BENUE STATE NIGERIA -...
Transcript of BENUE STATE NIGERIA -...
BENUE STATE NIGERIA
"Food Basket of the Nation”
OUR COLLECTIVE VISION
A NEW*!BENUE
“in God We Trust*
2015-2019
B enue S t a te G o ver n m en t
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ACRONYMSACFS Agricultural Credit Financing Scheme
APC All Progressives Congress
APRM African Peer Review Mechanism
BAP Benue Advance Plan
BENSACA Benue State Action Committee on AIDS
BENSEEDS Benue State Economic Empowerment and Development Strategy
BENSESA Benue State Environmental Sanitation Agency
BERC Benue Economic Resource Centre
BHoA Benue House of Assembly
BIRS Benue Internal Revenue Service
BNSG Benue State Government
BLS Bureau for Lands & Survey
BRAP Benue Reform Action Plan
BRC Benue Revenue Commission
BRD Bureau for Rural Development
BSB Benue Scholarship Board
BSIPA Benue State Investment Promotion Agency
BSJSC Benue State Judicial Service Commission
BSPC Benue State Planning Commission
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BSRDP Benue State Rural Development Policy
BSU Benue State University
BSUTH Benue State University Teaching Hospital
C of O Certificate of Occupancy
CAPS College of Advanced and Professional Studies
CBN Central Bank of Nigeria
CEDAW Convention on the Elimination of all forms of Discrimination against Women
CIDA Canadian International Development Agency
CJ Chief Judge
COE College of Education
CRIC Child Rights Implementation Committee
CSO Civil Society Organization
DFID Department for International Development
DGSA Director, General Services and Administration
EU European Union
FRA Fiscal Responsibility Act
GES Growth Enhancement Support
GIFMIS Government Integrated Financial Management Information System
GIS Geographic Information System
GSM Global System for Mobile Communications
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GTZ German Technical Cooperation
HDIV Human Development Index Value
HIV/AIDS Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome
HoS Head of Service
HPIV Human Poverty Index Value
HSMB Health Services Management Board
ICT Information and Communications Technology
IDP International Development Partners
IFAD International Fund for Agricultural Development
IGR Internally Generated Revenue
IMF International Monetary Fund
IPA Investment Promotion Agency
IPPIS Integrated Payroll and Personnel Information System
JICA Japan International Cooperation Agency
JPC Joint Planning Council
JSS Junior Secondary School
LGA Local Government Area
LGCs Local Government Councils
LUAC Land Use Allocation Committee
M &E Monitoring & Evaluation
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MDAs Ministries, Departments, and Agencies
MoA&NR Ministry of Agriculture and Natural Resources
MoEST Ministry of Education, Science and Technology
MoH Ministry of Housing
MoH&HS Ministry of Health and Human Services
MoI&O Ministry of Information and Orientation
MoJ Ministry of Justice
MoTII Ministry of Trade, Industries and Investment
MoW&T Ministry of Works and Transport
MoWA&SD Ministry of Women Affairs and Social Development
MoWR&E Ministry of Water Resources and Environment
MoY&SD Ministry of Youths and Sports Development
NDE National Directorate of Employment
NEPAD New Partnership for Africa’s Development
NGO Non-Governmental Organization
NKST Nongo u Kristu u i Ser u sha Tar (Universal Reformed Christian Church)
NOA National Orientation Agency
NPC National Population Commission
NPF Nigeria Police Force
NSA Non-State Actors
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NSPSR National Strategy for Public Service Reform
OBOF Our Benue, Our Future
PEM Public Expenditure Management
PHCMA Primary Health Care Management Agency
PPA Public Procurement Act
PPP Public-Private-Partnership
PTA Parents-Teachers Association
PWD Persons with Disabilities
R&D Research and Development
RFID Radio Frequency Identification Device
SBPE State Bureau of Public Enterprises
SDGs Sustainable Development Goals
SEMA State Emergency Management Agency
SFCB State Farmers and Cooperative Bank
SLGP State and Local Government Programme
SMEs Small and Medium-Scale Enterprises
SMOH State Ministry of Health
SPC State Planning Commission
SSG Secretary to the State Government
SSMEDA State Small and Medium Enterprises Development Agency
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STCs State Traditional Councils
STEAM Science, Technology, Engineering, Arts, and Mathematics
SUBEB State Universal Basic Education Board
TETFUND Tertiary Education Trust Fund
TMAT Technical Monitoring and Advisory Team
TSA Treasury Single Account
TSB Teaching Service Board
TWG Technical Working Group
UDB Urban Development Board
UN United Nations
UNCHR United Nations High Commission for Refugees
UNDP United Nations Development Programme
UNESCO United Nations Educational, Scientific and Cultural Organization
UNICEF United Nations Children’s Fund
USAID United State Agency for International Development
WAC War Against Corruption
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ADMINISTRATIVE MAP OF BENUE STATE3= SO' f i S 3= JO'
3 =30 ' f S ? 5= <10'Source: Bureau for Lands and Survey lakurdi, 20015
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CROP PRODUCTION MAP OF BENUE STATE
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NATURAL RESOURCES MAP OF BENUE STATE
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TABLE OF CONTENTSAcronyms
Maps:
Map of Nigeria Showing Benue State
Administrative Map of Benue State
Crop Production Map of Benue State
Natural Resources Map of Benue State
Foreword
Vision and Mission
Executive Summary
Chapter One: Introduction and Context
1.1 Introduction
1.2 Core Values and Principles
1.3 Key Objectives
1.4 Essential Propelling Levers
1.5 Benue State Fact-Sheet
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Chapter Two: Development Potentials, Challenges, and Strategic Priority Programmes 10
2.1 Development Potentials and Challenges 10
2.2 Strategic Priority Programmes 14
Chapter Three: Good Governance and Revenue Security
3.1 Key Challenges
3.2 Critical Success Factors
3.3 Ortom Administration’s Initiative on Good Governance and Revenue Security
3.4 Implementation Action Plan
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Chapter Four: Agriculture-Driven Industrialization
4.1 Key Challenges
4.2 Critical Success Factors
4.3 Ortom Administration’s Initiative on Agriculture-Driven Industrialization
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4.4 Implementation Action Plan 25
Chapter Five: Science, Technology, Engineering, Arts and Mathematics (STEAM)-
Based Education and Health Services 28
5.1 Key Challenges 28
5.2 Critical Success Factors 29
5.3 Ortom Administration’s Initiative on STEAM-Based Education and Health
Services 30
5.4 Implementation Action Plan 33
5.5 Health Services 36
Chapter Six: Investments in Critical Infrastructure 39
6.1 Key Challenges 39
6.2 Critical Success Factors 39
6.3 Ortom Administration’s Initiative in Critical Infrastructure 40
6.4 Implementation Action Plan 41
Chapter Seven: Gender, Women, Youth, Children and Persons with Disabilities (PWDs) 46
7.1 Key Challenges 46
7.2 Critical Success Factors 46
7.3 Ortom Administration’s Initiative on Gender, Women, Youth, Children and
Persons with Disabilities (PWDs) 47
7.4 Implementation Action Plan 48
Chapter Eight: Funding the Vision Plan 52
8.1 Principal Funding Streams 52
8.2 Projected Cost 53
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Chapter Nine: Implementation Strategy 56
9.1 Institutional Framework 56
9.2 Shared Responsibilities amongst the Key Actors 57
9.3 Rapid Capacity-Building and Robust ICT 59
9.4 Implementation Phases 59
9.5 Effective Change Management 62
9.6 Development of Implementation Action Plans 62
9.7 Promotion of Broad-Based Multi-Stakeholder Participation 63
9.8 Effective Monitoring and Evaluation (M&E) 63
9.9 Risks and Mitigation 63
9.10 Sustainability and Legacy 65
Chapter Ten: Conclusion 67
Figures
Figure 1: The Five Strategic Programmes xix
Figure 2: Schematic Diagram of the Creation of LGAs in Benue State 8
Figure 3: Diagram of the Five Strategic Priority Programmes 14
Figure 4: Funding Streams 52
Figure 5: Organogram of Key Leadership and Management Actors 5 6
Tables:Table 1: Benue State Fact-Sheet 5
Table 2: Key Human Capital Development Institutions 9
Table 3: Systems for Good Governance 18
Table 4: Good Governance Template for MDAs 20
Table 5: Revenue Security 21
Table 6: Agriculture-Driven Industrialization 26
Table 7: STEAM-Based Education 32
Table 8: Health Services 36xiv
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Table 9: Investments in Critical Infrastructure 41
Table 10: Gender, Women, Youth, Children, and Persons with Disabilities (PWDs) 48
Table 11: Projected Cost 53
Table 12: Key Actors and Responsibilities 57
Table 13: Policy Issues in Phase I: Quick Wins 60
Table 14: Extant Laws for Amendment 61
Table 15: Proposed Legislation for Implementation of the “Vision” 61
Plates:
Plate 1: Agro-Based Activities 24
Plate 2: Learning & Development Facilities 31
Plate 3: Medical Laboratory 38
Plate 4: Mother & Child 47
Annex 1: Members of the Strategy and Policy Committee on the Development of“Our Collective Vision for a New Benue State” 69
Annex 1.1: Members of the Five Sectoral Committees 69
Annex 1.1.1: Good Governance and Revenue Security 69
Annex 1.1.2: Agriculture-Driven Industrialization 70
Annex 1.1.3: STEAM-Based Education and Health Services 71
Annex 1.1.4: Investments in Critical Infrastructure 71
Annex 1.1.5: Gender, Women, Youth, Children and Persons with Disabilities (PWDs) 72
Annex 1.2: Members of the Draft Review Sub-Committee 73
Annex 1.3: Members of the Expanded Editorial Team 74
Annex 1.4: Other Contributors to “Our Collective Vision” Blue Print 74
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FOREWORD
I am highly honoured to write this Foreword to "Our Collective Vision for a New Benue." This
"Vision" is an honest S o cia l Contract between our new Adm inistration that assumed office on
29th M ay, 2 0 1 5 on the platform of the A ll Progressives Congress (APC), and the people of the
State, both at home and abroad. Our envisioned big-picture is to build a New Benue based on
three principles;
i. Fear of God,
ii. Good Governance; and
iii. Economic prosperity
This process would require of us to collectively harness our State's abundant hum an and
material resources. We are fu lly aware of our people's high expectations, which we consider
good enough to create the desired "We-Can-Do-ItSpirit". Thus, we earnestly urge all our people
to rise in unison to our clarion call of building a 'New Benue State' of 'Our Collective Vision'.
Our Adm inistration has identified and prioritized five Strategic Programme Areas to focus on
in the delivery of goods and services. These include:
i. Delivering good governance, enhancing revenue security, and institutionalizing cost
controls;
ii. Driving an aggressive industrialization policy that targets agriculture, which is the
m ainstay of our economy;
iii. Investing heavily in Healthcare, and Science, Technology, Engineering, Arts and
Mathematics (STEAM)-Based Education with the objective of enhancing access to quality
health services and adequately preparing our graduates for effective competition in the
global knowledge economy;
iv. Investing in critical infrastructure, such as energy, light rails, roads, inland water
w ays, with a view to creating an enabling environment for a competitive private sector;
and
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v. E stab lish in g in stitu tio n s and agencies that can effective ly promote gender
mainstreaming and enhance service delivery to women, Children, youth, and persons
with disabilities. Our State must be known worldwide as a champion of the rights of
these vulnerable groups.
Furthermore, I wish to stress that “Our Collective Vision for a New Benue," Inspired from the
A PC M anifesto for the 2 0 1 5 General Elections, is a product of broad-based participatory
consultations with the State and Non-State Actors. Accordingly, I wish to
deep appreciation to all the stakeholders for their valuable contributions.
In conclusion, I wish to thank God who by His Divine Grace and Mercy favoured me to emerge
as the Governor of Benue State. I will govern with the fear of God and without prejudice to
gender, sex, ethnicity, or sectionalism.
God bless Benue State!!
God bless Nigeria!
hereby convey my
S a m u e l O rtom
G overnor o f Benue S ta te
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VISION AND MISSION
Vision
A new and prosperous Benue State, anchored on the fear of God
Mission
To collectively mould a new Benue by providing Critical Infrastructure, STEAM-Based
Education, Healthcare, Agriculture-Driven Industrialization through Good Governance and
Gender-responsive Policies
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Figure 1: THE FIVE STRATEGIC PROGRAMMES
Good Governance &
Revenue Security
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EXECUTIVE SUMMARY
Introduction
Benue State, created on 13th February, 1976 with Makurdi as Capital, is located in the Guinea
Savannah geographical region of Nigeria’s Middle Belt Zone. The State takes its name after River
Benue, the second longest river in Nigeria. A development profiling reviews that Benue State is home
to immense human and natural resources with potential for viable development. Factors responsible
for the abundant human resources include a teeming population of 4, 253, 641 (2006 Census) with
50.2% male and 49.8% female (projected to 2015 as 5,620,940 at 3.0% annual growth rate) and a
landmass of 34,059km2. The resourcefulness and resilience of this population significantly add value
to the extant human capital for development. This human capital is consistently being produced and
refined through the numerous primary, secondary and tertiary academic institutions in the State.
An indicative evidence of the State’s abundant natural resources is presented in table 1 (Benue State
Fact-Sheet) and chapter 2 of this document. Highlights of such include, bountiful agricultural resources
which make the State to be acknowledged as the “Food Basket of the Nation”, existence of Benue
Trough with potential for Gas and Oil exploration and eventual exploitation, abundant mineral
resources that can propel industrialization, rivers and fadam a that can boost irrigation agriculture,
immense economic potentials in tourism and hospitality, etc.
However, past development initiatives have recorded little success in harnessing these resources and
turning the State into a vibrant economy for the common good of our people. Conversely, “ Our
Collective Vision for a New Benue State” seeks to break that jinx with a paradigm shift in our development
initiatives. The rest of what follows is a synopsis of that paradigm shift.
The driving big picture of the paradigm shift is encapsulated in the Vision Statement, which inspires
our people “ to build a Model New State, anchored on the fear of God, that is economically and socially viable
for the common good of a ll”.
The main building block of this driving big-picture is the Mission Statement, which exhorts all
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Benue people “to collectively mould a thriving State by providing critical infrastructure, promoting
agro- allied industrialization, primingpublic-private-partnership, empowering the people, creating
jobs and wealth, changing the way o f conducting government business, fostering good governance
and establishing an investment hub in a peaceful and democratic context”.
Other essential building blocks are contained in the follow-up chapters, as synopsised hereafter.
The first chapter chronicles “Our Collective Vision for a New Benue” as a Social Contract between the
Ortom Administration [elected into office in 2015 under the platform of the All Progressives Congress
(APC)] and the people of Benue State. The chapter also contains core ethical values and principles,
key objectives, essential propelling levers and a fact-sheet that showcases the State’s enormous
potentials for viable development.
Chapter two profiles the State’s developmental potentials and challenges, while chapters three to
seven discuss the strategic priority programmes and activities. These are:
i. Good Governance and Revenue Security;
ii. Agriculture-Driven Industrialization;
iii. Science, Technology, Engineering, Arts and Mathematics (STEAM)-Based Education and
Health Services;
iv. Investments in Critical Infrastructure; and
v. Gender, Women, Youth and Persons with Disabilities (PWDs).
Chapter eight provides the N200 Billion projected cost of the five strategic programmes over four
years. The funding structure for implementing the programmes includes, annual budgetary
appropriations, bonds and debentures, financial and technical support from development partners,
and public-private-partnership schemes.
Chapter nine showcases the implementation strategy comprising institutional framework, shared
responsibilities and accountabilities, effective coordination, rapid capacity-building and robust ICT,
effective change management, development of implementation action plans, promotion of broad-
based multi-stakeholder participation, effective monitoring and evaluation (M & E), risks and
mitigation, and sustainability and legacy.xxi
CHAPTER ONEINTRODUCTION AND CONTEXT
1.1 Introduction
Our Collective Vision for a New Benue is a S o c ia l C o n tra c t between the Ortom Administration
[elected into office in 2015 under the platform of the All Progressives Congress (APC)] and our
people, both at home and abroad, in pursuit of a sustainable development for the common
good of the present and future generations. The Vision’s overarching thrust is to prime our
people for a collaborative rescue of the State from its current sluggish socio-economic development
by rebuilding and transforming the old Benue into a Model New State of which we are all
proud.
Our Collective Vision document is structured into three major parts:
i. Preliminaries contain Acronyms, Maps, Foreword, Statement of Vision and
Mission, and Executive Summary;
ii. Main Body consists of ten Chapters; and
iii. Annexures.
1.2 Core Values and Principles
The core ethical values and principles underpinning Our Collective Vision include:
i. Legitimacy and Voice:
a. Participation: Benue people’s participation in the Government of the State is
ensured in accordance with the provisions of the Constitution of the Federal
Republic of Nigeria, 1999, as amended [vide Chapter 2, Section 14 (2) (c)]; and
b. Consensus-Orientation: Constitutionally, sovereignty belongs to the people from
whom the Government of Benue State derives all its powers and authority [vide
Chapter 2, Section 14 (2) (a)] of the Constitution of the Federal Republic of
Nigeria, 1999 (as amended). Thus, differing interests are mediated to reach a broad
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consensus on what is in the best interest of the State;
ii. Fairness:
a. Equity and Inclusiveness: All Benue people are born free and equal in dignity
and rights and have equal opportunities to improve their well-being;
b. Rule of Law: All Benue people are equal before the law and are entitled to full
equality to a fair and public hearing by an independent and impartial tribunal
without any form of arbitrary deprivation; and
c. Ethics: Governing with the fear of God
iii. Direction:
Strategic Vision: Benue people and their leaders have a broad vision on good governance and
sustainable development along with a sense of what is needed for such development.
iv. Performance:
a. Responsiveness: The institutions and processes work towards meeting the needs
and aspirations of Benue people;
b. Efficiency and Effectiveness: The operations of the State Government are guided
by the principle of value-for-money in obtaining the maximum benefit for Benue
people without waste of resources. Also, leadership effectiveness should be
manifest through the attributes of pro-activeness, beginning with the end in mind,
putting first things first, thinking win-win, seeking to understand then to be
understood, synergising and continuously sharpening the saw through physical,
emotional, ethical, social, mental and spiritual development.
v. Accountability:
a. Accountability: Decision-makers in government, the private sector, and Civil
Society Organizations (CSOs) are accountable to the people
b. Transparency: This is built on the free flow of information where Government
institutions, processes, and information are easily accessible.
1.3 Key Objectives
Our Collective Vision focuses on achieving a dual set of complementary objectives.
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1.3.1 Overarching Objective
The overarching objective is double-fold:
i. Rescue and reverse the old Benue State from its sluggish socio-economic
development; and
ii. Build a Model New Benue State, anchored on the fear of God, with a view to
making the State economically and socially viable for the common good of our
present and future generations.
1. 3. 2 Specific Objectives
The specific objectives are directed at integrating and balancing the following six (6) sectoral
objectives:
i. Social Objective:
To collaboratively build a Social Order that is founded on the ideals of Freedom, Equality and
Social Justice as enshrined in the Constitution of the Federal Republic of Nigeria, 1999, as
amended [vide Chapter 2, Section 17 (1) of the Constitution]. This is envisioned to culminate in
a peaceful, equitable, harmonious and just Benue State where our people have a strong sense of
belonging and identity with the State, and where they are supported by the implementation of a
set of Relief Policies, Programmes and Projects for a dignified and prosperous life.
ii. Economic Objective:
To concertedly build a 21st Century Economy for Benue State. This is an economy that is planned
to be balanced, resilient, dynamic, diversified, competitive, self-reliant and creatively integrated.
iii. Institutional Objective:
To jointly build a stable and functional democracy in Benue State where rights of the people to
determine their leaders are guaranteed and adequate human and institutional infrastructure is
provided to support a market-friendly and competitive business environment.
iv. Environmental Objective:
To cooperatively build a high-level of good environmental awareness that enables and supports
sustainable tackling of the challenges of declining soil fertility, increasing soil erosion, uncontrolled
bush burning, prevalence of flooding, escalating deforestation and desertification, pollution and
waste management;
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v. Integrated Government Objective:
To collectively build, on one hand, a vertical development cooperation among the three tiers of
Government (i.e Benue State, Federal Government and the State’s Local Government Areas)
and, on the other hand, a horizontal development partnership involving Benue State, the Private,
and the Civil Society Sectors as well as International Development Partners, whilst promoting
inter-State development cooperation, especially amongst the States in the North Central Zone.
vi. Ethical Objective:
To communally build Benue State on the fear of God and the constitutionally acknowledged
National Ethics of discipline, integrity, dignity of labour, social justice, religious tolerance, self
reliance and patriotism (vide Chapter 2, Section 23 of the Constitution of the Federal Republic
of Nigeria, (1999) as amended.
1.4 Essential Propelling Levers
Our Collective Vision is propelled by the following three (3) strategic levers:
i. Relief from the scourge of crippling poverty to a dignified and prosperous living
standard;
ii. Recovery from a dwindling to a vibrant economy for the common good of all;
and
iii. Reforming the Public Service with a view to institutionalising a people-trusted
Government.
1. 5 Benue State Fact-Sheet
The notable characteristics of the Fact-Sheet are depicted in the following table.
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Table 1: Benue State Fact-Sheet
S/N ISSUES DETAILS
1 Governor and Deputy Governor as of 29th May, 2015
Governor: Samuel OrtomDeputy Governor: Engr. Benson AbounuNB: Both elected on the platform of All Progressives Congress(APC)
2 Creation Date 1976
3 Location Middle Belt Zone of Nigeria and is bordered by six States (i.e Nasarawa State to the North; Taraba State to the East; Ebonyi, Enugu and Cross-River States to the South; and Kogi State to the West) and shares an international boundary with the Republic of Cameroon along Nigeria's South-East Border
4 Name Source: River Benue, the second largest river in Nigeria after River Niger
5 Area 34,059km2
6 Population Total: 4,253,641 (2006 Census) projected to 2015 as 5,620,940 at 3.0% annual growth rate Male: 2,144,043 (50.2%)Female: 2,109,598 (49.8%)
7 Ethno-LinguisticGroups
Tiv, Idoma, Igede, Etulo, Abakwa, Jukun, Hausa, Akweya, Ufia and Nyifon. Tiv are dominant.
8 SettlementPattern
Settlement Pattern: Predominantly rural with scattered settlements in small homesteads, but some settlements have population of 100,000 and above such as Makurdi, Otukpo, Gboko, Kastina-Ala, Vandeikya, and Zaki-Biam, Ojuetc
9 Religions Christianity, Islam, and Traditional Worship
10 AdministrativeStructure
State Capital: MakurdiArms of Government: Executive, Legislature, and Judiciary Tiers: State and Local GovernmentLGAs: 23 Nos; 14 in the Tiv territory and 9 in the Idoma and Igede territory (vide figure 1: Schematic Diagram of the creation of LGAs in Benue State) and Benue State Traditional Council Senatorial Zones: 3 Nos: North-East and North-West in Tiv territory and South in the Idoma and Igede territory Traditional Councils: 2 Nos: Tiv Traditional Council, headed by Tor Tiv; and Idoma Traditional Council, headed by Och' Idoma
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11 Key Human CapitalDevelopm entInstitutions
4 No. Universities (Federal, State and Private)2 No. Polytechnics (State and Private)7 No. Colleges of Education (State& Private)2 No. College of Advanced, Technical and Professional Studies (Public)5 No. Institutions of Agriculture (Public)1 No. College of Health Sciences (Public)1 No. College/School of Health Technology (Public & Private)733 No. Public Secondary Schools1,862 No. Private Secondary Schools 2,756 No. Public Primary Schools 2,751 No. Private Primary Schools 826 No. Public Health Facilities 497 No. Private Health Facilities (vide Table2 for list of these Institutions)
12 Geology Benue Trough: Much of Benue State falls within the Benue Trough which is believed to have been traversed by the Atlantic Ocean during the tertiary and possibly the interglacial periods of the quaternary glaciations. As a result, marine segments form dominant surface geology of much of Benue StateSoils: Soils are mainly oxisoils and utisoils which vary over space with respect to texture, drainage, gravel content, etc.Soil Erosion: This is noticeable in many parts of the State
13 Relief and Drainage Relief: Benue State land is generally low lying and gently undulating. However, hilly terrain with appreciable local relief is seen in some parts of the State, where the terrain is characterized by steep slopes, deep incised valleys and generally rugged relief Drainage: River Benue is the dominant geographical feature in the State with River Katsina-Ala as the largest tributary. There are also smaller rivers. The flood plains, characterized by extensive swamps and ponds, are good for dry season irrigation farming
14 ClimateVegetation
and Climate: Benue State has two distinct seasons: Rainy/Wet Season, lasting from April to October with an annual rainfall in the region of 100-200mm; and Dry Season lasting from November to March. Temperatures fluctuate between 23-37oC in the year. However, the South Eastern part of the State, adjoining the Obudu-Cameroun Mountain Range has a cooler climate similar to that of the Jos Plateau
Vegetation: Most of the State lies in the Southern Guinea Savannah. The natural vegetation comprises grasses, trees and shrubs
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15 Economy andPotential forDevelopment
Natural Resources: Benue State is richly endowed with a variety of natural resources that have the potential of propelling its development:
I. Abundant Solid Mineral Resources: Limestone, Kaolin, Baryte, Gypsum, Feldspar, Wolframite, Mineral Salts, Gemstone, River Sand, Granite etc.;
II. Agricultural Resources: Backbone of the State's economy, employing over 75% of the working population, hence Benue is acclaimed the Food Basket of the Nation. It hasvast and fertile land which is worked by an enterprising rural population.Important Cash and Food Crops include Yam, Rice, Cassava, Sweet Potato, Maize, Sorghum, Peanuts, Millet, Sesame, Beans, Mango varieties, Citrus, Tomatoes, Chilli Pepper etc.Indicative inventory of livestock includes shortlegged cattle, sheep, goats, pigs, Fulani cattle, etc. which provide animal protein.
III. Energy Resources: Solar, Wood, Coal, hydro, Oil and Gas, Bio-Energyetc.
Commerce and Industry: Abundant cheap labour, raw materials, land, urban infrastructure, strategic geographical location, peaceful and friendly environment, extensive network of markets and motor-parks, designated industrial parks, growing Small and Medium-Scale Enterprises with potential to boost economic development;
Infrastructure and Transportation: Strategic gateway and the mid-point linking the South-East and the South-South with the North via highways, waterways and rails. Best location in Nigeria for Aerotropolis (hub for Air, Rail, Water, and Road transportation network);
Media and Communications: Available GSM Service Providers, Public and Private Radio Stations, and Television Stations;
Tourism and Recreation: The State possesses a rich and diverse cultural heritage which finds expression in colourful cloths, exotic masquerades, music and dances. State indigenous dances have won awards at national and international cultural festivals.
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Figure 2: Schematic Diagram of the Creation of LGAs in Benue State
NORTHERN REGION P R E 1967
Units (2)PRE 1970
(*)PRE 1976
(9)1989
(12 )
1991(18)
1996 {23) (Zone)
Tiv Native A u t h o r i t y ^ ' '" " '*
U sh on g o iA)
Native Authority
Source: SLGP-DFID Benue State (June 2004)
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Table 2: Key Human Capital Development Institutions
Type Name & Location Ownership
Universities Federal University of Agriculture, Makurdi Public
Federal University of Health Sciences, Otukpo Public
Benue State University, Makurdi Public
University of Mkar, Mkar-Gboko PrivatePolytechnics Benue Polytechnic, Ugbokolo Public
Fidei Polytechnic, Gboko Private
Colleges of Education (COE)
College of Education, Katsina Ala PublicCollege of Education, Oju PublicCalvin College of Education, Naka PrivateUnity College of Education, Aukpa, Adoka PrivateApa College of Education, Ai-dogodo, Okpoga PrivateKwararafa College of Education, Otukpo PrivateLessel College of Education, Lessel Private
Advanced, Technical & Professional Institution
College of Advanced & Professional Studies, Makurdi
Public
Government Technical College, Makurdi PublicInstitutions of Agriculture
Centre for Food Technology & Research (CEFTER) Benue State University, Makurdi
Public
Akperan Orshi College of Agriculture Yandev PublicNational Cereals Research Institute Sub-station, Yandev
Public
Agricultural Training Centres Mbatie PublicAgricultural Training Centres Otobi Public
Health Institutions College of Health Sciences, Benue State PublicUniversity, MakurdiSchool of Health Technology, Agasha PublicSchool of Nursing & Midwifery, Makurdi PublicNKST College of Health Technology, Mkar Private
9
CHAPTER TWODEVELOPMENT POTENTIALS, CHALLENGES AND SUMMARY
OF STRATEGIC PRIORITY PROGRAMMES
2.1 Development Potentials and Challenges
An insight into the development profile of Benue State reveals that the State is endowed with abundant
human and natural resources. These provide great potential for viable socio-economic development.
ii.
iii.
The following are some aspects of the notable potential:
i. Teeming population whose resourcefulness and resilience provide significant human
capital for the development of the State;
Favourable location in the Guinea Savannah which supports production of wide range
of cash and food crops;
Bountiful agricultural resources that constitute the backbone of the State’s economy,
employing over 75% of the enterprising rural population working on the vast and
fertile land, hence the State is aptly christened the ‘Food Basket of the Nation’;
Rivers and fadama that have potentials for irrigation agriculture;
Existence of Benue Trough with potential for Gas and Oil exploitation;
Abundant economic potentials in tourism and culture;
Abundant mineral resources with potentials for economic development of the State;
Opportunities for increasing support for sustainable development from International
Development Partners;
Immense room for converting the comparatively weak infrastructure base and near-
absent private sector into development assets;
Good openings for drawing valuable lessons from the Federal Government’s experience
in designing and implementing reforms;
iv.
v.
vi.
vii.
viii.
ix.
x.
10
B enue S t a t e G o ver n m en t
‘O ur CoOIeCive V ision '
xi. Welcome prospects for creatively discerning and transforming Benue State’s ‘Unity
in Diversity’ into a viable and vibrant development factor;
xii. Rich openings for building and strengthening inter-state development cooperation,
especially among the States in the North Central zone, etc.
However, development initiatives of the past Administrations to harness and transform the State’s
potentials into a robust reality of common good for most people of Benue State have not yielded the
expected results. The most recent of such initiatives include:
i. Benue Advance Plan (BAP), Benue State Economic Empowerment and Development Strategy
(BENSEEDS) and DFID-sponsored Benue Reform Action Plan (BRAP) under Governor
George Akume (1999-2007); and
ii. Our Benue, Our Future (OBOF), under Governor Gabriel Suswan (2007-2015)
Virtually all the social and economic indicators from our experiential knowledge of the State’s
development profile, point to an appalling Human Development Index Value (HDIV) with a high
prevalence of Human Poverty Index Value (HPIV). Indicative characteristics of this situation include:
i. High incidence of widespread and multi-dimensional poverty and hunger, which
deprives many of our people, especially the vulnerable groups (i.e. widows, orphans,
the aged, persons with disabilities and a good percentage of the rural dwellers), from
eking out a decent standard of life;
ii. High rate of adult literacy and primary school dropouts;
iii. Increasing rate of child mortality and poor maternal health;
iv. Escalating prevalence of HIV/AIDS, Malaria and other diseases;
v. Poor access to potable water and good sanitation;
vi. Low level of gender equality and empowerment of women, youth and the persons
with disabilities;
11
The overarching challenge, arising from the foregoing is how to creatively insulate ‘Our Collective
Vision’ from the blight of the past development initiatives. The blight is characterised by:
i. Lack of strategic integration of the economic, social, and environmental objectives
across the three arms and two tiers of Government as well as the public, private, and
civil society sectors in a manner that adequately meets the development needs and
aspirations of the present and future generations;
ii. Hesitant political will and commitment to the implementation of the development
initiatives, hence their documents continue to gather dusts on bookshelves in offices
as if they were obsolete archival materials;
iii. Inadequate balance between the top-down and bottom-up approaches, thereby
excluding the critical mass of the people from participating in the formulation and
implementation processes of the development initiative;
iv. Concentrating focus on economic growth (GDP-targeted) with minimal social inclusion
(socio-economic development), hence the perennial increase in poverty and inequality;
and
v. Weak resource mobilization that undermine availability of the required finances for
implementing the development initiatives.
Conversely, there is a welcome positive paradigm shift from the foregoing under ‘Our Collective Vision’
of the Ortom Administration. The hallmark of the Administration is to leverage the existing
potentials of immense human and material resources and convert the dearth of sustainable
development in the State into stepping stones for reducing poverty, creating wealth, and providing
quality and functional education. In addition, improving access to social justice, priming infrastructure
development, growing the private sector, promoting gender equality and women empowerment,
improving healthcare delivery and ensuring environmental sustainability for the common good of
the majority of Benue people.
The Ortom Administration’s Vision is predicated on the values and principles of servant leadership,
governing with humility and fear of God. Accordingly, some of the notable things that the Ortom
12
B enue S t a t e G o ver n m en t
‘O ur CoOIeCive V ision '
Administration seeks to achieve differently include:
i. Facilitating decision-making process and improving the effectiveness of public policy;
ii. Institutionalising the process for consultation, negotiation, mediation, trade-offs, and
consensus-building on priority development programmes;iii. Enhancing the capacity and processes for efficient mobilisation and allocation of
resources;
iv. Strengthening of ICT-based human and institutional capacity as well as priming an
enabling environment for implementation;
v. Building a people-trusted government that is lean, cost-effective, incorruptible and
responsive;
vi. Establishing mechanisms for risks mitigation;
vii. Rebuilding ICT-based human and institutional capacity; and
viii. Promoting broad-based participatory good governance.
The foregoing has underpinned the articulation of the Ortom Administration’s five strategic priority
programmes.
13
2.2. Strategic Priority Programmes
These are depicted in figure 3 and further elaborated in chapters 3 to 7.
Figure 3: Diagram of the Five Strategic Priority Programmes
14
CHAPTER THREEGOOD GOVERNANCE AND REVENUE SECURITY
3.1 Key Challenges
Some of the major development challenges in this sector include:
i. A deficit in human and institutional capacity for delivering government policies,
programmes and projects in a professional, effective and efficient manner towards
attaining rapid sustainable development;
ii. Absence of government policy on CSO engagement and therefore inadequate
mechanisms for formal government-CSO interactions;
iii. Scanty presence of ethos of hard work, integrity, honesty, meritocracy and patriotism;
iv. Increasingly severe, widespread, and multidimensional poverty;
v. Absence of effective monitoring and evaluation
vi. Widespread corruption in all arms of government
vii. Budget indiscipline
viii. Too many political office holders
ix. Oversized structure of government
x. Appointment of wrong and unskilled people in government positions
xi. Bloated civil service
xii. Infrastructure decay in MDAs
xiii. Inaccessibility to government officials
xiv. Absence of delegation
xv. God-Fatherism as opposed to Meritocracy
xvi. Bane of quality leadership
xvii. Weak institutions
xviii. Absence of proper exercise of separation of powers where the Executive Arm seems
predominant
xix. Lack of smooth flow of information
xx. Poor documentation and data
15
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
xxi. Absence of revenue register and map for the State
xxii. Limited capability to ensure security and safety of people and property;
xxiii. Moral and ethical laxity
xxiv. Low IGR with leakages in revenue collection and faulty management, leading to
unpredictable revenue flows;
xxv. Expenditures exceeding revenue flows, resulting in high debt burden;
xxvi. Limited capital funds, giving rise to many uncompleted or abandoned projects;
xxvii. Uncoordinated planning between the State and LGCs; and
xxviii. General lack of faith in the financial management capabilities of the LGCs.
3.2 Critical Success Factors
These include:
i. Constitutional promotion of good governance to the effect that the “State shall abolish
all corrupt practices and abuse of power”, and direct its policies towards ensuring
“planned economic development to serve the common good [vide Chapter 2, Sections
15 (5) and 16 (i)(a)-(d) of the Constitution of the Federal Republic of Nigeria (1999 as
amended)];
ii. Availability for adoption of global best practice frameworks for programming and
implementing good governance and robust revenue security;
iii. Availability for adoption of the APC Manifesto for the 2015 General Elections;
iv. Availability for emulation of the National Strategy for Public Service Reform (NSPSR)
and the on-going sectoral reforms of the Federal Government which includes poor
Public Expenditure Management (PEM);
v. Availability for adoption of a National Security and Strategy for the Federal Republic
of Nigeria (2011);
vi. Availability for adoption of the Federal Government Public Expenditure Management
Reforms (PEMR) with focus on Government Integrated Financial Management
Information System (GIFMIS), and Integrated Payroll and Personnel Information
System (IPPIS);
16
B enue S t a t e G o ver n m en t
“Our Collective V ision”
vii. Availability for adoption of the Federal Government Fiscal Responsibility Act;
viii. Opportunities to implement the UN Convention against Corruption, which Nigeria
signed on 9th December, 2003 and ratified on 14th December, 2004;
ix. Opportunities for increased support from the International Development Partners
(IDP) for good governance; and
x. Pronounced stand of the Ortom Administration to reform the State’s Public Service
and run an incorruptible, lean and cost-effective government.
3.3. Ortom Administration’s Strategic Initiatives on Good Governance and Revenue Security
i. Reposition BIRS for efficient collection of IGR;
ii. Reform the Civil Service and lift embargo on employment;
iii. Create many jobs so as to put our youths back to work;
iv. Reorganize the Pension Office and address the problems of pensioners at State and
Local Government Levels;
v. Establish Community Policing System; and
vi. Ensure transparency and accountability in governance.
17
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
3.4 Implementation Action Plan
Good Governance
Table 3: Systems for Good Governance
Objective To prom ote com pliance with the principles and objectives of Good Governance
Key Deliverable A robust governance delivery mechanism for ensuring social justice, transparency, accountability, citizen-oriented service delivery, value for service and out-put based performance benchmarking.
Projected 4-Year Cost N 12.5 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y41 Formulate Benue State Policy and
Strategy on Good Governance and Revenue Security
✓ ✓ Governor, BHoA, SSG, MoF, MoJ, BIRS
2 Formulate and implement Benue State Policy and Strategy for the Civil Service Reform
✓ ✓ Governor, BHoA, HoS, SSG,
3 Create and implement a good governance template for all MDAs
✓ ✓ Governor, SSG, SPC
4 Restructure, Re-organize and strengthen the Human and
Institutional capacity of the State Planning Commission
✓ ✓ ✓ ✓ Governor, SSG, SPC
5 Undertake Continuous High-Level public enlightenment on Government policies
✓ ✓ ✓ ✓ Governor, MoI&O and Political Office Holders
6 Establish a contributory pension
scheme in the State✓ ✓ Governor, BHoA, SSG,
and HoS
7 Upgrade the human and institutional capacities of the Judiciary for enhanced efficient and effective dispensation of Justice
✓ ✓ ✓ ✓ Governor, CJ, BSJC
8 Establish e-Governance for improved Government services
✓ ✓ Governor, SSG, HoS, Special Adviser on ICT
9 Develop and implement Benue State Security Policy and Strategy
✓ ✓ ✓ ✓ Governor, SSG, MoJ, Special Adviser on Security
10 Establish and operationalize Benue State Community Policing System
✓ ✓ ✓ ✓ Governor, SSG, MoJ, Special Adviser on Security
18
B enue S t a t e G o ver n m en t
“Our Collective V ision”
11 Develop Benue State Policy and Strategy for Critical Infrastructure Protection
✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoW, MoJ
12 Formulate and implement Benue State Policy and Strategy for CSO Engagement
✓ ✓ Governor, BHoA, SSG, MoJ, Special Adviser on Religious Affairs & CSOs
13 Ratify and implement the UN Convention Against Corruption
✓ ✓ Governor, SSG, BHoA, Special Adviser on Values & Ethics
14 Formulate and implement Benue State Policy and Strategy for engagement with the International Development Partners on good governance and revenue security
✓ ✓ Governor, BHoA, SSG, MoJ, Special Adviser on Development Cooperation, SPC
19
B enue S t a t e G o ver n m en t
“Our Collective V ision”
Table 4: Good Governance Template for MDAs
What Good Governance Means
:ocusin
1 Con Our ollective ,
. .
Vision
20
■ — ■ - - - - - - - - - - - - - -S Being clear about the Vision & Mission and its intended outcomes
for citizens and service users S Making sure that citizens receive a high quality service
S Making sure that taxpayers receive value for money
S Being clear about the functions of the Governing body S Being clear about the responsibilities of non-executives and the
executive, and making sure that those responsibilities are carried out
S Being clear about relationships between decision makers and the public
S Putting Government Policies and values into practice
S Individual Decision Makers behaving in ways that uphold and exemplify effective Governance and Leadership by example
L .... .... .... ......... ......... .... .... ........ .............. ........ .... ..........
S Being rigorous and transparent about how decisions are taken
S Having and using good quality information, advice and support
S Making sure that an effective accountability mechanism is in operation
S Making sure that appointed and elected Officials have the skills, knowledge and experience they need to perform well
S Developing a performance Monitoring and Evaluation Standards for Government operations
S Developing the capacity of the people in Governance to ensure l sustainability ,
S Ensuring that people in Governance are responsive and accountable to the people
S Making sure that the people are involved in Project Initiation, Implementation, and Monitoring
S Taking an active & planned approach towards delegating responsibility S Engaging effectively with institutions of Governance for the implementation
of Government Policies and Programmes
B enue S t a t e G o ver n m en t
“Our Collective V ision”
Table 5: Revenue Security
Objective To strengthen the mechanisms for efficient revenue collection
and prudent expenditure
Key Deliverables Enhanced efficiency in IGR and public expenditure
management
Projected 4-Year Cost N3.5 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Review existing tax laws ✓ ✓ Governor, BHoA, MoJ,MoF, BIRS
2 Reposition BIRS for efficient IGR collection
✓ ✓ Governor, BHoA, MoJ, MoF, BIRS
3 Digitise Revenue Register and Map ✓ ✓ ✓ ✓ Governor, SSG, MoF,
BIRS
4 Audit and Map urban properties for proper taxation and revenue collection
✓ ✓ ✓ ✓ Governor, BIRS, MoF,
MoW, Special Adviser on
BoLs, LGCs
5 Formulate Due Process Policy in Public Procurement
✓ ✓ Governor, BHoA SSG, MoJ
6 Restructure, Re-organize and Strengthen the human and institutional capacities of the State Budget Office
V V Governor, SSG, SPC
7 Undertake a Public Expenditure Management Reform (PEMR):
Government Integrated Financial Management and Information System (GIFMIS), Integrated Payroll and Personnel Information System (IPPIS),
Treasury Single Account (TSA), and e- Payment System
V V V V Governor, BHoA, SSG, HoS, MoF, Special Adviser on ICT
8 Restructure, Re-organize and Strengthen the human and institutional capacities of the State
Accountant-General
V V Governor, BHoA, SSG,
9 Restructure, Re-organize and Strengthen the human and institutional capacities of the State Auditor-General
V V Governor, BHoA, SSG,
10 Enact and implement Benue State
Fiscal Responsibility ActV V Governor, BHoA, SSG,
MoJ
21
CHAPTER FOURAGRICULTURE-DRIVEN INDUSTRIALIZATION
4.1 Key Challenges
Indicative development challenges comprise:
i. Paradox of escalating food insecurity in the midst of the acclaimed “Food Basket of the
N a t io n Some factors accounting for the escalating food insecurity include diminishing
farm holdings per person due to population increase, increasing reduction in the
arable lands through burnt bricks industries along the river banks, soil degradation,
predominant reliance on rain-fed agriculture, menace of pests and weeds;
ii. Inadequate power supply leading to absence of major industries;
iii. Scanty processing and storage facility;
iv. Infancy stage of mechanisation and plantation Agriculture/Agro Forestry
4.2 Critical Success Factors
Notable ones comprise:
i. Bountiful agricultural resources that constitute the backbone of the State’s economy,
employing over 75% of the enterprising rural population working on the vast and
fertile land, hence the State is aptly christened the ‘Food Basket of the Nation’;
ii. Rivers and fadama that have potentials for irrigation agriculture;
iii. Existence of Benue Trough with potential for Gas and Oil exploitation;
iv. Abundant mineral resources with potentials for economic development of the State;
v. Immense room for converting the comparatively weak infrastructure base and near-
absent private sector into development assets;
vi. Good openings for drawing valuable lessons from the Federal Government’s experience
in designing and implementing reforms in this sector;
vii. Availability for emulation of the Nigerian Policy on Agriculture;
viii. Availability for emulation of the Nigerian Policy on Industrialization;
ix. Opportunities for increased support from the International Development Partners
(IDP) for agro-driven industrialisation;
22
x. Availability for adoption of the APC Manifesto for the 2015 General Elections; and
xi. Pronounced stand of the Ortom Administration to promote the State’s agro-driven
industrialisation.
4.3 Ortom Administration’s Initiative on Promoting Agro-Driven Industrialisation
i. Leverage our rich agriculture by setting up cottage processing units;
ii. Drive industrialisation, enhance food security, create jobs, reduce poverty, and enhance
inclusive economic growth;
iii. Stimulate agricultural growth through modernisation, diversification, genetic upgrade,
disease control and commercialization of agriculture;
iv. Facilitate the establishment of organised markets for agricultural produce and products;
v. Establish Agricultural Credit Financing Schemes (ACFS);
vi. Reorganize and privatize moribund State-owned industries;
vii. Establish new industries both in Agriculture and Solid Minerals Sectors;
viii. Create an Investment Promotion Agency to promote and facilitate investment inflow
and exports; and
ix. Establish a bank to make international financial transactions and provide Credit-
Guarantee Services to facilitate access to capital by SMEs.
23
24
4.4 Implementation Action Plan
(A.) Agriculture
Table 6: Agriculture-Driven IndustrializationObjective To reposition agriculture to drive industrialization
Key Enhanced food security, job creation, employment opportunities, poverty reduction and economic growthDeliverables
Projected 4- Year Cost
N10.5 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Formulate and implement Policy and Strategy for Agriculture-Driven Industrialization
/ / / / Governor, BHoA, SSG and MoA&NR
2 Institutionalize Continuous Research and Development for Agriculture-Driven Industrialization
/ / / / Governor, SSG
3 Stimulate agricultural growth through modernization, diversification, genetic upgrade, disease control and commercialization of agriculture in the state
/ / / / MoA&NR
4 Establish Produce Marketing Boards in the State
/ / Governor, BHoA, MOTII, SA on Rural Development
5 Create and sustain an enabling environment for growth of agro-based small and medium scale enterprises (SMEs)
/ / / / MoJ, BHoA, MoA&NR.
6 Train adequate skilled manpower to enhance agricultural production
/ / / / MoA&NR, MoEST
7 Establish Agricultural Credit Financing Schemes (ACFS) in the state similar to the Federal Government's Growth Enhancement Support (GES) program to enhance agricultural output
/ / MoF, BHoA
25
(B.) Industrialization
Objective To achieve accelerated economic growth through private-sector-driven industrialization initiatives
Key Deliverables Mechanized Agriculture, Improved job creation, employment opportunities, wealth creation, poverty reduction and enhanced GDP
Projected 4-Year Cost N7.0 Billion
Strategies/Activities 2015 (May) - 2019 (May) ResponsibilityY1 Y2 Y3 Y4
1 Formulate and implement Policy andStrategy for Industrialization
/ / Governor, BHoA, SSG, MoTII
2 Institutionalize Continuous Research and Development for Industrialization
/ / / / Governor, SSG, BSPC, MoTII
3 Establish and operationalize State Bureau of Public Enterprises (SBPE)
/ / / / Governor, BHoA
4 Re-vitalize the moribund state-owned, industries through Public-Private Partnership Scheme
/ / / / SBPE
5 Establish and operationalize new industries in agriculture and solid minerals sectors through public-private- partnership
/ / / / Governor, BHoA, MoA&NR, MoTII
6 Provide credit guarantees to SMEs in order to stimulate agro-processing in the state.
/ / / / Governor, BHoA MoF, MoJ,
7 Establish Workshops and build Human Resource capacity on Equipment Design and Fabrication
/ / / / MoEST,
8 Establish and operationalize a State Small and Medium Enterprises Development Agency (SSMEDA) to facilitate the growth of SMEs in the State.
/ / / / Governor, BHoA MoTII, MoJ,
26
(C.)Trade and Investment
Objective To create an enabling and friendly environment to attract investment
Key Deliverable Investment Hub
Projected 4-Year Cost N4.5 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Create and operationalize a Benue State
Investment Promotion Agency (BSIPA) to
promote and facilitate investment inflow and
business
V V V V Governor, BHoA, MoTII
2 Institutionalize Continuous Research and
Development for Trade and Investment for
the State
V V V V Governor, SSG, BSPC, MoTII
3 Facilitate the establishment and operationalization of State Farmers and
Cooperative Bank (SFCB)
V V V V Governor, BHoA, MoA&NR,
MoF
4 Facilitate the establishment and operationalization of independent M icro
Finance Banks
V V V V Governor, BHoA, MoA&NR, MoJ, MoF,
(D.) Rural Development
Objective To provide the basic amenities required to improve the quality of life in rural areas and
reduce rural-urban migration
Key Deliverable Improved wellbeing of the rural dwellers
Projected 4-Year Cost N 8.0 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Formulate and implement a Benue State Rural Development Policy (BSRDP)
V V V V Governor, BHoA, SSG, SA on
Rural Development
2 Institutionalize Continuous Research and
Development for rural development
V V V V Governor, SSG, BSPC, SA on
Rural Development
3 Design and implement an integrated rural development action plan
V V V V Governor, SSG, SA on Rural Development, LGCs
4 Promote cluster settlement patterns in order to enhance delivery of social services in the
rural areas
V V V V Governor, SSG, SA on BLS, SA on Rural Development, LGCs,
STCs
5 Facilitate the Strengthening of Cooperative System in the State
V V V V Governor, SSG, SA on Rural Development
27
CHAPTER FIVESCIENCE, TECHNOLOGY, ENGINEERING, ARTS AND
MATHEMATICS (STEAM)-BASED EDUCATION ANDHEALTH SERVICES
5.1 Key Challenges
A few of the key development challenges in the education and health sectors consist of:
A. Education Sectori. Deteriorating physical infrastructure from the primary to tertiary levels;
ii. Dysfunctional curricula that do not prepare the youth for the competitive knowledge
economy of the 21st Century, hence the teeming population of the unemployed
graduates;
iii. Declining morale and productivity of the teaching staff due to prolonged non-payment
of salaries and allied fringe benefits;
iv. Limited placements for higher levels and universities;
v. Inability to achieve Goal 2 of the MDGs regarding Universal Primary Education for
all by 2015;
vi. Dwindling annual appropriation to the education sector;
vii. Dearth of quality Evaluators and Inspectors for enforcing compliance with quality
education standards;
B. Health Sector
i. Decaying physical infrastructure from the primary to tertiary levels;
ii. Declining morale and productivity of the health workers due to prolonged non-payment
of salaries and allied fringe benefits;
iii. Escalating prevalence of child mortality, maternal morbidity, and HIV/AIDS scourge;
iv. Dwindling annual appropriation to the health sector;
v. Inadequacy of health inspectors to enforce compliance with acceptable health and
sanitation standards; and
28
B enue S t a t e G o ver n m en t
‘Our CoOIeCive V ision'
vi. Waning public faith in the ability of government to deliver adequate health services.
5.2 Critical Success FactorsThese encompass:
A. Education Sector
i. Prospects of conforming to the nation’s educational objectives for “equal and adequate
opportunities at all levels”, promotion of “science and technology”, and eradication
of illiteracy, if practicable, through “free, compulsory, and universal primary education”,
“free secondary education”, “free university education”, and “free adult literacy
programme” [vide Chapter 2, Section 18 (1) - (3) of the Constitution of the Federal
Republic of Nigeria (1999 as amended)];
ii. Growing enthusiasm of the private sector to establish educational institutions from
the primary to tertiary levels;
iii. Availability for adoption of the National Policy on Education with possibility of drawing
valuable lessons from the on-going reform in the education sector at the federal level
iv. Opportunities for increased support from the International Development Partners
(IDP) for the education sector;
v. Availability for adoption of the APC Manifesto for the 2015 General Elections; and
vi. Pronounced stand of the Ortom Administration to promote STEAM-based Education
in the State.
B. Health Sector
i. Opportunities in conforming to the nation’s welfare objectives that the “security and
welfare of the people shall be the primary purpose of government” [vide Chapter 2,
Section 14 (2)(b) of the Constitution of the Federal Republic of Nigeria]
ii. Availability for adoption of the National Health Policy and the on-going reform in the
health sector at the Federal Government Level, with particular regard to the National
Health Insurance Scheme (NHIS)
iii. Growing contribution from the private health service providers;
29
iv. Opportunities for increased support from the International Development Partners
(IDP) to the health sector;
v. Availability for adoption of the APC Manifesto for the 2015 General Elections; and
vi. Pronounced stand of the Ortom Administration to drive provision of quality and
affordable healthcare
5.3 Ortom Administration’s Initiative on Education and Health Services
i. Introduce Entrepreneurial Education;
ii. Provide free primary education and ensure that teachers are given their pride of place
by training, retraining, and re-orientation at all levels;
iii. Strengthen the educational sector and reinforce existing scholarship and establish
student loan scheme for financing education;
iv. Support the prevention and treatment of HIV/AIDS and address issues of maternal
morbidity and mortality, as well as infant and child mortality;
v. Initiate incentives for rural posting of health staff;♦ Revive and ensure the accreditation of the School of Nursing and Midwifery
in Makurdi; and♦ Promote Health Insurance Scheme for all.
30
P late 2: Learn in g & D evelopm en t Facilities
31
5.4 Implementation Action Plan
5.4.1 STEAM-Based Education Sector
Table 7: STEAM -Based Education
Objectives 1. Revamped educational system with a view to making all critical elements of a modern education (Science, Technology, Engineering, the Arts, and M athem atics—STEAM) not only interesting but also accessible to all our citizens.
2. To ensure that the STEAM educational model serves as the platform for propelling the state to prosperity and healthy living.
Key Institutionalized entrepreneurial educational systemDeliverable
Projected 4- Year Cost
N60 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
General
1 Formulate and implement State Policy for STEAM-Based Education
V V Governor, BHoA, SSG,
MoEST,
2 Institutionalize Continuous Research and Development for STEAM-Based Education
V V Governor, SSG, BSPC,
MoEST,
Primary Education
1 Conduct a needs assessment of State- owned primary schools and address any identified needs
V V MoEST, SUBEB, LGCs
MoEST, SUBEB, LGCs2 Implement biometrics data verification of
the staff in the public primary schoolsV V MoEST, SUBEB, LGCs
3 Strengthen Free, Compulsory and Qualitative public Primary Education
V V V V MoEST, SUBEB, LGCs
4 Undertake Continuous re-orientation of all teachers, training, and re-training of teachers.
V V V V MoEST, SUBEB, LGCs
5 Undertake Continuous renovation of schools and provision of adequate infrastructure. : classrooms, chairs, tables, teaching aids, libraries, sporting facilities, sanitation facilities, etc.
V V V V MoEST, SUBEB, LGCs
32
B enue S t a t e G o ver n m en t
‘Our CoOIeCive V ision'
6 Clear backlog of counterpart funding from UBEC
y y MoEST, MoF, SUBEB
7 Strengthen basic science and Information V V V V MoEST, SUBEB, LGCsTechnology in public primary schools
8 Strengthen Parent-Teacher Associations for primary schools for partnership and quality control
V V V V MoEST,SUBEB, LGCs
9 Strengthen supervision and monitoring of V V V V SUBEB, MoESTmanagement and teaching in schools to ensure quality control
10 M ainstream Family Life Education into school curriculum and train T eachers to use it.
✓ ✓ ✓ ✓ MoEST, MoWA&SD
11 Provide m ore Special Education ✓ ✓ ✓ ✓ MoEST, MoWA&SDfor PWDs
12 Introduce Elem entary Entrepreneurial Curriculum
✓ ✓ ✓ ✓ MoEST
Secondary Education13 Conduct a needs assessment of State-
owned secondary schools and address any identified needs
V V MoEST, TSB
14 Implement biometrics data verification of the staff of Government grant-aided secondary schools.
V V MoEST, TSB, SA on ICT
15 Ensure adequate staffing and motivation V V V V MoEST, TSB
16 Strengthen the Inspectorate responsibilities of the Ministry of Education, Science & Technology and TSB
V V Governor, MoEST, TSB
17 Undertake Training, re-training, and reorientation of all teachers
V V V V MoEST, TSB
18 Undertake Provision of adequate V V V V MoEST, TSBinfrastructure for all public schools: classrooms, chairs, tables, teaching aids, libraries, science laboratories, sporting facilities, sanitation facilities, and ICT facilities, Guidance and Counseling, etc.
33
19 Ensure that all secondary schools in y y y y M oEST, TSB,Benue state (both public and private) offer science subjects and Inform ation Technology
20 Focus deliberate efforts on recruiting and training of science and mathematics teachers
V V V V MoEST, TSB
21 Develop a Special Science Teacher Training Scholarship Fund in order to encourage Science Teacher Education
V V V V MoEST, TSB, BSB,
22 Strengthen science competition am ongst secondary school students with good reward to stim ulate interest in and encourage the study of the sciences
V V V V MoEST, TSB,
23 Strengthen young inventors competition among secondary school students to encourage application of science in technology and engineering
V V V V MoEST, TSB,
24 Strengthen vocational and technical schools for skills acquisition to produce technicians as major aspect of the entrepreneurial educational policy of the Ortom administration.
V V V V MoEST, TSB, MoTII
25 Emphasize the teaching of Nigerian History, Civics, and French in all Secondary Schools
V V V V MoEST, TSB
26 Establish three special Secondary Schools where Chinese language will be taught along with other languages
✓ ✓ ✓ ✓ MoEST,
27 Provide m ore Special Education for PWDs
✓ ✓ ✓ ✓ MoEST,
28 Introduce Entrepreneurial Education in Secondary School curriculum
✓ ✓ ✓ ✓ MoEST
34
Tertiary Education
Strategies/ Activities20 15 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Formulate and implement a Policy on Tertiary Education in the State
V V Governor, BHoA, SSG, MoEST, MoJ
A. M onotechnics, Polytechnics, and Colleges of Education
1 Conduct Needs Assessment for all State- owned Tertiary Institutions
V V MoEST, MoA&NR, CEOs of TertiaryInstitutions in Benue State
2 Make Monotechnics and Polytechnics to be mandate compliant
V V V V MoEST,
3 Adequately equip science and technological laboratories and workshops
V V V V MoEST,
4 Expand the capacity of the existing institutions through the provision of more facilities to support the admission of more students.
V V V V MoEST,
5 Strengthen College of Agriculture to deliver on its mandate
V V V V MoEST, MoA&NR,
6 Introduce Entrepreneurial Education in the Curricula of Monotechnics, Polytechnics and Colleges of Education
V V V V MoEST, MoA&NR,
B. U niversity Education
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Establish a Benue University Fund to which Local Governments shall make monthly statutory contributions of an agreed amount.
V V V V Governor, BHoA, MoEST, Special Adviser on Bureau for LGCs, BSU
2 Conduct a Needs Assessment for Benue State University with emphasis on the quality of research, teaching and learning
V V V V Governor, MoEST
3 Improve significantly the amount paid to students as scholarship and they should be paid more regularly and on time
V V V V Governor, MoEST, BSB
4 Introduce student loan schemes for financing education
V V V V MOE, BSB, PPP
35
5.5 H ealth Services
Objectives 1. To improve health infrastructure and service delivery in Benue state2. To pursue a deliberate policy of healthy living and preventive medicine, while ensuring quick and easy access to affordable health care delivery systems.
Key A H e a lth y and P ro d u ctive Benue PeopleDeliverable
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Review and implement Policy and Strategy for the Provision of efficient and effective Health Services in the State
V V Governor, BHoA,
SSG, MoH&HS, MoJ
2 Conduct a Needs Assessment in primary and secondary healthcare facilities in the state
V V MoH&HS, HSMB, PHCMA
3 Institutionalize Continuous Research and Development in the Provision of Health Services
V V V V Governor, SSG, BSPC, MoH&HS, BSU CHS, BSUTH
4 Direct Deliberate efforts at staff training and development
V V V V MoH&HS, BSU CHS,
BSUTH,
5 Strengthen primary health care in the state by establishing the Primary Health Care Board and ensuring appropriatefunding.
V V V V Governor,
MoH&HS,
6 Establish a rural health insurance scheme (Benue State health insurance scheme) and also an insurance scheme for state civil servants. The board shall attract donor support both locally and internationally care delivery in the state
V V V Governor,
MoH&HS,
7 Provide adequate funding for the campaign against HIV/AIDS as well as treatment, care and support private schools of nursing and technology for effective health delivery
V V V V Governor, MoH&HS,
36
B enue S t a t e G o ver n m en t
‘Our Collective V ision'
8 Strengthen partnerships w ith CSO s, D onor agencies and other governm ental agencies to enhance health system s.
V V V V G overnor,M oH & H S, SPC, SA on D evelopm ent Cooperation, andCSO A ffa irs
9 Support Schools of Nursing and Health Technology for effective health care manpower development
Governor,
MoH&HS, HSMB
10 Strengthen the work of sanitary inspectors to enhance sanitation and healthy living standards
MoH&HS, BENSESA
11 Revive and ensure the accreditation of the School of Nursing and Midwifery in Makurdi
Governor, SSG,
MoH&HS,
12 Partner with International Health Development Agencies to support de- worming of primary school children with anti-helminthic
MoH&HS, HSMB
13 Renovate General hospitals and ensure adequate staffing
Governor,
MoH&HS, HSMB
21 Establish a Makurdi Medical City in partnership with foreign investors
Governor, MoH&HS,
22 Improve the quality of services in some selected secondary and tertiary hospitals through for the provision of new technologies in Medicare
Governor, MoH&HS,
37
Plate 3: Medical Laboratory
Source: en.wikipedia.org
38
CHAPTER SIXINVESTMENTS IN CRITICAL INFRASTRUCTURE
6.1 Key Challenges
Some of the significant draw backs in this sector of development are:
i. Deterioration of road network particularly the rural feeder roads, thereby impeding
smooth access between the rural farming communities and urban areas;
ii. Epileptic electricity supply, which is virtually non-existent in the rural areas, has forced
many businesses, government institutions, and private residences to rely on costly
back up power generators;
iii. Absence of intra-State network of railways;
iv. Under-developed inland waterways;
v. Non-availability of civil airport;
vi. Low ICT infrastructure and capacity, thereby impeding the desired presence of robust
e-governance and e-government; and
vii. Prevalence of slums as a result of poor housing and urban development.
6.2 Critical Success Factors
These include:
i. Opportunities to draw valuable lessons of experience from the global and Federal
Government’s best practices to embark on Public-Private-Partnership (PPP) in
promoting investment in the critical infrastructure development and protection;
ii. Chances to be guided by the framework of Nigeria’s Infrastructure Concession
Regulatory Commission (ICRC) and by the operations of the Nigeria Sovereign
Investment Authority (NSIA) with particular reference to Nigeria Infrastructure Fund
(NIF);
39
iii. Opportunities for increased support from the International Development Partners
(IDP) to the development and protection of the State’s critical infrastructure;
iv. Availability for adoption of the APC Manifesto for the 2015 General Elections; and
v. Pronounced stand of the Ortom Administration to drive provision of investment in
the State’s critical infrastructure
6.3 Ortom Administration’s Initiative on Critical Infrastructure
i. Invest in grid and off grid power solutions with focus on coal, hydro, solar, recycled
waste and geo-thermal power generation to increase electricity supply;
ii. Invest in hi-speed internet broadband access to facilitate e-governance;
iii. Construct at least 145kms of urban roads in the State;
iv. Provide an Airport in Makurdi, and Light Rail from Otukpo to Gboko to Zaki-Biam
and then Gboko to Makurdi (with Gboko as a hub);
v. Reticulation of water in all the major urban areas;
vi. Provide mass housing and two housing layouts in Makurdi and a housing layout in
each major town; and
vii. Develop tourism and hospitality industry, establish wild life parks and a museum and
make Benue attractive to tourists.
40
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
6.4 Implementation Action Plan
Table 8: Investments in Critical InfrastructureInvestments in Critical Infrastructure
Objective T o u p g ra d e and e xp a n d In fra stru ctu ra l fa c ilit ie s fo r im p ro v e d q u a lity o f life an d e co n o m ic
d e v e lo p m e n tKeyDeliverables
En h an ced a cce ss to q u a lity and a ffo rd ab le in fra stru ctu ra l fa c ilitie s and su sta in a b le
e n v iro n m e n tProjected 4- Year Cost
N 80 Billio n
S tra te g ie s/A ctiv it ie s2015 (M ay ) - 2019 (M ay )
R e sp o n sib ilityY1 Y2 Y3 Y4
G e n e ra l
1 Formulate and Implement Benue policy and Strategy for the Development and Protection of Critical Infrastructure
✓ ✓ Governor, BHoA, SSG, MoW&T, MoH, MoJ
2 Formulate and Implement Benue State Policy and Strategy for Disaster and Emergency Management
✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoWR&E, SEMA, CSOs
3 Institutionalize continuous Research and Development for the Development and Protection of Critical Infrastructure
✓ ✓ ✓ ✓ Governor, BHoA, SSG, MoW, MoH&UD
4 Establish Traffic Regulatory Agency ✓ ✓ Governor, BHoA,MoJ, BIRS, MoW&T, MoWR&E
P o w er
S tra te g ie s/A ctiv it ie s
2015 (M ay ) - 2019 (M ay )
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Invest in grid and off grid power solutions with focus on coal, bio-fuel, hydro, solar, recycling waste and geo-thermal power generation for urban and rural electrification to produce 100Mw in four years from the present 12mw ) under a PPP Scheme
✓ ✓ ✓ ✓ Governor, SSG, MoW&T, MoJ
41
Roads
S tra te g ie s/A ctiv it ie s
2 015 (M ay ) - 2019 (M ay)
R e sp o n sib ility
Y1 Y2 Y3 Y4
1 Strengthen human and institutional ✓ ✓ ✓ ✓ Governor, MoW&Tcapacities to enhance quality road construction and maintenance
2 Rehabilitate major tarred roads and bridges
✓ ✓ ✓ ✓ Governor,MoW&T
3 Dualize Agan-Apir Road with an interchange at Gboko round about
✓ ✓ ✓ ✓ Governor,MoW&T
4 Construct new roads in each Senatorial Zone
✓ ✓ ✓ ✓ Governor,MoW&T
5 Rehabilitate old network of rural feeder roads in each Senatorial Zone
✓ ✓ ✓ ✓ Governor, MoW&T, LGCs
6 Construct new network of rural feeder roads in each Senatorial Zone
✓ ✓ ✓ ✓ Governor, MoW&T, LGCs
7 Construct a 50 km Makurdi East Toll Bypass Road (Daudu-Makurdi Island Bridge- Ikpayongo) under PPP
✓ ✓ ✓ ✓ Governor, BHoA, MoW&T
8 Construct new urban roads in Makurdi, Kastina-Ala, Vandeikya, Oju, Gboko, Otukpo, and others in the State
✓ ✓ ✓ ✓ Governor, MoW&T, LGCs
A irp o rt
Stra te g ie s/A ctiv it ie s
2 015 (M ay) - 2019 M ay)
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Establish a functional airport in Makurdi ✓ ✓ ✓ ✓ Governor, SSG MoW&T, MoJ
Rail
42
B enue S t a t e G o ver n m en t
“Our Collective V ision”
Y1 Y2 Y3 Y4
1 Establish Otukpo-Gboko-Zaki-Biam light rail; and then Gboko-Makurdi light rail (with Gboko as a hub) under a PPP Scheme
✓ ✓ ✓ ✓ Governor,MoW&T
In-Land W ater-W ays
Strategies/A ctivities2015 (M ay) - 2019 M ay)
ResponsibilityY1 Y2 Y3 Y4
1 Establish and operate Barge Services on Makurdi-Agatu, Makurdi-Anyibe-Ibi, and Makurdi-Gbajimba-Katsina-Ala Water Ways ) under a PPP Scheme
✓ ✓ ✓ ✓ Governor,MoW&T
W ater Supply
Strategies/A ctivities2015 (M ay) - 2019 M ay)
ResponsibilityY1 Y2 Y3 Y4
1 Reticulate water supply in all the major urban areas to ensure access to water in all homes
✓ ✓ ✓ MoWR&E,Water Board, LGCs
2 Introduce the metering system for Pay- as-You-Use
✓ ✓ MoWR&E, Water Board
3 Build three dams (I each) in the three senatorial zones for multipurpose use
✓ ✓ ✓ MoW&T,MoWR&E,
4 Promote Provision of Community Boreholes in the rural areas
✓ ✓ ✓ Governor, SSG, BERWASA,
43
ICT
Stra te g ie s/A ctiv itie s
2015 (M ay) - 2019 (M ay)
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Formulate and Implement Benue policy and Strategy on ICT
✓ ✓ Governor, BHoA, SSG, MoEST, SA onICT
2 Establish Benue Information Technology Development Agency (BITDA)
✓ ✓ Governor, BHoA, SA on ICT
3 Provide robust ICT infrastructure and build capacity for economic growth
✓ ✓ ✓ ✓ Governor, SSG, MoEST, SA on ICT
4 Invest in hi-speed internet broadband access for e-education, e-commerce, and e-governance, e-health, and etc
✓ ✓ ✓ ✓ Governor, SSG, MoEST, SA on ICT
H o usin g
Stra te g ie s/A ctiv itie s
2015 (M ay) - 2019 M ay)
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Provide New urban housing layouts in every LGA Headquarters
✓ ✓ ✓ Governor, BLS, MoH&UD, UDB
2 Create two sites and services for mass housing in each senatorial district
✓ ✓ ✓ Governor,BLS, MoH&UD
3 Fast track process of C of O up to title issuance within one month from application
✓ ✓ Governor, LUAC, BLS
4 Upgrade and Implement Town planning laws to fast track urban renewal projects and protection of public utilities
✓ ✓ ✓ Governor, BHoA, MoH&UD , UDB, BLS
5 Construct Model Integrated Rural Community Settlement in the TIV Senatorial Zones
✓ ✓ ✓ ✓ Governor,MoH&UD, UDB, SA on RD
6 Strengthen operations of Benue State Geographic Information System (BenGIS) for complete computerization of Housing Administration
✓ ✓ Governor, MoH&UD, BLS
7 Discourage the use of thatched roofs in Tiv Land
✓ ✓ Governor, BHoA, MoJ, MoH&UD, MoI&O, SA on RD
44
B enue S t a t e G o ver n m en t
“Our Collective V ision”
Environment
Strate g ie s/A ctiv itie s
2015 (M ay) - 2019 (M ay)
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Review the Benue State Environmental Policy
✓ ✓ Governor, MoEST, MoWR&E, BESEPA,BENSESA, UDB
2 Improve and sustain partnership with Private Service Providers for waste management system in major towns in Benue State
✓ ✓ ✓ ✓ MoWR&E, BESEPA, BENSESA, UDB
3 Control erosion challenges in towns and communities in Benue State
✓ ✓ ✓ ✓ MoWR&E, MoA&NR
4 Strengthen Benue State Urban Development Board to properly demarcate and restrict encroachment on water channels in urban areas
✓ ✓ MoWR&E, UDB
5 Strengthen line Ministries to enhance and restore ecological practices and ecosystems diversity such as reclamation of mining sites, burnt-bricks sites and provision of forestry seedlings.
✓ ✓ MoWR&E,MoA&NR,
Cu ltu re, To u rism and H o sp ita lity
Strate g ie s/A ctiv itie s
2015 (M ay) - 2019 M ay)
R e sp o n sib ilityY1 Y2 Y3 Y4
1 Embark on a robust PPP Scheme to rebuild the abandoned tourist sites.
✓ ✓ ✓ ✓ MoTII, MoAC&T
2 Provide enabling environment for Private sector investment in Culture, Tourism, and Hospitality
✓ ✓ MoAC&T , MoTII
45
CHAPTER SEVENGENDER, WOMEN, YOUTH AND PERSONS W ITH DISABILITIES
7.1 Key Challenges
Some notable issues in this sector of development cover:
i. Slow gender mainstreaming comparative to the intent of the Beijing Platform for
Action (1995), and the practice in other countries such as Rwanda;
ii. Inadequate knowledge and limited implementation of the UN Convention on the
Elimination of All Forms of Discrimination Against Women (CEDAW);
iii. Low knowledge and hesitant implementation of the 15 priority areas of the World
Programme of Action for Youth (WPAY), under the advocacy of the UN Inter-Agency
Network on Youth Development (IANYD); and
iv. Dearth of knowledge and implementation of the UN Convention on the Rights of
Persons with Disabilities (PWDs).
7.2 Critical Success Factors
These include:
i. Possibilities to emulate the actions of the increasing number of countries that have
adopted, ratified and are implementing the Beijing Platform for Action (1995),
CEDAW, WPAY, and UN Convention on the Rights of Persons with Disabilities
(PWDs);
ii. Growing strong advocacy from State and Non-State Actors for gender mainstreaming
and fair deal for women, youth and people with disabilities (PWDs);
iii. Availability for adoption of the National Gender Policy (2008), Second National Youth
Policy (2009), and National Policy on Persons with Disabilities (PWDs);
46
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
iv. Opportunities for increased support from the International Development Partners
(IDP) to gender mainstreaming and fair deal for women, youth and People with
Disabilities (PWDs);
v. Availability for adoption of the APC Manifesto for the 2015 General Elections; and
vi. Pronounced stand of the Ortom Administration to drive promotion of gender
mainstreaming and fair deal for women, youth and People with Disabilities (PWDs);
7.3 Ortom Administration’s Initiative on Gender Mainstreaming and Fair Deal for Women,
Youth and Persons with Disabilities (PWDs)
i. Mainstream gender in all our projects and programmes;
ii. Have more women in appointive, elective and decision-making positions;
iii. Support the establishment of more business ventures by women;
iv. Promote youth entrepreneurship in all the sectors of the economy; and
v. Make all public offices disability-friendly and provide an affirmative action framework
for employment in the Public Service of the Persons with Disabilities (PWDs).
Plate 4: Mother & Child
S o u r c e : y a g a z i e e m e z i . c o m
47
7.4 Implementation Action Plan
Table 10: Gender, Women, Youth, Children and Persons with Disabilities (PWDs)
G ender, W om en, Youth , Children and Persons w ith Disabilities (PW Ds)
Objective To economically and socially empower women and girls to reduce gender disparity, improve total well-being of children; empower youths and mainstream Persons with Disabilities into the decision making process.
KeyDeliverables
1. At least 35% Women in appointive, elective, and decision-making positions.2. More business ventures established by women with support from government and the private
sector.3. Strengthened gender responsive and multi-sector collaboration for quality services and
systems.4. Industrialization anchored on youth employment and development.5. PWDs and other marginalized groups involved in the design and implementation of
interventions that will benefit them.6. Sufficient data generated to facilitate gender-friendly planning, monitoring and evaluation.
Projected 4- Year Cost
N 14 Billion
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
G e n d e r and W om en
1 Commission gender-sensitive research to augment existing information on equality and women's empowerment across sectors.
✓ ✓ MoWA&SD, SA on Gender, BSPC
2 Disseminate findings and advocate for evidence based intervention.
✓ ✓ MoWA&SD, SA on Gender, BSPC, CSOs
3 Form ulate and Im plem ent Benue State
Policy and S trategy on Gender M ainstream ing
✓ ✓ Governor, SSG, MoWA&SD, SA on Gender, CSOs
4 Institutionalize continuous Research and Developm ent on Gender M atters
✓ ✓ ✓ ✓ Governor, BSPC, MoWA&SD, SA on Gender
5 Create a department of Economic Services in the MoWA&SD to ensure that grassroots women, PWDs, the elderly and the vulnerable in Benue State are economically empowered.
✓ MoWA&SD, BSPC, SA on Gender
6 Provide matching funds to facilitate access to soft loans from Agricultural Development Bank, NEXIM and Bank of Industry by Benue Entrepreneurs.
✓ ✓ ✓ ✓ Governor, MoWA&SD, MoTII, MoF, MoA&NR, SA on Gender
7 Establish Business Development Fund for Women
Governor, BHoA, MoWA&SD, MoTII, MoF, SA on Gender
48
B enue S t a t e G o ver n m en t
“Our Collective V ision”
8 Train and mentor young women to take on leadership roles.
✓ ✓ ✓ ✓ MoWA&SD, MoY&SD, UNFPA, CSOs, Mol&O, SA on Gender
9 Domesticate and implement Post-Beijing Platform and other UN Conventions on Women
✓ ✓ ✓ ✓ Governor, BHoA, MoWA&SD, MoJ, SA on Gender
10 Reactivate Entrepreneurship D evelopm ent Centers across the 23 LGAs to train w om en and youth
✓ ✓ ✓ MoWA&SD, SA on Gender
11 Initiate legal reforms to enshrine the principles of CEDAW in legislation and customary justice systems.
✓ ✓ BHoA, MoJ, MoWA&SD, SA on Gender
Children
Strategies/A ctiv ities
2015 (May) - 2019 (May)
R espo nsib ilityY1 Y2 Y3 Y4
12 Institutionalize continuous Research and D evelopm ent on M atters of Children
✓ ✓ ✓ ✓ Governor, SSG, BSPC, MoWA&SD, MoJ, CSOs, SA on Gender
13 Establish Fam ily Courts to drive the im plem entation of the Benue State Child Rights Act of 2011
✓ ✓ Governor, BHoA, SSG MoWA&SD, MoJ, SA on Gender
14 Fund the operations of the Child Rights Implementation Committees (CRIC) and Technical Working Groups (TWG) at the state, local governments and community levels.
✓ ✓ ✓ ✓ Governor, LGCs, MoWA&SD, SA on Gender
15 Create machinery for monitoring implementation of the law promoting and protecting children's rights, especially those of the girl child; and ensure it functions properly.
✓ ✓ ✓ ✓ MoWA&SD, BSPC, MoJ, CSOs, SA on Gender
16 Collaborate with international organisations and local non-governmental organisations to leverage on additional funds and expertise to further children's cause in Benue state.
✓ ✓ ✓ ✓ Governor, MoWA&SD, CSOs, SA on Gender
17 Create and expand Child Correction Centres (borstal schools)
✓ ✓ ✓ ✓ MoES&T, MoWA&SD
18 Reduce Child Mortality Rate and Safeguard Child survival
✓ ✓ ✓ ✓ MoES&T, MoWA&SD, MoH&HS, CSOs
49
Youth
Strategies/Activities
2015 (May) - 2019 (May)Responsibility
Y1 Y2 Y3 Y4
1 Formulate and Implement a State Youth
Policy✓ ✓ ✓ ✓ Governor, BHoA,
MoY&SD, CSOs
2 Institutionalize continuous Research and
Development on Youth M atters✓ ✓ ✓ ✓ Governor, SSG, BSPC
3 Adopt and im plem ent World Programme of
Action for Youth✓ ✓ ✓ ✓ MoY&SD, MoWA&SD,
CSOs
4 Develop a data base of youths in Benue
State with requisite skills (this can be
online based).
✓ ✓ ✓ ✓ MoY&SD, MoWA&SD, BSPC, CSOs
5 Enhance Youth access to Government Job
Creation Schemes✓ ✓ ✓ ✓ MoY&SD SA on
Employment & Labour Matters
6 Increase Youth access to the Agricultural
Credit Financing Scheme
✓ ✓ ✓ ✓ MoY&SD, MoTII, MoA&NR, MoWA&SD, SA on Employment & Labour Matters,
7 Conduct age-appropriate reproductive health education integrating HIV prevention m essaging
✓ ✓ ✓ ✓ MoH, MoWA&SD, MoI&O, MoES&T, CSOs
8 Sensitize stakeholders on the harmful effects o f gender based violence and im plem ent law s prohibiting gender violence
✓ ✓ ✓ ✓ MoWA&SD, MoJ, MoI&O, SA on Gender, SA on Ethics & Values, CSOs
9 Reintegrate girls who dropped out of the school system .
✓ ✓ ✓ ✓ MoES&T, MoWA&SD, SA on Gender, SA on Ethics & Values, CSOs
10 M ainstream value re-orientation into all youth activities
✓ ✓ ✓ ✓ MoI&O, MoY&SD, MoES&T, SA on Ethics & Values, CSOs
11 Initiate a Mentorship, Role Modelling and leadership training program m e for youth.
✓ ✓ MoWA&SD, MoY&SD, MoI&O, SA on Ethics & Values, CSOs
12 Carry out media campaigns on the harmful effects of drug, substance abuse and cultism.
✓ ✓ ✓ MoWA&SD, MoH, MoI&O, MoY&SD, SA on Ethics & Values, CSOs
13 Provide modern Sporting Centres at all the LGs to identify and nurture talents in sporting events with comparative advantage in the State
✓ ✓
MoY&SD, LGAs,
50
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
Persons with Disabilities (PWDs)
Strategies/Activities2015 (May) - 2019 (May)
ResponsibilityY1 Y2 Y3 Y4
1 Form ulate and im plem ent State Policy on Persons with Disabilities (PWDs)
✓ ✓ ✓ ✓ Governor, BHoA, MoWA&SD, MoJ, MoW&T, MoES&T, CSOs
2 Institutionalize continuous Research and D evelopm ent on PWDs M atters
✓ ✓ ✓ ✓ Governor, MoWA&SD,
3 D om esticate the UN Convention on the Rights of PWDs
✓ ✓ ✓ ✓ BHoA, MoWA&SD, LGAs, CSOs
51
CHAPTER EIGHTFUNDING THE VISION PLAN
8.1 Principal Funding Streams
The principal funding streams are depicted in figure 4 below.
Figure 4: Funding Streams
A nn ual B ud getary A pp ro priatio n
Financial and Te ch n ica l Su pp ort
from D evelop m en t Partners
Pub lic-Private- P artn ersh ips & O ther
C reative F inancing Schem es
52
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
8.2 Projected Cost
The Vision plan contained in this document is estimated to cost N200 Billion over a four-year period
as shown in table11 on projected cost
Table 11: Projected Cost
STRATEGICPROGRAMMES
%Allocation
YEAR 1 (NBillion)
YEAR 2 (NBillion)
YEAR 3 (NBillion)
YEAR 4 (NBillion)
TOTAL
GOOD GOVERNANCE & REVENUE SECURITY:
• Good Governance
8% 4
3
5
4
5
4
2
1.5
16
12.5
• Revenue Security1 1 1 0.5 3.5
STEAM-BASED EDUCATION & HEALTH SERVICES:
3 O SP 8 25 20 7 60
• Educational Policies 0.5 1 1.5• Primary Education 3.5 10 7 2.5 23• Secondary Education 1 5 5 1 12• Polytechnics and
Monotechnics0.5 3 2 1 6.5
• University 0.5 2 3 1.5 6.5• Health Services 2 4 3 1.5 10.5
53
INVESTMENTS IN CRITICAL INFRASTRUCTURE: 40% 10 30 8 15 80
0.5 2 2 1 5.5• P o w e r
2 15 10 7 34• R o ad s
0.5 1 1 1 3.5• A irp o rt
0.5 2 2 1 5.5• Rail
0.5 1 1 0.5 3• In -Lan d W a te rw a y s
2 2 2 1 7• W a te r Su p p ly
1 2 2 1 6• H o u sin g
• E n v iro n m e n t 1 2 2 1 6
• C u ltu re , T o u rism & H o sp ita lity
0.5 1 1 0.5 3
• ICT 1.5 2 2 1 6.5
%Allocation
YEAR 1 (NBillion)
YEAR 2 (NBillion)
YEAR 3 (NBillion)
YEAR 4 (NBillion)
TOTAL
AGRICULTURE-DRIVENINDUSTRIALIZATION: 15% 4 10 10 6 30
• A g ricu ltu re 1.5 3.5 3.5 2 10.5
• In d u str ia liza tio n1 2 2 2 7
• T ra d e & In vestm en t0.5 1.5 1.5 1 4.5
• Rural D eve lo p m e n t1 3 3 1 8
%Allocation
YEAR 1 YEAR 2 YEAR 3 YEAR 4STRATEGIC PROGRAMMES (N (N (N (N TOTAL
Billion) Billion) Billion) Billion)
GENDER, WOMEN, YOUTH & PERSONS WITH DISABILITIES:
7% 2 5 5 2 14
0.5 1 1 0.5 3• G e n d e r & W o m e n
1 3 3 1 8• C h ild re n & Y o u th
• P e rso n s w ith D isa b ilit ie s (PW D s)
0.5 1 1 0.5 3
100% 24 68 63 45 200
54
B enue S t a t e G o ver n m en t
“Our CoOIeCive V ision”
Explanatory Notes to the Projected Cost
11.
Underlining Assumptions:
1. The total cost of 1mplement1ng “Our Collective Vision for a New Benue” over a four-year
period is N200 Billion
Our projected reVenue from already establ1shed sources (Federat1on Account, IGR,
Bonds and Debentures) is N78 Billion per annum or N312 Billion for the four years.
Th1s assumes an aVerage of N3 B1ll1on per month from the Federat1on Account to the
State, N1.5 Billion as VAT and IGR of N2 Billion per month.
We assume that N234 Billion or 75% of the projected revenue inflow will be expended
on recurrent items leaving N78 Billion or 25% for capital expenditure
The revenue shortfall for capital expenditure therefore is N30.5 Billion per annum or
N122 Billion for the four years
We assume that this shortfall will be funded from the PPP arrangements, creative
funding solutions and restituted looted public funds
These assumptions do not take into account the core inflation rate of 10% per annum
for the four years projected
iii.
iv.
v.
vi.
2. Justification for Allocations to the Strategic Programmes
i. Critical Infrastructure has the highest allocation of 40% or N80 Billion for the four
years because of the capital intensive nature of the projects and the central role it plays
in driving the socio-economic development of the State.
STEAM-Based Education and Health Services Sector has been allocated 30% or N60
Billion in line with the United Nations prescribed benchmark.
Agriculture-Driven Industrialization enjoys 15% or N30 Billion allocation because
most of the activities will be driven by the PPP arrangements to be involved.
Good Governance and Gender Sectors have been allocated 8% and 7% repectively,
because most of the activities to be implemented are predominantly policy and legal
formulation issues as well as capacity building and matching grants.
The second and third years are the peak years of implementation hence the highest
allocations across board.
55
ii.
iii.
iv.
v.
1
CHAPTER NINEIMPLEMENTATION STRATEGY
Key features of the implementation strategy comprise the following processes.
9.1 In stitu tion al Fram ew ork
This institutional framework recognises the importance of coordination and cohesion amongst the
Key Leadership and Management Actors in the implementation, and monitoring and evaluation
processes. Thus, the system provides for interface and decentralization of responsibilities and
accountabilities amongst them as depicted in figure 5 and table 12
Figure 5: Organogram of Key Leadership and Management Actors
56
B enue S t a t e G o ver n m en t
‘Our CoOIeCive V ision'
9.2 Shared Responsibilities amongst the Key Actors
Responsibilities and accountabilities have been decentralised and shared amongst the Key
Implementation Actors, as depicted in Table 12 with a view to ensuring speed and accuracy in the
implementation process
T a b le 12: K e y A c t o r s a n d R e s p o n s ib il it ie s
K e y A c t o r s R e s p o n s ib i l i t ie s
G o v e r n o r S T o p m o st-le v e l A cto r o f the Im p le m e n ta tio n P ro cess
D e p u t y G o v e r n o r S A ss ists the G o ve rn o r
H o u s e o f A s s e m b ly ( H o A )
S A m e n d s th o se e xta n t law s th a t w ould o th erw ise im p e d e the sm o o th im p le m e n ta tio n o f "O u r C o llective V is io n "
S En acts re le van t new law s n eeded fo r sm o o th e n in g the im p le m e n ta tio n p ro cesses
S Exe rcise s o ve rsig h t fu n ctio n s o ver the im p le m e n ta tio n p ro cess
J u d ic ia r y S A rb itra te s and m ed iate s o ver im p le m e n ta tio n co n flicts re q u ir in g its atte n tio n
T e c h n ic a lM o n i t o r in g & A d v is o r y T e a m ( T M A T )
S P ro fess io n a l and te ch n ica l e n g in e room o f the im p le m e n ta tio n p ro cess, to be d o m ic iled in the G o v e rn o r's O ffice
S D eve lo p s an o verall im p le m e n ta tio n te m p la te w ith fo cu s on rapid ca p a c ity -b u ild in g and ro b u st ICT, im p le m e n ta tio n p h ases, action p lans, p o lic ies, le g is la tio n , b ro a d -b a se d m u lti-sta k e h o ld e r p a rtic ip a tio n , e ffective m o n ito rin g and e va lu atio n w ith fe e d b a ck , risks and m itigatio n as w ell as su sta in a b ility and legacy
S C o -o rd in a te s the im p le m e n ta tio n p ro cess at the levels o f M D A s, State P la n n in g C o m m issio n and Jo in t P lan n in g C o un cil.
S R e ce ive s m a n d a to ry p erio d ic p e rfo rm a n ce rep o rts from th e SPC
S P ro cesse s and p re se n ts to th e G o v e rn o r q u a rte rly re p o rts on p e rfo rm a n ce re v ie w and e va lu atio n
S A d v ise s th e G o v e rn o r on p o ssib le a m e n d m e n ts to be m ade re ga rd in g the im p le m e n ta tio n p ro cesses.
S A d v ise s the G o v e rn o r on su p p o rt fro m In te rn atio n a l D e ve lo p m e n t P artn ers (IDPs)
S E sta b lish e s stra te g ic b ra in sto rm in g fo ru m fo r sh a rin g o f e xp e rie n ce s and lesso n s on the Im p le m e n ta tio n p ro cess
57
State PlanningCommission (SPC)
SS
S
S
S
S
S
H o u se s th e S e c re ta r ia t o f Our Collective Vision R e ce iv e s a n d p ro ce sse s p e rio d ic p e rfo rm a n ce re p o rts fro m th e M D A s, Jo in t P la n n in g C o u n c il, an d N o n -S ta te A c to rs (C S O s a n d th e P riva te S e cto rs )S u b m its th e p e rio d ic p e rfo rm a n c e re p o rts to th e G o v e rn o r th ro u g h th e T M A T
D isse m in a te s th e a p p ro v e d q u a rte r ly p e rfo rm a n c e re p o rts in th e p r in t a n d d ig ita l m e d iaC o lla b o ra te s w ith m u lt i-s ta k e h o ld e rs to e n su re im p a ctfu l im p le m e n ta tio n
S o lic its a n d co o rd in a te s su p p o rt fro m D e v e lo p m e n t P a rtn e rsD isch a rg e s o th e r a llie d re sp o n s ib ilit ie s as d e fin e d in th e S P C E sta b lish m e n t A ct
M in istrie s ,D e p a rtm e n ts and A g e n c ie s (M D A s)
S Adopt and implement the TMAT-developed implementation template
S Spend the released funds in a manner that ensures value- for-money
S Provide the mandatory periodic performance and evaluation reports to the SPC
S Ministry of Finance to ensure timely release of funds in line with the approved budget in order to avoid time overrun in the implementation process
S Office of the State Auditor-General and Auditor-General for Local Government to carry out regular value-for-money evaluation of projects and submit periodic reports to BHA copying TMAT
S Due Process Unit in the Governor's Office to ensure that standard procurement mechanisms are adopted in line with best international practices in contract awards.
Jo in t C o u n cil (JP C )
P la n n in g S Considers all matters pertaining to the implementation of "Our Collective Vision" at the levels of MDAs, Local Government Councils, and Non-State Stakeholders
S Produces resolutions which are to be used to carry out peer review among the Commissioners and the Local Government Chairmen
S Forwards mandatory periodic reports to the SPC
N o n -S ta te A c to rs (P r iv a te S e cto r, C S O s, an d In te rn a tio n a l D e v e lo p m e n t P a rtn e rs)
S Promote broad-based stakeholder participation in the implementation process
S Provide the bridge between the Ortom Administration and the larger public
S Liaise with the SPC to put the performance assessment reports in the public domain
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B enue S t a t e G o ver n m en t
‘Our CoOIeCive V ision'
9.3 Rapid Capacity-Building and Robust ICT
This is for strategic and technical leadership, and coordination in the MDAs. It is intended to be in
tandem with the ‘Civil Service Reform 'under Part 1 of the Strategic Priority Programmes christened
‘Good Governance and Revenue Security .It also includes upgrading capacities and competencies
in ‘Effective Change Management’ within the context of the new Government of Change in Benue
State.
The ICT objective is to ensure that relevant and strategic ICT infrastructure is provided to drive E-
Governance in MDAs, and Local Government Councils with focus on G2C, G2B, G2G, G2E. A
wide spectrum of stakeholders will be trained and given necessary facilities to carry out automated
operations. This will also ensure continuous access to adequate and timely information about “Our
Collective Vision”. ICT packages will be tailored to specific target groups and will generally derive from
M & E deliverables.
9.4 Implementation Phases:These are divided into three as follows:
Phase 1: Quick Wins
These are the ripe low-hanging fruits ready for harvest and consumption within the first 6 months of
the Ortom Administration in Office. This process will crystalize and culminate in satisfying the
immediate and urgent yearnings and expectations of the Benue people from the new Government of
Change. These Quick Wins will provide an apt springboard for the take-off of the Mid-Term Wins
in Phase 2.
Accordingly, actions to be taken will include formulation of appropriate policies and legislation as
presented in tables 12 and 13 respectively.
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B enue S t a t e G o ver n m en t
“Our Collective V ision”Table 13: Policy Issues
S / N P R O P O S E D P O L IC IE S S / N P R O P O S E D P O L IC IE S
1 Civil Service Reform/Recruitment 16 Gender Mainstreaming in Governance
2 Agriculture-Driven Industrialization 17 Community Policing System
3 Policy on STEAM 18 Affirmative Action for PWD
4 Benue State Rural Development 19 Pension ReformPolicy (BSRDP)
5 Establish ICT Policies for E- 20 Tackling Corruption and PromotingGovernance, E-Commence etc Transparency and Accountability
6 Food Security and Industries 21 Provision of Credit-Guarantee Services
7 Investment in Productive 22 Provision of Makurdi Airport and Light Rail
8 Economic Activities 23 Mass Housing for All
9 Provision of Free Basic Education 24 Tourism and Hospitality
10 Provision of Health Services 25 Privatisation and Commercialisation
11 Organised Markets for Agricultural Produce and Products
26 Promotion of Inland Waterways Services
12 Establishment of Benue State Orientation Agency
27 Establishment of Debt Management Office
13 Establishment of Department of 28 Strengthening the existing BudgetSocial and Economic Analysis in Management OfficeBSPC
14 Establishment of Benue State 29 Implement the UN Convention AgainstEconomic Resource Centre (BERC) Corruption (Nigeria signed on 09/12/03 and
ratified on 14/12/04)
15 Community Policing System 30 Establishment of Traffic Regulatory Agency
31 Benue Information TechnologyDevelopment Agency (BITDA)
60
B enue S t a t e G o ver n m en t
_________ ‘Our Collective V ision'
LegislationThis covers amendments and enactment of new legislation.
A. Amendments of Extant Laws that would impede smooth implementation of ‘Our
Collective Vision’. A sample list of such laws is in table 13 below
Table 14: Extant Laws for Amendments
S / N E X T A N T L A W S
Benue Chieftaincy and Traditional Council Act 2015
2015 Appropriation Act
Table 15: Proposed Legislation for Implementation of the ‘ V ision '
S/N P R O P O S E D L E G I S L A T I O N F O R I M P L E M E N T A T I O N O F T H E ‘ V IS IO N '
1. B e n u e S ta te C o m m u n i t y Po l i c ing A c t
2. B e n u e S ta te A g r i c u l tu ra l C r e d i t F i n a n c i n g S c h e m e ( B S A C F S ) A c t
3. B e n u e B a n k for I n te r n a t i o n a l F in a n c ia l T r a n s a c t i o n s A c t
4. B e n u e S ta te F isca l R e s p o n s i b i l i t y A ct
5. B e n u e S ta te Publ ic P r o c u r e m e n t A ct
6. D o m e s t i c a t i o n o f the U N C o n v e n t i o n A g a i n s t C o r r u p t i o n
7. B e n u e S ta te C h a r a c t e r C o m m i s s i o n (for p r o m o t i o n o f e q u a l o p p o r t u n i t i e s ) A c t
8. B e n u e S ta te B u r e a u o f Publ ic E n t e r p r i s e s A ct
9. B e n u e S ta te F a r m e r s a n d C o o p e r a t i v e B a n k A c t
10. B e n u e S ta te Tra f f i c R e g u l a to r y A c t
11. B e n u e I n f o r m a t i o n T e c h n o l o g y D e v e l o p m e n t A ct
12. B e n u e Publ ic In f ra s t r uc tur e Pro te c t io n A c t
1
2
61
Phase 2: Mid-Term Wins
The Mid-Term Wins are to be made within the first two years of the Ortom Administration in Office.
They proceed from the Q uick W ins in Phase 1 and are dovetailed into Phase 3 of the implementation
process. They are designed to sustain the people’s trust and confidence in the N ew B en u e Government.
The schedule of activities to be executed for this implementation phase has been enlisted in the
Strategies/Activities of chapters 3 to 8 of this document.
Phase 3: Long-Term Wins
The Long-Term Wins are to be made within the third and fourth years and beyond of the Ortom
Administration. They proceed from the Q uick and the M id-Term W ins in Phases 1 and 2 of the
implementation process. They are designed to meet the expectations of the people and strengthen
their trust and confidence in the N ew B e n u e G overnm ent.
9.5 Effective Change Management
To ensure that change management maintains momentum, emphasis would be placed on achievement
of the Vision and Mission Statements, Key Objectives, Core Values and Principles, Essential Propelling
Levers, attainment of the Quick-Wins, broad-based multi-stakeholder participation, effective M & E,
and Sustainability and Legacy.
9.6 Development of Implementation Action Plans
An implementation action plan, with objectives, key deliverables, strategies/activities, timelines, and
responsibilities, has been developed and incorporated for every one of the five Strategic Priority
Programmes. However, the Technical Monitoring and Advisory Team (TMAT) will develop an overall
template to serve as a guide to the development of action plans by the other implementation Key
Actors, notably State Planning Commission, MDAs, and Joint Planning Council.
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B enue S t a t e G o ver n m en t
‘Our Collective V ision'9.7 Promotion of Broad-Based Multi-Stakeholder Participation
This process would include publication and dissemination of the popular version of Our Collective
Vision, in form of Frequently Asked Questions (FAQ), in the major Benue State languages notably
Tiv, Idoma, Igede, and Etulo. Also, the periodic performance evaluation reports will be published
and disseminated. Furthermore, the Key Actors in the implementation process are to regularly update
the multi-stakeholders on progress recorded.
The preferred media to be used include the print and digital media; multi-stakeholder meetings at
the State, Local Government and Community levels; and virtual as well as physical meetings with the
Benue people in the Diaspora.
9.8 Effective Monitoring and Evaluation (M & E)
At the heart of the implementation process is monitoring and evaluation. It would be a continuous
exercise designed to track public expenditure, performance measurement and ensuring value-for-money
in the implementation and programme operations, as well as impact on attaining the goals of “Our
Collective Vision"
The focus of monitoring and evaluation would be based on the designated goals, strategies, and
targets as well as costings contained in “Our Collective Vision” document, official budget and policy
pronouncements. In addition, the process would include:
i. Input and Output Monitoring;
ii. Internal and External Audit;
iii. Participatory Monitoring and Evaluation; and
iv. Communication and Transparency.
9.9 Risks and Mitigation
The risks and mitigating factors are grouped into Political, Institutional, Technical and Financial
components as follows:
63
i. Political
Experience has shown that lack of Political W ill an d C om m itm en t has been the dominant bane of
implementation of the past development initiatives in Benue State.
However, the expressed high-level of political will and commitment by the Ortom Administration to
nurture and sustain a responsive and people-trusted Government is an assurance of a pragmatic
undertaking by the top-most political hierarchy to a diligent implementation of “Our Collective Vision
Thus, the onus is on the Ortom Administration to provide strong and committed leadership at every
stage and all levels of implementation amongst political and administrative leaders (Commissioners,
Permanent Secretaries, Heads of Parastatals, and Chairmen of LGCs) as the “Lead-Drivers”. In addition,
the Administration would ensure provision of adequate resources, effective incentives and overall
enabling environment.
In the same vein, Members of the State House of Assembly would play their statutory role by approving
budgetary allocations for funding “Our Collective Vision” enacting enabling legislations and exercising
statutory oversight responsibilities over the Implementation process.ii. Institutional
Government may sometimes create new Agencies to carry out tasks for which an existing institution
is already responsible. However, this may lead to duplication and overlapping of functions, increasing
cost of governance and culminating into counter-production.
To checkmate this, particularly in the context of the current global economic downturn, the Ortom
Administration would re-structure, rationalize and streamline MDAs as a mitigating measure.
iii. Technical
Lack of capacity of the public service to efficiently and effectively deliver services and the hesitation of
the private sector to be active partners in the development process of Benue State is also a point of
concern.
64
B enue S t a t e G o ver n m en t
‘Our Collective V ision'
The best practices and procedures of managing human resources and engaging the organized Private
Sector through a PPP Scheme as conceived in the Civil Service Reform of the Ortom Administration
would mitigate this risk.
iv. Financial
Low Internally Generated Revenue (IGR) in the State risks to hamper mobilization of adequate
finances for funding successful implementation of Our Collective Vision. However, this would be
overcome by the Ortom Administration’s focus on strengthening the operations of, and repositioning
the Benue Internal Revenue Service (BIRS) for enhanced IGR collection and management. Poor
Public Expenditure Management (PEM) has been observed to contribute immensely to the financial
leakages and corruption in Benue State. Conversely, the Ortom Administration’s commitment to
Accountability, Transparency, Governing with the Fear of God, and overall Fiscal Discipline through
GIFMIS, IPPIS, E-Payment etc as well as zero-tolerance for Corruption would uphold the hallmark of
PEM in Benue State
v. Associated Risks
These include, resistance to change arising from vested interests, natural disasters civil disorder etc;
The Ortom Administration is committed to mitigating these associated risks with a “Robust Change-
Management Programme” whilst institutionalising an alert mechanism on imminent natural disasters
and civil disorders.
9.10 Sustainability and Legacy
Sustainability and legacy constitute the converging point of the entire implementation processes. Key
measures to be taken, in this direction, at the levels of Policy, Legislation and Enforcement include:
9.10.1 Policy:
i. Building a people-trust Government;
ii. Emplacing the culture of sustainable vision development at all the tiers of governance
in the State;
iii. Institutionalising the processes, principles and values of sustainable development
strategy and participatory good governance;65
iv. Enthroning strategic coordination for realising the Vision’s aspirations;
v. Sustaining broad-based popular participation;
vi. Mobilizing, engaging and strengthening human and institutional capacity; andvii. Sustaining adequate funding.
9.10.2 Legislation and Enforcement
The primary focus of legislation and enforcement is on emplacing appropriate legal framework and
institutionalizing regulatory and enforcement mechanisms.
66
CHAPTER TENCONCLUSION
This document profiles the defining characteristics of Our Collective Vision for a New Benue. It is a
Social Contract between the Ortom Administration and the Benue people in pursuit of a sustainable
development for the common good of the present and future generations. The envisioned big picture
is to collectively build a Model New Benue that is economically and socially viable, anchored on the
fear of God and the principles of Good Governance.
This present development initiative provides a paradigm shift from those of the past Administrations,
adjudged to have fallen below the people’s expectations. The said development initiative focuses on
five selected and prioritised Strategic Programmes, out of several others of competing demands and
interests, as the fulcrum of development. The Strategic Priority Programmes include, Good Governance
and Revenue Security, Agriculture-Driven Industrialization, STEAM-Based Education and Health
Services, Investments in Critical Infrastructure, as well as Gender, Women, Youth, Persons with
Disabilities (PWDs).
The projected cost to realize this “Collective Vision” is N200 billion in 4 years (2015-2019). The
Administration intends to spend 40% on Investments in Critical Infrastructure, 30% on STEAM-
based Education and Health Services, 15% Agriculture-driven Industrialization and 8% and 7% on
Good Governance and Gender respectively. PPP schemes would be significantly used in accomplishing
these investments especially in infrastructure and agriculture. At the end of 4 years, a new and
prosperous Benue State will emerge.
The formulation of these Programmes is underpinned by a firm belief in genuine participatory
development, involving the active engagement of the State and the Non-State Stakeholders. Accordingly,
the present Administration is set to provide strong and committed leadership at every stage and all
67
levels of implementation amongst political and administrative leaders as the designated “Lead-Drivers”.
In addition, the Administration would ensure provision of adequate resources, effective incentives
and overall enabling environment. Also, Members of the State House of Assembly would play their
statutory role by approving budgetary allocations for funding “Our Collective Vision”, enacting enabling
legislations and exercising their statutory responsibilities. Similarly, the Non-State Stakeholders would
play a robust role in tracking the implementation process and disseminating their findings and
recommendations.
Additionally, it needs to be pointed out that the document has incorporated a realistic implementation
strategy that underscores, inter alia, decentralization of responsibilities and accountabilities amongst
the Key Implementation Actors, rapid capacity-building and robust ICT, phased implementation of
activities, effective change management, broad-based multi-stakeholder participation, robust M&E
mechanism, designated funding streams, mechanism for risk mitigation, and a desire for sustainability
and legacy.
Finally, the document notes the inevitable challenges, which are surmountable, and urges Benue
people to rise in unison to the clarion call of building a Model New Benue through their acknowledged
resilience and “We-Can-Do-It Spirit”.
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B enue S t a t e G o ver n m en t
‘Our CoOIeCive V ision'
ANNEXURES
A n nex 1: M em bers of the C om m ittees on the D evelopm ent of " O u r C o l le c t iv e V is io n
f o r a N e w B e n u e ”
The inception draft of the main body of this document was produced by an over 100-Member
Committee on Policy and Strategy under the Chairmanship of Professor Dennis Ityavyar, Professor
Yakubu Ochefu as Deputy Chairman, and Barrister Michael Gusa Esq as Secretary. This Committee
was further sub-divided into five Sectoral Committees along the lines of the Strategic Priority
Programmes to review the inception draft document and add value accordingly. Furthermore, a
Draft Review Committee, and an Editorial Committee were created with membership drawn from
the Policy and Strategy Committee. The Committee latter incorporated inputs from the Sectoral
Committees to produce a comprehensive draft, which was peer-reviewed by the Draft Review
Committee with the full participation of the Governor and His Deputy. The deliverable therefrom
was validated by the Policy and Strategy Committee.
Hereunder are details of the composition of the Sectoral Committees, Draft Review Committee, and
Editorial Committee.
A nnex1.1 . M em bers of the Sectoral C om m ittees
Annex 1.1.1 Good Governance and Revenue Security
i. Barr. V. Tarhule
ii. Ver Agelaga
iii. Rt. Hon. M.A. Oduh
iv. Hon. Dr. A.F. Ahokegh
v. Innocent Nyiyongu
vi. Ikpa Ambrose ESQ
vii. Colonel Ayough Sam (Rtd)
viii. Dr. Gabriel A. Gundu
ix. Prof. Alloy S. Ihuah
Chairman
Member
Member
Member
Member
Member
Member
Member
Member
69
x. Igbe Isaac - Member
xi. Iorbee Luther - Member
xii. Jev Amos - Member
xiii. Dr. Kpelai S.T - Member
xiv. Dr. Oliver T. Agundu - Member
xv. Dr. Didymus Tamen - Member
xvi. Paul T. Agu - Member
xvii. Barr. John Shishi - Member
xviii. Hon. James Anbua - Member
xix. Tange Terese - Member
xx. Mkena Humbe - Member
xxi. Nina Perpetual Waapela Ph.D. - Member
xxii. Ingyoroko Margaret - Member
xxiii. Ikyolun Ikpa - Member
xxiv. Terna Abuul - Member
xxv. Barr. Reuben Acka - Member
xxvi. Odaudu Joseph - Member
xxvii. Okpale S.O ESQ - Member
xxviii. Ajoma Success Ode - Member
xxix. Barr. Obo - Member
xxx. Anger Barnabas A. - Member
xxxi. Dura Magdalyne M. - Member
xxxii. Arc. Joseph Ikyaagba - Member
xxxiii. Dr. Adyorough Tavershima - Secretary
.21.1. Agriculture-Driven Industrialization
i. Mr. Anthony D Egwu - Chairman
ii. Mr. Levi Obem Yakubu MON- Member
iii. Mr. S A Ayisa - Member
iv. Prof. Moses Ogbaji - Member
70
B enue S t a t e G o ver n m en t
‘Our Collective V ision'
v. Dr. G A Abu - Member
vi. Dr. Hughes I Usman - Member
vii. Mr. J E Onyete - Memberviii. Mr. Fidelis Akosu - Member
ix. Rev. Igboko Orbunde - Member
x. Dr. Tor - Anyiin S A - Member
xi. Mr. Andrew Gbakon - Member
xii. Dr. A A Naswem - Member
xiii. Mr. David Olofu - Member
xiv. Mr. James T Jirgba - Memberxv. Dr. Ortyom Nyitar - Member
xvi. Mr. Stephen Orsule - Member
xvii. Mr. Chris Omiyi - Member
xviii. Mr. Adamgbe Emmanuel - Member
xix. Dr. Dick I Gernah - Member
xx. Mr. Hyaceinth Kwegi - Secretary
1.1.3 STEAM-Based Education and Health Services
i. Professor Paul Akase Sorkaa - Chairman
ii. Dr Isaac Egboja - Member
iii. Dr Bem Ageda - Member
iv. Prof. Johnson Onah - Member
v. Dr Henry Akende - Member
vi. Dr Joseph Korna - Member
vii. Dr H. T. Gajir - Member
viii. Mr David A Varvar - Member
ix. Professor Peter Terfa Ortese - Secretary
1.1.4 Investments in Critical Infrastructure
i. Professor Idu O. Ode - Chairman
ii. Engr Joseph Kyosu - Member
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B enue S t a t e G o ver n m en t
‘Our Collective Vivian'
iii. Moses Atagher - Member
iv. Micheal Jijingi - Member
v. Hon. Oste Otokpa - Member
vi. Barr. Uhamber Amur - Member
vii. Sachia Ngutsav - Member
viii. Chief Johnson Onoja - Member
ix. B. C. Utile - Member
x. Tarnongo Moses - Member
xi. Ngutor Anyam - Member
xii. Dr. Timbee Akuul - Member
xiii. Dr. Rodney Chibo - Member
Annex 1.1.5 Subcommittee on Gender, Women, Youth, Children, and Persons with Disabilities
(PWDs)
i. Sarah Mkeryi Amahson - Chairman
ii. Ugbah Desmond - Member
iii. Onah Blessed - Member
iv. Udeh Amos - Member
v. Terfa Alakali - Member
vi. Toshor - Member
vii. Tersugh Iber - Member
viii. Asunda Isaac - Member
ix. Uchir Helen - Member
x. Nomishan Daniel - Member
xi. Jane Aja - Member
xii. Mercy Okwe - Member
xiii. Torjeem Elijah - Member
xiv. Roseline Ogbeche - Member
xv.
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Adaa Dooshima - Member
B enue S t a t e G o ver n m en t
‘Our Collective V ision'
xvi. Dr Samuel Torsabo - Member
xvii. Bulaun James - Member
xviii. Abel Ugbir - Member
xix. Ahokegh Magdalene - Member
xx. James Akumba - Member
xxi. Ayisa Aondohemba - Member
xxii. Torkuma Ngiisabi - Member
xxiii. Mson Ugbah - Member
xxiv. Samuel Aiindigh - Member
xxv. Zege Simon - Member
xxvi. Pila Daniel - Member
xxvii. Elizabeth N. Jeiyol - Member
xxviii. Beatrice Shomkegh - Member
xxix. Dr A.A Akume - Secretary
1.2: Members of the Draft Review Committee
i. Professor Dennis Ityavyar - Chairman
ii. Professor Yakubu Ochefu - V ice-Chairman
iii. Professor Zackarys A. Gundu - Member
iv. Professor Joseph Alakali - Member
v. Professor Alloy S. Ihuah - Member
vi. Dr. Gabriel A. Gundu - Member
vii. Dr. Tavershima Adyorough - Member
viii. Mr. Andrew S. Gbakon - Member
ix. Hon. David Olofu - Memberx. Barr. Michael Gusa - Member
xi. Mr. Stephen Orsule - Member
xii. Dr. Timbee Akuul - Member
xiii. Sarah Mkeryi Amahson - Member
xiv. Mr. Simon Gusah - Member
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B enue S t a t e G o ver n m en t
“Our Collective Vivian”
Annex 1.3: Members of the Expanded Editorial Teami. Professor Yakubu Ochefu
ii. Professor Alloy S. Ihuah
iii. Dr. Gabriel A. Gundu
iv. Mr. Andrew Shar Gbakon
v. Dr. Tavershima Adyorough
vi. Elizabeth N. Jeiyolvii. Mr. Terna Abuul
Chairman
Member
Member
Member
Member
MemberMember/Secretary
Annex 1.4: Other Contributors to “Our Collective Vision” Blueprint
i. Honourable TerwaseOrbunde
ii. Professor Steve Ugba
iii. Barr. TargemaTakemaiv. Varvar David Ayati
v. Arch. Joe Ikyaagba
vi. Sir Stephen Orsule
vii. Aga Samuel
viii. Adamgbe Emmanuel M.
ix. Unongo Daniel
x. Ogbu James O.
xi. Ogbaji Elom Isaac
xii. W.S Iannah
xiii. Emmanuel T. Ijirgba
xiv. Rev. Dr. Philip Tachin
xv. AdueGaadi (JP)
xvi. Iduh Edwin A.
xvii. Dr.Uji Wilfred
xviii. Michael Jijingi
xix. Engr. Prof. Jonathan U. Agber
xx. AnembaVajime
Member
Member
MemberMember
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
74
B enue S t a t e G o ver n m en t
‘Our Collective V ision'
xxi. Steve Chia - Member
xxii. Oko Cletus Suleman - Member
xxiii. Hon SaawuanTarnongu - Member
xxiv. Aize Simeon O. - Member
xxv. Dr.TerwaseDzeka - Member
xxvi. Mr. Joel E. Onyete - Member
xxvii. Mr.Otumala Monday O. - Member
xxviii. Mrs. Comfort Ibu - Member
xxix. Hon. Barr Emmanuel Agbakor- Member
xxx. Mr. Amity A. Ijuwo - Member
xxxi. Ukula Fidelis - Member
xxxii. Elder James Adoga - Member
xxxiii. Obo AgbeuyiEsq. - Member
xxxiv. Gabriel A. OkebeJp - Member
xxxv. Hon. Peter O Adikpe - Member
xxxvi. Ada A.J Brown - Member
xxxvii. Ogbu Moses O. - Member
xxxviii. Prof. Michael A. Igyor - Member
xxxix. JustinesTerverWever - Member
xl. Prof. Kembe E.M - Member
xli. Agbyoko-Agu Gideon - Member
xlii. Aernyi Indira - Member
xliii. Dr. Henry Akende - Member
xliv. Ajeh Matthew O. - Member
xlv. Aondona Pine - Member
xlvi. Dr. Margaret Bai Tachia - Member
xlvii. Dr. Regina Ode - Member
xlviii. Dr.Hutles I. Usman - Member
xlix. Dr. Godwin A. Abu - Member
75
l. Dr. Linus Ikpaahindi - Member
li. Dr. B.O. Atu - Member
lii. Barr. William Ortyom - Member
liii. Tyodoo Nyitar - Member
liv. Joseph Antyo - Member
lv. Tahav Agerzua - Member
lvi. Tersugh Iber - Member
lvii. Kwaghngu Abrahams - Member
lviii. AbanchaTsenongo - Member
lix. Dick Gernah - Member
lx. Hyacinth Nyakuma - Member
lxi. Mrs Akura - Member
lxii. Hon. Moses Odu - Member
lxiii. Bemdoo Gwaza - Member
lxiv. Hon. Frank Terna Usa Adi - Member
lxv. Saaondo Akighir - Member
lxvi. James Jirgba - Member
lxvii. Emmanuel Doughdough - Member
lxviii. Sam Chile - Member
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