence the perfomlance of the Slate in i t s

de\i.lopanw~t efforis and ihe ~mplemeetat~on of the reform agenda.

i. Political Environment:

The pouhcal envrronment in Ntgeoa and Deita Slate presents a

has been a1 iiae foredfoni of &e debate for the instrlutxonalizatron of true and

resulting in, to some extent, inflamed relations with the Federal

Government of Nigeria.

On the other hand, the State government has been making frantic efforts to.

improve ethnic cohesion and harmony in the State, which at the creation of.

the State in 1991 was a very touchy issue. This commitment to harmonious

relations among the ethnic groupings was further demonstrated by the

appoin!rnen! of a Commissioner for Interethnic Relations and Conflict

Resolution in the State Cabinet. This office has been promoting peaceful

dialogue and initiatives among the ethnic grouos. especially in the riverine

areas.

ii. Economic Environment:

Though the Nigerian economy has been underperforming since the

last three decades with GDP growth rate averaging 3% as against a

population growth rate of about 2.8% leaving a marginal growth rate of

about 0.2% per annum; the effort of the federal government has recently.

been yielding positive fruits with s c m ~ ~ i c growth attaining an all-time high

of about 10% in 2003, and industrial capacity utilization reaching 60% in

2003.

Delta State, as a major oil producing State in the country. shares from the

economic growth, which is largely attributable to the growth in the oil sector.

This places the State at a vantage position for investments in oil and

associated industries in Nigeria. Besides. as a littoral State wiUl sea ports

and waterways, business arising from ihe recently passed Cabotlage Act

will naturaiiy fiounsh in the State.

proper planning in order to achieve even development in all the sectors of

the State.

iv. Technological Environment:

Given that technology drives most activities in our contemporary

world, the State though low in technological advances is promoting

technology education in its secondary sch~ol system. Besides, the State . . - . ,

. . ... Civil Service is progressively applying IT in her processes. ~ . . . ..,. - . . .

The State presents a good opportunity for IT investment given that it : . . I . , - . -

is a growing State, and that a number of industrial and business

organizations are operating and will continue to come into the State.

TABLE 2: SWOTIPEST MATRIX OF DELTA STATE

, Political , 1 Strengths Dynamic

1 i and I I

i I Inclusive

I Governance 4 I

Weaknesses Fiscal

1 Federalism and

; Resource I

: Control

values I

g o d

governance

Sr&

based

godemmerat

Economic

Oil producing

High Revenue

from FAAC

and IGR

lnadequate

finanung capacity

Inadequate

data for planning

H~gh Tax rate

Cabbotage Ad

Qsmg pnce of

a1 in ttPe woM

market.

Growing

o o n s u n a p ~

demand pr&k3

Social

Human capital

Higher

educational

institutions

Multi elhnicity

Environment

Ethnic ConR~cl

Youth

Restiveness

Infrastructure

inadequacy.

CullMfal

Tounsm potenbafs

Technology 1 1

-Computenzal~on 1

of Government and i i

pnvate sector : business

- lndustrialuati,on

Large capital ?

outlay for start-ups f

Lack of 1

executwe capaaty 1 for IT so~ubons !

Llrntted access. /

haeased

'hreats Fiscal

Indiscipline

Corruption

Ethnic

frictions.

Overstretched

financial

resources

4 High cost of

doing businss

(decaying

infrastructure)

Corruption

Crime

,

' Youth unrest

Corruption

Environmental

, . . L.. - , ,

Negative values'

from the internet

IT security

legradation

! Crime

(hacking) I i Brain drain , i

Loss of markets I

Increased I threats of 1 globalization. 1,

Chapter 6

RESOURCE PROFILE

The resources available to the State include: . .

1) Human Resource

2) Man Made Resources

3) Natural Resource and

4) Financial Resources

The major objective of the Ministry of Finance is to promote fiscal prudence

and the effective use of public funds in order to facilitate economic growth

through wealth creation, generation of employment and poverty reduction.

It intends to achieve this through a balanced mix of revenueldebt etc.

Over the years. a lot of attention has been focused on improving the overall

revenue profile of the State with special focus on internally generated:

revenue. This is expected to continue into the future. Essentially,

particular attention has been paid to improving the revenue generation and

collection machinely through review of rates, fees and charges (this has not

been done for a considerable period), tracking all government revenue and

seeking new areas of revenue. Consequently, internal revenue is expected

to increase in the coming years with focused attention on effective

monitoring and computerization of revenue operations, etc. With the

steady rise in receipts from the Federation account, there is less

dependence on debt instruments to fund expenditure in the state.

From time to time however, to enable the State fund some of its

deveiopmental projects. there has been need to resort to boa1 short and

long term loans. The ratio of debt to revenue in the past has been small

and it is reasonabiy certain Lhat Lhis tow ratio level will continue to be

manlainen in furwe.

IGRIStatutory Allocation

The State Government is focus on growing internal revenue substantially to

reduce dependence on statutory allocation from the federation account.

Efforts in this direction have continued to yield the desired result, as there

has been considerable increase in the internally generated revenue over

the years. However, the proportion of internal revenue to Statutory

Allocation has continued to decline due to increase in the later, arising from

the adoption of the derivation principle as well as increase in global oil

prices and production.

The major thrust is to grow internal revenue to a level such that it is not less

than 30% of all total revenue accruable to the State Government. With

effective monitoring coupled with the increased use of technology to drive

revenue generation, this target is realistic. Deliberate effort will also be

made to expand the revenue base.

Grants

In the past the major avenue of grant as a source of income to the State

Government has been fmm the Federal Government. This has since

dwindled to a point of insignificance. However. the focus is to seek grants

especially from foreign governments and donor agencies to finance specific,

expenditure.

Human Resources

Generally speaking. the State is blessed with abundant mix of human

resources ranging fmm low skiled labour to hghty specialized labour. The

Slate Government labour force has an adequate mix of these categones of

jabour. In some quarters, the prevailing op~nion is that the state labour

lorm is over bloated whrk in s m quarters it is regarded as berng be lw

fiprmum. JJhal a however m~ceable is that there may be some

cepanmenls. rvn~ch are over staffed wh~k dhers are understaffed. The key

mallrrrge ihereiore as to seek a way of balancing the needs from the pool

of latwrs amlaSle and focuses m e on brammng and development

Man Made Resource

There was a limited level of man made resources in the State before the

inception of the present Civilian administration. However, the situation has

been reversed since 1999 and this has manifested in every sector of the

State's economy.

In the social sector, there are 25 government hospitals 1, 012 public

primary schools and 316 secondary schools in Delta State. Others are the

modem township stadium, Warri and 5 mini-stadia at Oleh. Agbor, Burutu,

Kwale and Ughelli

In the economic sector, over 200 city roads, 50 inter-city roads, 3 major

bridges have been constructed. Ports available are at Warri. Sapele and

Koko. Industrial establishments in the State include the Warri Refinery and

Petro-chemical. the Nigerian gas company at Ekpan. Textile mill. Asaba,

Oil Palm Company, Nsukwa, Bendel Soap factory, Sapele, Beta Glass

Company. Ughelli etc. furthermore, 2 ultra-modem markets each with a

capacity of over 1000 shops have been constructed at Ughelli and

Ugbolopkoso. The markets have facilities for banking, fire services. police

post etc. Also. the Government is developing 1000 ~ r a l eiectrificatton

schemes while a 450 megawatt independent power plant has been

commissioned . With regard to the environmental sector, Government has

embarked on the provision of Housing in the following projects:-

i. Junior Staff Housing Scheme in Asaba

ii. Medium income Housing Scheme in Asaba comprising of

198units

iii. Commssmer's Quarters made up of 144 duplexes and

bungabs

IV hew Governmen4 hous~ng compiex m Asab and Government

House Annex at Warn swppty scheme and 70 dramage prqed

iln Mae Slate.

Natural Resources

The State has an abundance of Natural resources. The State is blessed

with fertile soil and favourable climate which makes Delta an important

producer of food and cash crop. The crops produced include rubber. oil

palm, yam, cassava, maize, rrce, plantain, citrus etc for local consumption

and export. Livestock product~on includes poultry, goats, pigs, sheep and

cows. With a 160-kilometer coastline, numerous rivers and waterways,

Delta State has vast and rich fisheries resources. Forestry products include

sawn timber, bamboo, paper and board.

PART I1

HUMAN DEVELOPMENT AGENDAlEMPOWERlNG PEOPLE

Chapter 7

EDUCATION

Situation Analysis

Delta State is endowed with educationally conscious population. Most, ,. , :. . ...

parents have come to the realization that education is the most important. ; . .

. . legacy which they can bequeath to their children. This explains the high -.

premium placed on education in the State.

Since Ule introduction of free education policy by the civilian administration

in May 1999 in the state, education has witnessed a tremendous expansion

at all levels. At the moment. number of publ i~ primary schools is 1.165

while the public secondary schools stand at 370. Similarly. the enrolment

figures in the public primary and secondary schools stand at 429, 723 and

220,081 respectively. There are also six (6) Technical Colleges and two (2)

Teacher Training Colleges; Tertiary Institutions include one university with

three campuses, three (3) Colleges of Education. three (3) Polytechnics . ~

. .

and a College of Physical Education. In addition, there are several Adult - . -

and Non-Formal Education Centres, Women and Handicapped Education

as well as the Institute of Continuing Education Centres in each Local

Government Area of the State. The State has a Library Board that ensures

a steady supply of books to schools and public Libraries.

It has now become clear that government alone cannot provide education

for the citizenry. hence lhe private sector is being encouraged to partjcipate

in the provision of eoucabn in the State. Today. there are 518 private pre-

prmary and primary schools and 438 secondary schoofs with a

corresponding pupilslsludents enrolment hgures of 110.138 and 182 andl

j35 respecllvely.

As mpresslve as the &ucabnal institutons seem to be in the State, the

~ ~ i o r is still bes~eged with a number of problems. Top among ahe list d

probierns of ilae seclor indude jnadequate rnfsashctura! iacslifies, such as

PART II

HUMAN DEVELOPMENT AGENDAIEMPOWERING PEOPLE

Chapter 7

EDUCATION

Situation Analysis

Delta State is endowed with educationally conscious population. Most,

parents have come to the realization that education is the most important

legacy which they can bequeath to their children. This explains the high

premium placed on education in the State.

Since the introduction of free education policy by the civilian administration

in May 1999 in the state, education has witnessed a tremendous expansion

at all levels. At the moment. number of pubk primary schools is 1.165

while the public secondary schools stand at 370. Similarly. the enrolment

figures in the public primary and secondary schools stand at 429. 723 and

220. 081 respectively. There are also six (6) Technical Colleges and two (2)

Teacher Training Colleges; Tertiary Institutions include one university with

three campuses, three (3) Colleges of Education, three (3) Polytechnics

and a College of Physical Education. In addition, there are several Adult

and Non-Formal Education Centres, Women and Handicapped Education

as well as the Institute of Continuing Education Centres in each Local

Government Area of the State. The State has a Library Board that ensures

a steady supply of books to schools and public Libraries.

It has now become clear that government alone cannot provide education

lor the attzenry, hence the private sector is being encouraged to participate

in me provision of edwmbn in the State. Today, there are 518 private pre-

p n a r y and pnmry schools and 438 secondary schoo1s with a

zxresponc~ng pup~lslsiudents enroknent figures of 110.138 and 782 and

055. respecllvely.

classrooms, furniture for pupils/students, teaching and learning materials,

laboratories, workshops and special rooms. Others include the shortage of:

teachers in some key subject areas such as English Language,

Mathematics and the Sciences as well as the inadequacy of funds to

execute the numerous education programmes of the State.

Education under SEEDs will continue to be geared towards the social,

political and economic transformation of the society and as a veritable

instrument for the production of the much-needed manpower for the public

and private sectors of the economy.

Policy Thrust

Education in Delta State under SEEDs will be provided within the general:

guidelines of the National Policy on Education and the framework of

Education For All (EFA) by the year 2015. The main policy thrusts are as

follows: - (i) expanding and improving comprehensive early childhood care

and education, especially for the most vulnerable and

disadvantaged children;

(ii) ensuring that all children, with special emphasis on girl child in

difficult circumstances and from ethnic minorities have access

to and complete free and compulsoiy pnmary educatton of

good qual~ty;

(i~i) ensuring that the needs of all young people aad adults are met through equ~tabk access to appropnate leammg and 11fe-skdls

programme;

jtv) achieving a 20% reducbon in the level of adult literacy by 2007.

especlaliy for women and equ~taMe access t~ basic and

mnmumg ducaton for all adults;

{ v ) eummatmg gender dsabrlrhes in pnmary and secmdaly

s ~ h ~ 0 k and achieving gender equality m educabon in Meracy

with a focus on eensunng grds bull access to and achievement in

basrc educalron of good qualrw*

(vi) Improving all aspects of the quality of education and ensuring

excellence for all so those recognized and measurable learning

outcomes are achieved, especially in literacy and essent~al life-

skills. , _ ,.

Policy Targets

(i) To improve tile current enrolment in pre-primary and primary

schools by 20% and 10% respectively;

(ii) To provide conducive teaching and learning environment for

the pre-primary, primary and secondary schools for the

optimal social, mental and physical development of the

children;

(iii) To reduce by 20%. all forms of drop-out syndrome;

(iv) To ensure the availability of highly skilled and well motivated

manpower at all levels of education;

(v) To raise the transition rate from primary to secondary schools;

to 95% from the current 88%;

(vi) To discourage teenage pregnancy, early marriage and all

harmful traditional practices against the girl child especially in

the rural areas;

(vii) To provide youths with sustainable life skills;

(viii) To improve enrolment in the adult education entries.

(ix) Increase access for continuing education for drop outs;

(x) Reduction in poverty level

Strategies

(i) Establish more early child care education centers in the

&sting primary =hods;

(iij Constsucl new classrooms and renovate existing ones in

pnmary secondary and technical schools;

(11j) Provide equipment for ihe early childbod care centers;

jlv) Provide tead~ng and ilearning matesiak in schools;

( w ) Recrurtment, Waning and a&ain,nlng of ihe aechoo! pesorand;

i Public enigh~mment campagn ;

(vii) Private participation in education.

RECYCLING SECONDARY SCHOOL DROP-OUTS IN DELTA STATE

~ ~

The current situation of dropouts from the formal school system in Delta

State is about 45% in the Senior and Junior Secondary Schools.

The reasons for this ugly situation could be traced to a number of factors.

There is little or no parental care. This has resulted in some of the students.

becoming street children. These parents cannot provide the basic facilities

needed for the children to stay in school and class. Some of the parents

have difficulty in paying their children's school fees. The trend these days

is that parents struggle for economic opportunities which has separated

them from their children, so that they do not bother to monitor the

performance of their children in school.

Another notable reason for the pitiable number of school dropouts is the

influence of peer group. Thirdly is the attitude of students towards

academic work.

The opening of more Study Centers in the three Senatorial Districts of the:

State has gone a long way to tackle the problem of secondary school drop

outs and also encouraged Community participation in the establishment of

Study Centers in their localities.

Policy Thrust

Reduang the number of secondary school dropouts.

Improving the quality of education.

Improving the mdivrdual through Contrnuing Education.

improving people's awareness and Commun~ty pactmpatm.

Eslabltsh~ng a wrnmunicabn strategy for Contmumng Educatmn.

Establishing performam monrtwrng and evakratlon system. ' * -

Goals and Objectives . . 1. TO reduce to the barest minimum secondary school dropouts by

giving them a second chance.

2. lncreasing the total number of the productive individuals in the State.

3. Empowerment of the individuals.

Targets

At the end of the Medium Plan (2005-2007)

1. Reducing the number of dropouts by 15% in 2005.

2. lncreasing the number of the productive individual by 15% in 2005

Strategies

1. Establish at least one Study Centre in all the Local Government Area:

Headquarters by 2006.

2. Introducing JSSl Pre-Secondary School Classes by December 2005.

3. Encourage Communities in the provision of infrastfuctural facilities by

October 2006. .. . . . .

Action Plan

1. Establish I.C.E. Study Centres in all Local Government Area

Headquarters that are yet to have one.

2. Upgrade all exisiing Study Centres in terms of inIrastructural facilities

and instructional materials.

3. Recruit more Lecturers to man the Study Centres.

Benchmark

1. The number of Study Centres in the Slate has increased from 6 to

13.

2. The number of people benefiting from the Institute of Continuing

Education programmes has also increased.

Chapter 8

Health

Situation Analysis

The health system in Delta State as in other parts of Nigeria, is 3-tier-

primary, secondary and tertiary levels of healthcare delivery. There are

problems of communicable diseases, malnutrition and poor maternal and

child health. In addition, there is poor access to safe drinking water and

poor refuse disposal in the State.

There are 290 Primary Health Care (PHC) Centers in acdition to 25 health

clinics and 8 dispensaries. At the secondary level, there are 40 hospitals (4

central, 35generaUgovernrnent and 1 special). Delta State also has 1

Federal Medical Centre. A teaching hospital is under construction. There

are 53 registered privatelmission hospitals and 345 clinics as well as 186

privatelmission maternity homes in the state. In the area of human

resources. in 2003 there were 243 doctors and 1.055 nurses. There is a

large pool of unregistered and unregula'ed traditional and alternative

medical practitioners. which enjoy good patronage by the people.

Health Indicators

Health indicators available in Delta State include C ~ d e Biith Rate 2511,000

persons, Crude Death Rate 811.000 persons, Infant Mortality Rate

11411,000 h e births and Maternal Mortality Ratio of 800/100.000 Live

bitths. And concernmg child health, measles immunization coverage rate -

and OPT3 rate - The2003 HIV sero-prevalence rate for Delta Slate is 5%. :

Policy Thrust

1 Broadening speciafized sew=

2. Conlzol and Management of HIVIAIDS

3 i;;?provir,g iaboradory faulibes for diagnosis

4 mproving radiological diagnosis

5. Priwd~ng suskinable quality d q s for hhealrhcare services

6 Lebel~ping health p~rsonnel

. ~.~~~ .~~~

Improving immunization coverage by strengthening routine

immunization

Reducing disease burden due to malaria

Promoting gender equity and elimination of negative practices

involving women

Protecting reproductive health of the citizens

Promoting effective disease surveillance

Promoting adequate Information

Strengthening State TBlLeprosy control programme

Improving access to quality,affordable and effective Health Services.

Targets

To establish 3 functional haemodialysis centers by the year 2006

To provide access to 100% patients lo basic investigation.

All hospitals to be able to carry out basic x-ray investigation.

Increase drug availability to 75% in 2005, 90% in 2006 and 95% in

2007.

Completion of lnfiision plant by 2005, registration and supply to . . . . .

health facilities. . . . .. . .

Provision of 100 moms in each State School of Nursing in 2006.100

rooms in 2007

Training of 12 Midwife tutors from each school yearly.

To improve routine immunization coverage for all antigens to 70% by

2005,90?6 by 2006 and 100% by 2007 in all LGAs.

To reduce the disease prevaience by 10% in year 2005; 15% in year

2Offi and 20% in year 2007.

To reduce malaria infecleon by 25% annually.

To ensure 40% decrease in the imiden~e of Femaie Genital Cutting

and otner harmful psacbces by 2005 . .

To r&uce maternal morklity to 600i100,ODO by 2005; $001100.000: . , .

by 2006anff 200/30Q,DQO by ZW7.

To lrain heaiCb educafoss in state: 30 in 2-; 30 in 2005; and 40 in

>LO7

14. By 2005, 50% of Deitans would be properly informed on health':

issues, 75% by 2006 and 100% by 2007.

15. Achieve 60% TBL detection rate and 70% cure rate by 2005;70%

and 80% respectively by 2006 and 75% and 85% by 2007.

Strategies

1. To establish one Haemodialysis Centre in'each senatorial district

2. Taking inventory of laboratory equipment, identifying relevant

equipment for procurement and making adequate budgetary

provision.

3. Taking inventory of x-ray equipment and their distribution and.

equipping hospitals with x-ray facilities.

4. Updating of the State essential drug list

5. Adherence of prescribers to the essentials drug list.

6. Providing adequate funds for capitalization of the DRF

7. Adequate budgetary provision and prototype architectural design for

students' accommodation

8. Advocacy, social mobilization and behavioral change communication.

9. Strengtlxiing w i d chain and logistics system

10. To create awareness on the use of ITN and other preventive

methods for malaria

11. Advocacy and awareness creation to stakeholders on TBL control.

Chapter 9

HlVlAlDS

Situation Analysis

Delta State is not spared by the HIVIAIDS pandemic. The HIV sero-

pevalence of 2003 is 5%. The spread of HIV is mainly through

heterosexual unprotected sexual activity. While HIV infection is no

respecter of anyone, certain groups of people are at greater risks. They

include men and women with multiple sexual partners, people who have

existing sexually transmitted infections, youths with high risk behaviors and

children born to HIV positive mothers. Factors associated with the spread

of HIV also include presence of company workers who would serve as

clients for commercial sex workers, unsafe sexual behaviour/practices.

inadequate care and support for PLWA and PABA. HIV/AIDS pandemic

erodes the gains from effective implementation of child survival strategies.

State Action Committee on HIV/AIDS has been established and it is

functional. There are NGOs and CSOs involved in HIVIAIDS preventron

and control Programme in the state.

Policy Thrust

1. Control and Management of HIV/AIDS

2. Reducrng the burden of HlVlAlDS

Targets

1. To make Antr-Retroviral drugs avarlable to 1.000 Deltans wrth HIVIAIDS

by 2007

2. To reauce the disease prevalence L;y 10% in year 2005; 15% in year

2006.20% m year 2007

Strategtes

1 To kf ep a register of people itvmg with HIVMDS

2. Awareness creaiion among the popuSace

3 Capac~ty buiiding and sensitizatm to improve skills

4. Faiii~iate Programme mon&kg amj evaluation

MAINSTREAMING OF HIVIAIDS

Education

1. Capacity building of educators in HIVIAIDS

2. Incorporating HIVIAIDS education into the school curriculum

3. Awareness creation of peer Education

4. Capacity building of Peer Educators

5. Youth Health Education and life skills development

6. Establishment of HIVIAIDS clubs in school

7. HIVIAIDS education in non-formal education.

HEALTH

1. Development of State Policy on HIV!AIDS

2. Implementation of strategies to ensure .nondiscrimination against

PLWA and universal precaution to ensure safety of health workers.

3. Procurement subsidy for Anti-retrieval PLWA. Prevent mother to child

transmission (PMTCT) and postexposure prophylaxis to health workers

4. Capacity building of health workers to improve knowledge on

HIVIAIDS and service provision.

5. Provision of voluntary counseling and testing (VCT) centers to ensure

access.

6. institute awareness creation strategies.

7. Improve Blood transfusion service

8. Prevention of MTCT of HWAIDS

AGRICULTURE

1. Provide support for PCWA and people affected by AIDS (PA8A)

through commun~ty support groups

2 Provls~on of subsd~es to PLWA through ~onamun~dy Agmltural co-

operatives

3 Capacity butMing of Agnwltural Extenston workers on Programme

Communlcatron on HIVIAIDS for farmers and the faimng communrtm

4 Gebeioprnent of Nutnbonal edu&abon for farmers to ;ch@ate

amreness and support for positeve nutribon and !rfestgde for PLWA

5 Lltcro-+mdrl scheme to inciude PABA and PLWA

HOUSING AND ENVIRONMENT

1. Promote environmental sanitation to reduce the risk of diarrhea and

other related diseases

2. Priorities given to PLWA and PABA in housing allocation, and

subsidies.

PRIVATE SECTOR

Development of workplace policy on HlVlAlDS to include code of

conduct on non discrimination and stigmatization of PLWA -..--,.it. uopob,,f building of Peer group educators- in private. :

, :

. . . establishments .. ,

. . .

Awareness creation on HIVIAIDS among staff , . .-

Provision of care and support to staff living with HIVIAIDS

Extension of support to PLWA in communities with company

implementation sites

Provision of scholarships to HIV/AIDS orphans in implementation

communities.

PUBLIC SECTOR

1. Strengthen capacrty and scope of the Delta State Actron Committee

on AIDS (SACA)

2. Implementatron of office code of conduct of non discnminabon -

against PLVVA

3. Promote multisectoral linkages for awareness creabon on HIViAIDS

4. Capacity building of focal points f ~ r HIWAIDS in all sectors

TOURISM

1. Improve awareness creahn on HlVlAlDS rnvolvlng networklng

among L k hospjlalily industry

2. Linkage walh h e Ministry of informath for inforrnabcm disserniraalm

GENDER AND HIVIAIDS

1 There i5 disparity between gender in the inudence of HIViAIDS due

fc, pnysuiogjcal, sodo-cultural and ecmomic factors. . .

2. Taiget commerciai sex workers with IEC . .

3 Slip;~orl Fmgramme on women empowerment at the ammunity i l e d

4. Awareness creation on HIVIAIDS

OUTPUT INDICATORS

1. Political commitment present in the State

2. Reduction in the prevalence of HIV infection by 50% in the year 2007

3. Proportion of AIDS orphans attending and enrolled in public primary

school

4. Formation of HIVIAIDS policy

5. Positive knowledge, attitudes and practice (KAP) from survey

6. Number of PLWA support Groups

7. Number of micro-credit schemes established by all stakeholders,

providing access to PLWA and PABA

8. Number of trained Peer education groups

9. Number of PLWA on subsidized ARV

10. Number of PLWA /PABA on scholarships

ACTION I IMPLEMENTATION PLAN

The Delta State Action Committee on HIVIAIDS (SACA) will coordinate

activities and plans to support multi-sectoral awareness campaigns,

elimination of discrimination and stigmatization, provision of care and

support for PLWA. as well as mitigation of the effects of HlViAlDS on

orphans and other PABA.

MONITORING MECHANISMS

The activities will be monitored through SACA, with representation of

all stakeholders. The forum will receive regular briefs as well as frequent

advocacy briefs to the Political leadership of the State.

Chapter 10

ENVIRONMENT

Introduction

Environment is the component of the earth and it includes land, water, air,

organic and inorganic matter. The underlying philosophy of DELTASEEDS"

is Sustainable Development, which itself is development without

compromising the ability to maintain the environment. DELTASEEDS

therefore would be environment compliant.

Situation of the State Environment

A Situation Analysis of the State environrnent considers what the

environrnent was (past), what it is now (present), and what it should be

(future). Although such consideration may be generalized, there are,

however, site-specific differences. The analysis accepts forests, soils.

surface water, air quality, fisheries, climate and fauna as the major

environmental components and 1974 as the base year.

The 1974 SLAR imagery revealed that the percentage of forest cover of,

Delta State was over 60%. Pristine forests were recorded for all the coastal

communities and in Oshimili South. Aniocha South. and Ndokwa East. An

annual increment of 10m3 per ha was recorded for the forests; forest

plantations were established at 10 locations; thirteen (13) Forest Reserves

had been constituted, only ATP and four sawmills existed; main forest

expiojtation was by hand sawing; about 102 protected tree speaes have

been gazetied as protected and no plant specaes was declared endangered

or ext~nct Abolrt 40% of the mrai peopfi? depend on the forest for

scjsminable irvelihclod. No wildirfe was reported extrnce

Toe soh of !.he State are regadd as hlghly productwe and self-

replensnng wilhout feltrl~zer appbcipton because of the lage practfce of

snmq wibiiamn So11 eroswa was iimated to -ma11 ilwbons m Anamha

luurlh and at w y mnrrna! levels whtle fba& were m m l y the annurpil

industries. Hydrocarbon and Heavy metal pollution were not problematic

elements in Delta State. The air quality was regarded as positive. Values

of less than 0.01 ppm were recorded for SO2, NO2, and H2S and 0.1 ppm

for CO.

The present environment of the State is a stressed one. At present. fresh

water swamp forests are limited to sections of the coastal zones particularly

along the banks of the Niger, Ethiope, Nana. Warri and Benin Rivers and

their creeks I creeklets. Few pa!ches of inland forests exist as community

sacred forests at Owerre-Olubor. Asaba, Effurun, Orerokpe and Ejeme.,

The present forest cover in Delta State is 28% from 60% in 1974. The

mangrove forest has reduced from 75% in 1974 to 48% in 2001. ~ t :

present, there are 102 sawmills and over 500 bench mills consuming about

3000m3 of wood from the reducing forest estate. Presently about 25 tree

species are extinct while Elephants and hippopotamus are reported extinct.

Coastal erosron is presently ravtng about 60 rural comm~~nrtres, partrcularly

along the Ntger. Forcados. Escravos and Benin Rtvers. Gbokoda and

Arunton are threatened with extinction. Sotl eroslon is presently ravaging

about 105 communrtres pa~cularly at Anrocha North and South and lka

South and NorthEast LGAs. Estimated productive land lost to coastal and

sot1 eroston srnce 1976 is 5670 ha. The number of people who today

depend on the forestland for sustarnable development has rncreased to

about 60% from 40% In 1974. More people tn urban areas now depend on

forest products for lrvrng. Sod productivrty is presenUy very tow because of

poor land use praclces. At Agbor for example. N. P 8, K observed m some

locabons were low as compared to 2.5%. 5.4% and 4.8% in 1984. At

Agbarho. vaiwes recorded in 2003 were 0.9%. 2.1% and 2.8% for N. P, and

K res3ectively compared to 1.8%. 4.6% and 3.3% ~ / o d e d in 1%2.

rinore f i od incidences were recorded in 2004. F h d s ravaged Ughellr.

JJarn. E ~ r u n , Koko, Aaeje. Udu. Sap&? and Aghal- to the scaiw and

~niensd) mat have never been observed w~tbtn the last 50 years. Present a r guaidy of me Slate as ~auceol. In 201l4, values of (3.8 Plprn, 0.2 ppm. 3.0

ppm and 4.0 ppm were recorded for SOz, NO2, CO and THC (Total

Petrc!sum Hydrocarbon) respectively.

In summary the present state of the environment in Delta State reveals that. . ,

the forests, soils and land resources, air, surface and ground water,'

sediments, wildlife and meteorological conditions are highly stressed,

contaminated or polluted. The environment and its resources are no longer

able to perform their functions and sustain livelihood except there are

interventions and replacements.

Policy Thrust

Under SEEDS, Government shall promote the philosophy that economic

growth and empowerment and environmental management are compatible.

Government will promote and consolidate development that meets the

present without compromising the ability of future generations to meet their:

own needs. In this respect, government policy would seek to maintain a:

rate of growth in real incomes and empower rural and urban people without

depleting natural environmental asset stock. Consequently, Government

will:

* Focus intervention on Sustainable.rural and urban livelihood

schemes and programmes that will ensure Biodiversity

conservation.

* Ensure efficient oil pollution management that will reduce

conflicts among restive youths and oil companies.

* Foster protection and good management of water rsources in

the State. . * Develop and maintain communication and linkage with

stakehoklers to integrate waste management into eoonomic

development

* Develop a compendium on State Poky on Enviruninent

* Encourage full pailtapatton and ownership of projects by

mmrnun~bes and tndrwduals through ~ c l p a t n m an pianntng.

~mpiementation, monttorrng and evaluatmn.

* Develop disaster management1Risk reduction Programme and

revamp conflict resolution Technique in the State

* Ensure formulation of Environmental Management Plan (EMP)

for SEEDS and ensure full implementation and monitoring of

the EMP.

* Ensure Environmental laws and regulations

GOALS, OBJECTIVES AND GUIDING PRINCIPLES

The goals, objectives and guiding principles of the Environment component

of DELTASEEDS are as follows:

Goals

Sustainable utilization and development of the State's natural

environmental assets or resources to meet the needs of present and future

generations.

Objectives

The revlew of the trends and status ~nforrns the following concise

0bjective~: * To conserve and protect ecosystems. * To increase the production of natural environmental resources * To improve the weifare of cornmunit~es, promote healthy 11vlng

and eradrcate poverty.

To Increase the use of natural products on a sustainable basts

to promote peace bu~M~ng and eradicate youth restiveness.

* To resuscitate environiental projects as a means of

generating employment for the people.

To promote efiedrve partnennglcollabora~ for the

oeue~opment and empowering of the people.

Gurding Pnnclples.

DELTASEEDS is anchored m pranclples that can effednrely foster a

;anners?ip c~lrure for envmnrnental resources development The fwr

:,nc;smmrai pnnwples are.

* To ensure sustainable environmental resources management

in such a way that current generation does not compromise the

ability of future generations to meet theirs.

* Promoting a participatory process in DELTASEEDS projects.

This is vital for conflict resolution in iand and resource use.

* Facilitate efficient private sector environmental resources

development and utilization free from abuse and degradation.

* Adopt an integrated approach through strategies, which

integrates the development and management of environmental.

resources with those of land and water resources, ecosystem'.

and genetic resources, crop and livestock production.

Policy Targets

The following targets are hereby established for achieving the goals and

objectives highlighted above: * lncrease the area of productive forest conserved through

the community forest reserves by 40% in 2005.

lncrease the production of woodlots by 35% in November

2005.60% in 2006.80 in 2007 etc. . Increase the volume of non-timber forest products by 40%

in 2005.60% in 2007.

Development of waste disposal and management facilities

like land fills, Transfer loading stations, material Recovery

and Recycling, waste to wealth in Urban cities across the

State by the end of 2006.

Comprlatm of environmental Pollulwn indexes across the

Slate by Mw end of 2005 (by types and cause)

Reduce ihe loss of lami resources as a resvtt of erosion

and bod by 60% in MvemSer 2005. * Encourage waste to wealth schemes and increase level of

ijariicipatum by 50% by December 2005 as an empioyment-

generalrng scheme.

Construction of drainage channels, landscaping and,

beautification of space by loops by the end of 2006 in major

cities in the State.

Reduction of conflicts arising from oil pollution and related

causes by 80% through a formidable alternative resolution

technique by 2005.

Strategies

The following cross cutting strategies will be 'adopted for achieving the

targets and objectives enumerated above:

* Enforcement of relevant laws and regulation to encourage

forest conservation by strengthening powers of enforcement

agency in the State as well as pollution tax law and EIA.

* Encourage private sector, NGO and community management^

of forest reserves as well as integrated waste management

and environmental management information system (eg GIs

and EIS)

j, Encourage private sector forestry and conservation projects.

storm water drainage project and central waste treatment

plants.

+ Facilitate enabling environment for small holder waste

management projects through strengthening of framework for

prevention and management of occupational and

environmental disasters

* Adoption of a strong multi-dimensional communication strategy

to harmonize the interest of all stakeholders to guide against

mnAicts and other effects amng from mrslnformatjon and

owtfi~@ bck of information. Q u a respwnse &nism is the

strongesl weapon of oommunjcabon.

Output Indicators

It is expected that compliance with the strategies outlined for the

management of environmental issues in the State will produce result which

can be measured from the following output :-

* Improved quality of the environment as a result of strict enforcement of

environmental laws and regulations especially personal hygiene, Public: . .

health and sanitation.

* A well developed waste management programme example:-

- Neighbourhood waste depots,

- Transfer loading stations

- Material Recovery and Recycling points

- Waste to wealth programme

- Free flowing drains

* Establishment of environmental management information system (eg

GIS and EIS) . . * Establishment of a disaster management Agency

* Revamped conflict resolution commission in the State ,

* Enactment of sewage regulation and control law

* Reduced incidence (s) of industrial pollution and occupational hazards.

* Good neighborhood practices maintained by conflict prone communities

or neighbours.

* A iully informed citizen with respect for law and order

* An enlarged community based management w~th full participation of a#

stakeholders with equal freedom to express grievanws and shared

aspiratmns.

* A fully integrated b o t t o l ~ ~ ~ p strategy of development in the State.

Environment in Education

In keeping with goals of the N ~ e r Delta master plan. Loca! agenda 21 and

itle UM rn~iiiern~um deveropment goals. the mnastrpr of educa$on dl

oeuelog, a currwiurn for envmarnen*al ealucatm. bulW manpower for the

zacnng of env~rmmental educatmn md management a d he@ in ths

ampalgn lor awareness an public and private schools tn ihe stale.

Desk offices on environment will be established in all ministries and

Parastatals in the state. These offices will be headed by desk officers who

will co-ordinate environmental issues in the ministry of education and report

directly to the committee on environment headed by the commissioner for

environment.

+ The committee on environment will undertake periodic assessment of

schools and other educational institutions to ascertain the level of

compliance to environmental policies and Laws in the state and liaise,

with the relevant federal authorities.

+ The campaign against environmental degradation will include

highlights on environmental laws, penalties and enforcements.

+ School campaign groups will be encouraged to embark on holiday

voluntary community service to clean and clear streets and

consequently sensitise parents, household caregivers and

community members on environmental issues.

Sustenance of these school programmes will be facilitated through

performance based reward systems by issuance of "Certificate of

Participation". Heads of schools will be encouraged to receive and

acknowledge these certificates as evidence of participat~on which

should form the basis for registratron for the next term.

Public and Private schools will be encouraged to form Sanitabon

Army to be supervised by Ule schools and the Ministry of Social

Welfare.

Tertrary lnstituttons w~ll be encouraged to establish Departments of

Environmental Educahon and Management to be funded by the

Mm~slry of Enwronment m collaboratton with other stakeholders

supporl including the organized private sector.

Output Indicators (Education)

u've!l eoucated and sensltazd Commun~bes, Pubk and Private

Sectors

Iuirmuer of P U O ~ and private d m o l s tn the stale ~ 4 t h trained

env~ronmenai eaucalaon and management teaches

Number of ministries and Parastatals in the state with desk officers

by the end of 2005

% Compliance with environmental Laws in public and private schools

by the end of 2005

+ Number of public and private schools with schocl campaign groups

and sanitation army

+ The number of students issued with certificate of participation at the

end of 2005

+ Number of tertiary institutions with environmental education and

management department funded by stakeholders

Environment in Agriculture

The Ministry of Agriculture will be given prominence in the

maintenance of environmentally friendly attitudes. They will

supervise and train Agric. Extension officers who will in turn train

farmers on the use of farm inputs.

Agricultural farming by its nature is environmentally unfriendly if

not managed carefully. The abuse of the environment is traceable

to the traditional methods of farming which is subsistent in nature.

Farmers most often embark on felling of trees and burning of

bushes, which is a threat to the environment. Sometimes, U?ese

environmental problems are extended to killing of endangered

species in the forest and inappropriate use of farm inputs.

especially the use of fertjlizers.

+ Despite the beneficial use of the fertilizer in crop produdion.

excessive use has been found not only to damage crops but

ieachates pollute underground as well as surface water and

aeswooy aquatic Me. The wnsequmce stretches beyond the

farmrands to affect lhe work of fishermen in the waterways.

Environmental units ivd1 be established m ail Lhe outfits under the

1dmrs1t-y ryof Agriculture m every LGA This unit will work in

. . . , , . ..,.: ,

+,,. ,'. , , 8 . : i X . I

. , . -, , , .i.. L.. - ,. . ,. . , ..

the Federal Agency to supervise and control quality of pesticides

and insecticides as well as fertilizer to be used in the farms.

+ The unit will also supervise and train the Agric Extension Officers

on the application of farm inputs who will in turn train the farmers

in farming methods and cultivation as well as discourage killing of.

endangered species and the abuse of the environment.

+ The Ministry of Agriculture will embark upon intensive training of'

Desk Officers and Agric Extension Officers on Environmental

Issues through Manpower Development programmes in the

Ministry of Agriculture in collaboration with the organised private

sector and tertiary institutions in the state.

Output Indicators (Agriculture)

The success of this strategy will be measured by:

+ The number of extension workers and desk officers trained at the

Ministry of Agriculture at the State Secretariat and LGA areas

across Ihe state.

The number of rivulets and streams cleared of pollution.

The number of LGA farm w-operative unions trained on

environment.

The number of higher institutions establishing Environmental

Education and Management department

Environment in Private Sector

Strategies

Besrdes the oil companies. DELTASEEDS proposes to deal with

+ Adoption of technologies with low risk and low hazardous waste

generation.

Activities

+ The establishment of a multisectoral State Environmental Committee

with secretariat in Ministry of Environment with a view to reviewing

existing environmental laws and determining the desired level of

interventions from the private sector

+ Collaborate with the private sector to support the establishment of

endowment in institutions of higher learning with bias for: .. .

environmental education and management

+ Establishment of joint enforcement agency to ensure compliance with

environmental laws in the private sector.

Support enforcement of road worthiness of vehicles and other

industrial equipment that generate pollution from exhaust pipes

through regular vehicle checks and factory visits

Output Indicators (Private Sector)

+ % Coverage of industrial sold waste appropriately disposed

Number of private sector assisted waste disposal plants established . ,

+ Number of higher institutions with Environmental Education and

Management depaltments funded by the private sector

+ Number of trained personnel on environmental education and

management

+ Number of industries in the private sector with functional

Enviromental protection unit.

Number of Industries in the private sector with well written Safety.

Health and Environment Pdicy published and aaxssbie to all staff

lvumber of n w prqecis with Environmental impact Assessment

mduc td .

Environment in Health ...

Environmental degradation has become a serious health problem like

HIVIAIDS, malaria, leprosy, tuberculosis, etc. in the Niger Delta. To combat.

these problems, Government proposes to;

1. Ensure injection safety in all health institutions in the state

2. Establish Environmental Unit in all Health Establishments in the

ministry of Health, Government Parastatals and Private Industries.

3. Provide Public Health Clinic in all the wards of the State and

encourage the setting up of Private Health Clinic in all the industries.

4. Establish joint Special Health Care units and programmes with close

supervision by Environmental unit in the Ministry of Health.

5. Encourage factory visit to ensure compliance with environmental-

Laws and impact assessment in both Public and Private ~eal th '

institutions.

6. Introduction of compulsory pollution tax to be paid by all business

organisations whether small, medium or big. The collection of this

lump sum tax should be done by the Board of Inland Revenue and in

collaboration with the Committee on environment and Ministry of

Health to ensure free medical treatment of patients with pollution

related diseases.

Output Indicators (Health)

a) The number of envwonmental units established in all Health

lnstrtutions and coverage of factory visit and awareness campagn

mounted by these un~ts to ensure compliance w~th environmental

laws before the end of 2005.

b) The number of health dmcs setup by both the Government and

Pnbate sector ~ndudrng Comnaun~ty Based Orgm~salrofis (CBOs).

cf The record of the number of busmess organrsabns kept and the

amount of poilubon lax collected from them ccpmpared to h e n u m b

of peopk tceated free from @Jubm related admenis.

Environment in Oil and Gas Activities

Delta State is a leading oil producing State in the federation. The activities

of oil companies have both positive and negative implications.

The activities of oil companies has been veritable sources of income to

both !he State and the Federal Government. However, it has been the' . source of crises and conflict in the Niger Delta (Delta State Inclusive).

Most of the crises in the region are traceable to oil Pollution. Degradation

due to Spillages, inappropriate computation of royalties, Non-employment

of Youths of the region, non siting of corporate headquarters of the

companies and outright refusal by the companies to sufficiently provide

infrastructural facilities to their host communities.

Among the issues raised above, none is more serious than the other. On

their own, they are potential causes of crises within the region

Moreso, marginalization of the Niger Delta Region by the Nigerian State

has been known to be the remote cause of vandalisation of oil pipelines in

the area. The cumulative effect of these problems has always been

environmental degradation and conflicts in the Niger Delta.

In Delta State, special attention should be given to the problem of the

environment. First. the State govemment has redefined oil producing

community to mean any community that lies within oil producing local

govemment area. This redefinition is intended to:

= Engender easy identification and grasp of the wmmunities for the

purpose of locating development projects or facilities.

= Promote a peaceful environment

= M~nimize dashes between communities

* Enhance better destruction of soclal amenities

* Engender cooperatcon among socio-economic actors and forces

witlain ihe comrnunrlles.

5econdly, ihe government has elected to create trustful reiabonshrp

beluveen air lhe other stakeholders about their actrvrties. Infornabon related

rc me acbrties of the maustry mcludlng the msl sWuctarre of operat~ons

would be disclosed to other stakeholders regularly so as to gain their

confidence.

Thirdly, there shall be visible. sustainable. Participatory Community

Development Projects (oil companieslgovernment synergy) using bottom-

up approach.

Fourthly, there should be the involvement of youths and elders at the initial

stages of operations of the oil companies. This is intended to first tap from

the local reserves of the unemployed for training and employment and'

secondly to give them a sense of belonging. This will reduce incidence of:

conflicts.

Fifthly. the ministry of Education should initiate oil and gas activities Impact

Awareness Training needed to promote awareness of the environmental

consequences of the oil industry operations in the State; and should also

organize community-based awareness campaigns in collaboration with

NNPC and Local Governments on lhe dangers of tampering with high

Pressure Pipelines.

Sixthly, for purpose of closer monitoring, the govemment will prepare an

agenda for the oil companies in Ihe State for quarterly briefing of the

Govemor regarding the totality of oil activities. Similarly, government will

obtain oil companies statistics on production, reserves. wells. flow stations.

gas plants, blow outs and spillages for purposes of revenue projection to

the local government and monitoring.

LasUy, government should obtain from the oil and gas companies operating

m the state, their definite community projects' on an annual basis, and

shouM advise on the seleded projeds for the oil produung communities.

Smilarly, the State Government shouM design and provide standard

rnodels of projects for: a - Vk,aier supply and waleway dredging

Markets

Housing

Telecommunications.

The overall goals and objectives of DELTASEEDS on the environment will ' .

. ,

be consistent with the Master Plan Policies, national and international goals * : , . , . ~ . ~ . .

set in the United Nations Millennium Development Goals, Local Agenda 21

for Nigeria and other international conventions.

HOUSING

Chapter I I

HOUSING, LAND AND URBAN DEVELOPMENT .1.

Current Status

The rate of population growth in Delta State has far outstripped the

rate of provision of new housing in the past ten years. This has

resulted in acute shortage of suitable housing not only in the urban

and semi-urban centres of the state but also in the rural areas. The

factors responsible for this slow rate of housing development

include high cost of housing delivery caused by neglect of local

building materials and techniques, total absence of mortgage

finance, difficulty of access to building plots, as well as

unavailability of infrastructure such as roads, water and electricity in

new layouts. The dearth of residential accommodation is further

compounded by the practice of renting residential houses for use as

government offices. especially in towns such as Warri and Asaba.

Policy Thrust

Under SEEDS, Government will purposefully embark on increasing housing

stock in the state at a rate that is propollionate to the rate of popuhtion

growth. This it would do by not only ensuring that its own agencies deliver

more houses and open up more estates but also by providing inectives

and infrastructure that wouM encourage private sector participation in W.,

effort in lnis regard, Government dl specifically: . Boost additicans to the residental housing stock in the State

~y d~rect rnlervenm.

increase availability of hwses for the masses thmugh

champion~ng the use of alternative bu~Jd~ng mtenals and

iecnnlques

- . .~ .. ..

I .. ": /

, . . . . , s.. D - - - ,

Encourage co-operation between the masses, estate

developers and producers of alternative building materials.

Revive the mortgage finance institutions via Public-Private

Partnership.

Policy Targets

Popularise the application of standardised designs as well as

alternative materials and techniques in the construction of residential' . .~

houses

lncrease available housing stock for the masses by 30% in 2005

lncrease available housing stock for the medium and high income

earning groups by 10% in 2005

+ Release private residential houses being rented by Government for

use as office accorn~z&zi!ion by increasing the number of purpose-

built government offices in the State by 20% in December 2006

lncrease the number of site-and-services estates in the state

by 100% in 2005

lncrease the number of state-owned layouts and residential

areas in local government headquarters by 200% by

December. 2006

+ lncrease number of houses built with alternative materials

and techniques by 10% in 2005

Provide support for local producers of alternative building

materials so as to increase their availab~lity by 40% in June

2006

+ Revive the State-owneU mortgage instiiubons by Public-

Private Partnership

Invoiwe All Stake Hoiders in Housing D4ivei-y Strategies

Suengthen the Administrative SUucture of Housing Delimy

Esablrsh State Housing Council in March. 2005

Fawiirati? and provide environment for siate-wdde adopton of

aiiernauve and cheaper building materiafs and techniques

Popularize the use of standard designs as well as alternative'

materials and building techniques

Facilitate the construction of low, medium and high income houses

Empower, support and encourage Delta Development and Property

Authority in the provision of low and medium cost commercial

housing in the State.

Encourage Private Sector involvement in every aspect of housing

delivery in the state

Liaise with the Ministry of Lands, Surveys and Urban Development

on prompt provision of land for the construction of residential estates

and site-and services schemes

Action Plan

Administrative Structure for Housing Delivery

Establ~sh Delta State Housrng Council (DSHC)

Adopt Delta State Housrng Pollcy

Housing Delivery Enlightenment Programme

Populanze the use of standard~zed arch~tectural desrgns

Organ~ze a workshop and fair on use of standard~zed des~gns, local

matenals and s~mpllfied techn~ques (LDLMST) In housmg dellvely

Enl~ghten the public on burldmg houses with altematrve and

tradrt~onal materials

Encourage Local Government Councrls to burM houses for the,

masses In thelr respective areas of junsdrctron

Mass Housing Programme

Constfllct cheap s~mple houses using standard desgns as well as

akmative butMing matenals and technques for low inmm earners

in u m n and semi urban areas - December. 20(45/2006

* Enmurage and support pnvate-sector mitiatrve m the provrsxm of folw

ana medium cost houses

Fsoilrate the efforts of DDPA to provrde low and medrum cost hwses

;r,:c~grmi 1he sate

Medium and High Income Group Housing Programme

Develop site and services estates for medium and high income

earners in urban and semi-urban areas

Involve private sector organizations in the construction of medium,:

and high brow high cost housing

Site-and-Services Schemes

Facilitate private sector development of sites-and-services schemes

for sale to the public

Facilitate the acquisition, development and sale of site-and-services.

schemes by Delta Development Authority

Government Secretariats Expansion Scheme

* Completion of New Secretariat Annex, Asaba

Construction of Civil Service Commission, Local Government

Service Commission. House of Assembly Commission, . . Judicial Service Commission and Delta State Independent

Electoral Commission Building, Asaba

LAXDS, SURVEYS AND URBAN DEVELOPMENT.

Current Status

Rapid urban growth (urbanization) and its attendant problems have

devalued most of our urban centers. A lot have gone wrong due to

uncontrolled development from human activities that have affected not only

the available infrastmctures I social services that are in poor state but also

the living standard of the people. We now have almost crippled urban

systems / centers wjth overcrowding, unsanitary or poor health conditions..

crime and unempioyment All these account for the growth of slums.

squatters, environmental degradatron and general u h n decay-

Policy Trust

Toe present pitiaok urban scenario can be remedied by identifymg the

... .. , - . ..

. i , .,. . - , . . i a . r.. .... * : . %. . : , ~ . ..

A.

-.,, .. . .

0.) General upgrading of our urban centers through rehabilitation,

consewation or total clearance

(ii.) Carry out studies to identify areas of biights and slums with urban

master plans and implement remedial measures as methods of.

city and town rejuvenation.

(iii.) To carry out redevelopment and upgrading of existing

development schemes to attract higher yield.

(iv.) Improvement of existing infrastructural facilities where they are in :

poor state or inadequate

(v.1 Channelisation of flooded areas of Government Acquired Layouts

(schemes) and designs new ones to discharge flooding and

attendant problems.

(vi.) Instituting proper sanitary and living conditions in our towns and

cities through organised refuse disposal and management

jvii.) Preparation and implementation of a site and services schemes to

allow for sustainable urban development.

Strategies

(i.1 Establish an all stakeholders Urban Forum in the State as a way'

of encouraging partnership and commitment to an overall urban'

development

(ii.) Institute urban renewal units charged with the responsibility of

maintaining existing infrastructures and make provisions for new

ones.

(ill.) l a s e with approprrate government and no~i-govemmental

organsattons in charge of health, educahon, water, market.

recreatma! faul~bes, cnm preventton and samtatm.

(rv 1 Classtfy urban axntres a the state as a guide for poky

anlervenlbon

(V i Reuse eusling laws and c=guiattons as they a f b d urban deveiopmeral and ensure theif adequacy in addressing cument poblems

(vi.) Strengthen the capacity of all agencies and bodies charged with

the responsibility of monitoring the implementation of all existing

policy structures.

(vii.) Ensure availability of funds from various sources for urban

development

(viii.) Procure cadastral maps and other necessary maps needed for

urban development and planning;

(ix.) Prepare Urban Master Plans and development plans for all

designated urban centers and identify growth centers (poles)

(x-) Encourage on a systematic basis policy oriented research on.

urban development with a view to improving the state's:

understanding of the nature of the problems and the possible

strategic options

Action Plan

(i.1 Cany out some form of demonstration or pilot urban renewal

exercises in the major urban centers of Asaba, Warri, Sapele.

Agbor,and Ughelli in the year - 2005;

(ii.) Implementation of a site and services scheme in designated

Govemment acquisitions in the state in 2005;

(iii.) Selected access roads (major roads) in Government layouts to be

tarred, and also eiectnclty lines be drawn on such roads -2005;

(iv.) The wetlands on most Government acqurs~trons be recla~med to

make more rand available for devetopment - 2006

(v 1 Urban masler plans a must for major u h n centres - 2007

Performance Indicators

{I.) Better livrng oondrbms in our u&an areas

($4 1 Increased accessb~lrty to aqu~red lands tor development

jlii ) improued revenue from ground retent and pJanniq fees

(fv 1 A~aiiabdity of jand for development purposes

i v ) F~incl~onaj &vernmnt layouts with .WNWS as rndlces los oe~eiopiner~t

Chapter 12.

PENSIONS REFORMS

Current Status i . : . I I .'.. .. : e , , i.. a

In the State, there are currently over 15,000 (Fifteen Thousand) State and

Federal pensioners. The payroll is at present being maintained by the

Delta State Computer Centre from where monthly payrolls are derived.

The process of updating the payroll by addition and deletion is presently by

manual method. The payment of pensions and gratuities has not been fully

integrated into the computerization efforts of Government financial

processes through Project e-Delta. This has been known to promote

unwholesome practices.

Policy Thrust

With the opportunity of the SEEDS programme, measures that will promte'

efficiency in pension administration, reduce fraud and enhance staff

productivity are to be instituted. Specifically tk following will be

undertaken:

proper documentation of sewice data of serving officers in

government and retirees;

+ complete and continuous update of computer data entry of the

records of sewing officers and pensioners

fortify the Pie-payment Audit Unit in the areas of pension

update and screening.

Goals and Objectives . ,

The broad objectives to be achieved under this pqramme that wit1 form

. -- --. special policy issues for the implementateon bi''pensmn epdate arid

payments are:

+ To strengthen management infomiton system in

toe administraton of pensions.

* To combat the incidence of fraud

To aid pianiaing and Budgetary oonlrd.

To improve the welfare of pensioners by the accurate and

prompt disbursement that will be brought about by the

programme.

Policy Targets

The set targets under this phase include:

+ Design of In-house Computer Programme for the continuos.

update and payment monitoring. . .. , . ',

Provision of additional computer systems in the Pensions.

Department and Pre-payment Audit Unit.

+ Training and re-training of personnel to manage the system.

Strategies

+ Prepare system Analysis and establish programme

requirement-December 2004

+ update present manual records and enter same on computer-

February 2005

test and commission the new systemJune 2005 , ,

Pension is currently a charge on the Consolidated Revenue Fund of the: . .

State. This has made it difficult to manage and create efficiency in publici

sewice. The aim of Pension reforms should be to move pensions as a

charge on the Consolidated Revenue Fund to one of contributory scheme

between employers and employees that would be managed by professional

fund manager.

This would create greater flexibility in Pension administratton and also

enhance Capital availability in the financial markets for investments.

The focus of the state is to adopt and implement the Pensmn Act passed

~y the NatjomI Assembly. As a first step, there should be an actuarial

daicrataon of current Pension Liabifity of Ule State. Then a programme.

sooujd be put in piace to build up the reserve quickly without disrupting the.

pace of pianned development

Chapter I3

Youth and children

Current Status

Youths are the most vibrant and dynamic segment of society. They

constitute the productive force of any given population. Hence, the size of

youths is a veritable barometer for gauging the productivity of a given

population. Unless the youths are meaningfully engaged to harness their

abundant talents and creative energies for productive and rewarding

enterprises. youths can be very restive and anti-social.

Thus, in the face of declining employment opportunities, realistic

programmes and opportunities must be articulated to take care of the

socialeconomic well-being of youths.

On the other hand, children are a dependent and vulnerable segment of

society. Hence the total number of children as reflected in the age

composition of a population is a critical index in the determination of the

dependency ratio Thus, children needed to be protected, guided and cared

for.

However, at the inception of the present administration in 1999. not much:

had been done in the area of youth and child development. There was-

youth restiveness in almost every part of the State as they engaged in all

manners of soual vices such as fraud, armed robbery. cultism, drug abuse

and thuggery etc.

Realizrng the enormity of the above challenges, the State Government

initiated programmes for youth and child development and took giant

sirides in h e deveiopmeot of sports. Specific measures taken indude:

i . The creation of a dish2 nunistry for youIh and sports

deveiopment in 2001

ii. The seoonstntdion of h e Youtl.1 Research Learning Center at

Sapele by G~vemment in mjunc2ron with UNiCEF and the

Swedish Government . The facility \Nil be mmmlss~ned a d

?MI to use in the first quarter of 2005.

iii.

vi.

vii.

viii.

ix.

The construction of Youth Development and Skill acquisition

centers across the State to positively engage the youths and .:; .+.

provide them with basic skills that would put them in a good; .!: .,w .. ... ,,%,

stead for self employment and legitimate means of livelihoodl: , . “.i. . ".,.,

The Youth Development and Skill acquisition centers

undergoing construction include those located at Oghara,

Asaba, Aviara, Bulu-Angiama, and Warri. <:

The registration of the database of youths in the 25 Local

Government Areas.

Government has introduced the Youth Engagement

Programme. A consultant was appointed and has completed

the registration of the unemployed youths in the state which is ;,.. . .

being placed on the Agency's website. ..- . ..

41,

Government has registered social clubs, unions, and +: c.,.

' a. Associations in the State, achieving up to 295 social clubs. --A

registration.

Provision of subventions to voluntary organizations in the State

amounting to the sum of One million naira.

The effective supervision of fie@ officers in the 25 Local

Government Councils and activities of voluntary organizations

in the State.

The State Government has recorded tremendous achievement

in sports development. The Government's huge ~nvestment in .. - sports has resulted in high level performance ir! sports by our "' .. . .. sports men and women, both at nabrial and internabonai' :I: f

events; the most recent and notable bemg the 1 4 ~ Nabonal

Sprts Festavai where the State won Ule first posbon.

Government has mtntsm to oonslNd 14 mni stadia in the

Srafe out of wh~& 4 have tPeen cornpieled. while the rest are

on going.

xi.

xii.

Xiii

xiv.

a.

b.

C.

d.

. ... 1 , , I

The constrcction of modern township Stadia at Warri (80% I

competed), Asaba (Phase I completed) and Sapele (about to 1 commence). 1 !

I The on-going construction of (3) Olympic-size swimming pools :. i

.. . i at Asaba, Warri, and Oghara. . . . . I

* ; . . The establishment of one of the best shooting ranges in the: .<. .. . ,

.,? :. , , : ~ - . ,

country with modern state-of -the art rifles. ,. A , 7

*" . ,

. . Projects embarked upon to promote the education of children' ::" - ''

. . .

especially in areas like handicapped children, nursery :. :.

education and leadership training include:- . . . .

. .

The ownership and operation of seventeen (17) Baby units and

nineteen (19) community DayiNursery schools all over the

State.

The on-going construction of a community Day careiNursery

school at Ozoro.

The on-going expansion of the Nursery/Primary school at -. ~-

Asaba. - . . - . i 1. - . . i

."#. .. Commissioning of the school for the handicapped children in. .. .. . ,

Asaba. The school has a total of 26 Deaf and dumb chtldren

who are presently recervrng lectures. , Policy Thrust

Under SEEDS. the Pol~cy thrust of Government in respect of Chtldren and

Youth Development include:

. The sustenance and mnsoltdabon of the State's supremacy in sports

In the country.

tc The further olevebprnent and mintenarw;e of s p n s faalsbes in the

State to foster recreatronal mterest, develop and groom youngsters to

naitonal and internabonal stardom. espmalty as the State is

enooweo ~ r l h a 501 of talenls.

ai To use sports as a means of grwottng 9nr9 sushmng peace arad

unity in the Slate.

iv.

'V .

vi.

vii.

viii.

ix.

X.

. .

To encourage private sector participation and investment in sports as

a profitable venture.

To ensure the system~!lc sxial, economic and political upliftment of

youths through carefully designed programmes with a view to making

them better future citizens and leaders. '

To organize programmes that could help the youths drifl away from

social ills such as cultism, armed robbery and drug abuse etc.

To encourage the youths to acquire the necessary skills, attitudes

and aptitudes such that they can prudently and adequately utilize the

resources and opportunities available to them for their own good and . improvement of the State.

To promote the welfare of the child and initiate actions for

development of the child in line with the provision of the International.

Convention on the righ of the child.

To ensure quality education, high morals. physical and heaithy

development of our children.

Expansion of early childhood care.

1.

ii.

iii.

iv.

v.

VI .

Policy Targets

To establish two (2) Youth Development and skill acquisit~on centers . - - . ,. . ,- . in each senatorial district of the state from 2005 - 2007 % . . . . . I - .. . "

To train 200 youths per year in vocational skills such zs computer, ' ' '"". . "' .. ' . , ' . . . ..

barbing. poultry, piggery etc and empower 100 of them with

equipment worth N85.000.00 each for gainful employment.

To organize workshops for 20 youth leaders and leaders of 50

voiuntary organizabons per year for the planned penod.

To establish nine (9) football academ~es in the state; that is 3 per

senatorial district from 2005-2007.

To complete all on-gorng sp&s facrlifies such as the 10 mi-stadia,

." . . Asaba stadia. L, . ,

. . , U d . " . *

To GonstFuct new sports fawlities such as 2 m4n1-siadia per senatorial ' ., , ..*. .+

dsuicr in he stale from 2005-2007 . , .

vii To equip the already constructed sports facilities in the state such as , ..

the 4 mini-stadia.

viii To train 10 athletes per year from 2005-5007 , .

ix. To sponsor 5 coaches and 4 organizing secretaries per year for In-

service training at the National Institute for Sports, Lagos.

x. To establish 12 baby units (4 per senatorial district) and 9 community

Day carelNursery schools (3 per senatorial district between 2005-

2007)

xi. To construct 3 schools for the handicapped (1 per senatorial district)

from 2005-2007

xii. Compulsory Primary and JSS3 education for all children.

.. Strategies

i. To empower the youths through the Youth Engagement Programme .

ii. expansion and establishment of youth development and skill

acquisition centers.

iii Identification of Corporate bodies and Public spirited individuals

that could help the trained youths with starter equipment or finance

for take off.

iv. Create some form of employment for the youths by using them in

commun~ty activities such as community road maintenance

sdien~es and agnculturai based schemes

vl Increased vocabonal trarnrng and entrepreneual development

programmes for youU~s

vii To reduce youth unemployment and restiveness through collaborative

efforts other agenues

respons~ble for youth development programmes.

4 4 1 To organue :wrkshops for a l youth leaders and leaders of

vo~unIary organ~zakns in the State.

IX To organize spomng achvahes in the 25 Local Government & a s and

sbpen81se Local Government Sports Fwtrvals

xq To organize annual Delta Slate S W Festrval

xii. To participate and host major National Competitions.

xiii. The organization of seminars, workshop and In-service training for

coaches and organizing secretaries and tiaining of Athletes.

xiv. Encouraging Inter-and Intra-Community Sports.

xv. Ensuring that gifted children in different circumstance have access . .

to complete free and compulsory primary education of good . ~ , .

quality. . . .

Xvi To establish special schoolslinstitutions for the handicapped and

Delinquent children

Xvii Commemr?.ra!ion of statutory programmes such as the Day of the

African child, children's day celebration and National children

Festival of Arts and Culture etc.

CHAPTER 14

GENDER IN DEVELOPMENT

Situational Analysis

Since the 1995 UN Women Summit in Bejing, china, the issues of Women

rights and empowerment have occupied a central place in public policy and

government programmes. The restoration of democratic governance in

Nigeria in 1999 gave fresh impetus to legislative and executive initiatives in

respect of the citizenry.

To achieve this objective a Woman Empowerment programme has been: . .

initiated and an apprenticeshiplrehabilitation scheme for female secondary

school dropouts has been put in place. A women skill acquisition center

was established where young female dropouts are taught skills like

catering. fashion design, hair dressing etc. As part of this programme,

Government usually trains women from the various Local Government

Areas of the state in modem skills in soap making, candle and cream

production. polish making. crans such as basket, mat weaving etc.

ACTION PLAN

Training and Capacity Building

i. Skill AcquisitionlTraining for women in Tie 8 Dye. Cake 8 Snacks

Production. Balloon decoration. Soapmaking, hat making. hair

braiding and Weaving etc.

ii. Capacity building for women and men in agricultural - related skills like

vegetable famung. poultry and p~ggery as well as in confedwfiefy.

iil. Tra~n~ng of women in cooperative society forpabun and management

Organizing Public Enlightenment Programmes on Various Gender

Issues . ,.

i. Early detection of Breast Cancer in Women . ii. Causes, effect and prevention of HIVIAIDS for women and girls

iii. Effects of Drug abuse on Women

iv. Sensitization of women and children during commemoration of

statutory programmes such as International Women's Day. Day of African

Child. Children's Day Celebration, National Children Festival of Arts 8

Culture and Day of Eradication of Poverty.

Provision of Grants and Assistance

Empowerment of women , men and the youths through provision of

necessary working materials to enable them establish small business and

achieve self-sustenance.

Policy Thrust . ,

i. Promote the integration of women into the human development agenda,

and achieve their full participation in the socioeconomic and political

development of the nation.

ii. Improve the standard of living and quality of life of the families in Delta

State.

Goals and Objectives

i. Adopt integrated strategies to develop women in Delta State to realize

their Potentials. become self reliant, and empowered to contribute to nation

buiiding.

ii. improve the health status of women

iii. Ensure minimization of gender dlspa~ties and poverty reduction in

Delta Stale

Targets

i. Siilli kwuisi tm Training far 3 3 wornen annuaiiy in Tie 8 Dye. cake and

stacks pmduclron. Bailcon decosabon, smp making. polae9. hal making,

f~sh smoking, etc. and empowerment of 25 with ~ u i ~ n t lor sesS

e~~ipioyrnm! from 200'5 - 2007.

.. 11. Capacity building for 50 men annually in various vocations such as

confectioneries and bread making, poultry and piggery etc.

iii. Development of 3 ResourcelRehabilitation Centers (one per senatorial

district) for Women in the State from 2005-2007.

iv. Construction of vocational studies at Women Development Centre and

procurement of equipment for vocational and management studies: , .

(2005-2007)

v. Sensitization of 100 women annually on breast cancer awareness to

promote longevity among women in the State.

Strategies

1.

ii.

iii.

iv.

v.

vi

vii.

viii.

Create integrated approach to planning,. implementation, financing,

and monitoring of poverty reduction programmes for women and men

Specific initiatives to address women's health needs

Encouragement of the formation of cooperative and thrift groups for

microcredit financing.

Enlightenment and sensitization of women on "Healthful Living"

encompassing deadly diseases such as cancer of the Breast,.

HIVIAIDS. Drug Abuse etc (2005-2007)

Conduct a survey to obtain gender disaggregated base-line data on

poverty incidence.

Sensitize communities on the poverty alleviation programme through

capacity building for the Local Governments.

The adoption of an mter-sectoral approach to poverty akviatjon and

gender issues by establishing a gender desk in key agencies to

achleve integration of crosscutting issues into their enlire spectnrrn

oevelopment in Delta State.

Slrengtnening the Mlnjstry of Women Atfairs Community and Social . ,

Deveiopment Gentefs capacity to monitor and evaluate @ormaw'

in poverty reauction and gender empowerment in the State.

Gender in Agriculture

1) Provide agricultural credit to women when needed and the source of

credit created near area of operation

2 ) Provide and make farm input and services available and at affordable

cost to the rural dwellers.

3) Expand extension services to men and women and encourage young

women as extension agents.

Gender in Education

To ensure that there is no gender gap in enrolment, retention and

completion rate through: . ..

1. Granting of scholarship to children, especially the girl child up

to secondary level.

2. To motivate girls in schools, prizes should be given to the best

female student in primary and secondary schools'

Gender in Economic Policy

In preparing the economic thrust of Gelta State under SEEDS, the following

areas should be considered in respect of gende~-

i. Reflect the different strategies for targeting and measuring the

impact of macroeconomic policies on women, men, youths,:

children, the physically challenged and the poor to guarantee a

mtnimum level of economic security for them.

ii. Review leg~slalron and pokxs reiatrng to Income

establishment e.g property, inherrtance rights. access to aedii

faciltbes based on collateral wh~ch is currently gender

dtsmmtnatd and inhtb~t access to opportunihes to reduce

existrng dispanlres.

rci. Deveiop and provtde gender-drsaggregated data in measlrnng

me inuoence of poverty and refled this in the State macro-

ecwnomjc report and bnef

iv. A suwey in labour shou!d take into account all economic time: ::,' .:':',:, , .N * : .

used by men and women incorporating non-remunerated: :,:1 ;: ,. . t i '1.6 , *. 4 . . .

productive labour so as to ensure parity. . . 1 ,,., .,., . . .'.rj., *, 8 . . . ...

v. Encouragement of more women to participate in unions and , , -

elective position.

vi. Those practices that rely on the exploitation of youths, women . . - " -. ,

and other vulnerable groups for cheap/casual labour should be ... .

reviewed and their implementation ensured.

Chapter 15

SAFETY NETS FOR VULNERABLE GROUPS

Situation Analysis

The growing numbers of destitutes, the mentally ill, the physically. , a

challenged (disabled), ex-lepers, orphans and widows etc pose a serious

challenge to the social responsibility of Government to its citizenry. Thus, in

realization of its role in the provision of social services, especially shelter for

the disadvantaged segment of society, the State Government has

embarked on the following:-

(i). The establishment of Seven (7) leprosoriums in the State. These are

located at Eku, Jeddo, Ayakoromo, Ibrede, Okwagbe, Ute-Enugu and

Aboh Ogwashi-uku. A total of four hundred and fifty nine (459) ex-

lepers are being resettled in these settlements . .

(ii). The approval of eight (8) orphanage homes in the State. Others

being considered for approval are:

(a). G.B.I. orphanage. Adonishaka

(b). Deliverance orphanage, Ozoro

O. Our Saviour orphanage. Umunede

These orphanages will ensure that children who are orphans have a

place where they can be cared for.

(c~i). The establishment of one centre for lhe ddefiy at Asaba. Plans have

reached advanced stage for the eslabllshment of one in each of Ule

three senatonal drswicb.

p ) . Governmen$ has approved four (4) Tradomediml ~sychatnc"

Heai~ng hoaomes at Ogwashl-uku. &bor. Oki-Agbor and Sap* to

.~hrda tvm hundred andl twenty-three (223) destltules and vagrant

lilnallcs have been evawaled out of whcla sxteen (16) have befa

cured.

(v). The establishment of correctional institutions, known as Remand

Homes /Detention centers, where young offenders awaiting trial,

those beyond parental control, care and protection are confined to.

Presently, Government has a Remand ~ o m e at Sapele with a total of

92 inmates. Another Remand Home is under construction at Asaba.

POLICY THRUST

-To promote the cause and we!fare of !hs vulnerab!~ gm8.ips with a

view to stimulating public awareness and responsibilities for this

segment of the society.

-To expand the skill acquisitionlrehabilitation scheme for the'

vulnerable groups.

Goals and obiectives

-To protect and improve on the rights of the vulnerable groups

-To give opportunity to all vulnerable groups who are academically

inclined

-To cater for and reduce the hardship of the unproductive vulnerable

groups.

-To expand the scheme already in the state to provide an

opportunity for vulnerable groups to have means of livelihood . '

-To ensure increase in pre-primary school age and access to ECCE '

-To provide conducive environment for ECCE in all the Local

Government areas in the State

-To prowde conducive school environment for the vulnerable groups

-To elrmrnate drop-out syndrome in prrmauy -cools

-To develop sports skrlls and heathy irvmng.

TARGETS

-EsraDl~sh 300 ECCE centers in some primary sd~mls m the slate

-eslamah wrnrnunlty based ECCD centas in ruraCrervelrme areas

-sdppIy q u p the cenlers with adequate teacla~ng~play matenats and

qu@ment

-Lonstrua~on at least 3 classrwm br each ECCD centers m ea& of

me 3DCl ,lin,nao smod

-Recruit at least 900 teachers for the ECCD centre ie 3 teachers per

centre to supplement what is already on the group , . .

-Provision of libraries and science laboratories in 300 primary schools . .

-Sustain campaign and mobilization through radio/television.

churches/mosques and town carries to ensure that parents send the

children to school

-Organize workshop/seminar for teachers in the core subject areas,

school management seminar for head teachers libraries reading

skills, teachers PTA on HIVIAIDS, life skilVfaulty education for

teacherslpupils based guidance and counselors

STRATEGIES ,

-To provide an opportunity for vulnerable groups to have means of.

livelihood.

-Training and equipping of vulnerable groups to make them self-

reliant.

-To ensure sound and healthy development for children.

-Enacting of enabling law against obnoxious widowhood practices

-To eliminate drop-out syndrome in primary schools

-Provision of scholarship scheme for vulnerable groups.

-Provision of monthly allowance to the vulnerable groups.

CHAPTER 16

BALANCE IN DEVELOPMENT

Development is the goal of public and corporate governance. Sustainable': :

development should be engendered in all facets of life through policies by:

government and private sector operators. Economic growth may not be

synonymous ~ / : h development, as it has been proven that development

may not be achieved even in the face of growing Gross Domestic Product

(GDP). Hence, development requires the critical elements of economic,.

social, and human development. This implies that the index (HDI), which is

a composite index that encapsulates the critical elements of development.

measures development by the extent that it impacts on the well being of the

individual. It is essential to approach development from the various sectors

of life, which are political, economic, social (security. rule of law, education;: . .

health, HIVIAIDS, gender and human rights), and environmental. In Delta; . .

State, interethnic conflicts tend to be exacerbated by ecological problems

such as flooding, erosion, and many difficult to reach communities. These

could constitute threats to the quality of life in the State.

There is also a need for spatial balance in physical development of Ule

State. Waier bodies cut off several productive communities.

Deveiopment is not without adverse effects. The private sector is the

engine for economic development but their activities have spin-off effects

on the environment and therefore on human development. The private

sector shouid therefore have a fows on development in their policies and

programs to complement the role of the Stale in achieving balance in: . . . aevejopment

Tne tollowmg objectives woulcl enhance the attamment of balance in

oeveioprnenr m Delta State:

, . Economic, social and political considerations are given to all projects to .. ,

;. . ensure balance in development , , . . . . . ,

Programming physical planning to ensure equal access to all sections of

the State to host State projects as well as foreign investments

Emphasis on resource allocation towards attaining the millennium ~ . ,

Development Goals ,: ., - . . , . . t . , . .

+ Equal geopolitical 1 gender representation in governance I . .r*. . - . . - *. . ;. . ..

6 , ' . C,

A number of initiatives have been taken to establish the institutions,; -" .,<.. *. - . .,.. , .<.. C .

framework to drive the process of balanced development in the State: - " . c . _ . *- . . . . , . -

These include: ~ .~ . . -. . .. , . ..

Ministry of Lands and Survey

Rural Development Agency . . , .. ~ ,-- ~

Ministry of Women Affairs , .:

. .

Ministry of Youth and Sports

Ministry of Housing

Ministry of Health . . . . Ministry of Education >.

: .,. +. . 'f "? -

Ministry of Agriculture -- . ..-- -. +. w ... 't-. j*.,

Ministry of Commerce and Industry, etc . *. .r. - -*. . <. - The implementation of seeds would be guided by the entrenched values

of justice and equality in the dishbution of development goods and

services in Delta State. This will ensure geopolitical. ethnic and religious ' '

*

balance in development planning during the SEEDS implementation. , .

.. - , . . ,

:), * . . .. . , v . .*.. ,

PART Ill , : . rl...,l.

.: .,,,.; -,., ~. .&&. * ~ , )

GROWING THE PRIVATE SECTOR . s . r u . -. ,. . . 1. I . .... -* ,

. .. . .

CHAPTER 17

INSTITUTIONAL ANALYSIS

Institutions are the drivers and facilitators of the social and political

economy of any State. The quality of institutions determines the pace of

development. Weak institutional capacity has been one of the reasons for

the low level of economic and socio-political development in the country. 4 -

Government m~nistries and agencies that should support the activ~ties of' 3. 2 - - Q- '

both the public and private sector development are ill equ~pped to handle; :: :. : -*. #.. .

the challenges. The Economic Empowerment and Development Strategy ' ' : has the reforming of institutions as its major component.

As with other States in the federation, the Government of Delta State is

made up of the executive arm. the Legislature and the Judiciary. There also

enlist some executive bodies such as the ~udich l Service Commission. the

State Executorial Commission and the state Civil Service Commission

which forms the greater part of the public Service. The State Public Service

is crucial in the ~mplementatron of Government policies and programmes. - , .

In Delta State, the following departments are critical to the implementation - ., of the reform package. They indude:

Office of the Executrve Governor

Mmstrjr of Finance

MmsQ of Eoononzic Planning

The Aoowntant general"^ Office

Irlrmxstry of Jirstdce and The State Jud~mry

Tne House of Assembty

Tne essmm of snstitumid reforms is to &mimote kmspareracy.

accounrabiiity, to cut wastage. and remove bottbenecks to eoonomic and

smal arieioprnant m dtae Sate.

Chapter 18

SECURITY, RULE OF LAW I PROPERTY RIGHTS ISSUE

Situation Analysis , . ;

Security as a National issue has remained a recurring challenge in all State;

of the Federation. Therefore, for the economy of Delta State to regain its

strength, the security of lives and property remains paramount. Although

the control and management of security administration is not yet

decentralized at the national level, the State government has to a great

extent succeeded in the control and management of lives and property in

the State. For instance. the State Government has made tremendous

impact in the reduction of miscreants and armed robberies in the State.

In 2004, the State Government donated vehicles fitted with Modem,.

communication gadgets to the State Police Command. *

Furthermore, the State Government built the present office complex of the:

State Police Headquarters. The State police command relocated its

Headquarters to the new office complex last year.

Policy Thrust

Delta SEEDS is developed to ensure that the level of security of lives and

property is acceptable to majority of the people in the Slate. It is to

encourage and strengthen the institutional and legal frameworks for the

delivery and administration of property acquisition in the State.

Targets

- To ensirre the reductjon of police ratio to citizens from 1:200 to 1:10

by January 2507 - Strengthen the capacity of @ice to prevent and reduce am rate in

&he Slate.

- Elim~nale mtmg in rand aquisiton.

- Leg~siat~on on Lhe need to proled intellectual property in the State to

prcmote economic groltvth by MI 2006. .

Strategies

- Institutional capacity to ease off the issuance of certificate of

occupancy should be provided.

- Increase in the number of police in the State is imperative going by

the number of ethnic groups in the State. - Adequate facilities that can strengthen the capacity of the police like

mobility, firearms, and provision of sufficient and efficient modem::

communication gargets are to be ensured. , .

- Strengthen the fire sewice facilities and manpower capacity by.

providing them with new fire engines to replace outdated one,

training and retraining the staff and recv~iting more young and able

hands.

- By the vigorous pursuit of transparency and accountability in

government.

Performance Indicators

1. Reduce the waiting period for obtaining title documents to land and

other properties.

2. Boost the number of property owners in the State in the next one 1%

years.

3. Reduct~on in the cnrne rate in the State

4. Reduce, to the barest mlntmum the occurrence of fire mwdence in

the State.

Gender in Rule of Law

1. Erad~cate laws which dscnmmate against any sex or foster inequalrty

between sexes. Measures to be taken ~nclude the revtew of all

legslabon to remove d~rect and impkd dtmmmabon agaznst women

and ensure a mgh @ i h l will lo psomo!e equalrty.

2 Promolon a d adoplron of fai-nilrarfty the oonventrDn on the

eimmnatlon of all forms of dismmnatlon against women and enad a

ian on gender equaltty

3 Ensure equal access of men and women to cowlarnk m m s m

..~. .. :. d . . . . r x . + . ,

.", .I". I.: .. i rn r . < ~ . C ( i > R. ' .

4. Strengthening the Judiciary by increased investment in modern :..... -. . z M. r,: . .. . , . . .

technology to assist Judges.

Chapter 19

INFRASTRUCTURE

WATER RESOURCES

Situation Analysis

Water, next to air is a natural resource, abounding both on the surface and

in tne earth. It is a basic necessity for the sustenance of life and its

importance to man cannot be over emphasized. Water supply coverage in

the state appears to be decreasing and deteriorating. One of the reasons

for this deterioration is the enormous social economic rate of development

which supercedes the level of water supply development. Another reason

includes low investment level in operation and maintenance, which is . 9,- -

responsible for frequent break down of the production fac~lities. . *- -. .. . Policy Thrust

~ ~

. . I . , ".. . - *,*. .. . , i.. , -. "

The ~nadequacies outlined above in the state water supply calls for a well %.- - articulated approach towards a systematic development of water supply

schemes over a defined period of time. Specifically, the policy direction of

Government include the foliowing:- "rn......I..S Expand the scope of cooperabon w~th multinalroria~ oil L ,.n,.U...L -

operabng in nvenne areas in the provlslon of water supply.

Increase service coverage for water supply in the state

Ensure good water qualrty stanaards are maintained by water supply

busmesses.

Reform the water supply sector to attarn and marntain Internabonat

accepted standa;ds.

lLlonrtos the performance of the sector and sin~nd poky adjustment

ana development for water sup&.

Estab~lsh ieg~sfatrons for the mimi of water quai~ty and methodology

of operaton of pr~,rrvate/commemal water schemes.

vii) Improve consumer awareness and community involvement as well as

community/Agency relationship in all communities where there is a

scheme.

viii) Develop semi regional schemes in place of individual rural schemes

ix) Ensure affordability and sustainability of potable water supply for

Deltans

TARGETS .-

i) To meet economic target of improving service coverage by 35% in':

December 2005

ii) Extension of service coverage to 50% by the year 2007

iii) Sustain 100% full coverage of water supply for the growing

population beyond year 201 1.

iv) Reduce the rate of water borne diseases by 40% in 2005

v) Reduce the concentration of iron (fe ++) to less than WHO

recommended level of 0.3mgll

vi) Ensure that 35% of the urban dwellers are provided with regular

water supply by December 2005. . . . .

Strategies

i) Maintenancefimprovernent of existing water schemes in the state.

ii) Reactivate and rehabilitate broken down schemes

iii) Operation of rural water schemes in collaboratmn with their host

communities as weli as expansm of cooperation with Governmental

and Non-Governmental ageccies (UNICEF. EU. CHINESE

Government, etc).

34 Cooperaton V& the Oil Cornpanes operatrng in rnrenne

csmmunhes m pro~d~rmg water to theu host comnrbes.

Y) Cmperatmn and lmson with Niger Delia Devebpment Commss3on.

Fweral lJltnslry of Water Resources and their Parastabis. Benin

G w n a RIW Basm Deve~opment Authority etc.

n) 1rarn1-g and retram~ng of technrcal and suppl staff.

. . ,, .. * " . ., -. . a*. ",-"

. .

vii) Extension of existing pipeline distribution network to new residential':

areas in urban and semi-urban areas by December 2005 .

viii) Replace inaccessible and unserviceable dis;ribution pipes by

December 2005.

Action Plan

i) Setting up monitoring team to monitor the status of exis~ing and on-

going schemes on full time basis.

ii) Build SQ-flex solar schemes in Communities with poor national

power supply.

iii) Sensitization of the benefiting communities on the need for.

participation in the area of maintenance of water supply schemes for

sustainability.

iv) lmprov~ng revenue collection system.

v) Provision of adequate logistic support for enhanced operations.

vi) Replace damaged distribution pipes with quality UPVC pipes by

2007.

Performance Indicators

i) Reduction in the outbreak of Cholera and other water borne diseases.

ii) Wide Availab~lity of potable drinking water in every community.

iii) Improved revenue generation

POWER 8 ENERGY

Current Shtus

Electrical Power Supply

One major ooncem of Government in Ule Power and Energy sector is

atigmenitng power supply to all L m s and wallages in Detta State.

Government has been mmtarntngirernfwcing and upgradmg ewsting

scP,ernes and NEPA mstallabns to ensure regular and adequate power

s~pply for lhe much needed rapd soclal eourswllic develqment of the

Stale

Streetlights installation projects in Asaba, Oghara, Sapele and Orogun

were executed at a total cost of N60.3m. Other streetlights projects in

Obior, Owhelogbo, kokori, Afiesere, Ughelli and Orerokpe have been:

approved for execution. Some of the existing installations in Asaba have- >

also been reactivated.

Unsteady Power supply raises cost of doing business in the State as well

as increasing cost of starting new businesses. These are stifling creation of

job opportunities.

In the telecommunication sub-sector, the' challenge of providing

telecommunication and rural telephones service led to the setting up of

telecommunication and rural telephone services in every nook and cranny

of the State. a telecommunication committee to fashion out the modalities

for realizing the objective had been set up. The committee submitted its. ~.

report, which led to the current partnership arrangement between:

Government and an NCC-Licensed private telecom operator, to cover the'

entire State with Telecommunication services.

Delta State is endowed with abundant oil and gas resources. However. the

crude oil produced is mainly and exported to eam revenue for the Nigerian

federation. On the other hand, the natural gas resource is highly under-

utilized as most of it is currently flared while the bulk of what is gathered is

liquefied and exported. Furthermore. the State has not also realized its

potentials in non-fossil fuel (renewabie energy) resources.

As an overall rural development scheme through improved supply of

eleclnciiy in the State. a project named Delta IV was introduced by the

state Government The Delta IV project, stretches from Ughelli to Ozoro..

covering four Local Govemment Areas namety. Isoko North, lsoko South.

Nookwa East and parts of Ndoba West It also stretches from Ughelli to

Eku. covemg Ethiope East. Ethlope L Y e s t Ukwuani and Okpe L o d

Government Areas. Furlhermore. the line also extends from Ughell~llsoko

jilncmn b Bo.madi, covenng the whole o! the fivehe areas of the Slate.

tiohever me Delta Power Staim has aree major f&ss and two of these

feeders have been over stretched, thereby resulting in constant power

failure in these two axes.

Policy Thrust

Against the foregoing background, the Policy thrust of Government under

SEEDS include the following:

-provision of steady and quality electricity power supply to every.. . ,.

community in the State irrespective of constraints.

-Installation of functional streetlights in all major towns and villages in

the State, to bring Government activities closer to the people and to

develop the towns,

-Provision of generator for riverine electrification in view of the

inability of NEPA to provide power from the National grid to the

areas.

-participation in private-public partnership arrangement which

focuses on the provision and expansion of telecommunication

infrastructure services to every community and citizen of the State. . -

-Ensure the strategic and systematic development of natural gas'

and its derivatives for household, commercial and industrial utilization'

for the accelerated socioeconomic and industrial development of the

State as well as increasing Delta State content in the oil and gas

industry.

-Exploring opportunities for the installat@n of mini gas turbines to

generate electricity for remote riverine settlements.

Policy Targets (Electricity Supply)

1. Bulk purchase of transformers.

2. Exlens~wl of electricity power supply to towns and villages that have

no1 been connected to the National grid from 2005 - 2007.

3. Reiniorcemnt of elecincity power supply in areas where inadequate

supply exists

4. iiepiacemeni of burnt transformers of various capadties in all parts of

ihe S:aie trom20Q5 - 2007

.,.... C... To ensure that at least two towns and villages in the three Senatorial' . . -

. . - . ..

Districts of the State are provided with functional streetlights within . . ..

the next three years.

Provision of other sources of power different from the conventional, :". ':' "

NEPA power supply to riverine communities in the State.

TARGETS (Telecommunication).

1. Government will partner with the private sector to ensure that

Telecommunication services are provided to parts of the State with a

spread of at least 40% by August, 2005. . .. 2. Govemment will engage in the establishment of some community~

tele-centers in rural communities so as to facilitate the spread of!

information technology and services by 30% in November, 2006.

3. Govemment will ensure that Zonal oftices and parastatals of

Ministries are linked by way of HFNHF radio communication systems

in order to facilitate easy flow of information to and from the

headquarters by 60% in December 2005.

TARGETS (ENERGY 8 GAS).

1. Harnessing methanol. LPG, Ammonia, heat from the currently tared

gas in the State by 50% in 2006;

2. Development and exploration of alternativelrenewable energy

resources by 30% in 2005; , . 3. Parhering with foreign and local investors in the development of

energy infras~ctural projects by 40% in 2005.

Strategies

Electricity Power Supply

-Bulk purchase of various capacities of transformers and feeder

prliars direct from manufacturers to ensure their quality for steady

and qlrajrty power supply in the State. Sustained routine inspection

arau monitor~ng of all eleMcity projects by the Government Electrical

E2grneers.

Electrical Engineering Services

-Bulk purchase of basiclsoundproof Generators.

-Participation of local contractors , ' , Y , , 6. , 1

. ,,, s. . . .

-The use of local content in terms of installation materials to reduce :::,. :.:,

cost of projects.

Telecommunication.

-Establishment of 2 nos. Remote Telecom Switching Stations at

Ughelli and Kwale for even coverage of the telecom services by

December. 2005.

-Establishment of pilot community Tele-center at Asaba by 2005.

-Installation of 2 nos. HFNHF radio mnmunication systems at the

field offices of Ministry of Power and Energy at Oghara and Warri by, - November. 2005.

Energy (Oil 8 Gas) . . .

-Provision of an investment framework for harnessing by-products

from natural gas by June. 2005.

-Development of renewable energy projects beginning with a pilot - -. . solar village project by September, 2005..

-Deveiopment of Energy Park scheme by January. 2006.

-Establishment of Delta Methanol Company and facilitating

commitment to an rnvestment decision on the constructmn of

methanol plant by a consortrum of foreign investors and the State = .a". *

Government by June, 2005. . .

Rural Development a. r - i

, " .-*Y. ". . ->".. ." ..

-Establishment of 132f33kv transmission line along existing Ddta RI ': .. .

power line

-Esmol~slPment of 132/33kY transnuswn hne from Obos to lbusa

Exw

Activities

Electricity Power Supply

1. Detailed technical su~ey/jnspection of needy communities in Delta

State; . , - . , - , . , * ,

2. Design of surveyed projects to specifications and standards: .. -,., .I- n- +. . , . . '.I-.. .?. 2 -

3. Preparation of Bill of Engineering Measurement and Evaluation e!i8- s..3- . 1- b. ... . . . :. W1. b. r

(BEME); .. *.I , L I . I . . . .,- * . ..

4. Preparation of memos and minu!es for the projects approval;

5. Evaluation of proposals

6. Routine supervision and monitoring of ongoing projects;

7. Liaise with the Federal Ministry of Power and Steel and NEPA for the

commissioning of completed projects.

Telecommunications.

1 - Conclude all negotiations for the establishment of Telecom , .. .

services to Delta State in June 2005. . , ,. : ~. .: - . . . - Establishment of 2 No. Remote switching stations at Ughelli,, -;- - e.v .. -

- -.-. . and kwale by December, 2005. .. &.- a*.,. . _-. *_ .. .. . . - Test running of all installations and assessment of coverage

areas of s~gnals from the transm~ssion stahn by January - 2006.

2. Community Tele-Centers:

- Undertake feasibility study including Equipment type. market

survey. sustainability strategy and cost analysis by September

- Commencement of the rnfrastnrctural development of the . - ",. -

comrnun~ty TekGenter by December. 2005. -,. .

accessones and aoqurwtmn of frequency for the BeM ofices in

Og hara and Wan by August 2005.

- Construction of Mast and installation of cornrnunication

accessories at the Headquarters of the Ministry of Power and

Energy, Asaba by November, 2005.

Rural Development

1. From Ughelli to Ozoro: With the establishment of 132133kv

transmission line from Ughelli to Ozoro, to take the electricity load of

lsoko North, lsoko South, Ndokwa East and part of Ndokwa West

LGAs, With these, shortage of power supply in the ahove areas will. - be a thing of the past. ,.

2. Ughelli to Eku: With the establishment of 132kv transmission line:

from Ughelli to Eku and establishment of 132133kv injection

substation to take the electricity load of Ethiope East, Ethiope West,

Okpe and Ukwuani LGAs, these will definitely put an end to power

shortage in these areas.

3. Tee off at Ughelli/lsoko junction to Bomadi with the establishment of

13U33kv transmission line from Ughelli/lsoko junction to Bomadi and

installation of 132 injection substation to take the electricity load of

the nverine areas. -. ./-

*I?

4. Establishment of 132kv transmission and installation of 132/33kvI ,*. .,.., t ,.

injection substation at lbusa to take the electricity load of Oshimili. .I;. .*.. . . North, Oshimili South. Aniocha North. Aniocha South, Ika North East

and lka South. These also put an end to erratic paver supply to the

above-ntentioned areas.

Chapter 20

SECTORAL STRATEGIES I GROWTH DRIVERS

Agriculture and Food Security

Policy Thrust

Under ?he SEEDS programme, government will promote the full utilization

of the agricultural potentials of the State through direct assistance to

farmers in the provision of appropriate incentives and infrastructural support

and the provision of conducive environment for private sector investment in

agriculture. The estimated 3 million population of Delta State provides a

ready market for the agricultural products of the state. specifically,,:

Government will fulfill its mandate of facilitating the production of sufficient;

food for the teeming population of the state through direct assistance to

farmers in the areas of agricultural mechanization, provision of improved

and high yielding planting materials and broodstock, other agricultural

inputs. loan in cash and kind, fisheries and livestock inputs etc. Other

services to be provided include extension services, veterinary services and

produce inspection services. Specifically, government will undertake the

following:-

(i) reactivate the cultivation of traditional cash and food crops in

the State. ..

(ii) full utilization of the abundant land, water and human

resources wiih improved productive capabilities;

(iii) remove bottdenecks to increased productivity through

appropriate incentive measures such as opening easy access

to a subsidized agricultural rnechanizatron programme for

farmers;

of pootaole water and enhancement in heir imwme genefabtg..

capacities by measures that will add value to primary farm

products through agro-processing;

(vi) Partner with the private sector to develop value-added ' .. : . . .~ -. . , . , .: . . processing of cassava into exportable commodities; . . . '... , . .

" " . ?..". .*, '. . (vii) Establish cassava pilot farms and engage in extensive:: .,..,,.

. . k . . .r. . . extension services to encourage and expand small holder' 2: 2: ::' .. cassava farmers. -

(viii) increase local utilization of raw materials for agro-based

industries; . .-. .. (ix) create employment opportunities for h e teemlng youths so as

to stem the tide of rural-urban migration and;

(x) create an enabling environment for the overall socio-economic . . ,.

development of rural areas. . .. ...

Policy Targets - A .

.a- .: . .%. . .

(i) increase volume of agricultural products by 20% in 2005. 30%: 2.. . = - - , # +a: w....

in 2006 and 50% in 2007; : li" " . i .. 1I1. i n + ~. *". m. .

(ii) increase the hectarages of cash and food crops production by ~ : . - . .

(~ii) raise the level of processed agricultural products by 40% in the . -

year 2007;

(IV) reduce proportton of losses in agri&tural produce by 50% in

(v) Increase the land area under cultivation in the state by 50% in

the year 2007; - .:. - .

(vi) ancrease the land area under mechanizahon by 50% in the. .. .- a , t . .

mcrease the n u m k of agm based rndustrres by '10% in 2007

~nrough prowson of Wucave polrcy envrronment for private

(XII) nuease Hoe quanlrty and quaidy of plantang materials and

brim slock by 50% an Z(307 lor sale a1 a rmsoraabh subsjddy t~

farmers to increase their agricultural production by 50% in the

year 2007.

Strategies

The strategies to be adopted are as follows:-

(i) Farm Land Development - A special farm land development

programme will be embarked upon to open up high forest

lands and bring them under mechanization for increased food

crop production.

(ii) Reactivation of the existing farm settlements and three- , .

communal farms and establishment of 22 more communal.

farms in the Local Government Areas where there are no

communal farms.

(iii) Assisting the private sector to establish agro-processing

factories to produce value-added products such as palm oil.

vegetable oil, cassava chips, pellets, starch and flour,

pineapple juice, citrus juice, tomato puree etc.

(iv) Facilitating and providing enabling environment for community

and co-operative farming. ..

(v) Establishment and equipping of Tractor Hire Agency to bnng

farm mechanizatron to the grassroots at a subsrdized rate.

(vi) Direct assistance to farmers through provison of plantrng

materials, brood stocks, agro-chenucals, fertilizers and other

farm inputs at a subsidy for crop farming, Inrestock and fishery

produdon as well as soft loans to farmen, a g m - o r m s .

iabncatm etc.

(dj Estaoilshment of Delta Stale Agnculmral DeveJoprnent Fund

(DADF) m Mae year 2005 t~ provtde appropriate msQtubonal

and devebpmental suppwt in all facets of a g m i t ~ d

extension senrdces. agnculhrral cru?drt at jaw tnterest rates.

velennary servdces, acps and hvesbck prd-s, ma&&.

oewopmeni. agrostatilsOlcs and data mnagemml b mhanoe

sustainable development of agriculture and boost local food. . .

... production. , . -

(viii) Encourage private sector involvement in agriculture in the

state.

(ix) lnfrastructural development of rural farming communities and

assisting the rural populace to develop micro enterprises.

Action Plan

Project I: Live and Own A Farm Programme (LOAF)

The programmes to be implemented are divided into modules. Altogether,

there are 24 modules which cut across all aspects of agricultural and rural

development. Thev are as follows:-

Module 1:

Module 2:

Module 3:

Module 4:

Module 5:

Module 6:

Module 7:

Module 8:

Baseline Survey and Needs Assessment of' . .

FarmersIFarmer's Co-operative Societies and

Organizations

Mobilization of farmers to form Co-operative Societies

Mobilization of new entrants into Farming

Mobilization of Students in- Primary, Secondary and

Tertiary Institutions to form Young Farmers Clubs (YFC)

Reactivation of the three Farm Settlements located at

Mbiri. Utagba-Uno and Okunigho

Reactivation of the 3 Existing Communal Farms and

Establishment of 22 new communal Farms , .

Community Farming Programme

Agricultural Mechanization

Mooule 10: Tree Crop ProduWn

Mooule 1 1 : Lwestock Proalucbon

Moaule 32: Velerrnary Senruces

Moaule 13: Estaobshment of Grazmg Rwwes and Crsw1ahPrs.

o 4 Fisherues Productron

MoouJe IS. Hgro-processmg and stow

liiloode 16. Agr~cultural Produce, Markeiing and inspecton ~~~

Action Plan (Resource Allocation & Responsibilities) . . "

0) Establish 5 SMEs in different life endeavours in each LGA-

Jan - Dec., 2005

(ii) Create industrial clusters for SMEs in every Local

Government Headquarters, Jan. 2005 - Dec. 2006.

(iii) Establish 3 skill Acquisition centres in the 3 senatorial

districts Jan. 2005 - Dec. 2006.

PART IV

REFORMING GOVERNMENT AND ITS INSTITUTIONS

.As with other States in the Federation, the government of Delta state'

is made up of the executrve arm, the legislature and the judiciary. There.

also exist some executive bodies such as the judicial service Commission,

the State Electoral Commission and the State Civil Service Commission

which form the main part of the Pubic service. The State Public service is

crucial in the implementation of government policies and programmes.

. .

. , . , .... +, : , - ?. .,.

* ... Is , # - . . .,.. -. 1:

b 6*- e r r . ir. r. * . .." " .

, . .

CHAPTER 21

RATIONALE FOR REFORM OF GOVERNMENT AND GOVERNANCE

As stated earlier, the existence of the Public Service in the State is to

advise government and undertake the implementation of development

goals set by government. At inception of the civilian administration in 1999,

it inherited a public service that was compact in size, and demoralized due::

to low income in terms of salaries and wages. Training and retraining, a:

pre-requisite for improved performance at work was nearly absent. Having

identified on its development priorities, this administration was in a hurry to

deliver on its electoral promises to citizens. But to achieve this, it needed

to overcome identified obstacles in low staff morale. As an important tool

required to partner with, Government then decided to increase the

minimum wage of workers from then existing 813, 000 per month, to 813,

500 per month in 1999. Shortly thereafter, when the Federal Government

increased the national minimum wage to P17.500, the government of Delta

State was the first State to follow suit.

There were other incentives introduced to boost the interest of workers in'

their work places. The car loans to workers suspended since 1984 was re-

introduced with loans of between PJ100. 000 to N500. 000 now being

enjoyed by the workers. Housing loan of up to 812. 500.000 can now be

extended to a worker who meets the modalities to build their own houses.

When it came on board in 1999. the administration inherited 9 ministries.

This number rose to 21 in 2003. Part of the rason for this increase was

h e need to m e t up ~ 4 t h rmeaslng challenges of development faced by

me acm~nlstrafilon. For ~nstarce, in 1999, the total budget for Delta State

~vas P.i 6 4 bdi~on. Th~s was fevised upward to the sum oi N 8.5 b~lllllon in the

same year in me ;following year 2WO. the total budget i.e. both rwxlrrent

ixpsnoillrres and cap~tal expend11ure.s anweas& to M. 009,000,000, an

increase of more than 290 per mnL In the year 2005, Lhe tolal budget rose

l o 843 15 mton ham. The admniWalron, in addltion appo~nteol many

S;jr&a~ Aodisers. Senlor Speaai Assstants and Personal Assistants.

.<

The Challenge of Governance . , z

At its creation in 1991 Delta State was made up of 15 Local Government

Areas. but this number was increased to 25 in 1996. With about five major

ethnic groups namely Urhobo, Ibo, Itsekiri, lsoko and ljaw, the State is

described as mini Nigeria.

The major challenge to the administration howe;er has been the re-curring

ethnic crises involving the Urhobos, the ltsekiris and the ljaws that inhsbit

Warri, and its environs. As if by coincidence, this crisis which had been

gathering itself over the past few years escalated with killings and ... destruction of properties in some parts of Wam and environs on the same

day that the Governor was being sworn into office at the State Capital.

Asaba and continued as the new administration was trying to find its feet. '

It subsequently spread from the Wam metropolis into the creeks, rivulets

and the sea. Many villages have been bumt down and untold number of

people killed. The oil companies have not been spared as occasionally

their workers were kidnapped and killed in the cross fires. Their properties

have also been vandalized. Consequently, many business have closed

down or relocated resulting in the near collapse of Commerce and industcy

in the oil city of Wam.

Initial reaction to the crisis by the administratton was to relocate from

Ogidigben to Ogbe-ljoh, the headquarters of Wam South-West Local

Government Area. When the crisis continued, it then became obvious that:

the anarch~sts had no agenda but were mere criminals hence government

had lo estadisb a joint mititary, police, security oust codenamed

-Operation Restore Hope". This arrangement had brought peace to the

cqlon. Howewr. government is not retying on mght but also pursurng

parj-passu h e course of d~alogue. Towards this end. il has established

UrhuboArsekicin anal i~aw:itSi?kiri Joint Peace Cannuttees to manacp &e

Deace aiready reo~raed and to monitor the flash-pombs of wsis oonstantiy

ur. *. . . -*. ... ., ... -. .

.:; Development Committees for the three major ethnic groups in Warri, whick .,

. . it hopes would assuage the feeling of marginalization among them. . ,.

. . ... ,,~.

IT- -....

CHAPTER 22

PUBLIC SECTOR REFORMS

Background

The Public Service of Delta State was inherited from the defunct Bendel

State. It is fashioned along the line of what was bequeathed to Nigeria by:

the British colonial masters. Since Delta State was created in 1991, a'

number of reforms had been embarked upon from within including that of

1995 initiated by the Federal Government whose highlight was the reversal

of the professionalization of the public service, the hallmark of the structural

Adjustment Programme (SAP).

SEEDS as an Instrument of Public Sector Reform

The goals of Delta SEEDS are predicated on the following goals namely:

+ Poverty Reduction

+ Employment Generation

Wealth Creation

Achieving lhe Millennium Development Goals (MDGS) , .

The SEEDS is the state developmental strategy formulated to address the'

cwrent challenges of development. To be able to meet up with the

challenges of charting the new course of development, the public service

must reform itself along with other sectors of the economy.

Several factors underline the need of the state to refom ils pubiic sziuice.

These mciude the changing role of the public sector as the sole provider of

employment to a new role of just creatmg a conducive environment for the

pnvate sector to create weaith and job; the need to run a kan and efficient

government with h~gh value for money spent; the htgh expectatrons of

m z m s m respect of provrsm of services for improved stzodarcd of irvang.

ine efiecl of mix-io~ogical change and coming of e-government and'

nueased focus on growUl and development, in addrtron to rnterest of

Suggested Areas of Intervention , ..

To be able to stand up to the demands of development posed by the

factors enumerated above, self-induced reform is most appropriate.

Presently in the Ministries of Finance and Economic Planning, for instance,

the challenge of technological change is being taken comprehensively with

the introduction of the project e-delta running on the SAP solution to handle

its business processes. Also, effort is being made to reform the pension

system. The newly passed pension Reform Act of the Federal Government

would be helpful in any new pension proposal. In summary, the following

should form the thrust of a broad agenda of public service reform in ~elta; . .

State, namely:-

* Structural determination of ministries and extra-ministerial'

departments along professional lines.

Placing a ceiling on the number of departments which should

not be more than eight;

Training and continuous re-training'of workers, to address the

huge capacity-wide service gaps;

Personnel and payroll cleaning to reduce the -ghost workers

syndrome;

Review the reward and promtion system to encourage brilliant . .

heads to be attracted to and promoted in the system;

Review the current work processes to remove bureaucratic:

bottle-necks, reduce paper wok, and tie responsibility to

accountability and each officer to be held liable for his

oontnbubn to corporate damages;

Design more pragmatic methods to promde work security to

worken to enable Ulem dtscharge their duhes without tear or

favour;

It shodd D e noled Lbal the challenges of reform in the Publac Sewice as

e x p e a are enormous. But 15 we accept the fact that the present day sewm

Lannol meel wtla Lhe demands of development m the 21* century w h d

r e q ~ i r e s a 5eek and m o ~ k workforce then We must not postpone Lhe evilb

; V . .. ..*, ". . ,

" I . --. , ..,<a. w .... . -. -. :

* C . , * # . , ,

.*. ..

Module 17. Loans to small scale FarmerslFisherrnen and Credit

Guarantee Fund Scheme

Module 18: Agricultural Extension Sewices . .

Module 19: Manpower Development and Training . .

Module 20: Self Employment for Youths (SEFY)

Module 21: Homestead FarminglFisheries

Module 22: lnfrastructural Development of the Rural Communities

Module 23: Monitoring, Evaluation and Impact Assessment

Module 24: Pub!icity

Project 2: National Special Programme for Food Security (NSPFS)

Project 3: Presidential Initiative on Cassava: lncreased Cassava

Production, Processing and Export

Project4: Increased Production, Processing and Export of Rice

Presidential: Initiative on Rice

Project 5: Increased Vegetable Oil Production, Processing and Exportri.

Presidential Initiative on Vegetable Oil Production

Project 6: Maize Production Programme

Project 7: Tomato Production Programme

Project 8: Plantain Production Programme

Project 9: Pineapple Production Programme . Project 10: Oil Palm Seedling Production Programme (Nursery

Deveiopmnt)

Project 11 Rubber Seedling Production and Plantation Development

Programme

Project 12: h a Seedliog Production and Plantation ~evelopment

Program

Project 13: Cornnut Seedling Productcon and PIantation Devedopment

Programme

Rqecl 14: Cashew Seedling Produdion and Piantabon Devefopment

Programme

P:qect 1% Cohee Seeding Pmauam and Pbntatton Development

Prqramnae

Project 16: Delta State subsidized Fertilizer Programme.

Project 17: Agricultural Input Procurement and Distribution Programme.

Project 18 increased Poultry Production, Presidential initiatives on

Livestock Production. . .

Project 19: Increased Pork Production - Presidential Initiative on Livestock

Production . . ... . ...

+ Project 20: lncreased Monogastrics, Small Ruminants and Micro-livestock; ,..

;7a . - .(*.. Production s %-,

. ; ,*' Project: 21: Aquaculture Development .w.? . .. .

Project: 22: Integrated Agriculture Development

PROJECT 23: Veterinary Public Health

PROJECT 24: Veterinary Clinics

PROJECT 25: Laboratory Diagnosis of Animal Diseases

Project 26: Establishment of Grazing - Reserves in Delta State.

Project 27: Agricultural Marketing Support Services1 Commodity Export ;, and Export Promotion Villages.

. . Project 28: On-FarmlRural Storage Project ,-.

.. .*... ,. .r* Project 29: Rural Enterprises Development I* & . ' .- Project 30: Rural Access and Mobility

. . ! 4 * r . ..,,. , ....

Project 31: Rural Water Supply and Sanitation

Project 32: Establishment of Soil Climate Analysis Nebork Centres. Crop

Protecbon Laboratories and Community Based lntegrated land

Management for Sustamable Food Productton.

Project 33: Establishment of Delta State College of Agriculture

Project 34: Rural Energy

.. ).. *. - 1 : .., I . . , ,,.. SME DEVELOPMENT

, ... .f. : . . t ,

I . , < I . *< . . .

SMALL AND MEDIUM ENTERPRISES ISMEs) DEVELOPMENT

Introduction

Prior to the 1970s. the vrew that large firms were the cornerstone of modern =.

economy dominated economic literature. The theory of economy of scale , : ., which is predicated on the advantages of large scale operations was almost

a doctrine. In this context. SMEs were seen as belonging to the past, out-

dated and a sign of technological backwardness. Lately, however, the view

has changed, as the importance of SMEs in promoting industrialization and . .* , -.,.

economic growth has been recognized globally. The experience of many ,-.. ,*r- nr.. . . "" "

countries indicates that SMEs can meaningfully contribute to the attainment? .:. . *.. . : d... ,,. ... *..

of many economic development objectives. . ,.< a,.: ,.. .: . - . .* , .

The problem of unemployment and underemployment especially among

our youths and the attendant poverty among our people in general, '

especially the rural dwellers, remains a big challenge despite govemmenrs - -

efforts.

Micro enterprises (SMEs) development and sustenance naturally form Ule

backbone of any effort or policy aimed at poverty eradication, job creation

and sustainable livelihood.

These routes must essenhally involve a transformation from the current .- .- - . r ru

syndrome of dependence of our people on government to self dependence - r, .. .,. . S". -* *

and from a mono-sectoral economy to a multi-sectoral one which is =.. .. I .",. -1 . . - - .

diversified. The capabil~ty and potenbality of Small and Med~um Enterprises

(SMEs) in employment and value - creation apart from their economy - wrde confrtbubns make them relevant in both matured and developed

Policy Thrust

The Geita Stale Government has an open h i andushaluatron p o k y

afslgnea to attract both foregn and indtgenous private investors to west in

:r,ajor poky S P ~ ? of Delta State Government is to boost m o l u s ~ . .. *- * *,

production in order to strike a balance between agricultural development

and industrial growth. . . . .

The policy is aimed at:- .... .~ , , . . i ~

, , .$? ?. . ,

divesting itself from direct investment through privatization and,: ,:;, , ,";-;: . .;

promoting the expansion of Small and Medium ~nterprises;

developments;

attracting foreign industrialists to invest in industries which will

make use of local raw materials, employing indigenous labour

and providing opportunities for them to acquire technical skill

and managerial experience;

raising the volume of employment and generally raising the

living standard of the people;

creating a favourable climate for indigenous and foreign

investors (e.g. tax policy, tariffs, capital allowance etc.); . .

providing suitable infrastnrctural facilities that will induce. . .

investors to establish in the State; . .

encouraging the processing of local agricultiral products with a

view to adding value; and

dispersal of industries in the State.

Goals and Obiectives

0) To raise the volume of generated employment in the Slate.

(ii) To mobilize and motivate Ute private sector Small Scale

Industnallsts through the provision of guaranteed credit .- 7

,:. - facilities. ,.. - ,

. . . ., . .. . . .*., - .

(iii) To provide entrepreneurship development and vocational - . * . , .. -, . training programmes for youth and adults alike. ..* - *, .

,,,-. *..". .*

To carryout survey o! SMEs in the State (Directory) w (4 To idenllfy and appraise vrabie SMEs in the State for

asststance - i4 To carry ow: raw rnatenal resource suwey of the Stale

(vii) To provide motor vehicle and motor cycle loans to facilitate

movement of persons, goods and services within and outside

the State.

Policy Targets

(i) Increased volume of industrial products by 5%

(ii) Raise the level of processed agricultural products by adding.

value; 5% . , ..- ~,.

(iii) Generate employment opportunities for 2,500 Deltans at 'least: .. 100 in each LGA

(iv) Provide enabling I conducive environment for SMEs; Industrial

Estate in each LGA headquarters (25 lndustrial estates)

( 4 Provide capacity building for SMEs practitioners; 3 skill

Acquisition centers in the 3 senatorial districts

(vi) Raise the socio-economic well being of our people; multiplier

effect.

(vii) Open up rural communities by locating small scale industries

(viii) Provide fiscal incentives to SME practitioner (loans to 10 SMEs.; .- per LGA). . .

. . (ix) Provision of extension se~ices.

Strategies

0) Establish investment Promotion council

(ii) Provide industrial estates or clusters in every Local

Government headquarters

(iii) Facilitate and provide skill Acquisition centres in every Local

Government headquarters.

(i4 Suengtnening the role of SMEs by providing soit bans to them

(70 SMEs in each LGA).

PI Enmuraging Private Sector, research 8 devebpment and

capacity bujldmg.

day. For example, one report published on some pilot ministries in the . , : ~ . ~ .

. . Federal Public Service shows that "of an aging service, composed of :;. : ,, . . . : , .

predominantly unskilled force, slow to embrace modern management . . :IL i r . ;. .,. . . . ,. . . . i w , . . i ,.,:

methods and practices to re-enforce itself. A service that is largely rule-- w3, -*. n r - . . j . f.. , , .- I . . . &,I. .*, . ;

driven and in a line radically-based system which stifles creativity a n d * - . I . <". .* . . . . , . ,

individual accountability." . . .. . . . . .

The above scenario may not differ from the public service of Delta State. ,

No study is yet conducted on the character and structure of it except for an :. ,

on-going study of the manpower profile of the public being carried out by

the State Manpower Committee.

Above all, the challenge to appreciate in the larger context the need for

initiating reforms, and the ability to follow through with adequate resources

and the necessary political will, determines whether it succeeds or not. .'

Reform should focus on . . . . ..

(i). Reward system that recognizes individual exceptional!

performance.

(ii). Discipline on individual incompetence and misdemeanours.

(iii). Greater flexibility in hiring and firing within the work force.

CHAPTER 23

PRlVATlSATlON OF PUBLIC ENTERPRISES

Situational Analysis

Over the years, it was discovered that many (and indeed) all State owned' . ..

enterprises did not meet the objectives for which they were set up. he: situation was such that these enterprises continued to gulp money without:

really giving back commensurate returns. The extent of their contribution

was better appreciated especially when they were bench marked against

private sector companies which did not have the benefit of Government

support or any thing near the financial leverage.they enjoyed. lnspite of all

these, their performance compared to the private sector companies was

dismal.

Based on this realization and the need to enhance the operational

efficiency and instill discipline in the running of State owned enterprises as . . .

well as enterprises, the Delta State Government decided to implement . a; ,

commercialization I privatization Programme for State owned enterprises. . Policy Thrust

The policy thrust of the commercialization I privatization Programme is such

that some enterprises were earmarked for either partial or full

commercialization while others were earmarked for full privatization. The

companies marked for either partial or full commercialization and

their lines of business is as follows:

1. Della Pnnt~ng and Publshfng Company: D~ssemnatmng miormatron

by operatmg pnntmg press a d pnntmg, publ~shmg anU selling

newspapers. pemdicais. bmdsheet as well as advertsement

2 Data State U d n Water Board: Is charged with the resgmshlrty of

proouctng and aerivenng potable water to utnzens of the State,

reslins and faboralwy sew~ces as well as seglstratmn and aeglnlatron

of private v~~alers bore hole operators m tbe Slate.

Delta State Health Management Board: Its major responsibility is to.

administer, control and manage all hospitals established, mamtained

or controlled by the State.

Delta Development And Property Authority: The principal activities

include acqu~ring, disposing and provision of land and housing

schemes, providing houses, operating mortgage loan schemes and

management of other property.

Delta Broadcasting Service: It is the broadcasting arm of the State

Government. This is done through radio and television programmes.

The companies marked for partial or full privatization and line of:

business are: . . . .

1. Delta Hotel Board: its major activities are the hospitality services.

2. Bendel Glass Company Limited: its main activity is the production of

sheet glass.

3. Bendel Steel Structures Limited: The Company produces steel

structures using angle iron beams and flat sheets.

4. Delta Transport Services Limited: As the name implies, the company

is basically into commercial land transportation.

5. African Timber and Plywood Company Sapele.

In order to actualize the objective of commercialization 1 privatization, the:

Delta State Government created the Delta State Committee on privatization.

and cjommercialization to ensure that the designated enterprises are

successfully privaked and commercialized in a transparent and equitable

manner.

Goals and Objectives

Essenbally the overall goal and cbjectnre of the mrnmerclalization B

privatizalton programme is to ensum that State owned enterprises an?

effxdently and effectively operated to justify the investment in them.

Specrficaily. me bmad goals and o@xlkes of the privatmtion programme

are as iojlarvs:

- oelernmng the status of the State owned enteqmes.

i I6

- considering measures to make the State owned enterprises actualize

the objectives of commercialization I privatization, - Appointing professional parties to work on the enterprises as a,:

! , .t

. . prelude to preparing them for either commercialization or;

privatization.

- Determining the option to adopt to achieve the desired objective.

- Advising the government on the best approach to adopt and

successful correction of the exercise for the benefit of the State

Government and the citizens of the State.

Targets , ,

The target is to ensure that within a time frame of 36 - 40 months. the

privatization programme would have been successfully completed. It would

involve approval of privatization/commercialization blueprint, appointment- . of technical advisers. interim reports on enterprises slated' for'

privatization/wmmercialization, adoption of privatizationlcommercialization

production of information memorandum, sales process inclusive of

investorlmanager. due diligence presentation of acquisition/management

bids and closure. In achieving the above targets. the following issues are

pertinent:-

What to privatize and I or commercialize

How to privatize

Private sale? (Open competitive bidding / selective bidding?)

Public offer?

What to sell and to whom

Investor?

General public?

Combination of both?

Transacbon tows Restructure (i~rmted or wmprehensrve) then selS?

Sell as at is?

Commercialization options

Private Vs Public contract management?

Lease Vs concession management?

Phased subventionlsubsidy withdrawal etc

Comprehensive skills requirement to implement the programme ,, -. - ,!L. .!. 6

Detailed implementation cost implication . .,<.. ..,. .,. ,. . . . . : ..,. *'

Strategies : ,>,.: *. .. . .*". U i ; s *. .*,a

Generally speaking, the privatization strategy is broadly divided into two. l-., . ... . . ,+ * - . .

phases viz: , .., .. .. ,

~, -: . Phase 1: Development of privatizationlcommercialization frame works (i.e. .. . . =

blue print) . ..% .

Phase 2: Privatization (commercialization structuring and sales

preparation).

Specifically, developing the framework I blue pnnt involves a status review . . include prelaundering and scoping exercise of the earmarked enterprises. '

The scope of the review will cover the following areas: - - Industry and market review

- Operational review

- Legal and regulating review

- Financial review

- Fixed asset and technical review

Conwrrently the following issues were also given attention

(i) Compellrng the enterprises to supply information wherever required

(ii) Updating the laws setttng up some of the enterprises

( r ~ i ) Updabng ti&? document on landed pmpehes of the enterprises

liv) Oefrnlng the role of the supe~ising rninistiies .* - . . ,. i.,. y

(v) Ascenainmg the pemnnel liabilities of the enterprises .. .* e , ,

. d* X *".. *. .. i i ) Lwiriyrng debt profile and determine modalilies for deveiopment . - ,a '"- 1P ' .

*:-. - . .

. ".. 7 ~:

CHAPTER 24

TRANSPARENCYINPROCUREMENT .. .. .

. . - . . .. .

Situation Analysis ,

It is said that much of government resources are spent on procurement of

goods and services. This is imperative, as government must meet the

needs of the citizens.

Procurement in governments may be in the area of construction of new

roads, building new health centers, schools or office equipment for the":

workforce. Every year, the State government budgets so much money to:

acquire new assets or to maintain existing stock.

Before this administration came into office, the process of procurement

entailed the presentation of proposal for the execution of Capital project by

an implementing agency by making application to the Govemor for

consideration and approval. When this is done, the contract is awarded.

services delivered. and payment made. The State Government through the

Ministry of Economic Planning monitors budget implementation. There are

authorization limits ior procurement for different levels of authorities. There

are the State tenders board, the Ministerial tenders board and approval for

procurement that could be authorized by executive Heads of agencies. "

Policy Thrust . -

The policy thrust of this administration is to encourage transparency in the

proacrewt process. The goal is to ensure that h e people receive value

for money that is spent on prowrment in other order to improve the .

staradad of living.

Targets

The i~ii~pwing are ihe targets of the adnmistrabon in p~~mrement policy.

namely: . ..

. . To encourage compebtiveness and to impmare quality of -- . .

dl ,I senme and purchases, . *,,... W'

To reduce Waste and oorrugPti~n, . " W*" - .,.'." ..

4

Strategies 4

To ahgn government finances with budget.

To eliminate bottlenecks in budget implementation.

Setting up of the Economic Intelligence Unit (EIU) to vet all.:

spending proposals,

Monthly monitoring of projects

Monthly cash budget meeting to scrutinize payments;

Promotion of standard price list as a guide to all ministries in

purchases;

Increasing the approval limits of State Tenders Board,

Ministerial Tenders Board and Executive Council to enhance

.I-"# m-.,, ,,-. . .. , . . * l ' U.. .' */..*. *,: ... .*~.. *,

. . . .. . . flexibility, . . . _ _ . . .

.- * . . . .

Advertisement of proposals for major contracts in the dailies. : : 2. : : . Vl j . n

CHAPTER 25

REFORM OF THE BUDGET AND PLANNING PROCESS, SERVICE

DELIVERY AND EXPENDITURE REFORMS ..

,- - .- .. Policy Thrust

' rt*. *a , Budgetary reforms are at the heart of the on-going State economic reforms. . .,.. - *. . ..>

The overall policy thrust of the State is to make the budgeting and budget

implementation process more effective. to promote fiscal transparency and

discipline

Objectives

The objectives of budgetary reforms are to:

coordinate resources to achieve already defined targets;

deal with extra budgetary expenditures and their impact on plan

realization; and

ensure effective cash management to enhance predictability and!

stability of the economy. This is particularly important because wheni . .

contractors and financial institutions have confdence in our payment

system it can translate into lower costs of government projects and

effective budget implementation.

Targets

1. Constitutfon of interministerial team to Identify all budget

processes by first quarter of 2005.

2. Deveiopment of a blue print for defininglreview of existing

processes by second quarter, 2005. 5 - 8

3 Preparatron of draft of all processesiapproval by EXCO by thrd 2 - : quarter. 2005.

Strategies for attainment

1) Afi~wiat~on of improved spendmg a d prowremnt gurddnes to

enhance the atlainmenl of economic development and growth

,

spending power to positively impact on local value added industries:

and businesses by patronizing domestic production. Linking

Government spending and procurements to local production, would

further integrate the economy leading to the realization of growth

objectives.

2) Deliberate efforts will be made to expand the economy by

giving special support to programmes directed toward tackling

poverty and generating employment such as direct government

investment in ind3strial production under public private partnership.

arrangement. This is because, in addition to creating jobs, they bring:

more people into the formal economy as tax payers which further.

boosts government capacity for development.

3) To act as an Early Warning System on defective project

implementation, there will be a Public Complaints Desk (PCD) which'

has been created in the Ministry of Economic Planning. Members of

the public would be requested to send complaints and observations

on projects in their localities to the desk for quick monitoring visits.

4) Development of a comprehensive database of major projects for

ease of reference

5) Timely intervention in troubled areas during execution of plans. -

PART V

FINANCING AND IMPLEMENTATION STRATEGY . . .,.

: . ..* , .

CHAPTER 26 . . , . , . FINANCING STRATEGIES

Background

The major sources of funding available to the State Government

include receipts from the Federation account which include statutory.

allocation, 13% oii mineral derivation fund, and value added tax. The other

major funding source is the internally generated revenue encompassing

earnings from a range of taxes, fees, charges etc. Loans are also sourced

as the need aiises.

Essentially the overall funding implementaiion strategy is gear@

towards achieving an increase in the funding level. Specific measures: . a ,

include the following; . Statutory Allocation

The state expects an increase in its statutory allocation in the years ahead.

This expectation is based on the continuing efforts i: ;he State Government

to secure its rightful revenue size based on a fair application of the

Derivation principle.

Internally Generated Revenue (IGR)

(i) The introduction of "DSIR Card" which is intended to attract all

taxable adults in the state in the tax net is fundamental to the

process of increasing internal revenue;

(11) increased presence in the cap~tal market through actwe trading;

buying aqd sellmg of quoted shares, in order to achieve some gains

from the State Government's shareholding wrthout dimmsh~ng its

mesa;: sharebiding porifohw.

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a a &.i a..

Cutting waste

Various measures are continually being, taken to reduce taken in

government spending. For instance, the recent introduction of

scholarship scheme to replace the bursary to the state indigenes in

higher learning institutions in the country, coupled with the

cancellation of the Delta State higher Education project (DSHEP) are

measures intended to reduce waste in government expenditures and

consequently boost funds available for other development projects. ;

Privatization proceeds

It is expected that the planned privatization of Delta Glass Company,

Bendel Still structure and Asaba Textile Mill will bring substantial

revenue to the government.

Foreign Direct Investment (FDI)

With the restoration of peace to the Wani axis of the state, a higher

level of investment inflow is expected especially in view of the high

return that investment in the state offer.

Loans ., The recent Credit Rabng of the state by a reputable international.

credit rabng firm; Global Credit Rating Co. (GCR) based in South

Nnca guarantees the state access to medlum and long term loan

ellher locally or ~ntemabnally, should the need anse.

INTERNALLY GENERATED REVENUE

Current Status

1. The Deita State Board of Internal Revenue (BIR) is the statutory

organ for the ooilecbon. admn~stratcon and enforcement of taxes.

Tnese taxes rnciude Personal In- Tax. WithhoJdmg Taxes..

Pools-beEmg and Gaming Nlachme Twes. Stamp Dubes. Vehicle

Licenses. etc. 1t denyes i ts statutoiy powers from the prowsons of

seL:tons 85A and 853 of the Persor~d I m e Tax Ad 104 of 1993.

Tne Bead hws ensures the effWve and optmum miollecduon of all

lakes and penaites due to b-hi? Delta State Government under

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relevant laws, establishes necessary machinery for assessment;. , . :

collects and accounts for ail collections made in line with procedures

set out in financial regulations and circulars issued by the

Commissioner for Finance.

Structure

2. The BIR is structured into six departments as follows:

(i) Administration and Finance

(ii) Other Revenue

(iii) Income Taxes

(iv) Planning. Research and Statistics --

(v) Office of the Resident Co-ordinator. Asaba; and . (vi) Office of the Resident Co-ordinator, Warri

. .

At the head of these departments are four Directors and the two

Resident Co-ordinators (RC) in Asaba and Warri respectively, who all

report to the Administrator of Internal RevenueIChairman (AIRICH). the

Chief Executive of the Board, and who in turn reports to the Honorable

Commissioner of Finance. The BIR currently has 52 offices made up of 49

revenue points, and 3 administrative offices including Lagos and Abuja

Liaison Offices.

Policy Thrust

Cnder SEEDS, government will promote increased generation of revenue

by exploiting available revenue generation potential through appropriate'

policy and infrastnrctural support. It is estimated that the revenue base of

taxpayers, which stands at about 220. 000 taxpayers. will be incmsed to

1,000.000 taxpayers. Specifically, government will undertake the following:

El Vigoroudy pursue the full implementatbon of the Delta State

lnrmal Revenue Card - an etectmnic revenue generation scheme

des~gned to bring more taxable persons. espeml!y selfempboyed.

K Increase the scope of ourrent revenue generahon actwbes.

El Pursue the implementation of the newly introduced Delta State

Passenger Welfare Scheme, which is meant to ameliorate the

devastating effects of accidents on commuters in the State. 8

. . Policy Targets . . . , . , .. .

El Increased generation of revenue from the Pay As You Earn

(PAYE) scheme by 25% in 2005.

El Raise the level of revenue generation from other revenue sources

by 40% in 2007

El Reduce the incidence of loss of revenue

El Explore and put in place other avenues for revenue generation by

2007

Strategy

El Monitoring activities especially with regard to oil companies and

other large corporations operating in Delta State in 2005. . El Provide infrastructure such as building and opening new offices;

(BIR owned office complexes) in large revenue collection centers

between2005and2006.

El Provide necessary logistic support to field offices such as

provision of new vehicles and funds to run them in 2005 and 2006.

El Strengthen the roles of the Arbitratron Panel. Committee on Tax

Defaulters and Task Force on Revenue Generation with a view to

reducing loopholes which facilitate revenue loses in 2005. 2006

and 2007.

El Encourage voluntary compliance by taxpayers through;

advertisement and publicity in 2005,2006 and 2007.

Action Plan

Pay As You Earn Scheme (PAYE):

E Ch~ef and Principal Inspectors of Taxes iri charge of fieM PAYE

offices are to cawy out rn frequent visits to mmmnjes in their

:ax distrtrrds to deck their remrds wda a view ,ensuring strict

compi~ance's wia relevant statutes ora a monthly basis in 2085.

ib% and 2007.

Ei Similarly, Chief and Principal lnspectors of Taxes in charge of Tax

Offices are to carryout more frequent visits to markets and

business areas in their tax districts to enlist more traders and small

business into the tax net.

El Request will be made for government to provide at least 20 new

vehicles in order to facilitate the movement of the Chief and

Principal lnspectors of Taxes and the monitoring apparatuse of the

BIR in 2005 and 2006. . . , . *

El Provision of decent oftice accommodation and furniture with a

view to improving the work environment of officers.

El Provision of funds to run field oftices in 2005.

Other Revenue

El Opening of two additional Stamp D U ~ ~ Offices at Effurun and

Agbor in 2005 and 2006, respectively.

El Government will be requested to release funds early for the'

procurement of revenue generating books and receipts. and.

vehicle number plates in 2005. .

El The BIR will cooperate fully with the tax consultants in order to"

maximize revenue generation in 2005.

El The BIR will intensify the raiding of illegal pool promoters and

provide logistics support and funds for this purpose. Accordingly,

a vehicle will be procured for that purpose in 2005.

DSlR Card Scheme

El Facilitate the effective take-off and full implementation of the DSiR

Card scheme in 2005.

E! Provde necessary support to the consultant in charge of the

scheme to ensure ~ t s success in 2005.

E Prov~de Sogistic support and funds for the scheme's:

!.z,n!-z&on Committee in order to faalllate effective

monmnrag an 2005,2006 and 2007. In this regard. 2 vehlcies wufl

De procured for ihe use of the implementatton Cmm1ttee.

Passenger Welfare Scheme

El Persuade operators of public and private parks to assist. 7:;'

government in implementing the welfare scheme in 2005.

El Ensure the procurement and supply of the security documents

needed for the scheme in 2005 to 2007. . . .

El Provide enforcement of the provision'of the Passenger Welfare

Scheme Law No. 6 of 2002 whenever necessary in 2005 to 2007.

El Government will constitute an implementation committee for the

scheme and ensure its smooth funding and operation by provi,:ing . . ,,. ..

funds and a vehicle to the Implementation Committee .. *,.. ~,,- . . -.. .,e.:

Revenue Generation Committees : +",: .+~..

ii*.. The Arbitration Panel shall meet regularly every month to hear cases of' --, . . .

dispute between pool promoters and pool betters in 2005 to 2007.

El The Committee on Prosecution of Tax Defaulters will meet every

fortnight in 2005 in order to ensure that defaulters are prosecuted '. to serve as deterrent to tax defaulters. .

El The Task Force on Revenue Generation will continue its activity

of facilitating higher revenue generation returns in 2005.

El Funds will be released to this committee to cover their activities : . . .

for 2005 in the first quarters of 2005. . . ,. . .. .

Performance Indicators . . " . . n.1.. ,... El Actual month by month increase in revenue generation in 2005. ; . -... I3 Procurement of vehicles for revenue generation in 2005 and 2006.

D inilrabon and completion of constwchon of office oomplexes in at

least 6 locations in the state. induding a befitting headquarters in

k a b a in 2005 and 2006.

Z Smooth operaton of Ule DSlR card scheme in 2005.

D Smooth caperam of the Passenger Welfare Scheme in 2005

E Eslabiishment anid operalron of new Stamp 3uties Offices in

EiiLlrvn and A g h r in 2005 and 2006.

CHAPTER 27

IMPLEMENTATION STRATEGIES

INTRODUCTION . ...

The non-attainment of policy objectives both at the center and states.

over the years could be said to be due to lack of will or half-hearted

implementation. The success of the Delta State SEEDS will depend on the

commitment of the key policy-makers and stakeholders towards their

implementation. It is expected that the wide consensus reached by major

stakeholders on the need for reforms in the state, and the effort and

enthusiasm demonstrated in the drafting of the SEEDS document would

elicit support across the board for its effecsve implementation. Towards.

achieving desired results, a number of carefully selected implementation.

strategies and tools have been adopted for the Delta State SEEDS.. . . ,

However, since SEEDS is a living document its implementation methods

would be sufficienUy flexible to accommodate relevant changes that may be

necessary in achieving the inlentions of the document. Therefore. the^

implementation strategies outlined below may not be exhaustive and are

amenable to change.

SECTOR-WIDE APPROACH

The DELTA SEEDS do recognizes the need for multi-sectoral

approach in the implementation process. Over the years, policy,

mp!ementation has been less successful due to lack of integration and

linkage with what oblains in the private sector. This document shall adopt

multi-linkage approach in that a P r o g r a m identXied for implementation

shall involve all sBKe ho!Gess in ilne rmniswes.

Tnere is need for capacity build~ng of required pemnnei if this method

rs lo De successiul, or better stdl meate new structures if that would

.",. * CL. I...

3 , '

PUBLIC PRIVATE PARTNERSHIP

The current dynamic in global economic development makes it a

necessity for the public and private sector partnership. The DTSEEDS

shall take advantage of this reality especially in the areas where such co-

operat~ons will lead to improved sewice delivery. The characteristics of the -.

* . , - .~ . . . PPP that is envisaged are as follows; _ .,. ,.. .. . - .,., ,,< . . ,

. : .,.. -8 a. Protection of business through legal means I .. . . ,,., . * . I . .-- - .... . w - . . . . 5s.. .ma:. Long term contractual agreements . .,,... me-.,r

. . .... -*- .

Private Sector takes full responsibility for design, operations, and . ". .. .

delivery

Private Sector retains strategic control over service delivery. , . _. .-~ .

LEGISLATIVE AGENDA

The place of the legislature in the implementation of the strategies

outlined for the DELTASEEDS is most important. The legislature shall be . .

.. required to pass laws that would improve on the life of the people. The ., ,. . ". - . . . .

-.. . State House of Assembly made up of the representatives of the people has- , ;, . .*. . - .

c a r . *.. < .-. .,i . in the past live up to expectations. . Ma **., . Z r I".

- The following bills are to be considered and passed into laws as part ' " ' "- "

of the reform enunciated in the DTSEEDS document, namely:-

NAM-5 OF BILL 1 TS~ZET SECTOR

- -- 011 spillage evawatwn Environmental Sedor

1

Compulsory Prrmry 1 Smaf Sector Eoucatton I

!

Incfeased assess to p m r y education

HIVIAIDS Bill

PlWA Non- discriminatory Bill

Small & Medium Enterprises Bill

Child Rights Bill

Development Control Bill

Contributing Pension Bill

Oil Company Social Responsibility Bill

Public Procurement Transparency Bill

, Forestry Control Bill i

I Budget Management , Bill

Public Semice Re- organization Bill

AnbEorruptron. Transparency and Accountaorlity Ejli

Traoibonai and A~emattve Medmne Practm Brll

Social Sector

Economic Sector

Social Sector

Environniental Sector

Social Sector

Social Sector To combat the disease.

To fight against. stigmatization.

To promote small scale businesses.

/ To protect Child from

i abuse / To ensure controlled 1 physical development I 1 For proper management of the / pension system

Environmental Sector

Economic Sector

Environmental Sector

Economic Sector

For enhanced oil company/community 1 Relationship

I To ensure value for i money in public sector

i Pur*ases. 1

i To regulate the use of

/ "Ie lorest / For the official ; management of state

General Admmistration i Professionalisation of Sedor 1 the Public Service for

enhanced delivery.

General M m i s U a M 1 Awareness of ufuens sector / towards good

I governance I

- . .." .. ~

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values and for enhancing desirable change for growth and development.; 2:; ;;;,;;;: . 91.. *..'. Thus, public communication, embracing the utilization of the wide spectrum :- y

.., TO increase revenue Tourism Development

of the mass media - electronic, print, adjunct and oral media provide the

Bill generation. 1 'I: . ,. .

.

COMMUNICATION STRATEGY . . .. .. .

, . . !. . 8 i., *. ..

Communication is a veritable instrument for sharing experiences and: 2;:. 2 t;;

Economic Sector

means for disseminating information and for engendering popular . - .

participation on government policies, plans and programmes. It is

acknowledged that without' an appropriate communication strategy, the

citizenry would remain ill-informed, ill-equipped and ill-prepared to

contribute to the development of viable policy options. Hence, the level of . .. . , . .

Programme support and economic growth is hinged on the extent and ease -.. . ,

of access to requisite information for planning. ,_ C . .

. .. i. - .,, . .&'. ,

The communication strategyltwls for Delta State SEEDS would: cz z.:: 1 1 &.. 0 - 4 . -

include the use of film documentaries. radio and TV jingles, production o f ::: - light publicalins(posters, handbills, and leaflets), holding of village square

meetings, radio and N discussion programmes, mass publication of - .. SEEDS document in English, dialogue with targeted stakehoiders, ..

advertorials in newspapers and magazines; and the establishment of

information resource center that would function as a clearing house for

informatton on Delta State SEEDS.

There would be effecttve feedback mechanism that would ensure * .. *.a

that intended messages are received by the target public. This mechanism - r- . . .. - - ,. m . wdl include ded~cated telephone lmes, websites. Irve phonein programmes .. ,

""I " on TV and radro. response Post Office Box and feed back centers if! the. 2: z:?. . W "

liaraous Local Government Areas. -

PILOT PROJECTS

A number of pilot projects in priority areas of Delta State have been-

earmarked to test-run the planned activities before full-blown

implementation. These are stated below:

Agriculture

1. Mobilization of farmers to form cooperatives . . . . . . .

2. Reactivation of the 3 farm settlements in the State . ... . .

3. Reactivation of cocoa farming . .

4. Construction of a total of 120 fishponds across the State.

Edilcation

1. Establishment of community-based Early Childhood Care and

Development (ECCD) centres in rural I riverine communities

SMEs

1. Job creation through skill acquisiiin/apprenticeship Programme

2. Partnership with private sector for credit support to SMEs.

Water Supply

1. Establish cooperation with multi-national Oil Company in the: .- .. provision of water in the riverine areas. . ,

2. Undertake water supply feasibility studies for all Local Govemment:

areas for proper investment planning

Housing

1. increasing housing stock for the masses

2. Increasing available residential housing scheme through movement

of Government offices from rented aocommodahn to purpose built

offices

3. Popuianze llae application of slandardized desgns as weB as

ailernative rnalenais and techniques in the oonslructron af residentid ."

nouse m a techniques in bulkding houses. . .

, . . . . .

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Health . ,.

A

1. Renovation of one PHC centre in each LGA of the State

2. Establishment of one Hemodialysis centre in each senatorial district: , .

in the State

3. Establishment of 3 Anti-retroviral centers.

Infrastructure

1. Increasing access to riverine communities through construction of

bridges and roads

Reforming of Government Finance

1. Reform of procurement process