delta state medium-term development plan · pdf file4 acknowledgement the crafting of the...

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Delta State Medium-Term

Development Plan (DSMTDP)2016 - 2019

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MAP OF DELTA STATE

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FOREWORD

The quest for a public finance management system that meets international best practices of transparency and accountability necessitated the formulation and adoption of the Fiscal Strategy Paper (FSP) and Medium-Term Expenditure Framework (MTEF) which captures our fiscal policy, revenue and spending parameters and projections. Within this context, the Delta State Medium-Term Development Plan 2016-2019 encapsulates this administration’s 5-point plan, known as the S.M.A.R.T Agenda.

This Plan document is intended to serve as a valuable tool for the dissemination and understanding of our development policies, strategies and programmes. It will guide the allocation of resources for future programmes and projects as we build the Delta State of our dream.

This Plan has been developed based on inputs and participation of various economic stakeholders including political leaders, civil society, private sector, technocrats, informal sector and community organisations. I am therefore satisfied that the process has been inclusive, broad-based and participatory and that this document reflects the development aspirations of the people of Delta State.

To ensure that this Plan is effectively implemented with desired development outcomes for Deltans, a robust monitoring, evaluation and feedback mechanism has been embedded.

As good as this Plan is, its success requires the support of all Deltans. I therefore solicit the cooperation, support and understanding of all to achieve our collective development aspirations.

Senator Dr. Ifeanyi Arthur OkowaGovernor of Delta State.

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ACKNOWLEDGEMENT

The crafting of the Delta State Medium-term Development Plan 2016-2019 depicts the comitment and diligence of this administration in structured planning. To underscore this stance, the Economic and Fiscal Update (EFU), Fiscal Strategy Paper (FSP) and Budget Policy Statement (BPS) which are key components of the Medium Term Expenditure Plan (MTEP) framework have been prepared and approved by the State Executive Council as well as the State House of Assembly and constitute an integral part of this document.

First of all, we express our profound gratitude to His Excellency, Senator Dr. Ifeanyi Okowa, Governor of Delta State, whose visionary leadership, immeasurable support and close oversight enabled the development of this Plan.

We commend the Technical Committee that developed this Plan and appreciate the commitment and efforts of Chief Job Creation Officer, the Honourable Commissioners for Commerce & Industry, Agriculture & Natural Resources, Environment, Finance, Housing, Water Resources Development, Health, Basic & Secondary Education, Higher Education, Lands, Survey & Urban Development, Transport, Works, Information, Economic Planning, Women Affairs, Social and Community Development, Senior Policy Adviser, Economic Adviser, Executive Secretary, Delta State Micro, Small and Medium Enterprises Development Agency (DSMEDA), Director-General, Delta State Capital Territory Development Agency (DCTDA), SEEFOR, and the Permanent Secretary, Ministry of Economic Planning, Mr. Ben Igo, who is the head of the Secretariat. Same appreciation goes to all the MDAs.

Special thanks go to the Delta State Economic Management Team (EMT) for its constructive role in the review and validation of successive drafts of the document. The individual and collective inputs of members of the team helped to improve the content and structure of the document.

Many thanks to the Consultant, Trio Orchids Ltd., who provided technical support in the drafting of the document through Mr. Afam Obiago, Mrs. Chidinma Ikpechukwu and Mr. Kenneth Kwujeli.

By launching this Plan, His Excellency, the Governor has shown an unwavering commitment and charted the path to inclusive growth, sustainable development and prosperity to all Deltans.

Dr. Kingsley EmuHonourable Commissioner for Economic PlanningMay, 2016.

DELTA STATE MEDIUM-TERM DEVELOPMENT PLAN (DSMTDP) 2016-2019

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ABBREVIATIONS AND ACRONYMS

AfDB African Development BankAIDS Acquired Immunodeficiency SyndromeASUU Academic Staff Union of UniversitiesATM Tuberculosis and Malaria BPS Budget Policy StatementCBN Central Bank of NigeriaCBOs Community-Based OrganizationsCONMESS Consolidated Medical Salary StructureCRF Consolidated Revenue FundCS Civil ServiceCSOs Civil Society OrganisationsDBS Delta Broadcasting Service DELTASEEDS Delta State Economic Empowerment and Development Strategy DESOPADEC Delta State Oil Producing Areas Development Commission DHIS Delta Health Insurance Scheme DSMTDP Delta State Medium-Term Development PlanDMIS Delta State’s Micro Insurance Scheme DMO Debt Management Office DMSMA Delta State Micro, Small and Medium Enterprise Development Agency DPM Directorate of Project Monitoring DRF Drug Revolving FundDS Delta StateDSCHS Delta State Contributory Health Scheme DSPHC Delta State Primary Health Care EFU Economic and Fiscal UpdateFAAC Federation Accounts Allocation CommitteeFBOs Faith-Based Organizations FSP Fiscal Strategy Paper FX Foreign Exchange (Forex)GDP Gross Domestic ProductGEEP Graduates Employment Enhancement Programme HCPs Healthcare Providers HeFAD Health for all Deltans HIV Human Immunodeficiency Virus HMIS Health Management Information System


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HMOs Health Maintenance OrganizationsHMS Health Management SystemHRH His Royal HighnessHSRP Health Sector Reform Programme IBRD International Bank for Reconstruction and DevelopmentICT Information and Communications TechnologyIDA International Development Association IGR Internally Generated RevenueIMF International Monetary Fund IPP Independent Power Project IPR Intellectual Property Rights KPI Key Performance Indicator LG Local Government LGAs Local Government Areas LGC Local Government CouncilM&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MDGs Millennium Development GoalsMDR-TB Multi-Drug Resistant TuberculosisMEP Ministry of Economic Planning MFBs Micro Finance Banks MFIs Micro Finance Institutions MHC Maternal Health CareMOU Memorandum of Understandingmpd Million Barrels Per Day MSMEs Micro, Small and Medium Enterprises MW MegawattsNBS National Bureau of Statistics NDDC Niger Delta Development CommissionNECO National Examination CouncilNGN Nigeria NairaNGOs Non-Governmental Organizations NHIS National Health Insurance SchemeNLC Nigeria Labour CongressNUT National Union of TeachersNWA Neighbourhood Watch Agency OOSC Out–of–School Children OPEC Organization of the Petroleum Exporting Countries


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PCRC Police Community Relations Committee PFI Private Finance InitiativePHC Primary Health CarePPP Public Private PartnershipPPSP Production and Processing Support Programme SACA State Action Committee on HIV/AIDS SDA Sustainable Development Agenda SDGs Sustainable Development Goals SDHS State Demographic Health SurveySEEDS State Economic Empowerment and Development Strategy SMEs Small and Medium EnterprisesSMOH State Ministry of HealthSPV Special Purpose Vehicle SSG Secretary to the State GovernmentSSHDP Delta State Strategic Health Development Programme SSS State Security ServiceSTEP Skills Training and Entrepreneurship Programme SWOT Strengths, Weaknesses, Opportunities, and ThreatsTSA Treasury Single Account TUC Trade Union CongressTVE Technical and Vocational Education U-5 Under fiveUAC United Africa Company LtdUBE Universal Basic EducationUHC Universal Health Coverage UN United NationsUNDP United Nations Development ProgrammeUNESCO United Nations Educational, Scientific and Cultural OrganizationUSD United States DollarsVAT Value Added TaxWAEC West African Examination Council WASCE West African Senior Certificate ExaminationWEO World Economic OutlookYAGEP Youth Agricultural Entrepreneurs Programme


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FOREWORD 3ACKNOWLEDGEMENT 4ABBREVIATIONS AND ACRONYMS 5

CHAPTER ONE 171.0 INTRODUCTION

1.1 Profile of Delta State 181.2 Rationale and Context of the Development Plan 181.3 Purpose of the Development Plan 191.4 The Priorities: S.M.A.R.T Agenda 191.5 The Making of DSMTDP 191.6 Implementation and Coordination Strategy 201.7 Proposed Capital Investment 201.8 Financing Plan for Capital Programme 211.9 Structure of the Document 21

CHAPTER TWO 232.0 OVERVIEW OF CURRENT POLICIES AND MACROECONOMIC DEVELOPMENTS

2.1 OVERVIEW OF CURRENT POLICIES AND OUTCOMES 252.1.1 Economic Policy 252.1.2 Human Development Policies 262.1.3 Development Outcomes 26

2.2 OVERVIEW OF MACROECONOMIC DEVELOPMENTS 26

2.2.1 Global Developments 262.3 Performance of the Nigerian Economy 272.3.1 Domestic Output Performance 272.3.2 Federally Collected Revenue 272.4 Performance of the Delta State Economy 282.4.1 Poverty Incidence and Unemployment 28

CONTENTSTABLE OF


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2.5 Fiscal Performance and Medium-Term Outlook 282.5.1 Revenue Performance 282.6 Expenditure Performance 312.7 Budget Deficit 312.8 Debt Management 312.9 Medium Term Economic and Fiscal Outlook 322.10 Economic Outlook 332.11 The Outlook for Government’s Revenue 332.12 The Outlook for Government Expenditure 332.13 Current Challenges and Opportunities 35

CHAPTER THREE 373.0 THE MEDIUM-TERM GROWTH AND DEVELOPMENT FRAMEWORK 3.1 Vision and Mission Statement 393.2 Strategic Objectives 393.3 The Guiding Principles 403.4 Policy Thrusts 413.5 The DSMTDP Strategic Direction 413.5.1 Effective mobilization of resource and fiscal adjustment strategy 413.5.2 Maximization of private investments and public spending 413.5.3 Human capital development and enterprise promotion 423.5.4 Effective collaboration and cooperation 423.6 Strategic Priority Policy and Programme Areas for 2016-2019 423.7 DSMTDP Targets 42

CHAPTER FOUR 434.0 STRATEGIC WEALTH CREATION PROJECTS AND PROVISION OF JOBS FOR ALL DELTANS

4.1 Situation Analysis 454.2 Current Challenges 454.3 Policy Thrust and Targets 454.4 Goals and Objectives 464.5 Key Strategies 464.6 Action Plan 474.6.1 Youth Agricultural Entrepreneurs Programme (YAGEP) 474.6.2 Skills Training and Entrepreneurship Programme (STEP) 474.6.3 Graduates Employment Enhancement Programme (GEEP) 48


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4.7 Responsible Institutions 494.8 Expected Outputs and Outcomes 494.9 Performance Indicators 494.10 Delta State Micro, Small and Medium Enterprises Development Agency (DMSMA) 504.10.1 Origin and Objectives 504.10.2 Strategic context 504.10.3 Policy thrust and targets 514.10.4 Targets and projections for 2016 514.10.5 Goals and objectives 524.10.6 Strategies 524.10.7 Action plan for DMSMA, 2016-2019 534.10.8 Expected Outputs and Outcomes 534.10.9 Performance Indicators 544.10.10 Responsible Institution 54

CHAPTER FIVE 555.0 MEANINGFUL PEACE BUILDING PLATFORM AIMED AT POLITICAL AND SOCIAL STABILITY

5.1 Situation Analysis 565.2 Current Challenges 565.3 Policy Thrusts and Targets 565.3.1 Policy Thrusts 565.3.2 Targets 575.4 Goals and Objectives 575.5 Strategies 575.5.1 Delta State Security Trust Fund 575.6 Action Plan for 2016-2019 595.7 Responsible Institutions 605.8 Expected Outputs and Outcomes 605.9 Performance Indicators 60

CHAPTER SIX 616.0 AGRICULTURAL REFORMS

6.1 Situation Analysis 646.2 Current Challenges 646.3 Policy Thrusts and Targets 656.3.1 Policy Thrust: 656.3.2 Targets 65


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6.4 Goals and Objectives 656.5 Strategies 666.5.1 Production and Processing Support Programme (PPSP) 676.6 Action Plan, 2016-2019 676.6.1 Cassava Development Scheme 686.6.2 Oil Palm Development Scheme 686.6.3 Fisheries Development Scheme 696.7 Expected Outputs and Outcomes 696.8 Performance Indicators 706.9 Responsible Institutions 70

CHAPTER SEVEN 717.0 ACCELERATED INDUSTRIALIZATION

7.1 Situation Analysis 727.2 Current challenges 727.3 Policy Thrusts and Targets 727.4 Goals and Objectives 727.5 Strategies 737.6 Action Plan, 2016-2019 737.7 Expected Outputs and Outcomes 747.8 Key Performance Indicators 747.9 Responsible Institutions 74

CHAPTER EIGHT 758.0 RELEVANT HEALTH AND EDUCATION POLICIES 8.1 Situation Analysis 778.2 Current Challenges 778.3 Policy Thrust and Targets 788.3.1 Targets 788.4 Goals and Objectives 788.5 Strategies 798.6 Action Plan 2016-2019 808.7 Expected Outputs and Outcomes 818.8 Performance Indicators 828.9 Responsible Institution 838.10 Regulatory Framework 838.11 Delta State Contributory Health Commission 848.11.1 Situation Analysis 848.11.2 Current challenges 84


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8.11.3 Goal and objectives 848.11.4 Strategies 858.11.5 Action Plan 2016 -2019 858.11.6 Expected Outputs and Outcomes 868.11.7 Performance Indicators 868.11.8 Responsible Institution 86

CHAPTER NINE 879.0 EDUCATION SECTOR 9.1 Situation Analysis 909.2 Policy Environment and Regulatory Framework 909.3 Current Challenges 909.4 Policy Thrusts and Targets 919.4.1 Targets 919.5 Goals and Objectives 929.6 Strategies 929.7 Action Plan for 2016-2019 929.7.1 Specific interventions 939.8 Expected Outputs and Outcomes 939.9 Performance Indicators 949.9 Responsible Institutions 94

CHAPTER TEN 9510.0 TRANSFORMED ENVIRONMENT THROUGH MASSIVE URBAN RENEWAL AND SUSTAINABLE HOUSING DEVELOPMENT

10.1 Situation Analysis 9810.2 Current Challenges 9810.3 Policy Thrusts and Targets 9910.3.1 Targets 9910.4 Goals and Objectives of Urban Renewal 9910.5 Guiding Principles 9910.6 Strategies 10010.7 Action Plan for Urban Renewal, 2016-2019 10010.8 Expected Outputs and Outcomes 10010.9 Performance Indicators 10110.10 Responsible Institutions 101


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10.11 HOUSING SECTOR 101

10.11.1 Policy Thrust 10110.11.2 Strategies for affordable housing development, 2016-2019 10110.11.3 Action Plan for Housing Development, 2016-2019 10210.11.4 Expected Outputs and Outcomes 10310.11.5 Performance Indicators 10310.11.6 Responsible Institutions 103

10.12 WORKS SECTOR 10410.12.1 Situation analysis 10410.12.2 Current challenges 10410.12.3 Policy thrusts and targets 10410.12.4 Targets 10410.12.5 Goals and objectives 10410.12.6 Strategies 10510.12.7 Action plan, 2016-2019 10510.12.8 Expected Outputs and Outcomes 10610.12.9 Performance Indicators 10610.12.10 Responsible Institutions 106

CHAPTER ELEVEN 10711.0 CROSS-CUTTNG ISSUES 108

11.1 Public Sector Reforms 10811.1.1 Situation analysis 10811.1.2 Policy Thrust 10811.1.3 Strategies and Action Plan for Public Sector Reform 10811.1.4 Goals and Objectives 10911.1.5 Action Plan for Public Sector Management 10911.1.6 Expected Outputs and Outcomes 11011.1.7 Performance Indicators 11011.2 Sports Development 11111.2.1 Situation Analysis 11111.2.2 Issues and Challenges 11111.2.3 Policy Thrusts and Targets 11111.2.4 Targets 11111.2.5 Goals and Objectives 11111.2.6 Strategies for Sports Development 11211.2.7 Action Plan 112


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11.2.8 Expected Outputs and Outcomes 11211.2.9 Performance Indicators 11311.2.10 Responsible Institution 113

11.3 GENDER ISSUES 11311.3.1 Situation Analysis 11311.3.2 Issues and Challenges 11411.3.3 Policy Thrust 11411.3.4 Targets 11411.3.5 Goals and Objectives 11411.3.6 Strategies 11411.3.7 Action Plan 11411.3.8 Expected Outputs and Outcomes 11511.3.9 Key Performance Indicators 11511.3.10 Responsible Institution 115

11.4 ENTERTAINMENT AND MEDIA INDUSTRY 11511.4.1 Situation analysis 11511.4.2 Challenges and constraints 11611.4.3 Policy Thrust and Targets 11611.4.4 Goals and Objectives 11611.4.5 Strategies 11611.4.6 Action Plan 11711.4.7 Expected Outputs and Outcomes 11711.4.8 Performance Indicators 11711.4.9 Responsible Institution 11711.5 Mainstreaming United Nations Sustainable Development Agenda 118 in the Delta State Medium-Term Plan and Budgeting Process 11.6 Climate Change Adaptation 118

CHAPTER TWELVE 11912.0 IMPLEMENTATION AND COORDINATION STRATEGY 12012.1 Implementation Strategy 12012.2 The Role of Local Governments (LGs) 12012.3 The Role of Private Sector 12012.4 The Role of Civil Society 12112.5 The Role of Labour Organisations 12112.6 The Role of Development Partners 122


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CHAPTER THIRTEEN 12213.0 MONITORING AND EVALUATION 13.1 Introduction 12413.2 Institutional Framework for M&E 12413.3 M&E ROLES AND RESPONSIBILITIES 12413.3.1 Office of the Executive Governor of Delta State 12413.3.2 The Ministry of Economic Planning (MEP) 12413.3.3 Ministries, Departments and Agencies (MDAs), Sector Teams and Other Monitoring Bodies 12513.4 Reporting Timeframe 12513.5 Monitoring Tools 12513.5.1 The Work Plan 12513.5.2 Progress Review 12513.6 Requirements for Effective M&E 12513.7 M&E Reporting Format 126

CHAPTER FOURTEEN 12714.0 FUTURE PROSPECTS

14.1 Fiscal Adjustment Strategy 12814.2 Diversification of the Delta State Economy 12814.3 Stakeholders Collaboration and Cooperation 128


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ANNEXURE A: Expected Capital Outlay for the Plan period, 2016 – 2019 129ANNEXURE B1: Expected Capital Outlay for the Plan period, 2016 – 2019 130B2: Expected Capital Outlay for the Plan period, 2016 – 2019 131B3: Expected Capital Outlay for the Plan period, 2016 – 2019 132B4: Expected Capital Outlay for the Plan period, 2016 – 2019 133B5: Expected Capital Outlay for the Plan period, 2016 – 2019 134

List of TablesTable 1: Indicative Sectoral Capital Investment Outlay for the Plan period 2016 - 2019 21Table 2: Selected Macroeconomic Indicators, 2011-2015 28Table 3: Revenue performance, 2014 – 2015 29Table 4: Expenditure performance, 2014-2015 31Table 5: Debt position as at 31st December, 2014 32Table 6: Medium term fiscal framework 34Table 7: Loan activities and projections of the Delta State Micro, 51 Small and Medium Enterprises Development Agency

TABLE OF FIGURESFigure 1: Snapshot profile of Delta State 24Figure 2: Delta State Internally Generated Revenue Trends 29Figure 3: Statutory Allocation (including net derivation) 30Figure 4: Internally Generated Revenue (IGR) 30Figure 5: SWOT Analysis of Delta State 35Figure 6: Schematic of S.M.A.R.T Agenda 36


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CHAPTER

Introduction

ONE


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1.1 Profile of Delta StateDelta State, with Asaba as its capital city, is one of the six states that make up what is known as the South-South geo-political zone of Nigeria. It is situated between longitudes 50 00’E and 60 45’E and latitudes 50 00’N and 60 30’N. The total land area is estimated at 18,050 square kilometres with Atlantic Ocean coastline of about 163 kilometres in the South. The land area comprises rain forest 57%, mangrove swamp/forest 33% and fresh water 10%. Average rainfall ranges from 1,910 mm in the northern areas to 2,670 mm in the coastal parts. Delta State is characterized by flatland in the south and central areas and low-lying plains/undulating terrains with low hills and valleys in the northern areas. The vegetation is a mix of mangrove swamps along the coast to rain forest in the central areas and a derived savannah in the northern extreme.

Delta State is one of the major producers of oil and gas in Nigeria. The State is located in the oil-rich Niger Delta region of Nigeria, providing about 30% of Nigeria’s total oil and gas output. Similarly, the gas reserves account for an estimated 40% of the national total gas reserves of 150 trillion cubic feet. At inception, the State had 12 local government councils (LGAs), which was increased to 25 in 1996. According to the 2006 census, the State had a population of 4,098,391. At a population growth rate of 3.2%, the estimated population was 5,441,651 with a land area of 18,050 km2, the population density was 228 persons/km2. The main ethnic nationalities are the Urhobos, Igbos, Ijaws, Isokos and Itsekiris, reflecting the rich cultural diversity of the people

It has an estimated 2015 population of 5,441,651. The demographic structure is characterised by an active, young and thriving population (15-59 years) of about 64% while less than 15 years old make up about 34%. Even though oil and gas accounts for the bulk of the statutory revenues, the agriculture and informal sector account for the bulk of employment and livelihood of the people.

1.2 Rationale and Context of the Development PlanThe Delta State Medium-term Development Plan (DSMTDP), 2016-2019 sets out this Administration’s roadmap for achieving prosperity for all in the next four years. It clearly outlines the goals we want to achieve, our approach towards achieving these goals, and strategic policy imperatives for engendering sustainable economic growth and development needed for poverty reduction. It also highlights this administration’s priorities over the next four years. The DSMTDP also provides indicative cost estimates for public sector programmes and projects and an overview of total resource requirement over the plan period. To this effect, the Plan proposes a total indicative public sector investment size of N616.712 billion and an overall resource requirement of N1.186trillion over the next four years.

Since there is an indicative funding gap of about N569.288 billion, the DSMTDP sets the framework for collaboration and partnership between the state government and the local governments, the public and private sector, as well as government and development partners, in bridging the funding gap. The strategic approach is for government to engage in smart partnerships that are mutually beneficial in the funding of the plan. The DSMTDPis anchored on the fundamental objectives and directive principles of state policy as contained in the 1999 Constitution of the Federal Republic of Nigeria. It builds on the key principles,


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thrusts and lessons learnt from previous development planning instruments, including the State Economic Empowerment and Development Strategy [SEEDS], Delta State Vision 2020, and the Millennium Development Goals [MDGs]. It has also integrated the United Nation’s Sustainable Development Goals adopted by world leaders on September 2015, as a follow up to the MDGs.

This Plan is set to build on the achievements of the past development frameworks, address emerging issues and challenges, as well as put the economy on the path of sustained rapid inclusive economic growth and development. In this respect, the plan aims to generate substantial jobs and wealth, to reduce the worrisome high level of youth unemployment and pervasive poverty and to improve significantly the quality of life of all Deltans. The overarching goal is achieving prosperity for all Deltans.

1.3 Purpose of the Development PlanThe DSMTDP embodies the development policies, priorities, sector programmes/projects and public spending plan of the current administration in the medium term 2016-2019. The essence of the DSMTDP is to articulate and present the development thrusts and strategies for achieving them in the reference period.

The DSMTDP shows the policy direction and courses of action in the social and economic development of the state. It provides the enabling framework for effective engagement and dialogue with stakeholders – public sector, private sector, development community, domestic and international. Furthermore, it serves as a powerful tool for the mobilisation of civil society and private sector (domestic and foreign) and international development partners. The DSMTDP is also very valuable as a public communication and legacy document for posterity.

1.4 The Priorities: S.M.A.R.T AgendaThe DSMTDP sets out five priority areas for intervention, during the plan period. These priority areas of investment reflect the five pillars of our development framework - tagged the S.M.A.R.T Agenda. It encompasses the following thematic areas, namely:

Pillar 1: Strategic Wealth Creation Projects and Provision of Jobs for all Deltans; Pillar 2: Meaningful Peace Building Platforms aimed at Political and Social Harmony; Pillar 3: Agricultural Reforms and Accelerated Industrialization; Pillar 4: Relevant Health and Education Policies; and Pillar 5: Transformed Environment through Urban Renewal.

1.5 The Making of DSMTDPThe process of developing the Delta State Medium-Term Development Plan was initiated by His Excellency, the Governor, on the 28th of September 2015, with the constitution of a Technical Committee chaired by the Honourable Commissioner for Economic Planning, Dr. Kingsley Emu, with the Chief Job Creation Officer, Prof. Eric Eboh, as Technical Coordinator. Other members of the Technical Committee include Commissioner for Commerce & Industry, Commissioner for Agriculture and Natural Resources, Commissioner for Environment, Commissioner for Finance, Senior Policy Adviser,


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Economic Adviser, Commissioner for Housing, Commissioner for Water Resources Development, Executive Secretary, Delta State Micro, Small and Medium Enterprises Development Agency, Director-General, Delta State Capital Territory Development Agency, with Permanent Secretary, Ministry of Economic Planning, Mr. Ben Igo, as Secretary.

The Technical Committee developed the template and guidelines for the Plan document and formed a drafting team to collate, process and synthesize relevant information on such matters as development priorities, sector strategies, fiscal outlook, public spending plan, poverty reduction and job creation programmes. The background literature and source documents used in developing the Plan document included the report of the transition committee of His Excellency, the Governor, previous policy documents and briefing papers submitted by respective Ministries, Departments and Agencies (MDAs). Using these materials in combination with targeted consultations with MDAs, the drafting team prepared the first draft of the Plan document which was reviewed by the technical committee for relevance, consistency and completeness. Based on the reviews, the drafting team prepared a revised version of the Plan document which was subjected to validation by MDAs and relevant stakeholders through a technical review workshop organized by the Ministry of Economic Planning and held on the 4th of March 2016. The observations and recommendations from the validation workshop were used to develop a final version of the Plan document.

1.6 Implementation and Coordination Strategy The DSMTDP establishes coordination, monitoring and evaluation mechanisms that will ensure that desirable outcomes are achieved. It specifies the expected roles and responsibilities of stakeholders, including the private sector, civil society and development partners. It also highlights institutional responsibilities for implementation of the SMART agenda. Government intends to engage in smart partnerships that are mutually beneficial to all stakeholders in this respect.

1.7 Proposed Capital InvestmentThe public sector capital investment will amount to N616.712 billion over the four year period. The projected capital spending is premised on the state’s proposed 2016 capital budget, and Fiscal Strategy Paper (FSP-2015) projections. The assumptions underlining the projected spending include the current macroeconomic framework for the national budget, which projects oil price benchmark of $38 per barrel, oil production of 2.2 million barrels per day, a GDP growth rate of 3.37 percent and exchange rate of N197 per Dollar, as well as the fiscal outlook for Delta State as encapsulated in the FSP 2015. The current realities, which have seen oil prices fall below $30 per barrel resulting in a sharp drop in statutory allocations to states was also considered, as reflected in the 2016 budget. The revenue projection shows a modest growth in total revenue over the time horizon, driven by an expected robust 10 percent annual growth in internally generated revenue (IGR) and reduced wastage in public expenditure. Public expenditure is also expected to grow moderately with the implementation of the SMART agenda. The fiscal adjustment strategy indicates the need for government to provide enabling environment that will foster private sector growth and enhance effective external resources mobilization to bridge the 48 percent capital funding gap. A summary of the sectoral distribution of proposed capital investment is as shown in Table 1.


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SECTOR 2016(N) 2017(N) 2018(N) 2019(N) 2016 – 2019(N) PROP (%)

ECONOMIC 26,262,664,599 31,515,197,519 37,818,237,023 45,381,884,427 140,977,983,568 22.9

SOCIAL 17,927,711,898 21,513,254,278 25,815,905,133 30,979,086,160 96,235,957,468 15.6

ENVIRONMENTAL 26,867,145,368 32,240,574,442 38,688,689,330 46,426,427,196 144,222,836,336 23.4

GENERAL 15,329,281,353 18,395,137,624 22,074,165,148 26,512,998,178 82,311,582,303 13.3

ADMINISTRATION DELTA STATE 28,000,000,000 33,600,000,000 40,320,000,000 48,384,000,000 150,304,000,000 24.4OIL MINERALPRODUCING COMMISSION

CONTINGENCY 500,000,000 600,000,000 720,000,000 840,000,000 2,660,000,000 0.4FUND

TOTAL 114,886,803,217 137,864,163,863 90,920,524,592 198,524,395,961 338,931,511,114 100.0

Table 1: Indicative Sectoral Capital Investment Outlay for the Plan period 2016 - 2019

The indicative capital allocations are in line with the 2016 appropriations. However, starting from 2017 there is a projected average incremental growth of 20 percent over the time horizon, based on the assumption of increase in IGR and stabilization in price of oil. The detailed sectoral breakdown is attached as Annexure 1.

1.8 Financing Plan for Capital ProgrammeThe DSMTDP targets an annual average GDP growth of 5 percent in the next four years. This could appear ambitious, when compared to the 3.37 percent GDP growth rate targeted by the federal government in the 2016 budget. However, given the state’s rich resource endowment, and the commitment of this Administration to good governance and political will to implement the SMART agenda, the DSMTDP targets are realistic and achievable. In this regard, the projected public capital spending of N616.712 billion or 52 percent of total capital requirement will be funded largely from our internally generated revenue, which is expected to grow at a robust annual rate of 10 percent over the time horizon. It is also expected that statutory allocations will improve overtime. Government will limit borrowing to only productive projects. The fiscal strategy will support the creation of “buffer” to mop up funds if there are future surges in revenue to enable sustained programme implementation. The private sector and development partners are expected to bridge the financing gap. The detailed fiscal outlook is captured in Chapter 2.

1.9 Structure of the DocumentThis document is divided into three parts. Part 1 covers chapters 1- 3 and deals with the background, review of key existing policies and macroeconomic development in 2015, as well as the medium-term economic development framework, 2016 – 2019. Part 2 covers chapters 4 – 10 and details the SMART agenda framework, goals, strategic objectives, targets, actions to be taken and expected deliverables, as well as key performance indicators. Part 3 deals with chapters 11 – 14 and covers the cross cutting issues that are considered enablers and implementation, coordination and monitoring strategies and future prospects.


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History & Geography

• Created Aug 27, 1991• Total land mass of

18,050km2 (2% of Nigeria’s total Land Area)

• Over 163km coastline. Coastal belt interlaced with rivulets and streams that form Niger Delta. One third of land mass - swampy and water logged. Tropical climate, marked by two seasons, dry and rainy season.

• Major gateways to South East, South West and South-South Capital City “Asaba” – located at the Niger bank. Major towns – Asaba, Ogwashi-Uku, Warri, Sapele, Oleh, Ughelli, Agbor, Bomadi

Human & Natural Resources

• Estimated population - 5.1 million in 2013, ~ 3% of Nigeria’s population. Industrious work force

• Home to about 40% of Nigeria’s gas reserves. Produces about 20% of National crude oil output (4th largest producer of crude oil in Nigeria)

• Fertile Agro ecology, with Upland (rain fed)-80%, lowland 18% and irrigable land (2%). Rich forest and fishery resources. Main activity: Crop and Fish farming accounts for 80% of Agricultural activities

Finances

• 2009-2015, annual average Federation account allocation was about N144.6 billion

• 2009-2015, the annual average Internally Generated Revenue (IGR) was N37.3 billion

• Internally Generated Revenue increased annually at the average of 25.1% between 2010 and 2013 and declined by -14.5% between 2014 and 2015.

• 2009-2015, annual average capital spending was about 48% of total spending while recurrent was 52%.

Development indicators

• Delta State Poverty Index is about 54% as at 2014, less than the national poverty index of 62%.

• Hunger Index is 13%, - half of the national hunger index (27%).

• Access to improved (safe) water is estimated at about 70%.

• Access to sanitation is estimated at about 24% as at 2013, compared to 63% MDG target.

Figure 1: Snapshot profile of Delta State


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CHAPTER

Overview of Current Policies and Macroeconomic

Developments in 2015

TWO


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Kefas Road, Oleh Isoko South LGA

Cable Point Road, Asaba.


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2.0 OVERVIEW OF CURRENT POLICIES AND MACRO-ECONOMIC DEVELOPMENTS

This chapter gives an overview of some of the key existing policies introduced by past Delta State governments under various development frameworks, including the Delta State Economic Empowerment and Development Strategy (DELTASEEDS), 2005-2007, Delta State Vision 2020 and Delta State beyond Oil, 2011-2020, as well as the Three Point Agenda, 2007-2014. It reviews successes achieved and failures encountered from the implementation of these policies. It also highlights selected macroeconomic developments in the global, Nigerian and Delta State economies in 2015. This is relevant as it sets the context for the laying of a solid foundation for implementation of the DSMTDP, 2016-2019.

It is expected that the policy environment for the operation of the DSMTDP will continue to be responsive to the needs of Deltans and support sustained inclusive economic growth and development. This chapter is also important, as it provides the background for Deltans to understand where we are coming from and where we want to be by 2019.

2.1 OVERVIEW OF CURRENT POLICIES AND OUTCOMES

2.1.1 Economic PolicyThe focus of economic policy since 2005 has been on stimulating sustainable economic growth through the promotion of investments in the non-oil sector of the economy, such as agriculture, tourism and entertainment. Successive Delta State governments recognized the need to diversify the Delta State economy to reduce its vulnerability to international oil price induced shocks. The strategic approach was to use the substantial resources accruing from the oil and gas sector to diversify the economic base of the state. This was the basis of the concept of “Delta beyond Oil”. This concept also entailed deepening investment in infrastructural and human capital development, as well as peace and security necessary for economic growth and development.

Other policy measures undertaken on the economic front include the adoption of the public private partnership (PPP) model in the development of new and maintenance of existing infrastructure and prudent fiscal management. The adoption of the PPP model has helped to accelerate the development of critical infrastructure such as industrial parks, airports and power plants. The state has invested in an independent power project (IPP) with a 128 MW generating capacity which is nearing completion. It also invested N15.0 billion in the federal government IPP projects as part of its counterpart funding to step up power generation and distribution in the state.

Fiscal management has also been successful as IGR trended upwards in the past five years. Delta State ranks as number three in IGR collection among the states in the country. Also, prudence and discipline in fiscal management are reflected in fiscal surpluses or low fiscal deficit ratios. The creation of a micro-credit programme aimed at youth empowerment, has improved the employment rate by providing gainful employment to young Delta citizens (UNDP-Delta State Assessment Report, 2013).


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2.1.2 Human Development PoliciesCurrent human development policies are in the areas of education and health, poverty reduction, sustainable development, good governance, and promotion of peace and security. Some of the major initiatives undertaken in this regard include; • CreationofDeltaStateSecurityandWaterwaysCommittee;• TheDeltaStateOilProducingandAreaDevelopmentCommission(DESOPADEC);• ActiveparticipationinthePresidentialAmnestyProgrammeforNigerDeltamilitantsfor

enhanced peace and security;• Freerural,maternal,andunder-fivehealthcareprogrammes;• Establishmentofnewprimaryhealthcarecentresandhospitals;• EstablishmentofDeltaStateUniversityTeachingHospital,Oghara;• Freeeducationpolicyintroducedstate-wide,freeprimary,basicandpost-basicsecondary

education;• Grant and scholarship scheme aimed at encouraging undergraduate and postgraduate

students; and• Teacherdevelopmentscheme.

An overview of the performance of these policies indicates remarkable success in some areas, such as the control and management of political crisis in the state. The incidence of hostage taking and kidnapping, which was high in the state has substantially reduced. Crime wave is down and with the relative calm experienced in the Niger Delta region, national oil production increased significantly from 1.7 million barrels per day (mpd) prior to the amnesty initiative in August, 2009 to 2.29 mpd in 2013.

2.1.3 Development OutcomesThere has also been significant improvement in Delta State’s development status, particularly those relating to education, health, and portable water supply. On educational outcomes, universal primary school education and gender parity have improved remarkably. Similarly, under health outcomes, maternal, under-5 and infant mortality rates have dropped significantly. Water supply coverage has also improved. A total of 691 water schemes exist across the state. Out of these schemes, 480 or 70 percent are functional as encapsulated in the UNDP Delta State Assessment Report (2013).

However, Delta State’s relatively good record of growth, has not translated into significant poverty and unemployment reduction. Poverty incidence in the state remains high and pervasive at 56 percent as against the national average of 62 percent (DS Poverty Profile, 2014), while unemployment rate stood at 27.2 percent as against the national average of 29 percent (NBS, 2013). Also, in the case of sanitation only 24.3 percent of the population has access to improved sanitation.

2.2 OVERVIEW OF MACROECONOMIC DEVELOPMENTS

2.2.1 Global Developments As reported in the International Monetary Fund’s (IMF) World Economic Outlook, July, 2015, global growth for 2015 was estimated to decline from 3.4 percent in 2014 to 3.3 percent in 2015. Growth


27

in advanced economies was expected to slightly recover from 1.8 percent in 2014 to 2.1 percent in 2015 due to improved financial conditions, more neutral policy in the Euro zone, lower fuel prices and improving confidence, while growth in emerging markets and developing economies is estimated to decline from 4.6 percent in 2014 to 4.0 percent in 2015. In Sub-Saharan Africa, GDP growth is estimated to decline from 5.0 percent in 2014 to 3.8 percent in 2015.

The global economic environment was characterised by declining oil prices at the international markets by -46.4 percent in 2015 compared with -7.5 percent in 2014, depreciating emerging market currencies, and increasing financial market volatility.

The declining growth was partly due to unexpected demand weakness in some major economies and the attendant decline in emerging market economies’ industrial metal prices. However, the much larger decline in oil prices was attributable to supply factors, including the decision of the Organization of the Petroleum Exporting Countries (OPEC) to maintain current production levels despite the steady rise in production from non-OPEC producers, especially the United States, as well as the returning of Iran into the international oil market after the oil deal and lifting of sanctions by the UN.The result of these developments has been a sharp decline in global oil prices over the second half of 2014 from a high price of $114 per barrel in June to $63 per barrel in December 2014 (Bonny Light), and further decline to below $49 per barrel as at December 2015. This comes after three years of relatively stable price between $100 and $120 per barrel.

2.3 Performance of the Nigerian EconomyThe overall performance of the Nigerian economy was relatively poor. The negative impact of low oil prices manifested in the form of declining crude oil earnings, dwindling revenue receipts, depreciation in exchange rate, high fiscal deficit, poor implementation of capital projects and sluggish growth in GDP.

2.3.1 Domestic Output PerformanceData from the National Bureau of Statistics (NBS) indicate that GDP grew by 3.96 percent, 2.35 percent and 2.84 percent, respectively in the first three quarters of 2015, compared with 6.21 percent, 6.54 percent, and 6.23 percent in the corresponding periods of 2014. The GDP growth is projected at 3.37 percent in 2015 compared with 6.2 percent in 2014. The GDP growth was largely driven by the tertiary sector. The growth drivers by subsectors include trade, other services, telecommunications, agriculture and construction.

2.3.2 Federally Collected RevenueGovernment revenue trended downward in 2015 due to developments in crude oil prices. The gross federation account revenue, which stood at N8.5 trillion in 2014, was N4.4 trillion (January to October 2015). The federation account available for distribution which totaled N5.5 trillion in 2014 stood at N3.4 trillion (January to October, 2015). Revenue available from VAT pool for distribution, which was N762.5 billion in 2014, representing an average of N63.54 billion per month stood at N631.053 billion as at October, 2015, representing N63.12 billion per month. This implies that the shortfall in revenue was


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mainly due to the sharp drop in oil revenue. Table 2 shows performance of selected macroeconomic indicators in the past five years.

Table 2: Selected Macroeconomic Indicators, 2011-2015

INDICATOR 2011 2012 2013 2014 2015e

GDP Growth 5.31 4.21 5.49 5.94 3.37GDP (Billion Naira) 57,511,041.77 59,929,893.04 63,218,721.73 67,157,384.39 Inflation (%) 10.83 12.22 9.9 7.98 9.3Exchange Rate 151.39 155.12 155.00 188.45 198(NGN:USD FX Rate)

Unemployment 21.1% 23.9% 23.9% 23.9% 24%

Balance of Payments 0.13% 4.31% 4.4% 3.84% Data not (% of GDP) available yet

Source: (Economic Outlook) National Bureau of Statistics, (WEO) IMF; CBN

2.4 Performance of the Delta State EconomyThe performance of the state’s economy in 2015 did not vary much from the performance of the national economy. This is in view of the fact, that the state’s economy is oil and gas dependent. Oil and gas account for about 80 percent of the state’s total revenue. At the time of preparing the DSMTDP (2016 – 2019), data on the state GDP growth performance was not yet available. However, the projected growth rate is 3.38 percent, as against over 6 percent achieved in the preceding year. The major growth driver which hitherto has been oil and gas is expected to be overtaken by non-oil sector, such as agriculture, tourism and entertainment during the plan period.

2.4.1 Poverty Incidence and UnemploymentDelta State’s poverty profile indicates that average poverty rate based on head count is 56 percent (Arbitrage Consult, 2014). Also on the average, house-holds of 2-4 accounted for 52 percent, whilst 5-8 accounted for 48 percent of poverty levels in the state. Measured by a mean household of five, the per capita income was about N302 or equivalent of USD2.00 per day. Comparatively this is slightly less than the national poverty index of 62 percent implying that poverty in Delta State is lower than the national poverty rate. Similarly, the hunger index is 13 percent, which is half of the national hunger index (27 percent), indicating that food security level in Delta State is higher than the national food security level. The unemployment/underemployment rate stood at 27.2 percent in 2014, while income inequality in the South-South zone, measured by Gini coefficient, was put at 0.43. This was slightly lower than the national average of 0.45 (NBS). Overall performance in this regard remains unacceptably low.

2.5 Fiscal Performance and Medium-Term Outlook

2.5.1 Revenue PerformanceDelta State’s revenue growth rate continued its downward slide in 2015. Total revenue declined from N244, 904,939,731.44 in 2014 to N157, 425,350,496.01 in 2015, representing about 35.7 percent


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drop. The state government depends heavily on statutory allocation, which has experienced very sharp drop since mid-2014. The state’s share of statutory allocation in total revenue source stood at 76 percent in 2015 compared to 82.6 percent in 2014 (see Table 3). Similarly, the state’s internally generated revenue also trended downward from N42, 558,467,897.16 in 2014 to N37, 649,056,911.96 in 2015. This represents 11.5 percent reduction. The state’s declining share of statutory allocations, coupled with the significant drop in IGR, portends serious financial consequences. Government recognizes the imperative of adopting appropriate fiscal adjustment strategy during this plan period to mitigate the negative consequences of the sharp drop in revenue.

REVENUE 2014 ACTUAL REVENUE 2015 BUDGET PROVISION 2015 ACTUAL REVENUE PERFORMANCE N N N %

Total Internally 42,558,467,897.16 61,807,557,496.54 37,649,056,911.96 61%Generated Revenue

N N N %

Total FAAC 202,346,471,834.28 221,362,647,260.00 119,776,293,684.05 54%

Total Revenue 244,904,939,731.44 283,170,204,756.54 157,425,350,596.01 56%

Share of Statutory 83% 78% 76%

Allocation in

Total Revenue

Table 3: Revenue performance, 2014 – 2015

Federation account

Source: Delta State Ministry of Finance, 2016

Figure 2: Delta State Internally Generated Revenue trends

2009 2010 2011 2012 2013 2014 2015

21,2

37,8

85,2

14

Nai

ra 26,6

99,6

52,4

08

51,6

14,7

55,2

66

46,2

88,2

67,1

86

42,5

58,6

92,7

52

35,0

36,5

57,5

01

37,6

49,0

56,9

11

Source: Delta State Ministry of Finance, 2016


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Figure 3: Statutory Allocation (including net derivation)

Source: Delta State - Ministry of Finance (2016)

As encapsulated in the Delta State Fiscal Strategy Paper (FSP), the performance of FAAC statutory allocations against budget in the above graph does not take into consideration excess crude. On the whole, it has been variable over the period observed – with actual exceeding budget in 2011-2013. However the trend has been sliding from 2014 to 2015 as global oil prices declined.

Figure 4: Internally Generated Revenue (IGR)

YEARSource: Delta State Ministry of Finance 2016


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2.6 Expenditure PerformanceGovernment’s total expenditure stood at N130, 676,904,633.06, as at the end of August 2015, representing only 32 percent of the budgeted amount of N408, 524,033,792.20. In 2014, total government’s spending was approximately N294.79 billion, compared to approximately N130.68 billion achieved in the first 8 months of 2015, indicating a significant downward trend in government expenditure. The low level of government expenditure is reflective of the state’s sharp drop in revenue arising from low international oil prices.

The share of non-discretionary expenditure (recurrent) in total government spending averaged 61.84 percent between 2013 and 2015, while the share of discretionary expenditure (capital) averaged 38.16 percent in 2013 and 2014. This trend is expected to remain same in 2015. The state’s low level of capital spending does not augur well for development. Government will work towards improving capital expenditure to total budget ratio and ensure funding for programmes and projects under the SMART Agenda.

Table 4: Expenditure performance, 2014-2015

2.7 Budget DeficitTable 4 shows a budget deficit of N49, 882,987,088.41 in 2014 and N59, 164,412,963 as at August, 2015. The 2015 figure is expected to moderate at the end of December 2015, when a year on year comparison will be feasible. 2.8 Debt ManagementA summary of the consolidated debt position for Delta State Government is provided in Table 5.

Actual 2014 2015 Budget Actual Jan-Aug 2015 Performance (N) (N) (N) (%)

Personnel Cost 67,589,236,888.31 68,531,968,520.00 46,433,647,178.73 68%

Overhead Costs 52,886,215,640.46 54,147,379,541.00 19,856,934,666.50 37%

Pensions and Gratuities 9,461,444,567.26 11,390,595,620.20 6,023,396,653.67 53%

Consolidated Revenue 10,537,220,559.80 13,919,401,304.00 8,221,532,532.73 59%Fund Charges

Public Debt Charges 42,223,322,261.85 16,045,749,199.00 20,781,614,013.07 130%

Total Recurrent 182,697,439,917.68 164,035,094,184.20 101,317,125,044.70 62%Expenditure

Capital Expenditure 112,090,486,902.17 244,488,939,608.00 29,359,779,588.36 12%

Total Expenditure 294,787,926,819.85 408,524,033,792.20 130,676,904,633.06 32%

Budget Deficit (49,882,987,088.41) (125,353,829,035.66) (59,164,412,963) 12%

Internal Loans 56,030,377,509.39 125,353,829,035.66 10,000,000,000.00 32%

Debt Stock 110,862,047,073.87 101,661,978,693.31


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Source: Delta State EFU-FSP-BPS, 2015

The external stock is related to loans from IBRD (International Bank for Reconstruction and Development), IDA (International Development Association) and AfDB (African Development Bank). Deductions for servicing external debt are deducted directly from statutory allocation and passed to the Federal Debt Management Office (DMO) to service the debt.

Internal debt stock is related to infrastructure development bond of N50 billion taken out in 2011 at an interest rate of 14 percent and a term of 7 years, commercial bank loan of N42.74 billion and judgment debt of N173.85 million.

As encapsulated in the FSP, the debt to GDP ratio was not calculated. However, comparison of our debt position to the other international benchmarks (largely the World Bank Group Country Policy and Institutional Assessment ratios), indicates that total domestic debt to IGR is 257.08 percent as against sustainability threshold of 150 percent. There is need to manage the domestic debts prudently and to aggressively drive up the IGR focusing on growth areas such as land use, lottery etc.

2.9 Medium Term Economic and Fiscal OutlookIt is important to state that the ability of this administration to effectively implement the SMART agenda is dependent on continued political and macroeconomic stability that will enable rapid inclusive economic growth and effective resource mobilization.

Table 5: Debt position as at 31st December, 2014


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2.10 Economic OutlookThe DMDP projects that the economy will grow at an average rate of 5 percent during the plan period. This is premised on the assumption that the on-going implementation of the SMART agenda initiatives will achieve desired result, particularly in wealth and job creation. Growth is also expected to surge with the completion and commissioning of the free trade zone and the three on-going industrial parks. It is also assumed that there will be massive investment inflow arising from an enabled environment. The underpinning assumptions for DMDP include the following; • Stablemacro-economicfundamentalsinNigeria; • Globaloilpricerecoveryandreducedvolatility; • 10%annualgrowthinIGR;and • DeepeningofPPP.

2.11 The Outlook for Government’s RevenueGovernment revenues are expected to experience modest growth during the plan period. As encapsulated in the Medium Term Fiscal framework and Fiscal Strategy Paper (FSP), it is assumed that the ongoing reforms by the federal government, including Treasury Single Account (TSA) and full disclosure of all revenues in line with IPSAS, will help increase the percentage of crude oil revenues that is reported in the federation account from the current 40 percent to 50 percent for 2016 onwards. Internally generated revenue is expected to experience robust growth of 10 percent and above annually during the plan period. This is premised on the assumption that our fiscal strategy and the SMART agenda will catalyze substantial growth in productivity in the non-oil sector, particularly agriculture, agro-allied industry, entertainment and trade. Trade is expected to flourish with the completion and commissioning of the free trade zone and industrial parks. VAT collection is expected to improve slightly during the plan period, as the Nigerian economy stabilizes.

2.12 The Outlook for Government ExpenditureGovernment expenditure is expected to experience modest growth during the plan period. The growth will be driven by expenditure on the SMART agenda initiatives. Recurrent expenditure is expected to grow at an average of 2 percent annually, while capital expenditure is expected to experience an average annual growth rate of 10 percent. As highlighted in the FSP, a medium term target ratio of 60:40 for capital: recurrent expenditure has been set. Overall, it is expected that there will be flexibility in expenditure and borrowing, in response to volatility in oil revenue.


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Source: Delta State EFU-FSP-BPS 2015

Table 6: Medium term fiscal framework


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2.13 Current Challenges and OpportunitiesIn preparing the DSMTDP, 2016-2019 a SWOT analysis was undertaken to determine our strengths, current constraints and challenges, opportunities and threats to the realization of our medium-term goals. The DSMTDP, 2016 -2019 framework has taken into consideration the SWOT analysis, which is presented below.

STRENGTHS• Alargelyliteratepopulationwith

drive for education and skills• Accessrouteandgatewayto

commercial and economic hubs – Lagos, Port Harcourt, Abuja, Onitsha, etc.

• DominatesNigeria’ssportsandmass media industry

• Largeurbanpopulation–comparatively high number of urban areas (towns/cities)

• Hugeendowmentsofhighly-priced natural resources (oil and gas)

• Richanddiversecultures• Considerabledepositsofsolid

minerals including clay, silica, lignite/brown coal, kaolin, sandstone among others.

WEAKNESSES • Poorbusinessenvironment• Weakandundevelopednon-oil

sector• Infrastructuredeficit• Lowperformanceofinternally

generated revenue• Lowlevelsofprivatesector

investment in SMEs• Poorlinkagesbetweenagriculture

and industry sectors • Undevelopedaquaticandwater

resources sector

OPPORTUNITIES • Vibrantyouthpopulation• Growingmarketsforagricultural

commodities • Criticalmassofbusinesselites

that hail from the state but living and working outside the state

• Alotofdiasporaresources• Growingprofileas‘Nollywood’

hub• Greatpotentialsforinternational

commerce through developing seaports – Warri, Sapele, Koko and Burutu

THREATS• Sharpfallinoilprices• Dropingovernmentrevenues• Environmentalpollution• Inter-communityconflicts• Youthrestiveness• Heavydependencyburdenin

the population • Climatechangeimpacts

S W

TO

Figure 5: SWOT Analysis of Delta State


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Transformed

Environment

Rel

evan

t

Hea

lth a

nd

Educ

atio

n

Polic

ies

Strategic

Wealth

CreationM

eani

ngfu

l

peac

e Bu

ildin

g

Plat

form

s

Agricultural reforms and Accelerated Industrialization

Environment

Job Creation

Restructuring the entire

Government Machinery

Conducive business

environment for private enterprise

Fiscal Sustainability

Robust and Vibrant Public

Service

Figure 6: Schematic of S.M.A.R.T Agenda


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CHAPTER

The Medium-Term Growth and Development

Framework

THREE

38

Agric

ultu

ral M

arke

ting

Coo

rdin

atio

n C

omm

ittee


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3.0 THE MEDIUM-TERM GROWTH AND DEVELOPMENT FRAMEWORK This chapter defines the key components and parameters that will underpin the realization of the DSMTDP, 2016-2019. It presents our vision and mission statements, goals, targets and strategies. It also highlights the principles that will guide the implementation of DSMTDP in the next four years as well as strategic policy initiatives. The framework has been formulated based on the state’s SWOT analysis. It provides the platform to address the challenges, while harnessing the strengths and opportunities. Overall, eight objectives cutting across five priority areas of investment have been stated. These will be vigorously pursued during the plan period. In this regard, the DSMTDP has been set in the context of sustained rapid economic growth, wealth and employment creation, peace and security, structural and institutional reforms, enhanced gender equity and environmental protection.

3.1 Vision and Mission Statement

Vision Statement Mission StatementTo attain the status of a pace-setter in the nigerian federation by building an enduring legacy of wealth and prosperity”

Sustained economic growth, wealth and employment creation and a healthy environment for all

“ ““ “3.2 Strategic ObjectivesThe medium term objectives are captured in the schema below.

Objectives


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3.3 The Guiding Principles

The principles that underpin the DSMTDP are as follows: • All-inclusiveness, Participation and Ownership: To ensure that all stakeholders support

and fully participate in the formulation and implementation of the plan. This is important as ownership is a critical success factor for any plan.

• Transparency and Accountability: Transparency and accountability in governance through responsible leadership to ensure that course of actions and measures taken to engender growth and development meet international standards, ensure peace and security and guarantee value for money.

• Wealth Creation: To ensure that the development plan facilitates pro-poor economic growth that will ensure wealth creation and substantial reduction in poverty incidence in the state.

• Employment Generation: To ensure that the development plan drives job creation for the teeming unemployed youths and creates new opportunities for the people.

• Creating Conducive Business Environment: To ensure that the plan facilitates the development of a business friendly environment that will attract domestic and foreign investors, enhance productivity and competitiveness of the state’s productive sector.

• Diversification of the State’s Economy: To ensure that the development plan contributes to the deepening of the resourcefulness of Deltans and reduce reliance on oil revenue receipts.

• Poverty Reduction: To ensure that the development plan translates to poverty reduction through mobilization and participation in meaningful economic activities.

• Creativity and Enterprise: To ensure that the development plan promotes and supports creativity and enterprise to enable the youths avail the vast opportunities in a globalizing world.

• Sustainable Development: To ensure that the development plan promotes environmental protection and enhances climate change adaptation.

• Gender Equity: To ensure that the development plan is gender sensitive and promotes gender equality.

• Smart Partnerships: To ensure that the development plan promotes smart partnerships that are mutually beneficial.


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3.4 Policy ThrustsIn line with the theme “Achieving Prosperity for All”, this plan seeks to engender substantial improvement in the quality of life of all Deltans. In this respect the, DSMTDP policy thrusts are to:

• stimulatesustained,rapid,inclusiveeconomicgrowthanddevelopment;• createwealthandgeneratesubstantialemploymentopportunities forour teeming

unemployed youths;• diversifytheeconomythroughdevelopmentofnon-oilsector;• fostercommunalpeaceandsecurity;and• enhanceenvironmentalsustainability.

3.5 The DSMTDP Strategic DirectionThe broad strategic approach to fostering economic growth and development is the five-point SMART agenda. These will be underpinned by the following five building blocks of our economic growth strategy, namely: effective mobilization of resources; fiscal adjustment strategy; maximization of private investments and efficient public spending; human capital development; and effective collaboration, cooperation and sequencing of activities.

3.5.1 Effective mobilization of resource and fiscal adjustment strategy The prevailing conditions in the international oil market, resulting in a sharp drop in oil prices and the attendant decline in the state’s share of the federation accounts allocation revenue (over 40 percent), necessitates intensification of our drive to boost IGR and maximise other sources of resources, such as grants from development partners. It also entails our adoption of fiscal adjustment strategy that will ensure implementation of the DSMTDP.

As highlighted in the DS-FSP (2015), our fiscal strategy will be anchored on intensification of efforts in the pursuit of allocative and technical efficiency gains that will create the needed fiscal space for improved public sector capital investments. The DSMTDP provides the platform for government to strategize as to where and how additional resources can be mobilized.

3.5.2 Maximization of private investments and public spendingDuring this plan period our growth strategy will also be underpinned by effective maximization of private investment and public spending. Private sector creates jobs while government facilitates the process. A key strategy for achieving sustained economic growth and wealth creation lies in creating the enabling environment that will attract massive private sector investments into the state. In this respect, government spending will be targeted to identified priority public sector programmes and projects with highest economic and social benefits, within the framework of the SMART agenda. In other words, the growth path will be characterised by enhanced private sector investments, facilitated by government.


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3.5.3 Human capital development and enterprise promotionEducation and skills development are key to wealth creation and employability of our youths. Our approach in this respect is to ensure qualitative education that fosters entrepreneurship and is responsive to the state’s identified skill gaps. Promoting enterprises entails supporting existing businesses and attracting new investments. The strategy is to reduce the cost of doing business in the state, through addressing the issues of bureaucratic bottlenecks in the legal and regulatory environment, infrastructure development and supporting innovation.

3.5.4 Effective collaboration and cooperation Successful implementation of the medium term economic development plan will require strong partnership, collaboration and cooperation among key stakeholders as public sector resources alone cannot fund the DSMTDP. Government will strengthen cooperation and collaboration at the public and private sector levels in order to maximize the synergy.

3.6 Strategic Priority Policy and Programme Areas for 2016-2019During the Plan period, investments will be targeted to the following priority areas on which the medium-term plan is anchored. These thematic areas are the pillars of the DSMTDP. Central to these thematic areas are wealth and job creation. This is the overarching goal of the plan.

3.7 DSMTDP TargetsThis section highlights in broad terms the targets for the DSMTDP, 2016-2019.These targets are measurable indicators that will be used to assess the impact of our policies in relation to our set objectives and our vision of prosperity for all, within the next four years.

They include the following;• GrowtheDeltaStateeconomybyatleast5percentannually.• Createupto50,000privatesectorjobsannuallyupto2019.• Ensurethatplatformsforpeacebuildingarestrengthened.• Increasehouseholdincomesby5percentannually.• Reduceoverallpovertyby5percentannually.• ReducetheproportionofDeltanslivingbelowthepovertylineby5percentannually.• Ensurethatatleast20percentofDeltanshaveaccesstocommunityhealthinsurancescheme.• Achieveamorecomfortablelevelofdebtsustainabilityby2019.• Establishastrongsafetynetforthevulnerableby2019.• RaisepublicconfidencelevelingovernanceinDeltaState.


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Strategic Wealth Creation Projects and Provision of

Jobs for all Deltans

CHAPTERFOUR


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Distribution of cassava cuttings and fertilizers under the PPSPYAGEPreneur working in his farm at Edjophe cluster

A trainee under YAGEP in front of his fish pond Distribution of Melon shellers

Orientation programme for trainees

Passing-out ceremony for trainees Passing-out ceremony for trainees

Distribution of Starter packs to graduands

JOB CREATION PROGRAMME OF THE STATE GOVERNMENT


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4.0 STRATEGIC WEALTH CREATION PROJECTS AND PROVISION OF JOBS FOR ALL DELTANS

4.1 Situation AnalysisSince the creation of Delta State on August 27, 1991, successive governments have continued to pursue policies and programmes aimed at improving the quality of life of all Deltans. These policies and programmes have been successful in putting the Delta State economy on the growth path, with an average of over 6.5 percent GDP growth rate recorded between 2010 and 2014 (DS-FSP 2015). Also the UNDP Delta State Assessment Report, 2013 indicates significant improvement in the state’s human development status, particularly with respect to human capital development, where Delta State has met the education and health Millennium Development Goals (MDGs).

Despite the significant progress made in engendering economic growth and development, the state, like the nation, is still confronted with the paradox of rich endowment of natural and human resources and high poverty incidence. In other words, growing the Delta State economy has not translated to substantial empowerment for our people, as over two million Deltans or more than half of the population are relatively poor as indicated in chapter 2. This level of poverty is unacceptable. Government is committed to tackling frontally the issue of pervasive poverty in the state through the adoption of cross-sectoral multi-pronged approach to job and wealth creation during the plan period.

4.2 Current ChallengesApart from the challenges of reducing poverty, Delta State, like the nation is facing high level of youth unemployment, which is exacerbating poverty in the state. Statistically, it is estimated that over 70% of youths in Nigeria are unemployed/ underemployed (CBN 2014). Ironically, secondary and tertiary institutions, all over the country continue to churn out graduates in various disciplines annually, without the nation creating corresponding increases in job opportunities. Even the few available jobs, cannot be easily accessed, as workforce skills are not in alignment with job prospects.

Cognizant of the negative consequences of the growing youth unemployment to economic growth and development, as well as peace and security, this administration has made wealth and job creation the fulcrum of the DSMTDP. As a mark of the commitment, the state government is already implementing programmes targeted at wealth and job creation. The Office of the Chief Job Creation Officer has been established in the Governor’s Office to serve as special purpose vehicle (SPV) for actualization of this agenda, with specific responsibility for planning, managing and coordinating job creation programmes and initiatives. In addition, the Delta State Micro, Small and Medium Enterprise Development Agency (DMSMA) is being repositioned to deliver on its corporate mandate of facilitating and providing microcredit to micro and small enterprises.

4.3 Policy Thrust and TargetsThe main policy thrust for strategic wealth and job creation is sustained rapid inclusive economic growth and development, driven by the private sector and facilitated by government. The job and wealth creation strategy involves harnessing the high job-creation potentials in such sectors as


46

agriculture and agro-allied sector, micro, small and medium enterprises (MSMEs), renewable energy sector, housing and construction sector.

To create wealth and jobs, the DSMTDP will seek to meet the following targets:

• Createupto50,000privatesectorjobsannually;• Raisetheincomeof10percentpooresthouseholdsby5percentannually;• Substantiallyimproveproductionofnon-oilgoodsandservices;• Improvesubstantially, access to finance forwomen-andyouth-ownedenterprises;

and• Substantiallyimproveruralwomenaccesstomicro-credit.

4.4 Goals and ObjectivesThe goal is to create wealth and job opportunities towards prosperity for all Deltans. The main objectives are to:• Diversifytheeconomythroughdevelopmentofnon-oilsector;• Generatewealthandjobopportunities;• Engageyouthsinproductiveenterprises;• Nurtureentrepreneursandleaders;• Promotecommunalpeaceandsecurity;and• Empowerruralwomen.

4.5 Key StrategiesThe strategies to be pursued during the plan period, towards the realization of the set goals and objectives include the following:• Intensify collaboration among government, the private sector and other non-state

actors in tackling the challenges of wealth and job creation. • Ensurethatpoliciesforthemedium-termplansupporttheprivatesectorasthedriver

of wealth and job creation by providing an enabling environment to empower it and supporting MSMEs to grow and flourish.

• Target investments insectors thathaveprovenpotentials tocreate jobsandreduceunemployment such as agriculture, agro-processing, manufacturing, sports, services, health, education, trade, and tourism and entertainment industry.

• Equipunemployedyouths(18-35years),withthetechnicalknow-how,vocationalskills,values and resources to become self-employed and employers of labour.

• Support andmobilize existing farmers, agro-processors and value-chain operators,micro and small enterprises to increase their output, sustain existing jobs and create new ones.

• Strengthen existing incentives for labour intensive industries, within our industrialdevelopment policy frame work.

• Promoteinvestmentsinagricultureandagroalliedenterprises• Enablecreativity, innovationandknowledgeacquisition, technologicalutilizationand

adaptation.


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4.6 Action PlanThe state government has already launched job and wealth creation scheme, being coordinated and managed by the Chief Job Creation Officer. The objective of the job creation scheme is to train and establish unemployed youths, aged 18-35 years, in various vocational skills, to become entrepreneurs, managers and leaders. The strategy of the job and wealth creation scheme is to put resources (particularly, skills and productive assets) in the hands of unemployed youths and thereby empower them to become employed, employers of labour and create wealth.

The scheme comprises the following programmes;I. Youth Agricultural Entrepreneurs Programme(YAGEP)II. Skills Training and Entrepreneurship Programme (STEP)III. Graduates Employment Enhancement Programme (GEEP) andIV. Microcredit

4.6.1 Youth Agricultural Entrepreneurs Programme (YAGEP)YAGEP involves the training and development of youth entrepreneurs in agriculture and agribusiness and equipping participants to establish their own enterprises. This scheme is an integral part of the administration’s agenda to curb youth unemployment and develop the agricultural economy of the state for wealth creation. Graduands of the programme will be branded and promoted as YAGEPreneurs.

Under YAGEP, unemployed youths are trained and established in their choice agricultural enterprises, including poultry, piggery, fishery and crop production. The theoretical and hands-on practical agricultural training takes place at accredited agricultural training centres over a given period, dependingontheenterprise.Thescopeoftrainingcoversagricultural‘subjectmatter’knowledge, enterprise management, leadership and life skills, group organisation and group farming.

Participants are supported to establish and run their own enterprises through the provision of starter packs which, in the case of livestock enterprises, include livestock houses, operating facilities, amenities and inputs. In addition, participants receive buffer stipends during the enterprise gestation period and some working capital to purchase inputs and/or working materials.

4.6.2 Skills Training and Entrepreneurship Programme (STEP)STEP encompasses the training of youths in different practical skills/trade and helping them to establish their own enterprises for self-employment and to become employers of labour. Alumni of the programme will be branded and promoted as STEPreneurs.

Under STEP, unemployed youths will undergo a 3-phase training plan comprising life skills and orientation course, vocational skills training and business management and entrepreneurship training.


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4.6.3 Graduates Employment Enhancement Programme (GEEP)The Graduates Employment Enhancement Programme will target urban clusters of job-seeking graduates. The purpose is to improve the employability skills, job-readiness aptitudes as well as work experience of unemployed graduates and stimulate the formation of own enterprises/companies among graduates in selected professional fields.

The three elements of the programme are: (i) employability training, job-readiness retooling and reorientation through topical workshops and seminars; (ii) provision of work experience through internship placements in available government or private establishments; and (iii) business incubation support services – professional and technical assistance and counselling to graduates wishing to translate their professional knowledge and skills into live businesses and companies. Examples are graduates forming enterprises/companies in ICTs, agribusiness, engineering, commerce, personal services, etc.), as groups or partnering individuals.

The programme will be implemented in four interacting modules as follows:

i. Employability and workplace readiness training and orientation through workshops and seminars in urban clusters – one in each senatorial district (North, South and Central).The topics will include personal effectiveness, success drivers, employer preferences, workplace skills, ethics and etiquette, applicant skills and competencies, self-improvement techniques, workplace relationships, business communication, time management, problem solving, client relationships, personal SWOT checks and others.

ii. Internship placement in suitable private sector or government establishment. The internship prepares the intern for employment by equipping him/her with relevant skills, work experience, self-confidence and suitable job insights for job readiness.

iii. Exit training at the end of the internship. This training workshops will focus on how to run and operate a business enterprise or company, development of realistic and actionable business plans or proposals, basic business accounting and record-keeping, preparation and analysis of business financial reports and statements and others.

iv. Business incubation support for selected graduates (as groups or partners) with actionable and bankable business proposals. Selected cohorts of unemployed graduates who pass through the requisite stages of the programme will be provided business incubation support to actualize actionable and bankable business ideas. The support will include facilitation of business or company registration, access to start-up capital and business advisory on business organization and functionality.


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4.7 Responsible InstitutionsThe following MDAs will be responsible for implementation of the strategic wealth creation activities as relates to their respective mandates;• OfficeoftheChiefJobCreationOfficer• MinistryofAgricultureandNaturalResources• MinistryofEconomicPlanning• MinistryofCommerce&Industry• MinistryofLands,SurveysandUrbanDevelopment• MinistryofJustice.

4.8 Expected Outputs and OutcomesThe DSMTDP seeks to improve the well-being of all Deltans. While the overall outcome is poverty reduction and substantial improvement in the quality of life of our people, the specific outputs are as follows:• Valuechainonprioritycommoditiesdeveloped.• Techniqueforreductionofpostharvestlossesadapted.• Database for priority commodities developed, and areas with competitive and

comparative advantage for specific commodities mapped and disseminated.• Constitutionofpublic-privateagriculturalmarketingcoordinationcommitteecomprising

government, farmers and market promoters.• Agriculturalproducepoints/centresandstoragefacilitiesforcommoditymarketing.• YouthAgriculturalEntrepreneursProgramme(YAGEP)empoweredyouths.• Designedsupportpackagesofinputstofarmers.• Provisionof informationaboutagricultural landsandcommoditymapping toprivate

investors in agriculture.• Existenceofagriculturalcommoditymapofthestate.• Thedesignelements/featuresofout-growermodelsforthestateestablished.• ReformoftheenablinglawsettinguptheAgriculturalDevelopmentProgramme.• Institutionofaprofessionalfarmer-orientedagriculturalextensionsystem.

4.9 Performance Indicators The DSMTDP establishes the following broad performance indicators for the SMART Agenda

• Totalamountsofinputsdeliveredtofarmersacrossthecommodities.• Numberofgovernmentagriculturalassetsresuscitated.• Numberofjobscreatedthroughresuscitationofgovernmentagriculturalassets.• Volumeofoutputsandincomesgeneratedbyresuscitatedgovernmentassets.• Numberofout-growerarrangements/clustersestablished.• Numberoffarmersinvolvedinoutgrowerarrangements.• Totalagriculturaloutputsandincomesfromtheout-growerarrangements.• Numberofjobscreatedthroughtheout-growerarrangements.• Numberofyouthtraineessuccessfullyestablishedandrunningtheirownagricultural

enterprises.


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• Numberofnewjobscreatedthroughtrainingandestablishingyouthsinagriculturalenterprises.

• Number of farmers reached through the Production and Processing SupportProgramme (PPSP).

• Timelinessofthedeliveryofproductioninputstofarmers.

4.10 Delta State Micro, Small and Medium Enterprises Development Agency (DMSMA)

4.10.1 Origin and ObjectivesThe DMSMA was established on October 20, 2014 with the mandate to address the financial and enterprise development needs for start-ups and existing businesses in Delta State. The agency’s responsibilities include to: • Promoteanddevelopmicro,smallandmediumenterprisesstate-wide,withaspecial

focus on youths and vulnerable people;• administer funds on behalf of the state government for micro, small and medium

enterprises;• facilitate entrepreneurs’ access to finance and other resources for growing their

businesses; • accommodatethebusinessneedsofentrepreneursatdifferentstagesofdevelopment;• harnessandadministerMSMEs funds fromtheCentralBankofNigeria (CBN) and

other financial institutions, for the promotion of enterprise development in Delta State; • managetheState’sMicroInsuranceScheme(DMIS);• managetheDeltaStateEntrepreneurshipDevelopmentCentreforLeatherworksand

other enterprises; • facilitatemarketlinkagesandoff-takerprocesses;and• promotefinancialinclusion,literacyandtrackingoffundutilization.

4.10.2 Strategic contextMSMEs are the key to a diversified economy. In emerging economies MSME contribute up to 70 per cent of the GDP and employ about 75 percent of the population both in rural and urban areas. Although the operations of DMSMA in Delta State are still relatively young for a fair comparative assessment of its performance, available data however show slow growth of MSMEs.

Since inception of the agency in October 2014, total number of beneficiaries stood at 6265, while total amount disbursed as at 31st December, 2015 was N1.066 billion. This slow growth of MSME’s is attributable to the fact that most micro finance institutions (MFIs) and micro finance banks (MFBs) prefer to lend funds to established beneficiaries in order to minimize associated risks.

The DSMTDP seeks to reverse this trend through the intensification of coordination and collaboration among all stakeholders and the adoption of a more creative intervention programme. In this respect, MSME programmes have been carefully articulated to suit the economic needs of the poor,


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disadvantaged and financially excluded persons.

In order to situate the role of microcredit in the job and wealth creation programmes of the state government, the loan activities and projections of the Delta State Micro, Small and Medium Enterprises Development Agency are given in table 7.

The table below shows the loan portfolio disbursed to Deltans between November 2014 to December, 2015 and loan portfolio projections for 2016.

Table 7: Loan activities and projections of the Delta State Micro, Small and Medium Enterprises Development Agency

DISBURSEMENT (NAIRA)

November 2014 – December 2015 2016 (projected)

No. of groups 1,003 3,009

No. of persons covered 6,265 16,060

No. of beneficiaries (male) 2,735 5,470

No. of beneficiaries (female) 3,530 10,590

Amount of loans to beneficiaries (male) 582,955,000 932,728,000

Amount of loans to beneficiaries (female) 483,505,000 1,450,515,000

Amount disbursed to microbusinesses 490,680,000 981,360,000

Amount disbursed to small businesses 575,780,000 1,151,560,000

Total amount of loan disbursed 1,066,460,000 3,199,380,000

4.10.3 Policy thrust and targets The main thrust of this policy is to ignite wealth and job creation through improving MSME”s access to finance.

4.10.4 Targets and projections for 2016The DMSMA is expected to contribute immensely to the achievement of the broad targets set out in paragraph 4.3 above. In addition, specific targets for DMSMA include:

• Increasemicro-creditdisbursementtoMSMEsby10percentannually.• IncreasecoverageoftheMicro-InsuranceSchemeby10percentannually.• EngagedepositmoneybanksandotherfundingwindowstoassistSMEs.• Increasecottageindustrydevelopmentby5percentannually.• Achieve10percentfinancialinclusionfortheun-bankedandunder-bankedinDelta

State annually. • IncreasetheMSME’scontributiontoIGRinthestateby10percentannually.


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• ReplicatetheIssele-UkuEntrepreneurshipDevelopmentCentreintheother2senatorialdistricts by 2019.

• IncreasetheMSME’scontributionstothestate’sGDPby5percentannually.• IncreasethenumberofMSMEsby10percentannually.

4.10.5 Goals and objectives These include to:

• coordinateandpromotethedevelopmentofMSMEinthestateandalsotofacilitatestrategic financing of agricultural and allied products;

• ensuremaximumbenefitfromgrants,loans,capacitybuildingprogrammes,advisoryand consultancy services offered by the state, federal government or any relevant MDA to cooperatives, clusters, individuals and joint ventures;

• facilitateaccesstofinanceandfinancialtraining;• facilitate diagnosis of business/enterprise challenges at the business clinic and

workshops;• coordinate information dissemination on financial opportunities from government,

private sector partners and other development partners in the major local languages of Delta State;

• reduceunemploymentamongtheproductiveagebracket;

4.10.6 Strategies The strategies that will be pursued during the plan period include the following:

• Strengthenandencourageconstantinteractionsamongallstakeholderssuchas(stategovernment, local government, CBN, donor agencies, PFI’s and other development partners) to stimulate dynamic and innovative ways towards the development of the MSME sub sector.

• Createfundingwindowopportunitiesfromrelevantinstitutionsandorganizations(e.gstate, micro credit funds, CBN, international donor agencies, corporate organizations etc.) for on-lending purposes to qualified and suitable beneficiaries.

• Createmarketlinkageandserviceswherelocalinnovations(productsandservices)compete with international best practices and standards.

• Prepareandpresenttothestategovernmentconvincingquarterlyframework/roadmapon empowerment programmes for prospective beneficiaries.

• Carry out quarterly monitoring and evaluation of participating financial institutionactivities under various funding schemes.

• Carryoutquarterlyassessmentofbeneficiariestodeterminethelevelofsocialimpact.• Promoteandencourageclusteringandnetworkrelationshipswithinthestate.• Supportrelevantinstitutionsandorganizationswithinthestateincreatinggroupclusters

for better management.• IntensifyinteractionwithPFI’s,prospective/existingbeneficiarygroupsandthegeneral


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public to articulate and encourage an all-inclusive growth and development within the sub sector.

• Serveasavanguardagencyandfocalpointforruraleconomicdevelopmenttowardswealth creation, poverty alleviation.

• Establish and coordinate institutional development and activities of industrialdevelopment centres in the state.

4.10.7 Action plan for DMSMA, 2016-2019

• Micro-creditdisbursement.• Micro-insurancescheme• Providebusinessdevelopmentservicestostart-ups.• Create market linkages for MSMEs through facilitating domestic and international

market access. • EngagingdepositmoneybanksandotherfundingwindowstoassistSMEs.• Developandencourageinvestmentsintheproductionandmanufacturingsector.• Promotecottageindustrydevelopment.• Carryoutquarterlyassessmentofbeneficiariestodeterminethelevelofsocialimpact.• Promoteandencourageclusteringandnetworkrelationshipswithinthestate.

4.10.8 Expected outputs and outcomes

In addition to the broad expected outputs and outcomes highlighted in paragraph 4.8 above, specific outputs and outcomes of the DMSMA include:

• Substantialimprovementinmicro-creditdisbursement;• Widercoverageinmicro-insuranceschemesubstantialjobcreation;• IncreasednumberofMSMEsinthestate;• IncreasedincomeofMSMEs;• SubstantialreductioninmortalityrateofMSMEsinthestatethroughintensifiedbusiness

development services to start-ups;• EnhancedmarketaccessforMSMEs;• IncreasedsupportfromdepositmoneybanksandotherfundingwindowsforSMEs;• SubstantialimprovementinMSMEsinvestmentsintheproductionandmanufacturing

sector; • Increasedcottageindustrydevelopment;• Increased participation of financial institutions under various funding schemes of

MSMEs activities;• Productionofquarterlysocialimpactassessmentreportsonbeneficiaries;and• EnhancedMSMEsclustersandnetworkrelationshipswithinthestate.


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4.10.9 Performance Indicators Specific performance indicators for DMSMA include:

• Amountofmicro-creditdisbursedannually;• NumberofMSMEscoveredunderthemicro-insurancescheme;• Numberofjobscreatedbybeneficiariesofmicrocreditannually;• NumberofnewlyregisteredandfunctionalMSMEsinthestate;• PercentageincreaseinincomeofMSMEs;• PercentagereductioninmortalityrateofMSMEsinthestate;• MarketaccesscreatedforMSMEsannually(domesticandinternational).• Percentageincreaseinsupportfromdepositmoneybanksandotherfundingwindows

for SMEs;• NumberofMSMEs’investmentsintheproductionandmanufacturingsector;• Percentageincreaseincottageindustrydevelopment;• Percentage increase in number of participating financial institutions under various

funding schemes of MSMEs activities;• Number of quarterly social impact assessment reports on beneficiaries produced

annually; and• PercentageofMSMEsinvolvedinclustersandnetworkrelationshipswithinthestate.

4.10.10 Responsible Institution• DeltaStateMicro,SmallandMediumEnterprisesDevelopmentAgency.


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CHAPTER

Meaningful Peace Building Platforms aimed at Political and Social Stability

FIVE


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5.0 MEANINGFUL PEACE BUILDING PLATFORMS AIMED AT POLITICAL AND SOCIAL STABILITY

5.1 Situation AnalysisDelta State, being an integral part of Niger Delta geo-political zone, has had its fair share of socio-political upheavals that ravaged the region in the early 1990s, leading to economic agitations, rivalries, other vices of militancy and violent street crimes. Cognizant of the need to grow the state’s economy, and ensure security of life and property, successive governments made peace and security the fulcrum of past development frameworks. Some of the policies and programmes currently being implemented and aimed at fostering peace and security by the government include: the establishment of Waterways Security Committee; deployment of officers of the Nigerian armed forces for special security duties; the General Amnesty programme; establishment of security council: empowerment/wealth creation; passage of anti-kidnapping laws and infrastructure development, among others.

A comprehensive survey of the existing security and peace building measures in Delta State shows that despite the recent security and peace challenges, arising from the high profile kidnapping and armed robbery and herdsmen clashes with farmers, overall the government has performed considerably well in maintaining peace and security across board as crime rate has reduced substantially.

5.2 Current ChallengesDelta State, like other states of the federation, is not yet crime free. Contact crime, such as robbery and kidnapping is still high. The high youth unemployment rate, heightened global terrorism, cross border crimes, pervasive corruption, and dwindling revenue resources to support effective crime fighting, are challenges to peaceful coexistence and security of life and property. It is imperative that these challenges are mitigated, if we are to foster sustained rapid inclusive socio-economic growth and development. We must empower our youths in order to reduce the allure of crime and create an investment friendly environment.

The DSMTDP seeks to address peace and security issues including crime, corruption, disharmony, relationship between and among the tiers of government, as well as executive and organized labour, good governance and the high rate of youth unemployment.

5.3 Policy Thrusts and Targets

5.3.1 Policy Thrusts The main thrusts of policy during the plan period include -• Ensureabettersecuredandsafecommunitiesandsociety,whereallDeltansandother

people will live and work freely, day or night without fear.• EnhanceeconomicempowermentforallDeltanstoensurelastingcommunalpeace

and a crime free state, through aggressive infrastructural transformation of the state. • Strengthentraditionalinstitutionsandempowertraditionalrulerstobemoreproactive


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in addressing security challenges in their domains and take their responsibility more seriously.

• Establishcommunitypolicingasaveritabletoolformaintainingpeaceandsecurityinthe communities.

5.3.2 Targets DSMTDP seeks to achieve the following targets

• Substantialreductioninnumberofreportedcrimeannually.• Improvepublicperceptionoflevelsofcrimeandsecurity.• Reducecommunalfeuds.• EstablishamonitoringplatformforCSOstoassesstheperformanceofgovernmentin

terms of peace building and security issues by 2016.• DeveloppublicperceptionmeasurementindexforDeltastateby2016.

5.4 Goals and ObjectivesThe overarching goal is to create a harmonious and peaceful environment that supports socio-economic growth and development. The strategic objectives for meaningful peace building plat forms include:

• ensurepoliticalstabilityrequiredforsustainableeconomicgrowthanddevelopment;• institutionalisepeaceandsecurityingovernance;• increasepoliceresponserateforcontactcrimessuchaskidnappingandrobbery;• createanenablingenvironmentforbusinesstogrowandflourish;• adhere to the principles of separation of powers between and among all tiers of

government in relation to functions, responsibilities and resource allocation for peace and political stability to reign;

• improvepublicperceptionongovernance;• create an enabling environment for effective participation of women and youths in

democratic governance;• increaselegislatureresponsivenesstotheneedsofDeltan;• regulateactivitiesofcommunitybasedyouthbodies;and• improvesecurityoflifeandproperty.

5.5 StrategiesThe DSMTDP seeks to establish peace building platforms that will foster safe and secured environment where all Deltans and other people will feel free to live and work. Our approach is to focus on consolidation of the existing peace and security structures and building new platforms to achieve our set objectives. Other strategies include:

5.5.1 Establish Delta State Security Trust Fund• CreateDepartment/AgencyforStateSecurity:Theagencywillbeempoweredwiththe


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responsibility of managing security activities in the state. This will strengthen security and facilitate speedy dispensation of justice.

• EstablishDeltaNeighbourhoodWatchAgency(NWA):Thiswillenhancecommunitysecurity at ward level across the twenty-five (25) local government areas (LGAs) of the state. Youths will be employed and empowered with the basic training required for the assignment. The neighbourhood watch agents will however, not bear arms. Their duties will strictly be aligned with their service charter and subject to the provisions of the laws of Delta State and the sovereign Constitution of the Federal Republic of Nigeria.

• StrengthenandExpand theStateSecurityCouncil andSecurityCommittees in theLGAs to effectively address the security challenges in the state. The Committee shall comprise all security heads in the LGAs such as police, army, SSS, navy, heads of the proposed NWA, etc., LGA coordinators of PCRC and selected traditional rulers or community leaders. These committees are to meet at least once in a month.

• Set up Special Courts: To try minor criminal activities arising from the activities ofcommunity youths that hinder investment and development in the state. Such youths whoengageinthecollectionofdevelopmentleviesor‘deve’asit isknowninlocalparlance, and other illegal road blocks etc will be prosecuted by these courts as quickly as possible.

• Entrench Accountability and Transparency in the Utilization of Security Votes: Amajor problem that is bedeviling security agencies in Nigeria and Delta State is the misappropriation or mismanagement of security votes. In view of this, accountability and transparency in the management of security votes should be the norm of the administration. In this regard, security votes will be published with what they are used for.

• StrengthenthePCRC:Thefocuswouldbeontheacquisitionandutilizationofmoderntools for intelligence and information gathering. Also, the existing Police Community Relations Committee (PCRC) will be reviewed in line with existing laws across the LGAs. Their activities will be streamlined to share and use intelligence report to prevent and detect crime. Also, security and emergency call centres will be provided and security call centres established for the purpose of providing citizens with access to convey critical information to security agencies for rapid response. Encourage synergy amongst the police, other security agencies, PCRC, vigilante groups and neighbourhood watch outfit.

• EnsureadequatefundingoftheSecurityAgencies:Governmentwillensureadequatefunding of the security agencies to effectively carry out their responsibilities.


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• StrengthenExistingPeaceBuildingPlatforms:Governmentwill look intoallprevioussecurity and peace accords signed by various communities and ethnic nationalities and enforce them to engender peace at all levels. Also government will strengthen advocacy and sensitization on the use of the multi-door courts which handle marital, personal, family matters to decongest the conventional courts.

• Set up of Skills Acquisition Centres, Demonstration Farms, and Farm SettlementSchemes: Create employment and bring about lasting and sustained peace.

• Streamline theactivitiesofStatePeaceCommittee:Governmentwillstreamlineandre-structure the State Peace Committee to enhance its effectiveness and efficacy in addressing issues arising from groups, individuals, communal and ethnic clashes; and to also encourage synergy with related NGOs in peace building and conflict resolution.

• ConfronttheChallengesofKidnapping,HostagetakingandActivitiesofHerdsmen:Government will encourage Local Government Security Committees to complement the activities of the State Security Council. The courts should enforce the anti-kidnapping laws.

• Encourage Inter-Ethnic Relations: Government will encourage community leaders,president-generals and the executives of the various socio-cultural groups to meet regularly to socialize and share ideas. This will minimise inter-ethnic crises and also amicably resolve inter-ethnic tensions, while encouraging inter-ethnic marriages.

• Provide adequate Funding of the DESOPADEC: Government will ensure, withinits financial limitations, adequate funding of the Delta State Oil Producing Areas Development Commission (DESOPADEC). The agency will be strengthened and re-directed to act more as an intervention agency rather than as an alternative government. All oil producing communities will be adequately represented in the commission. The chairmanship of the commission will be rotated. Equitable distribution of projects will be a working norm.

• Ensureevendistributionofappointments,infrastructuresetc.• Ensuresupportforthejudiciary,lawenforcementandsecurityagencies.• Governmentshoulddrawupproperguidelinesforcommunityadministration.

5.6 Action Plan for 2016-2019 The following programmes and activities will be implemented during the period.

• Set up a peace building committee in the 25 LGAs.• Develop a frame-work for town hall meeting• State (Quarterly)• Local Government Areas (Monthly).


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• Setupofspecialcourts.• Establishsecurityandemergencycallcentres.• Upgradingofsecurityinfrastructure.• Mountextensivevaluere-orientationcampaignsthroughelectronic,print,socialmedia

and religious bodies (bearing in mind people with special needs).• Organizestate-widesportsandculturalfestivals.• Organizeregularretreatfortraditionalrulers.• Intensifyinfrastructuraldevelopmentinruralareas.

5.7 Responsible Institutions• StateExecutiveCouncil.• HouseofAssembly.• Judiciary.• LocalGovernmentCouncil.• TraditionalRulers.

5.8 Expected Output and Outcome• Solidandeffectivepeaceandsecurityplatforms.• Reducedcommunalconflicts.• Specialcourtssetup.• Modernandeffectivesecurityinfrastructureandgadgetsprocured.• Securityandemergencycallcentresestablished.• Empoweredyouths.• Balanceddevelopment.• Increasedawarenessongovernmentprogrammes.• Improvedsportingandculturalexchangesamongcommunities.• Abettersecuredandpeacefulenvironment.

5.9 Performance Indicators• Percentagereductionincrimerate.• Noofcommunalconflictsresolved.• Noofyouthsempowered.• Percentageincreaseincitizens’confidencelevelingovernance.


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CHAPTERSIX

Agricultural Reforms


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6.1 Situation AnalysisDelta State has a rich diversity of agro-ecological conditions stretching from mangrove swamps along the coast to rain forest in the central part to derived savannah in the northern part. In the northern areas, there are very deep soil profiles, good drainage with sandy textured surfaces, good physical properties and good water-holding capacity allowing for cultivation of a number of arable crops including cassava, yam and maize. The southern and coastal parts have estuarine alluvial soil deposits that are generally water-logged, structure-less and with silky texture that is also fertile for crop growing.

Despite these rich endowments Delta State is currently performing far below its agricultural and economic potentials. Crop yields are much short of their proven potentials. Increases in agricultural output, have, over the years, come from mere progressive expansion of cultivated land, rather than from improvements in agricultural productivity with its environmental impact. The state’s land and water resources are under-utilised and/or inefficiently utilised, as evidenced in the low levels of crop productivity. This accounts for the state’s inability to fully harness the wealth and job creation benefits of the agricultural sector to empower its people. Besides, the nexus between the agricultural and industrial sectors has not been effectively established, thereby making it difficult for the state to fully explore and maximize the backward and forward linkages to stimulate sustained inclusive economic growth required to generate employment opportunities and ensure food security. The DSMTDP is set to review and reform the agricultural and industrial policies and institutions to make them more responsive to the development needs of Deltans, and the nation, in line with our vision of “Achieving Prosperity for all Deltans”.

6.2 Current ChallengesSeveral challenges continue to bedevil the agricultural sector of the economy. Some of the current constraints and challenges facing the agricultural sector include:

• policyinconsistencyandweakinstitutionalcapacitytodesignappropriateagriculturalprogrammes and distortions in programme implementation;

• poorenablingenvironmentforagriculturalandagribusinessinvestments;

• neglect of agricultural extension functions leading to poor access to agriculturalextension and farm advisory services and leading to use of low quality and inefficient farm inputs, inadequate use of modern productivity-enhancing agricultural technologies and low levels of value-adding transformation of activities to agricultural commodities;

• poor access to agricultural loans for start-upcapital and runningcosts; insufficientfunding, inadequate processing and storage facilities and poor linkages between production and markets;

• lackofaccesstoadequateandtimelyinformationformanagementdecision-makingand poor monitoring and feedback system; environmental degradation which


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reduces the productive capacity of the soil; absence of resource mapping guides for agricultural development programmes; and inadequate attention to soil suitability and land development;

• loworganisationalskillsandpoorbusinessorientationamongfarmers;• inaccuratetargetingofagriculturalprogrammesandinitiativesandthebeneficiaries;• lackofaccesstolandforintendingyouthfarmersduetolandtenuresystem;• lackoffeederroadsforevacuationofagriculturalproduceinremoteareas;• paltryshareofagriculturefundingintotalpublicbudget;and• lackofmonitoringandevaluationofgovernment’sagriculturalprogrammes.

6.3 Policy Thrusts and Targets

6.3.1 Policy Thrust:The DSMTDP seeks to reposition agriculture and agribusiness to create jobs and wealth for our people. The new agricultural policy thrust embodies agricultural reforms along three dimensions, namely, general principles and directions that will guide the new agricultural reform; modification/changes to existing agricultural policies, programmes and institutions; and new agricultural policies, programmes and institutions.

6.3.2 Targets: The broad targets include -

• achieveatleast10percentgrowthrateforselectedcommoditiesannually;• growfisheriesproductionandprocessingbyatleast10percentannually;• createsubstantialjobsfortheyouthsinagricultureandagribusinesses;• increaseincomeoffarmers,processorsandotheragribusinessesbyatleast5percent

annually;• promote the adoption of new technology and environmentally friendly farming

processes; and• substantiallyimproveprivatesectorinvestmentsinagricultureandagribusiness.

6.4 Goals and ObjectivesThe overarching goal is to create wealth and jobs for our youths along the entire agriculture value chain and to boost food security. The strategic objectives include:

i. diversify the state’s economy away from oil by developing agriculture, agribusiness and agro-industry;

ii. consolidate employment opportunities for existing farmers, processors and agribusiness players;

iii. enhance incomes and earning power of existing farmers and agribusiness players;iv. create new decent and gainful jobs for youths in agriculture such that will make agriculture

and agribusiness attractive for prospective entrepreneurs, managers, service providers and financiers;


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v. enhance the business environment for local and foreign investors willing to invest in Delta State agriculture, agribusiness and agro-industry; and

vi. use agriculture and agribusiness as springboard for development of entrepreneurship and economic change.

6.5 StrategiesDeriving from these development objectives, our approaches are to establish a strong partnership between farmers and government, and between government and the private sector, as well as other stakeholders. Government will support existing farmers to improve farm productivity and outputs, earn better incomes and enjoy prosperity. Government will also facilitate the mobilisation and attraction of new entrants (particularly youths) to agriculture, agribusiness and agro-industry by providing comprehensive package of incentives and inducing high-impact private sector investments along the agricultural value chain through various forms of public-private partnership.

Other strategies include the following:• Strengthengenericpoliciesandprogrammesthatapplytotheentireagriculturalsector,

such as input subsidies, agricultural extension services, price stabilization, etc.

• Establishcommodity-basedvaluechaindevelopmentprogrammesfocusedonholistictargeting of specific commodities from production, processing, postharvest services to marketing.

• Area-targetedfarmclustersdevelopmentinterventions,forexample,thedevelopmentofintegrated agricultural production systems and agro-industrial complexes in designated locations.

• Prioritisation of Commodities; Government will align agricultural programmes andintervention measures to priority commodities in different parts of the state. Individual agricultural commodities (including specific crops and livestock) will be selected and designated as priority commodities in the different senatorial districts and federal constituencies of the state.

• ProperSelectionofProgrammeBeneficiaries:Oneofthemajordrawbacksofpreviousyouth empowerment agricultural programmes of the State is the poor attention to the selection of beneficiaries. The result is a high rate of drop outs from the schemes. To avoid this situation, government will subject all intending beneficiaries to series of independent screening to ensure that the right persons are selected. In this regard, local communities and farmers’ associations will be actively involved in identifying, selecting and authenticating programme beneficiaries.

• Establishingandenforcingprojectappraisalasprerequisiteforprojectselectionandimplementation to reduce programme/ project failure rate and build a reference baseline framework for monitoring and evaluating the performance and success of programmes


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and projects.• Undertakelandmappingandinventoryofagricultural landstowardsdevelopingland

information bank.

6.5.1 Production and Processing Support Programme (PPSP)PPSP is an agricultural value chain support programme designed to upscale the use of modern inputs and technologies, increase outputs and productivity of crop, livestock and fishery enterprises. In addition, it is designed to improve agricultural value addition and post-harvest management. The packages include inputs, technologies and materials necessary to make production and processing more efficient.

One of the key elements of PPSP is the use of public-private partnership arrangement for the management and ownership of tractors. The logic of PPSP is to support viable agricultural production and processing enterprises to increase their output and thereby employ additional labour and create wealth. Under PPSP agricultural loans are facilitated for eligible agricultural cooperative societies, farmers, processing entities and operators along the agricultural value chain.

PPSP is implemented in three tracks:

i. Provision of subsidized inputs and technologies to crop, livestock and fish farmers;

ii. Provision of subsidized agricultural processing and value-addition equipment and facilities to agricultural cooperative societies, commodity associations and women; and

iii. Enablement and facilitation of tractor management and ownership by agricultural cooperative societies for affordable, efficient and sustainable farm mechanization services.

6.6 Action Plan, 2016-2019Under the DSMTDP frame-work ,government will undertake the following activities:

• Developavaluechaininthefollowing:oilpalm,cassava,fishfarming,poultry&piggery,exotic vegetables and rice.

• Developout-growerschemesforkeycommodities.• Establishthedesignelements/featuresofout-growermodelsforthestate.• Intensifyandexpandthetraininganddevelopmentofyouthsinagricultural,technical

skills and entrepreneurship.• Professionalizeagriculturalextensionservicetomakeitmorefocused,effectiveand

dynamic. • Strengthen the Agricultural Development Programme through adequate and timely

release of funds.• ConsciouslycreatenewentrantsthroughYAGEP.


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• Providesupportformechanizedagriculturalfarming;• Establisheffectivemonitoringandinformationsystem.• EstablishdirectgovernmentinterventionasinputstofarmersPPSP.• UpgradeofVeterinaryInvestigationandDiagnosticCentre,Agbarho.• Facilitateaquaculture-fishproduction• Tuna /Lobster production development programme• Fish supply, packaging and export development programme.

6.6.1 Cassava Development SchemeThe goal of the cassava value chain development scheme is to upscale cassava production by enhancing yields on already existing farms and expanding cassava cultivation to unused suitable lands. Towards this goal, government will take integrated set of measures in the designated production clusters as follows:

• Facilitateaccesstolandfortheexpandedcultivationofcassava.• Support land clearing and preparation as well as land development to ease the

cultivation of cassava.• Scale-uptheuseofhigh-yieldingcassavavarietiesbyincreasingtheaccessoffarmers

to improved planting materials and promoting the use of efficient production inputs such as fertilizer and agro-chemicals.

• Providesupportforthetrainingandenlightenmentoffarmersinimprovedcropandsoilmanagement practices in order to enhance productivity.

• Promote cassava marketing arrangements in order to create price and demandincentives for farmers.

6.6.2 Oil Palm Development SchemeUnder the oil palm value chain development scheme, government will undertake integrated set of measures as follows:• Supporttherehabilitationofoilpalmestates,expansionofexistingoilpalmplantations

and/or establishment of new plantations using improved seedlings and providing subsidy to farmers.

• Support thedevelopmentofnurseries for raisingoilpalmseedlingsbyencouragingprivate nursery operators, for example, to raise improved tenera seedlings for distribution to small holder oil palm farmers.

• Promotionofimprovedmethodsofbunchharvestingandhandlingthroughtheprovisionof subsidized motorised harvesters to ease fresh fruit harvest and enhance yields.

• Provide subsidy for the use of yield-increasing oil palm production inputs such asfertilizer, herbicides and wire collar.

• Support the establishment of cottage oil palm processing mills situated withindesignated clusters of smallholder producers. The oil palm processing mills will be established in partnership with local communities with proper management structure in place.


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• Facilitatetheflowofprivatesectorinvestmentstooilpalmprocessingandvalueadditioninorder to stimulate the establishment of oil palm estates as well as the maintenance of existing ones.

6.6.3 Fisheries Development SchemeFisheries development will be carried out along five dimensions: brood stock development and hatchery management for increased production of improved fingerlings, production of table fish, development of fish feed industry, development of fish processing and product handling and marketing of fish.

Under the fisheries development scheme, government will undertake the following measures:• ActivatethebigfishfarmatAviarainIsokoSouthandrealiseitsuntappedproductioncapacity

to the optimum through PPP arrangement.• Supporttheestablishmentofhatchery/fingerlingproductioncentresforsustainedproduction

and availability of improved fingerlings.• Provide focused training and technical assistance for fish farmers towards improving fish

production, processing, preservation and marketing.• Supportfishfarmerswithsubsidizedfishproductioninputsincludingfishjuvenilesandfish

feeds.• Partnerwithfarmers’associations,cooperativesocietiesandprivatesectorintheestablishment

of fish feed mills in order to increase affordability and availability of fish feeds to fish farmers.• Establish cottage fish processing (drying) and preservation centreswithin clusters of fish

farming under public private partnership (PPP) arrangement involving the local private sector, fish farmers’ organisations and cooperative societies.

• Developmodelfishmarketswiththeappropriatepreservationfacilitiesinfishproducingareasof the state alongside working with fish farmers to evolve better fish marketing arrangements.

6.7 Outputs and OutcomesSpecifically, the DSMTDP envisages an overall improvement in the management of the agriculture sector and the entire value chain in terms of enhanced production, wealth and job creation.• Increasedproductionandmarketingofcrops,livestockandfisheries.• Completedandoperationalfishfeedmills.• Increasednumberofout-growers.• Moreyouthagricultureandagro-businessentrepreneurscreated.• IncreaseinMSMEs.• Monitoringdataonagriculturalandagro-businesscollectedandstored.• Effectiveandefficientmonitoringplatforms.• Jobopportunitiesgenerated.• Completedlandmapping.• Wealthyfarmers.• Improvedhighyieldingseeds.• Processingandcollectingcentrescompleted.


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• Ruralinfrastructureprovided.• Improvedanimalhealth.

6.8 Performance Indicators• Percentageincreaseinvolumeofselectedcommoditiesproduced.• Percentageincreaseincropyieldperhectare.• Expansionincultivatedland.• Numberofjobscreated.• Numberofyouthagricultureandagribusinessentrepreneurempowered.• Numberofwomenfarmersempowered.• Percentageincreaseinfarmers’income.• Percentageincreaseinprivatesectorinvestments.• Percentageincreaseincommodityexports.• Percentageincreaseindailyanimalproteinintakepercaput.

6.9 Responsible Institutions• MinistryofAgricultureandNaturalResources.• MinistryofEconomicPlanning.• OfficeoftheChiefJobCreationOfficer.• MinistryofCommerce&Industry.• MinistryofLands,SurveysandUrbanDevelopment.• MinistryofJustice.• DeltaStateMicro,SmallandMediumEnterprisesDevelopmentAgency.


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CHAPTER

Accelerated Industrialization

SEVEN


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7.1 Situation Analysis Delta State is endowed with human and natural resources. It is the third largest producer of oil and gas in Nigeria, and hosts some of Nigeria’s major oil and gas based industries and facilities such as refinery, petrochemical plant complex, a gas plant, steel complex, two gas fired electricity stations and oil export terminals. There is also a significant presence of infrastructure, such as good network of roads and bridges across many waterways. The state also has high prospects of supply of raw materials to support the establishment of industries as highlighted in our Industrial Policy document (2014). However, a recent survey of the state, (Agriculture and Wealth Creation Report- 2015) indicates a low level of development of commerce and industry in the state. As enunciated in the report, the industrial landscape of the state is littered with failed government-owned industries. These include the Bendel Textile Mills Limited, Asaba; Bendel Glass Industry, Ughelli; Bendel Steel Structures Ltd, Enerhen; AT&P in Sapele, previously owned by UAC but acquired by Delta State; and Delta Steel Company Limited, Ovwian/Aladja, owned by the federal government. Currently almost all the government-owned industries are dormant, due to government’s adoption of privatization and commercialization policies in 2005. The resultant effect has been the concomitant job losses and increased unemployment in the state. Although there are also several privately owned industries located in the state, the harsh economic environment, has not supported their operations, resulting in stunted growth and inflexibility in job creation. Consequently, the industrial sector has been performing below expectations. This has compounded the worrisome youth unemployment and poverty incidence in the state.

7.2 Current challengesA major factor affecting industrialization in the state is the de-link between the agricultural and the industrial sectors of the economy. The backward and forward linkages between the agricultural and industrial sectors, which remain the major transmission mechanism for wealth and job creation , as well as poverty reduction are yet to be fully harnessed to create wealth and job opportunities for our teeming unemployed youths. Establishing the nexus between the two sectors and harnessing the benefits to improve the quality of life of Deltans is a priority for this administration, and a key plank of our SMART agenda.

7.3 Policy Thrusts and Targets The DSMTDP seeks to accelerate the pace of industrialization through supporting, growing and leveraging agro-processing for wealth and job creation. Under the SMART agenda, the targets include:• Growagro-processingby10percent.• Reducethecostofdoingbusinessby2percentannually.• Enhanceaccesstocreditforyouthentrepreneurs.• Createatleast1000newjobsannuallyfromindustrialparks.• Developincubationcentresforagro-businesses.• CreateanenablingenvironmentandgrowMSMEsby10percentannually.

7.4 Goals and Objectives The aim of the state’s industrial policy is to create an enabling environment that supports investors


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and businesses to grow and flourish. It also encourages the establishment of MSMEs for sustained economic growth and development. Under the SMART agenda, the goal is to accelerate the growth of agro and agro allied industries through reforming and strengthening policies and institutions in the agricultural and industrial sectors of our economy. The objectives include to:

• createwealthandgenerateemploymentopportunitiesforourunemployedpopulation;• providetheenablingenvironmentforindustriestothriveandflourish• developagriculturalvaluechain;• grow agro-processing and deepen their geographical spread in the entire state to

ensure that benefits trickle down to the vulnerable population;• developtheruraleconomythroughattractingagro-industries;• mobiliseprivatesectorinvestmentsinagroandagroalliedIndustries;• becometheagroindustriesindustrialhubofthenation;and• attractinvestmenttothenon-oil,non-agromineral.

7.5 StrategiesDuring this plan period, the strategies towards achieving our set objectives will include the following:

• Linkclustersofproducerstomarketoutlets;• Linkclustersofproducerstooff-takerlarge-scaleproducers;• Linkclustersofproducerstooff-takerprocessorsandagro-industries;• Establishanintegratedinvestmentpromotionagencyinlinewiththefederal

government policy;• Accelerate ease of doing business through reviewing the regulatory and legal

environment with a view of making them business-friendly; • Facilitateinvestmentinagro-processing;• Promoteourlittoralstatestatus,withfiveseaportstoencourageinvestmentsandboost

sea–borne commerce;• Establishindustrialestatesineachofthe25LGAs;and• Resuscitatingofsomeailingindustries/establishingnewones.

7.6 Action Plan, 2016-2019• Develop and publicize incentives to attract private sector investments for the

development of agricultural value chain. • Widenthescopeofagriculturalenterprisestocovervalue-addingactivitiesincluding

packaging, preservation and processing. • Intensify and expand the provision of production inputs to farmers through the

Production and Processing Support Programme (PPSP). • Number of farmers reached through the Production and Processing Support

Programme (PPSP);• Buildanddevelopagroindustrialparkstolinkagriculture,agribusiness,industryand

markets. • Support cassava processors to upgrade current processing capacity, increase

efficiency and thereby create more jobs.


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• Support existingmicro-scale oil palm processors to upgrade processing capacity,increase efficiency and thereby create more jobs.

• Supportfishprocessorsbyprovidingsubsidizedfishdryers(Burkinabestylesmokingkilns).

• Supportmaizefarmerstoreducepostharvestlossesandimprovemarketabilityoftheirproduce by providing subsidized maize dryers (cribs).

• Supportthedevelopmentofcottagecassavaprocessingcentrestoserveproductionclusters and local communities; and

• Completeandcommissionthetwofishfeedmillsunderconstructioninthestateby2017; and

7.7 Outputs and Outcomes• Provision of information about industrial lands and commodity mapping to private

investors in agro and non-agro-processing.• Existenceofagriculturalcommoditymapofthestate.• Incentivesdevelopedandpublicized.• Existenceofagroindustrialparks.• Completionandcommissioningoftwofishmillsunderconstruction.

7.8 Key Performance Indicators• Numberofnewjobscreatedthroughtheexistenceofagroindustrialparks.• Numberofagroindustriesoperatingintheagroindustrialparks.• Amountofprivateinvestmentcomingintotheagroindustrialparks.• Volumeofoutputandmarketgeneratedbytheagroindustrialparks.• Timelinessofthedeliveryofproductioninputstofarmers.• Numberofjobscreatedthroughtheoutgrowerarrangements.• Numberofyouthtraineessuccessfullyestablishedandrunningtheirownagricultural

enterprises.• Numberofnew jobscreated throughtrainingandestablishingyouths inagricultural

enterprises.• Numberofoutgrowerarrangements/clustersestablished.• Numberoffarmersinvolvedinoutgrowerarrangements.• Totalagriculturaloutputsandincomesfromtheoutgrowerarrangements.

7.9 Responsible Institutions• MinistryofCommerceandIndustry• OfficeoftheChiefJobCreationOfficer• MinistryofJustice• MinistryofLands,SurveysandUrbanDevelopment• DirectorateofUrbanRenewal• DeltaStateMicro,SmallandMediumEnterprisesDevelopmentAgency• The25LocalGovernmentCouncils.


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CHAPTER

Relevant Health and Education Policies

EIGHT


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Azuowa Abavo Cottage Hospital

Central Hospital, Asaba.

Patani General Hospital


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8.0 RELEVANT HEALTH AND EDUCATIONAL POLICIESHuman capital development in this context covers activities in the health and education sectors of the economy. Human capital development is a critical success factor in the development process of any economy as it provides a healthy and competitive labour force, needed for driving economic growth and development. This chapter deals with relevant health policies. Education policies are treated in chapter 9.

8.1 Situation AnalysisDelta State has continued to pursue effective health sector policies resulting in significant improvement in the state’s human development status, and the achievement of the health sector MDGs. Some of the policies, programmes and interventions being implemented include: the Health Sector Reform Programme (HSRP); Free Maternal Healthcare Programme; Safe Motherhood; Child Survival Strategies; HIV/AIDS, Tuberculosis and Malaria (ATM); and Delta State Strategic Health Development Programme (SSHDP). In terms of physical structures, and health institutions there are a total of 725 primary health care centres in Delta State, serving a population of about 5.1 million, that is, about one primary health care centre per 7000 persons. Also, in terms of number of health workers per population, Delta State is doing better than the national level. Considerable progress has also been recorded in renovating, equipping and furnishing hospitals and health centres in the state.

Funding of the health system has also shown relative improvement. The average annual public sector allocations between 2009 and 2013 stood at 5.5 percent of total budget. However, actual budgetary release in 2013 was only 54 percent of the approved, indicating the tight fiscal position of the state and the stalling of several planned programmes. In addition to budgetary allocations, DESOPADEC has also been supporting the funding of the health sector programmes. It allocated 6 percent of its total budget in 2013 to health financing, that is, about, N1.6 billion. Overall, the health policies have recorded positive results but the health system is still far from meeting the needs of the people and approximating international best practices in healthcare delivery.

8.2 Current ChallengesThere is a wide gap in the delivery of health services to the people. A major challenge in this respect is making the health centres functional to the people and communities. The constraints and challenges include:• weakhealthsystemcharacterizedbyinadequatenumbersandmal-distributionofthe

health workforce,• inadequate equipment and weak system for their repair and maintenance, and

inadequate health financing,• adysfunctionalreferralsystemforpatientsfromthePHCfacilitiestothesecondaryand

tertiary facilities,• inadequatelogisticsforconductingregularsupervision,and• a dearth of reliable, timely and accurate information for planning, monitoring and

evaluating health programmes.


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Addressing these challenges is strategic to ensuring quality health care for our people and improving our state’s human capital. It is in this context that the DSMTDP is set to review and adopt policies that will move the health sector forward.

8.3 Policy Thrust and TargetsThe strategic policy anchorage for Delta State health sector in 2016–2019 would be Health for all Deltans (HeFAD) to achieve universal health coverage. This simple clear, succinct, strategic statement will be a guiding light for new policies, programmes and projects and it will also be the guiding focus for making the difficult choices, redesigning of operating systems, optimization of resources, alignment of behaviour for better service delivery to achieve better health outcomes, drive efficiency and spur creativity and innovation to ensure visible impact.The National Health Policy (2004 revision) provides the overall guidance for health development in the entire federation. For Delta State, specific frameworks have provided guidance for health policies and programmes (cited earlier). These frameworks indicate the thrusts of the health policies.

8.3.1 Targets DSMTDP sets the following broad targets for 2016-2019:

• Launchthe“HealthforallDeltans(HeFAD)”programme.• Significantlyimproveemergencymedicalservices(ambulanceservice).• SubstantiallyimproveDeltaHealthInsuranceScheme(DHIS)-Formajorityofdiseases.• Substantiallyimprovepatient/doctorratio.• Generatepublic-private-partnershipagreementsbyatleast20percentannually.• Instituteregularauditingandmaintenanceofequipment.• UpgradethestatusoftheStateActionCommitteeonHIV/AIDS(SACA)toanagency.• Completeon-goingconstructionandfurnishingprojectsinthe3schoolsofnursing

and 2 schools of midwifery and ensure full accreditation. • Establishatleast3mobilehealthclinics.• Improvecommunitymentalhealthservicethroughtheprimaryhealthcarestrategy.• Strengthenhealthdatacollection,collationandreportingthroughtheHMIS.• Implementfreeruralhealthcarescheme.• Regularlytrainingandretrainingofhealthcarepersonnel.• Improveaccessibilitytohealthcarecentresinhard-to-reachareas(e.g.boatdrive).• SubstantiallyimproveDeltaStatehealthcaredeliverysystem.

8.4 Goals and ObjectivesThe overarching goal is to improve the health status of all Deltans to create a healthy and vibrant workforce and communities that will grow the economy and to substantially reduce poverty. The objectives include to:• strengthentheDeltaStatehealthsystemandimprovingitsmanagement;• improveprimarycareservices;• improvetimelyandappropriateaccesstokeyservicesinallpublichealthinstitutionsin

the state;• reduce thediseaseburdendue tomalaria, tuberculosis,HIV/AIDSandotherhealth


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related illnesses;• fostereffectivecollaboration,partnershipandcooperationwithmajorstakeholdersin

the healthcare;• improveandenhancecommunityhealthcaresupports;and• improveaccesstoaffordablehealthcareforallDeltans.

8.5 Strategies Our main strategy towards guaranteeing accessible and affordable quality healthcare, in line

with our vision of health for all Deltans, is to consolidate on the gains of existing policies and where necessary adopt new policies to fast track the achievement of desired objectives within the plan period. We will also focus on deepening the collaborative effort among tiers of government, and between government and the private sector, as well as other stakeholders in the funding and management of hospital services. Other strategies include:

• Reform of theDelta State Primary Health Care (DSPHC) services to align with theNPHCDA policy of “PHC under one roof”. This is to ensure better governance, administration and monitoring of service and also expand the access for HeFAD.

• BridgethepersonnelgapofthePHCcentresformidwivesthroughtheestablishmentof state midwives service scheme.

• Expand the coverage of maternal and child-under-five programmes beyond thesecondary healthcare facilities to the comprehensive PHC centres and further to the tertiary healthcare facilities. This would help in improving physical access, reduce pressure on the secondary health facilities and improve the overall health indices.

• Includecomplementaryactionsfromothercloselyrelatedsectors(housing,nutrition,water, sanitation, hygiene, education, community support, etc.) to the MHC programmes through inter-sectoral collaboration.

• Establish a strong clinical governance desk at the SMOH, to institutionalize theconcept of accountable healthcare. The desk will develop a strong state sector-based monitoring and evaluation framework needed to constantly track the quality of health outcomes – Strengthen Health Management Information System (HMIS).

• CreateaHRHdeskattheSMOHtobridgetheHRHgapandcreateapoolofqualityHRH required for HeFAD. The complementary human resource deployment plan and guidelines for task shifting would be developed.

• Establishanincentive-baseddeploymenttoruralandunderservedareasanddirectimplementation of Delta State midwifery services scheme would also be adopted to increase percentage of skilled birth attendants.

• Provide a mandatory healthcare leadership, governance and process-centredmanagement training programme to all medical directors, heads of departments and unit heads.

• Establishamulti-prongedrevenuegenerationprocesswithfocusonefficientprocess,prudent service management, active resource management, effective marketing of programs as a platform for global funding support and private sector collaborations


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through the contributory health insurance programme.• PromoteaPPPconcept toexpand the tertiary facilitiesavailable inDeltaStateand

position the state as medical tourism hotspot in Nigeria and West Africa.• Create an activePPPhealthdesk, domiciled at theSMOH to coordinatePPPand

activities of development partners in order to encourage common basket funding to reduce duplication by integrating actions and programmes.

• Facilitate capacity building in areas of healthcare projectmanagement systems toensure accountability and transparency that is required to attract local and international healthcare projects and align their support to the implementation of HeFAD policy.

• Enhance the provision of information on private sector health providers, theirperformance, as well as clarification and enforcement of existing regulation systems.

• Strengtheningoftherelevanthealthcareregulatoryagencies.• Provide technical assistance to strengthen data generation, storage and retrieval

process and foster innovative ways of improving data collection and usage through ICT value models, to enhance robust health information system.

• EstablishanddeveloptheStateICTPolicy(governanceandinfrastructure).• Establish Delta State emergency response programme to provide a strategic

emergency medical service. This is to be anchored on high way ambulance service programme, field hospital and air ambulance service support activities, and will be designed in collaboration with tertiary and secondary healthcare facilities through an integrated management system that ensures the private sector buy-in.

8.6 Action Plan 2016-2019 Key activities to be implemented during the plan period include: • Launchthe“HealthforallDeltans(HeFAD)programme.• Developframeworkfordatacollection,collationandreportingthroughtheHMS.• Inaugurationofmanagementboards• Implementationoffreehealthcareschemesforvulnerablegroups.• Trainingandretrainingofhealthcarepersonnel.• EstablishmentofperformanceindicatorsforM&Eandsupportivesupervisionofhealth

facilities – development of relevant checklists.• EstablishmentofDeltaStateemergencyresponseprogramme.• CreationofanactivePPPhealthdesk.• Creationofdatabaseofthestate’shealthcarepersonnel–HRHdesk.• Completionofon-goingconstructionandfurnishingprojectsinthe3schoolsofnursing

and 2 schools of midwifery and ensure full accreditation. • Establishmentofmobilehealthclinics.• Expansion of the coverage of maternal and child under five programmes to PHC

centres and tertiary healthcare facilities.• Recruitmentofkeypersonnelforprimaryandsecondaryhealthcarefacilities.• Accreditationofadditionalcentres for trainingofhouseofficers–upgrade8central

hospitals.• Completion,equippingandcommissioningofCentralHospital,Asaba.


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• Quality assessment of service-delivery in health facilities – Establishment of qualityassurance units.

• Establishmentofadepartmentofmonitoringandevaluation.• Activationoftheuseofprocuredboatambulancesandboatclinic.• EstablishmentofPsychiatricHospital,Agbarho(NkoyoIboriHealthCentre).• EstablishmentofaPPPplatform(build,operateandtransfer).• AlignmentofDESOPADEC’sandNDDC’shealthcareinterventionstoreflecttheDelta

State health strategic plans.• Conclusionofallexistinghealthcontracts/projectsandcommitments.• ExploitationofthecapacityofDRFforincomeandemployment-generation.• Developmentofhealthsectorintegratedinformationmanagementsystem.• Awareness creation on emerging and re-emerging communicable and non-

communicable diseases.• Careoftheelderly.

8.7 Expected Outputs and Outcomes• “HealthforallDeltans(HeFAD)programmelaunched.• Frameworkfordatacollection,collationandreportingdeveloped.• Managementboardsinaugurated• Implementationoffreehealthcareschemecommenced,• Trainedandskilledhealthsectorworkforce,• PerformanceindicatorsforM&Eandsupportivesupervisionofhealthfacilitiesdesigned,• DeltaStateemergencyresponseprogrammeestablished,• PPPhealthdeskcreated,• Databaseofthestate’shealthcarepersonnel• Fullycompleted, furnishedandaccredited 3schoolsofnursingand2schoolsof

midwifery and ensure full accreditation completed,• Mobilehealthclinicsestablished,• ExpandedcoverageofmaternalandchildunderfiveprogrammestoPHCcentresand

tertiary healthcare facilities,• Keypersonnelforsecondaryhealthcarefacilitiesrecruited,• Additionalfullyaccreditedfunctionalcentresfortrainingofhouseofficers,secured• FunctionalCentralHospital,Asaba,• Reportofassessmentofservice-deliveryinhealthfacilitiesproduced,• Departmentofmonitoringandevaluationestablished,• Functionalboatambulancesandboatclinic,• FunctionalPsychiatricHospital,Agbarho(NkoyoIboriHealthCentre),• EstablishedPPPplatform(buildoperateandtransfer),• AlignedDESOPADEC’sandNDDC’shealthcareinterventionstoreflecttheDeltaState

health strategic plans,• Concludedexistinghealthcontracts/projectsandcommitments.• ReportoncapacityofDRFforincomeandemployment-generation.• Improvementinoverallhealthstatus.


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The outcomes will include substantial improvement in the health status of Deltans, enhanced productivity, increase in income and overall reduction of poverty.

8.8 Performance Indicators The following indicators will be used to assess performance in the health sector:

• Emergencyresponsetime–lessthan15minutes;• Numberofrescuemissionscarriedoutpermonth;• Percentageofrescuemissionswithsuccessfuloutcomepermonth;• percentageofequipmentthatarenon-functionalperfacilityperyear;• Billpassedbeforeendof1stQuarterof2016• Frameworkforimplementationcompletedbeforeendof2ndQtr.2016• Numberofinvestigationspermonth;• Rateofpass/failureofqualitycontroltestsperyear;• Numberofpatientsseenpermonth;• Numberofsupervisoryvisitsperquarter;• Numberofpatients/service/quarter;• Rangeofservicesprovided/quarter;• Numberofcommunitiescovered/intervention;• Numberofpatientsattended;• Numberofservicesprovided;• Numberofcommunitiescovered;• Numberofpatientsregisteredincommunitymentalhealthserviceperquarter;• Percentagedeficitinhumanresourceperyear;• HRHimplemented(seedetailedreport);• NumberofpregnantwomenaccessingcarethroughDHISpermonth;• NumberofU-5patientsaccessingcarethroughDHISpermonth;• Numberofkeypersonnelrecruitedperyear;• Numberofmanagementboardsinaugurated;• PercentageofdoctorsreceivingthenewCONMESSsalary• Numberofadditionaltrainingcentresaccredited• CentralhospitalAsabacommissioned;• NumberofadditionalservicesonPPParrangementswithMOUs;• Percentageofprojectscompleted;• PercentageofDESOPADEC’sandNDDC’shealthcare interventions incollaboration

with SMOH and derived from the strategic plan of the SMOH per year;• Percentageofexistingcontracts,projectsandcommitmentsconcludedbeforeendof

2016;• SACAupgradedtoanagencybeforeendof2016;• HeFADlaunched;• Percentageofwards(communitiesandfacilities)inthestatefromwhichhealthdata

are collected monthly;


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• PercentageofprivatehealthfacilitiesreportingthroughtheHMIS;• Waitingtimeforout-patients(e.g.fromobtainingcardtoexitingthehospital);• Freeruralhealthcareschemeimplementedfortheyear;• Numberofpersonneltrainedperyear;• MovementofPHCworkersfromLGCtoPHCDA;• Complianceincreasedfromcurrent75percentto100percent;• Numberofinstitutionsaccreditedasandwhendue;• Levelofaccreditationobtained,(provisionalorfull);• HRHdeskestablishedintheSMOH;• DRF-producedproductsinthemarket;• Patients’opinionofservicesoffered(patientexitinterviews)minof“c”rating;• DepartmentofM&EestablishedintheSMOHbeforetheendof2017;• Numberofpeopleabletoaccesshealthfacilities;• NumberofboatsprovidedpereachriverineLGA(peryear);• Averagetraveltimetohealthfacilities;• PsychiatrichospitalestablishedandfunctionalinAgbarhobeforeendof2018;• Numberofspecialistsappointedintothepsychiatrichospital;• Numberofcasestreatedatthepsychiatrichospital;• Numberofcasesreferredoutofthestatebeforeandafterthestatepsychiatrichospital

became functional;• Numberofsuccessfulpartnershipsinexistenceperyear;• Percentageincreaseinnumberofpatientsutilizingservices;• PercentageincreaseinIGR;• Numberofnewresidentsadmittedperyear;• Numberofspecialtiestrainingresidentsperyear;• Numberofconsultantsproducedperyear;• NumberofSDHSconductedbeforetheendof2019;and• TreatmentfacilityforMDR-TBestablishedinthestatebeforetheendof2019.

8.9 Responsible Institution• MinistryofHealth

8.10 Regulatory FrameworkThe relevant SMOH departments or parastatals working in collaboration with the appropriate federal councils/bodies undertake the registration and regulation of the activities of health professionals. This includes the annual renewals of registration. Specifically, the regulatory environment is as follows;• TheDepartmentofMedicalServicesandTrainingoftheSMOHhasitsmainfunction

as setting and enforcing the minimum care standard through policy formulation, inspection and supervision of public and private health facilities.

• The manufacture, importation, storage, sale, distribution and dispensing of


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pharmaceuticals, vaccines, equipment and appliances, and other medical supplies have to comply with standard specifications and essential drug list.

• TheStateDrugRevolvingFund(DRF)hasaqualitycontrollaboratory,whichundertakeslaboratory tests for medicines before they are procured to ensure that effective and safe medicines are procured, stored and distributed.

• The Task Force on Counterfeit and Fake Drugs will enforce the provisions of theCounterfeit and Fake Drugs Act. However, it is yet to be constituted.

• TheDepartmentofPlanning,ResearchandStatisticsoftheSMOHcoordinateshealthplans formulation, implementation and monitoring and evaluation.

8.11 Delta State Contributory Health Commission Universal health coverage (UHC) is a healthcare system that provides healthcare and financial protection for all citizens enabling financial risk protection and improved access to quality health services when needed, leading to better health outcomes. It functions within the dynamics of who is covered, what services are covered and at what cost.

8.11.1 Situation Analysis There is a growing evidence that the most equitable and sustainable way of achieving better health outcomes, is through the UHC. It progressively saves lives, increases economic growth and brings prosperity to all citizens. Evidence has shown that out of pocket expenses at the time of seeking healthcare service impoverish families and put them in sustained debts.

The Delta State government has made UHC a priority policy programme and one of the pathways to end poverty and boost shared prosperity, through ensuring access to quality and affordable healthcare service for all Deltans.

The Delta State Contributory Health Scheme (DSCHS) will be the mechanisms for achieving UHC in the state, protecting individuals against the risk of incurring medical expenses at the time of seeking medical attention.

8.11.2 Current challengesDespite the huge infrastructure capacity within the Delta State health system, quality of services and access particularly in rural communities is far below average. Out of pocket expenses at the time of seeking healthcare service are far above expected best systems standards.

This is as a result of a weak health system in the state and all effort must be made towards improving the health system for managing healthcare service delivery across the three tiers of healthcare service (primary, secondary and tertiary).

8.11.3 Goal and objectives These will include to:

1. ensure that every resident of Delta State has good access to health care services;


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2. ensure that all residents of Delta State have financial protection, physical access to quality and affordable health care services;

3. protect families from the financial hardship of huge medical bills;4. limit the rise in the cost of healthcare services;5. ensure equitable distribution of health care costs across different income groups;6. maintain high standard of health care delivery services within the health scheme.7. ensure efficiency in health care service delivery;8. improve and harness private sector participation in the provision of health care services;9. ensure adequate distribution of health facilities within the state;10. ensure appropriate patronage at all levels of the health care delivery system.11. ensure the availability of alternative sources of funding to the health sector for improved

services; and12. in cases where residents do not have available medical and other health services, take

such measures as are necessary to plan, organize and develop medical and other health services commensurate with the needs of the residents.

8.11.4 StrategiesOur strategy for achieving UHC that gives guaranteed access to quality and affordable healthcare service in Delta State is to ensure that our policies, actions and deliverables are in line with the mandate of the Delta State Contributory Health Commission and also in line with the vision of “HeFAD” Health for All Deltan.

1. Establish a governance structure for the commission that is efficient, effective and sustainable.

2. In partnership with the public and private healthcare providers, progressively ensure good quality of service that meets best practice standards.

3. Relate with various government agencies and institutions to ensure a seamless service delivery that will guarantee access to healthcare service across the state particularly in rural communities.

4. Strategically engage with various funding support partners to build a robust financial pool that will ensure financial sustainability of the programs.

5. Establish an active monitoring and evaluation portfolio. 6. Establish an ICT structure that will ensure real time service and an efficient information

feedback process.

8.11.5 Action Plan 2016 -2019

1. Inaugurate the management board of the Delta State Contributory Health Commission.2. Establish the management structure for the commission.3. Commence accreditation of public and private healthcare providers in Delta state4. Contract health maintenance organization (HMOs) and accredited healthcare providers

(HCPs) to provide their approved scope of service.


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5. Commence identification, qualification and registration of enrolees, starting with the vulnerable groups and the formal sector. The informal sector will be engaged in a step-up system to ensure a structured inclusion process.

6. Allocate enrolees to their chosen healthcare providers.7. Monitor and evaluate quality and access to service to enrolees by HCPs.8. Ensure prompt and verifiable payments for services rendered by health maintenance

organizations (HMOs) and accredited healthcare providers (HCP’s) that is in line with their approved scope of service.

9. Continuously engage and relate with other state and federal agencies and institutions to ensure smooth operations in service delivery.

10. Regularly review operation dynamics and processes for continuous improvement is quality of service delivery across all sections

8.11.6 Expected Outputs and Outcomes1. Health for all Deltans “HeFAD” in line with the UHC mandate of the United Nations

Sustainable Development Goals.2. Enrolment rate of 30 percent of Delta State residents in the first year and incremental

annual enrolment rate of 10 percent till 2019.

Premium will be paid by each enrolee to the commission and the commission will make payment to healthcare providers monthly for services rendered to each enrolee.

The formal sector group will contribute 5 percent of salary while the informal sector group will pay a premium based on actuary study currently ongoing. Using current NHIS estimate, premium may be approximately N15,000 per annum.

8.11.7 Performance Indicators1. Number of enrolees identified and registered into the scheme quarterly.2. Distance and access for enrolees to the allocated HCP.3. Treatment period and quality of service rendered to an enrolee at the time of seeking

healthcare service.4. Prompt payment to HCPs for services rendered.5. Timely response to complaints and programme review request.6. Quarterly inspection of HCPs to ensure improving quality of service.7. An efficient governance system in the operations of the commission.

8.11.8 Responsible Institution Delta State Contributory Health Commission


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CHAPTER

Education Sector

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Ofagbe Technical College, Ofagbe

Faculty of Law Complex of Delta State University, Oleh.


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Agbor Technical College.

Technical Equipment at Agbor Technical College.

Sapele Technical College.


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9.1 Situation AnalysisEducation is a vital tool for transformation and sustainable development. It is the most crucial instrument for empowering young people, as it provides the relevant skills and flexibility in labour required to engender sustainable economic growth and development in the economy.

Delta State’s performance in the education sector has been remarkable. In terms of students’ enrolment increases at the three levels of education (primary, secondary and tertiary), infrastructure development and provision of educational materials to educational institutions, the state’s performance is above the national average. Also, significant progress has been recorded in teacher recruitment, welfare improvement and professional development resulting in better qualified and motivated teachers and improved learning environment. Besides, students support and welfare have improved substantially due to scholarship schemes and bursary awards for undergraduate and post graduate studies. Also, gender parity has improved among other indicators. The remarkable progress achieved so far, is attributable to the sustained implementation of good policies and the substantial investment in education, as reflected in the UNDP Delta State Assessment report (2013).

However, despite the successes recorded, the education sector is still grappling with enormous challenges, such as high rate of out-of-school children, particularly in the rural communities and riverine areas, poor science teacher/student ratio, inadequate record-keeping on public sector projects and programmes, as well as bureaucratic bottlenecks that hinder effective participation of the private sector, communities and other stakeholders in management and service delivery in the sector.

9.2 Policy Environment and Regulatory FrameworkEducation is on the concurrent list in the Nigerian constitution.Delta State’s education policy environment like other federating units of Nigeria is guided by the National Policy on Education. However, in line with the constitution, the state government has continued to enact state laws to guide and regulate operations in the sector. These laws include: I. The Free and Compulsory Education law, 2004; II. The Child Rights law of 2010.

In consonance with the Federal UBE Act of May 26th, 2004, the Delta State government, in the same year, enacted a law on Free and Compulsory Education for all children of school age in the state. The law demands that every child of school age, irrespective of sex, social status, physical and religious affiliation, must attain basic education by the year 2015. Also, in 2010, the Delta State Legislature passed into law, the UNESCO Declaration of International Human Rights of 1941. The Act stipulates, among others, a child’s right to education; this law became the instrument driving Universal Basic Education. These laws and other legal instruments provide the legal framework for government’s interventions in the education sector. 9.3 Current ChallengesA major challenge facing the education sector is the declining level of state funding for education


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projects. For instance, in 2013, budgetary allocation to education sector stood at 14.7 percent of total state budget. This was against the UNESCO recommended target of 26 percent. The 2015 budgetary allocations to the sector further declined to 10.32 percent, amid increasing competing needs in the sector. Given the sharp drop in oil prices and the attendant decline in the state’s revenue, it is expected that the fund challenge will persist in 2016, thus, necessitating the need to seek alternative funding sources to support development in the sector. Other challenges include: • Inadequateattentiontotheeducationneedsoftheruralandriverineareasofthestate.

• Shortageofteachersinsuchsubjectsasphysics,chemistryandcivics;andmismatchbetween the stated commitment to advancing science and technology and adequate funding for it.

• Poordataandinformationmanagement. • Infrastructuregapsparticularlyinruralschools. • Poorqualitycontrol. Besides, a key concern in the sector is the recent mandatory provision of laboratories and fencing of all schools, before accreditation by West African Examination Council. Given the importance of the WASCE/NECO certificates to students transiting from secondary level education to tertiary institutions and the huge financial requirement for these infrastructures, government will seek collaboration and cooperation of all stakeholders in sourcing of funds, as well as project implementation.

9.4 Policy Thrusts and Targets The overall policy thrusts of DSMTDP in education include to:

• provideunhinderedaccesstocompulsoryandfreebasicandsecondaryeducation;• raisethequalityandstandardofeducationintheStatetobecomparabletointernational

standard;• provideconducivelearningenvironmentatalllevelsofeducation;• increaseaccesstotechnicalandvocationaleducation;• buildatechnologydrivenworkforce;and• ensuregenderparity.

9.4.1 Targets The DSMTDP sets the following broad targets to be achieved during the plan period.

• Ensure100percentbasicandsecondaryenrolment;• Achieve90percenttransitionfromprimarytosecondaryschoolsby2019;• Provideadequatephysicalinfrastructureatalllevelsofeducation;• EnsurethatallschoolsmeetWestAfricanExaminationCouncil’smandatoryaccreditation

requirement (laboratories and fencing) by 2017;• Substantiallyimprovescienceandtechnologyteacher/studentratioby2017;• Ensurethatatleast90percentofschoolshavefunctionallibrariesby2017;• EnsuresubstantialimprovementinaccesstocomputersandICTliteracyrates;• Ensureequitabledistributionofschool infrastructureparticularly in the ruralareasby

2017; and• EnsurethatallschoolsinDeltaStatehavesportingfacilities.


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9.5 Goals and Objectives The overriding goal is to achieve a better future for our children and generations to come by promoting and enhancing lifelong training and development. The plan objectives are to:• achievefreeandcompulsorybasicandsecondaryqualitativeeducation;• promote and ensure improvement in instructional delivery (teaching/learning

processes); • providefunctionalandhighqualityeducation;• producegraduatesthatarehighlysuccessfulintechnicalknowledgeandskills;• provide school infrastructural development for needed classrooms and supply/

distribute furniture to students, staff and teachers;• achieveparitybetweenmaleandfemaleintermsofaccesstoqualityeducation;• increaseliteracyrateofmenandwomeninthestateby10percentannually;and• beamong the top three leadingstates in termsofstudents’performance inWAEC

examination in the country by 2017.

9.6 Strategies The strategies to be pursued during the plan period will include the following:• Revitalise the Edu-Marshall programme, with the staff of theMinistry of Basic and

Secondary Education field offices being involved in the operations of the programmes. • Ensureeffectiveresourcemobilizationforthesector.• Maintainofzerotoleranceamongout–of–schoolchildren(OOSC).• Provideaccesstoeducationalservicesatalllevelsofeducation:pre-primary,Primary,

Secondary and Tertiary.• Improveprofessionalisminteachingthroughwelfareandin-servicetraining,toboost

morale of teachers and promote quality classroom teaching.• Build well equipped laboratories, workshops, ICT centres and libraries in basic,

secondary and tertiary institutions.• Developandsupportcomprehensivetrainingandretrainingprogrammesforteachers.• Provideincentivestoboostprivateparticipationinthedeliveryofeducationservices.• Developfacilitiesthataddresstheneedsofthosewithspecialneeds.• Create and strengthen monitoring and evaluation units and ensure effective

measurement of education outcomes.• Developteacherperformanceassessmentmeasuresincludingpupilratingofteachers

and peer review mechanism.• Increasing timeallotted forcompulsorysubjectssuchasmathematicsandEnglish

and streamlining other subjects taught in schools.• Ensureadditionalsupportforgirlchildeducation.

9.7 Action Plan for 2016-2019 Given the state’s precarious financial position and the high level of uncertainty in the country’s

financial and fiscal environment, the actions we plan to undertake will be underpinned by effective resource mobilization outside the coffers of our public treasury and prudence in


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public sector resource utilization and management. To this effect, an elaborate education stakeholders’ summit will be convened to explore funding options for the education sector and to harness stakeholders’ input in the management of our education system to achieve desired goals. In addition, government will set up a committee of seasoned educationist to play advisory role with particular reference to content and policy. Key activities to be implemented during the plan period will cover the following broad categories:

• Trainingandskilldevelopment.• Schoolsimprovementandmodernization.• Humanresourcedevelopmentprogramme.• Technicalandvocationaleducation(TVE)developmentprogramme.• Revenuegenerationenhancementinitiatives• Librarymodernizationandmodernizationprogramme.• ICTpenetrationandadvancementprogramme.• Schoolinfrastructurerehabilitation,upgradinganddevelopment.• Highereducationinfrastructuredevelopment.• Informationmanagementandimprovement.

9.7.1 Specific interventions will include the following;• Auditofeducationassets(basic&secondaryschoollevels).• Librarydevelopment(toimprovereadingculture)programme.• Curriculumreview/implementation.• Establishmonitoringandevaluationunitandreportingframework.• Establishpublicprivatepartnership(PPP)platforms.• Schoolsportsdevelopmentprogramme.• RevitalizationofEdu-Marshal.• Massliteracydevelopmentprogramme.• Conductimpactassessment.• Renovation/rehabilitationofdilapidatedlibrarystructures.• Completionofongoingprojects.• Procurementoftextualmaterials.• Procurementofe-librarymaterials.• Automationofselectedlibraries.• Procurementofe-librarymaterials.• Restructuringofinspectoratearm.

9.8 Expected Outputs and Outcomes• Credibleandverifiablebaselinedatatoprovidecriticalinformation,demographicdata,

asset inventory and infrastructural gaps.• Attitudinalre-orientation.• Executivecapacitydeveloped.• Renovatedandrehabilitatedinfrastructure.


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• Selectedsecondaryschoolsupgraded.• Educationalsuppliese.g.schoolequipmentandfurnitureprovided.• ICTInitiativesandcentresestablished.• Classroomandadministrativeblocksprovided.• Securedenvironment.• Renovatedmodelschools.• Schoollibrariesrenovatedandrehabilitatedandnewlibrariesestablished.• Fencedschools.• Improvedandenhancedteacherquality.• Monitoring/feedbackunitestablished.• Qualityassurance.

The overall outcome will be substantial improvement in the quality and quantity of Delta State human capital and enhanced wealth and job creation.

9.9 Performance IndicatorsThe performance indicators include: • Schoolbasedmanagementsystementrenchedby2017;• Percentageincreaseinschoolenrolment;• Percentageimprovementinscienceteacher/studentratio;• Schoolsmonitoringframeworkdeveloped;• Educationsummitconcludedandreportadoptedin2016;• Linkages with the private sector/multi-lateral & donor agencies/non-government

organisations (NGOs) strengthened;• Sportsprogrammesinschoolsreviewedandstrengthenedby2016;• Baselinedatadevelopedby2016;• Raiseliteracylevelby10percentannually;• Schoolsandhigheducationinfrastructuralupgradecompletedby2018;• Curriculumidentification/reviewcompletedby2016;• Numberofschoolinfrastructurerehabilitated,upgradedandnewlyconstructed;• Numberofteachersandeducationstafftrained;• NumberofWAECaccreditedschools;• Numberofprivateschoolregistered;• Genderparity;• Endowmentfundformaintenance&minorrepairsinpublicschoolsandinnovationin

higher education set up in 2016;• ICTpenetrationandusageinschools;and• Transitionratefromsecondarytotertiaryinstitutionsimproved.

9.9 Responsible Institutions• MinistryofBasicandSecondaryEducation.• MinistryofHigherEducation.


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CHAPTER

Transformed Environment through Massive Urban Renewal and

Sustainable Housing Development

TEN


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Dr. Whyte Street, Agbor, Ika South LGA

Ejiyere Street, Warri.

Oteri Township Road, Ughelli North LGA


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Asa

ba

Inte

rnat

iona

l Airp

ort


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10.1 Situation AnalysisA well planned liveable environment is critical for engendering economic growth and development as it enhances productivity, revenue generation and quality of life. Urban renewal is globally recognized as an integral part of sustainable development. Delta State is home to many urban areas including Asaba, Agbor, Sapele, Ugheli, Effurun and Warri. Delta State government is committed to urban renewal. Notable and prominent urban renewal strides of the Delta State government from 2007 till date include re-branding of major junctions, construction of flyovers at roundabouts, numerous road rehabilitation and construction, rehabilitation and renovation of health and education facilities, street lighting in cities and construction of Asaba International Airport. Other notable interventions include development control, demolition of illegal structures, opening of market sites, opening of access roads, preparation of master plan and preparation of land use layout plan. These were meant to develop vibrant, habitable and attractive cities in the state. The emphasis is to make well-being, quality of life, and liveability the core of every urban project in the state.

Despite these efforts the cities are still grappling with residential slums and blighted commercial and industrial areas that harbour criminals and enhance crimes. This is compounded by lack of environmental infrastructure such as drainages, sewages, water and sanitation facilities etc., resulting in incessant flooding.

Besides, the capital city lacks the ambience of a model city, even by national standard. To this effect government will undertake physical and spatial planning of our cities and design a master plan for massive urban renewal and infrastructure development for our cities. Particular attention will be paid to the development of the capital territory, Asaba to make it at least, comparable to best state capitals in Nigeria and ensure that it meets international standard.

10.2 Current ChallengesAs encapsulated in the Delta State Vision 2020, spatial and physical planning are negatively affected by land management. Delta State’s land management system is largely manual. The state has only one approved master plan (Warri/Effurun and Environs Master Plan), while the design of four others are still on-going (Asaba capital territory, Sapele-Amukpe-Oghara, Agbor-Umunede and Kwale). There is also the challenge of providing urban environmental infrastructure. The cities in Delta State are facing serious challenges, such as emergence of slums, blighted buildings, haphazard and uncoordinated housing layouts, unplanned road layouts, etc. The state also has cases of environmental challenges like flooding, erosion, pollution and destruction of aquatic life resulting from oil exploration in some parts of the state. In addition, there is the issue of resistance of people who live in slums and quarters to change. The state is also facing challenges of poorly managed domestic and industrial waste caused by untreated effluent discharges, leaks and spills from industry. Less than 40 percent of urban dwellers have access to good sanitary facilities (UNDP Delta State Assessment Report, 2013). The state also faces the challenge of inadequate affordable housing. The continued influx of migrants from rural to urban areas, particularly unemployed youths in search of better sources of livelihood, further aggravates the situation, by putting pressure on available housing infrastructure.


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10.3 Policy Thrusts and TargetsThe main policy thrust is to create sustainable environment through provision of low cost houses, to reduce the state’s housing deficit and improve the quality of life of residents. Other thrusts include:• Facilitateurbantransformation;• Facilitateimprovementsinenvironmentalairqualityandpollutioncontrolandmitigation;• Provisionofaffordablemasshousing;• Facilitateclimatechangeadaptationandmitigation;• Enhancesocio-economicpractice;• Enhancewealthcreationandjobopportunities;and• Establishprofessionalpractice.

10.3.1 Targets The broad targets for the Plan period include:

• Completeurbanrenewalprogrammesinatleasttwomajorcities.• Completethedesignandre-planningofdesignatedtargetareas.• Raiseaccesstosanitationfacilitiesfrom40percenttoatleast70percentinselected

urban areas.• ProducemasterplanoftheStateCapitalTerritorydevelopment.• Substantiallyimprovethehousingstock.• Effect100percentpaymentofcompensationtoownersofacquiredordemolished.

properties for urban renewal implementation purposes.

10.4 Goals and Objectives of Urban Renewal The objectives include to:

• restructureandre-plandesignatedtargetareas;• designmoreeffectiveandenvironmentally-friendlylocaltransportandroadnetworks;• rationalizelanduses;• Redevelop dilapidated buildings into new buildings of modern standards and

environmentally–friendly designs;• ensurerehabilitationofbuildingsinneedofrepair;• preservehistoricbuildings,sitesandstructuresofculturalorarchitecturalinterests;• preserveaspracticableaspossiblelocalcharacteristics;• preservethesocialnetworkofcommunity;• providepurposebuilthousingforgroupswithspecialneedssuchastheelderlyand

physically challenged;• providemoreopenspacesandcommunitywelfarefacilities;and• enhancetheambianceofthetownswithattractivelandscapeandurbandesigns.

10.5 Guiding PrinciplesDelta State urban renewal will be driven by the following broad principles, namely, fair and reasonable compensation to owners whose properties are acquired, affected or demolished for urban renewal


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implementation purposes, proper re-integration of tenants affected by re-development projects and ensuring that the community at large benefits from urban renewal.

10.6 Strategies Urban renewal strategies will include:

• Consensusbuildingandengagementbetweengovernmentandallstakeholdersonthe processes and procedure. In other words, government will adopt a bottom up, participatory approach in addressing the challenges of urban renewal.

• Preparation of conceptual development framework for each of the target areas toguide the proposed urban renewal action in a coherent manner.

• Preparationofasetofbroaddevelopmentparametersforpriorityprojectareassoasto streamline planning process for re-development.

• Setoutbroaddesignobjectivesoftargetareastopromotequalitydevelopmentandpromote environmentally-friendly road and transport system design with priority for the disabled, pedestrian and public transport.

• Toensurethatuponcompletionofurbanrenewal,thetargetareaswillbecomeattractiveplaces to live in; the renewal process will follow strategic planning guidelines.

10.7 Action Plan for Urban Renewal, 2016-2019The state has identified a list of priority areas to focus renewal actions. These include eradicating run-down buildings, preservation of buildings of heritage value, extensive re-planning and upgrading of cities. During the plan period, priority intervention will be channelled towards only evolved city centres with tendencies of further population explosion. These areas are grouped under three senatorial districts of Delta State as listed below:

• DeltaNorthSenatorialDistrict:Asaba,Ibusa,Agbor,KwaleandOgwashi-Ukuandallother LGA headquarters.

• DeltaSouthSenatorialDistrict:Ozoro,Oleh,Bomadi,Patani,WarriandallotherLGAheadquarters.

• DeltaCentralSenatorialDistrict:Ughelli,Effurun,Udu,Orereokpe,Sapele,OgharaandAbraka and all other LGA headquarters.

10.8 Expected Outputs and Outcomes• Renewedandupgradedurbancitiesinthethreesenatorialdistricts.• Rehabilitatedbuildings.• Preservedhistoricalbuildings.• Wealthandjobscreated.• Improvedenvironmentalinfrastructure.• Improvedairqualityandsubstantiallyreducedpollution.• Transformedenvironment.


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10.9 Performance Indicators• Numberofcitiestransformed.• Percentageofenvironmentalinfrastructure.• Airquality.• Numberofjobscreated.• Numberofbuildingsrehabilitated.• Qualityofinfrastructureprovided.• Numberofhistorical,culturalheritageidentifiedandpreserved.• Cityambience.• Masterplancompleted.• Percentageofcompensationpaid.

10.10 Responsible Institutions• MinistryofWorks.• DeltaStateCapitalTerritoryDevelopmentAgency.• MinistryofJustice.• MinistryofUrbanRenewal.• MinistryofEnvironment.

10.11 HOUSING SECTOR

10.11.1 Policy ThrustThe policy thrust during the plan period is affordable housing delivery that is private sector driven. In this respect, our new housing policy will be underpinned by effective private sector participation, collaboration, cooperation and ownership, for sustainable development. Government will push for an integrated housing sector development approach by enacting laws – land acts, compensation acts etc. Government will partner with building research and technical institutions to develop cost effective housing using innovative technology and building solutions.

10.11.2 Strategies for affordable housing development, 2016-2019 The main strategies that will be pursued during the plan period include:

• Develop a master plan for already built environment and new layouts with basicinfrastructure to facilitate development.

• Facilitateaccesstolandandimproveeaseofregisteringandobtainingtitledocuments.• Strengthenpublicsectorengagementwithothernon-stateactors,suchasNGOsand

CBOs.• Reviewandmodifyexistingpolicies,programmesandprojects.Thepolicyreviewwill

cover other related issues militating against housing delivery such as land acquisition issues and community resistance, infrastructure, funding and off-take guarantees.

• Enforcetownplanninglawsandencourageeco-friendlydesignstoreducetheuseofenergy.


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• Strengthen the institutionalmechanism for housingdelivery inDeltaState, tomakethem more relevant to the needs of our people.

• Reviewexisting Lawsand regulations; governmentwill reviewexistingpolicies andlaws so as to make the sector more attractive for public private participation (PPP).

• Developintegratedmasterplanforhousingdevelopmentinthestate.• Strengthen institutional framework;effortwill bemade tostrengthen the institutional

framework and relevant agencies to deliver on housing needs for the people.• Computerizelandinformation.• Direct government intervention: government’s direct intervention in the provision of

housing will be one of the strategies in the development of the sector.• EstablishastrongPPPplatform:Government intendstodeliverhousinginthestate

through PPP Scheme. Effort will be made to conduct further investigations on reasons for failure of PPP projects on housing in the state with a view to establishing a virile PPP platform.

• Strengthenthepolicyenvironment: In linewith theNationalHousingPolicy,aDeltaState’s housing policy will be developed to facilitate access to all classes of housing and increase housing stock in all parts of the state. Government will facilitate access to land and ensure ease of obtaining title documents.

• Provisionofbasicinfrastructure:Basicinfrastructurewillbeprovidedfornewlayoutsto facilitate development of estates and single housing units. Collaboration between government, technical institutions and building research institutes will facilitate the development and implementation of technology for low cost housing and explore innovative building solutions.

• Buildingcostreduction:Governmentwillworkwithcommunitiestoreducethecostofland by developing innovative partnership arrangement that will significantly reduce the upfront costs of acquiring land.

• Pursueurbanrenewalpolicy:Provisionofmodernhouseswillbeincorporatedintheurban renewal project. Further research will be conducted to ascertain the status of land acquired by government for industrial purposes in Songhai, Amukpe and Asaba.

• Ensureadequatefunding,aswellasvalueformoney:Acommitteewillbeconstitutedto determine the financial implications through proper assessment based on the project type and specifications. This will ensure value for money and reduce wastage.

• Putinplaceapermanentschemeforperiodicmaintenanceofthesepublicfacilitiesand the entire environment.

10.11.3 Action Plan for Housing Development, 2016-2019 The activities to be implemented during the plan period include the following:

• Landacquisition;• Conveningofstakeholders’summittobrainstormonaffordablehousingdevelopment;• Developmentofmasterplan;• Producedesignofinfrastructuralcomponents;• Siteandservicesschemesinpreparationforregenerationofnewtowns;


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• Reinforcementofplanninglaws-landuseact;• Constructionofhousingunitsforlowandmediumincomeearners;• Constructionofroadnetworkinthenewlayouts;• Constructionofdrainagenetwork;• Electricitysupplytothenewlayoutandconnectiontothenationalgrid;and• Portablewatersupplyworksscheme.

10.11.4 Outputs and outcomesThe overriding goal is to provide adequate mass affordable housing in a secure healthy environment, where people can freely live, work and be happy. The expected outcome will be substantial improvement in the total quality of life of residents. The expected outputs are as follows;• Designofinfrastructurecompleted.• Siteandservicesschemepreparationcompleted.• PlatformsforPPPandstakeholderengagementdeveloped.• Housingconstructioncommenced.• Newprivatesectorownedestatesdeveloped.• Provision of support facilities in the ten new layouts i.e. schools, health centers,

recreational areas, etc. completed.• Regenerationof theold layoutsbywayof redevelopmentofexisting infrastructures

of road, drainages, schools, town centers, public buildings, etc. that have been dilapidated commenced.

10.11.5 Performance Indicators• Unitsoflowandmediumearnershousesconstructed.• Kilometresofroadnetworkinthenewlayoutspaved.• Drainagenetworkcompleted.• Percentageofelectricitynetworkdullyconnectedtonationalgrid.• Percentageofnewlyconstructedbuildingswithaccesstoportablewatersupply.• Numberofnewjobscreatedinthehousingsector.• Percentageofsupportfacilitiesprovided.• Percentageoftheoldlayoutsregenerated.• Developedpermanentschemeforperiodicmaintenanceofpublic facilitiesand the

entire environment.

10.11.6 Responsible Institutions• MinistryofWorks.• MinistryofHousing.• InvestmentsCorporation.• MinistryofJustice.• MinistryofWaterResourcesDevelopment.


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10.12 WORKS SECTOR

10.12.1 Situation analysisDelta State has achieved remarkable progress in the provision of roads, bridges and drainage infrastructure. From 2007 till date, a total of 944 projects have been initiated by the Department of Highways and Urban and Rural Roads across the state, out of which 393 are completed, 357 are on-going and 184 are uncompleted or abandoned. The total estimated cost of the whole project is put at N21.19 billion.

10.12.2 Current challenges Some of the major challenges include:

• budgetaryconstraints;• poordesignandexecutionofprojects;• policyinconsistency;• corruption;• lowdensityofpavedroads.• inadequatedrainagefacilitiesresultinginfloodingandreducedlifespanofroads;• lackofeffectivePPPplatformsforroadconstruction;and• difficultterrainandhighcostofconstruction.

10.12.3 Policy thrusts and targetsThe main policy thrust is to accelerate the pace of road infrastructure development in Delta State through the construction of new roads and maintenance/rehabilitation of existing roads. Other policy thrusts include the following:• Incorporatedrainagesystemsandwalkwaysinroadconstructionprojects.• Transformurbancentresthroughtheprovisionofgoodroadnetworkstoenhancefree

flow of traffic.• Provide access roads in rural areas to enhance socio-economic and political

development.• Integrate remote, rural and riverine communities with urban centres through the

construction of roads and bridges.

10.12.4 Targets• Increasethelengthofpavedroadsinthestateby10percentannually.• IncreasethenumberofroadinfrastructurebeingdevelopedunderPPPplatform.• Incorporatedrainagesystemsandwalkwaysinroadconstructionprojects.• Acquirehydrologicaldata.• Ensure road infrastructure development under the urban renewal programme is

completed to transform urban areas.

10.12.5 Goals and objectivesThe overarching goal is to provide first-class modern road infrastructure across Delta State to


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ease movement of people and goods and reduce the cost of doing business. The strategic objectives are to;• increasethelengthofall-weatherroadsinDeltaState;• provideeffectivedrainagesystemtoprotectroadnetworksandmitigateflooding;• ensurevalueformoneyinallinfrastructuredevelopmentprojects;• provideenablingenvironmentforprivatesectorparticipationinroadconstructionand

management;• acquirehydrologicaldata forconception,design,constructionandmanagementof

engineering infrastructure;• useroadconstructiontocreatewealthandjobopportunities;• ensurethatallactivitiesonroaddevelopmentareenvironmentallyfriendly;• maintainroadnetworks,bridges,culvertsanddrainages;• protectriverineandcoastalprotectionworksagainstfloodinganderosion;and• providetechnicalexpertiseforotherministries,departmentsandagencies(MDAs)in

the execution of civil engineering projects.

10.12.6 Strategies More intensive efforts will be undertaken to implement new policies, programmes and projects. These include:

• Newconceptualizationofprojectsinlinewithbudgetaryprovisions.• Paymentstocontractorsforjobsdoneaswhendue.• Ensureduediligenceincontractsawards.• Ensureproperdesignforprojects.• Intensify routine monitoring and supervision of projects at different stages of

implementation to ensure proper standards.• Ensurethatallprojectshaveenvironmentalimpactassessment(EIA)forthesustainability

of our overall development e.g. burrow pits should not be dug anything less than 200 metres away from projects.

• Engage well certified consultants particularly on major projects to ensure properstandards at the different level of execution of projects.

• Buildroadsthatwouldlinkuptheruralandurbanareasespeciallyplaceswithhugecapacity for agricultural production.

• Non-involvement in federalprojectsexceptwhen there isconcretearrangement forreimbursement to reduce the financial burden of the state.

• Properconceptualizationandpriceuniformityintheawardofcontractstomultinationalcorporations and indigenous contractors.

• Concessiononsomemajorroads,e.g.theOko/Pataniroadprojects,throughPPP.• RegularandpropercapacitybuildingworkshopforengineersintheMinistryofWorks• Facilitatingthebuildingofindigenousengineeringcapacityforroadbuilding

10.12.7 Action plan, 2016-2019 Key activities to be undertaken during the plan period include;


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• DevelopmentofanappropriatePPPplatformforroaddevelopment.• Maintenanceandrehabilitationofurbanroadsinfrastructure.• Completionofon-goingprojectsthathavereachedadvancedlevelofcompletion(70-

80%).• Acquisitionofhydrologicaldata.• Constructionofdrainages.• Constructionofnewroads,withpedestrianwalkways.• Concessionofroadprojects.

10.12.8 Outputs and outcomes The overriding aim is to increase the length of all weather roads in the state, in order to improve the ease of movement and engender economic growth and development.• Rehabilitatedroadsandpedestrianwalkways.• Completedesignandfeasibilityreports.• Newlyconstructedroadsanddrainagesnetwork.• Environmentalimpactassessmentreports.• On-goingroadprojectscompleted.• Roadsconcessioncompleted.• Hydrologicaldata.• Jobopportunitiescreated.• Reducedflooding.

10.12.9 Performance Indicators• Lengthofroadsrehabilitatedandmaintained.• Lengthofnewroadsconstructed.• Drainagescompleted.• Lengthofpavedroads.

10.12.10 Responsible Institutions• MinistryofWorks.• MinistryofHousing.• InvestmentCorporation.• MinistryofJustice.


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CHAPTER ELEVENELEVEN

Cross-Cuttng Issues


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11.0 CROSS-CUTTNG ISSUESThis chapter presents the final pillar of the SMART Agenda. It covers sectors and other key areas considered enablers to the achievement of the SMART agenda goals. These include public sector reforms, sports development, gender issues, and entertainment and media industry.

11.1 Public Sector Reforms

11.1.1 Situation analysis An effective, efficient, highly skilled, merit-driven and integrity-based public service is indispensable for realizing the goals of our medium term plan. Delta State Public Service is the main structure of governance for service delivery. Hence, successful implementation of our SMART agenda will be hinged on effective and efficient service delivery by the public service. The Delta State public service has been undergoing reforms aimed at strengthening its operations and improving service delivery. Despite the reforms, the public service remains weak and is characterized by the following:

• Leadership inadequacy at all levels arising fromopportunistic career advancementand selection;

• Improperplacement,wrongdeploymentandsuccessionplanningcrisis;• Erosionofpublicservicevalues,ethicsandintegrity;• Weakincentivesystem,poorremuneration&workingconditions;• Hugecapacitygaps incriticalareasof (ICT),strategic thinkingandpolicyanalysis,

among others;• Fundamentallyflawedperformancemanagementsystem;• Inefficientandcumbersomeworkoperationsandprocesses;• Lackofverticalandhorizontalinter-linkagesandcoordinationamongMDAs;and• Acultureofintolerancetochangeandharnessingoftalents.

Government recognizes the urgent need to review all aspects of the governance structure to create a strong, coherent organisational structure that is effective in delivering economic development.

11.1.2 Policy ThrustThe main policy thrust is to restructure and reform the entire machinery of government to create a purposeful system.

11.1.3 Strategies and Action Plan for Public Sector Reform Government will pursue the under listed strategies and tasks:

• Reviewandalignministerialmandates to strategicallypositionMDAsandeliminateoverlaps.

• ReviewtheentireinternalrevenuecollectionmechanismincludingrestructuringoftheBoard of Internal Revenue to enhance revenue collection and management.

• Adopt and institutionalize a performancemanagement system to enhance service


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delivery (this will lead to the drafting of performance contracts based on agreed performance indicators between the Governor and different categories of public officers).

• Reviewthecurrentplanningandbudgetsystemtobedrivenbyamorerobustprocessaligned to overall macro-economic framework, medium term sector strategies and performance based budgeting.

• Strengthenstatisticalcapacitytoimprovedatacollectionandmanagementmechanismfor evidence based planning and performance evaluation.

• Strengthen theperformancemonitoringagencyandalign their rolewith theSMARTagenda.

• Createanintegratedinvestmentpromotionagencyasonestopshoptoacceleratetheease of doing business.

• Strengthenregulatoryinstitutionswheretheyalreadyexistorcreatenewonestoprovidestronger legal and institutional framework for governance (public procurement agency, audit commission).

• Createacommunicationandbrandingstrategy for thestate tomakesure that thepeople of the state clearly understand the policy and programmes of the state government; this will enhance the image of the state and help mobilise the support of the people.

• Pursuefullautomationof thestate’saccountingandhumanresourcemanagementsystems.

• Addresstheoverbloatedworkforcethroughpersonnelauditandheadcount.• Pursueaggressiveorientation/advocacyfortheworkforcetoappreciateandkeyinto

the policy plan for actualization of set goals and objectives.

11.1.4 Goals and ObjectivesThe overarching goal is to build an effective, efficient, highly motivated, merit-driven and integrity based public service that will deliver on the administration’s campaign promises. The objectives include to:• restructureandreformtheentiremachineryofgovernmenttocreateafitforpurpose

system;• createinstitutionalandgovernanceenvironmentforeffectiveservicedelivery.• reform the public service by implementing critical institutional changes to restore

professionalism and client focus;• instituteaperformancemanagementframeworkthatentrenchesmeritinpublicservice

operations; and• enhancethepublicservicecapacityforimplementationoftheSMARTagenda.• Institutionalizesuccessionplanningandcareermanagement.

11.1.5 Action Plan for Public Sector Management The key initiatives to be pursued during the plan period include to:

• strengthenandstrategically reposition theOfficeof theHeadofService forhuman


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capital development of the state workforce to enhance productivity and efficiency in public service delivery;• develop capacity enhancement programme and work environment enhancement

programme;• developfiscalresponsibilityassessmentprogramme;• developpublicservantre-orientationprogramme - Awareness campaign - Regular retreat (civil servants/political appointees) - Punctuality and attendance at work;• instituteregularretreats(civilservants/politicalappointees)• procurementanddeploymentofICTfacilities

- Automation of government business;• developprofessionalisminpublicserviceprogramme

- Deployment/posting of staff according to areas of specialization and to encourage duty tour of MDAs

- Institute staff audit;• setupcommitteetoreviewpublicservicerulesandregulations - Update extant rules and regulations and get legal backing for them - Targeted recruitment based on needs - Recruitment should be based on approved establishments - Controlled recruitment - 36 months - Head of Service/CS and• reformpublicserviceremunerationprogramme.

11.1.6 Expected Outputs and Outcomes• Highlymotivatedpublicservants.• Enhancedservicedelivery.• Skilledworkforce.• Disciplinedworkforce.• Reducedcorruption.• Enhancedworkenvironment.• Passiondrivenworkforce.• Increasedproductivity.• Avibrantpublicservice.

11.1.7 Performance Indicators• Numberofpublicservantstrainedannually.• Publicservicerulesandregulationsreviewed.• PercentageofworkerswithaccesstoICTfacilities.• Improvedpublicperceptionofservicedelivery.


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• PercentageofMDAswithgoodworkenvironment.• Successionplanninginstituted.• Percentageofgovernmentbusinessautomated.

11.2 Sports DevelopmentDelta State government continues to recognize the importance of sports development to the overall growth of the economy, as well as in enhancing the physical and psychological well-being of Deltans. Sports create wealth and jobs for youths, enhance foreign investment inflow through sports tourism and reduce health challenges, such as stress, obesity and high-blood pressure, thereby creating a healthy and vibrant populace.

11.2.1 Situation AnalysisDelta State excels in sports festivals and competitions within and outside the country. A wide range of sporting facilities is spread across the state, which if well utilized and improved upon offers avenue for sports development and youth empowerment.

11.2.2 Issues and ChallengesMajor issues and challenges affecting sports development include:- Deteriorating state of sports equipment and facilities in the state.- Lack of qualified coaching personnel in most primary and secondary schools.- Inadequate finance and delay in fund release for sports activities and planned targets.- Inadequate sports coaches (games masters) in the various schools in the state.- Limited or absence of sporting facilities in both primary and secondary schools.

11.2.3 Policy Thrusts and TargetsThe DSMTDP seeks to promote sports through a development programme that will encourage Deltans to imbibe a culture of physical fitness. Another policy thrust is the employment of sports for sustained wealth and job creation.

11.2.4 TargetsThe targets for the plan period include the following;• Completeandequipallmini-stadiaacrossthestateby2019.• Increasethenumberofprivatesectorandcommunitysponsorshipinsportsactivities

and construction/rehabilitation of facilities.• Createanenablingenvironmentforthedevelopmentofsportsacademy.• EnsurethatallschoolsinDeltaStatehavesportingandrecreationalfacilities.

11.2.5 Goals and ObjectivesThe overriding goal is to employ sports to promote and sustain peace and security, create wealth and jobs, and reduce poverty in line with our SMART agenda framework. The objectives include to:• ensureavailabilityandaccessibilityofawiderangeofsportingandrecreationalfacilities


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across Delta State, in order to create opportunities for Deltans to continue to excel in competitive sports;

• usesportsasameanstocreatejobs,generateemploymentopportunitiesandcreatebusinesses;

• growanddevelopnewtalentsandgiftedchildreninsports;• improvethehealthstatusofDeltans;• boostforeigninvestmentinflowthroughsportstourism;and• usesportstoengenderpeaceandsecuritythroughreducingyouthrestivenessand

anti-social behaviour.

11.2.6 Strategies for Sports Development The strategies that will be pursued during the plan period will include to: - convene a stakeholders forum to elicit ideas and support; - organise annual inter and intra competitive sporting activities in the 25 LGAs;

- facilitate capacity building for coaches, sports administrators and trainers within and outside the country;

- facilitate the use of PPP model for sports development; - establish of a sports academy; - participate and host major sporting events; - initiate policies and laws to encourage sports development;

- encourage private sector participation in sports development by creating an enabling environment;

- encourage community-driven sports;- encourage high impact sports;- identify and nurture talented children from early age; and- deploying products of the College of Physical Education, Mosogar to schools for their

teaching practice to promote sports in the schools.

11.2.7 Action Plan- Convene stakeholder forum on sports development.- Rehabilitate and refurbish existing sports facilities.- Construct new facilities for baseball, hockey, cricket etc.- Complete on-going mini-stadia across the state.- Develop a programme for target talented children from early age.- Create a platform for private sector participation in sports development. - Develop a data base of private sector sports sponsors for future recognition.- Develop a self-sustaining hall of fame for Delta State born sports achiever to boost

tourism.- Develop programme to support identification of young talents and grooming them.

11.2.8 Expected Outputs and Outcomes - Improved private sector and community participation in sports development.


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- Trained coaches and sports administrators. - Increased sporting activities in the state. - Enhanced job opportunities. - Enhanced income from sports. - Improved revenue from sports sector. - Standardized special sports. - Established insurance scheme for sports. - Improved sports facilities.

11.2.9 Performance Indicators • Numberofsportsfacilitiesrehabilitatedandrefurbished. • Numberofmini-stadiacompletedandequipped. • Numberofschoolswithqualitysportingfacilities. • Percentageofyouthaccessingthesportingfacilities. • NumberofPPPprojectsdeveloped. • Numberofcoachesandsportsadministratorstrained. • Numberoflocalandinternationalsportingactivitiesorganizedorhosted. • Sportsacademyestablished. • Availabilityofinsuranceschemeforsportsmenandwomen. • NumberoflaurelswonbyindigenesofDeltaState.

11.2.10 Responsible Institution • MinistryofSports

11.3 GENDER ISSUESGender issues in this context relate to women and girl-child issues such as their rights, privileges and overall empowerment. DSMTDP seeks to mainstream gender equality in the development framework in line with the UN Sustainable Development Goals (SDGs) which was adopted by nations in August 2015.

11.3.1 Situation AnalysisDelta State has recorded significant success in addressing gender issues particularly in the areas of education and health sectors. Gender parity in primary, basic and post basic secondary education has improved significantly due to the state’s free education policy. Similarly, maternal mortality rates have also been progressively reduced through the adoption of free ante-natal and post-natal care policy. Government has also initiated several women empowerment programmes, such as micro credit and skill acquisition programmes. However, despite the successes recorded, women are still disadvantaged. Recent poverty profile shows that poverty is pervasive among women, in the state, particularly in the rural areas.


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11.3.2 Issues and Challenges• Lowparticipationofwomeninelectiveandnon-electivepositionsinthestate.• LowICTandfinancialliteracyrate.• Inadequaterepresentationinpoliticalappointmentsanddecisionmakingacrossthe

state.• Negativestereotypesandculturalbarriersthatlimitwomen’sself-actualization.

11.3.3 Policy ThrustThe main policy thrust during the plan period is to reduce poverty among women and mainstream gender equality in all public sector policies and programmes.

11.3.4 Targets• Ensurethatsubstantialnumberofwomenhaveaccesstomicrofinance.• Ensurethatatleast10womenineachlocalgovernmentbenefitfromskillacquisition

and empowerment programmes annually.• Ensure35percentaffirmativeactionforwomeninelectiveandnon-electivepositions.• Increasesubstantiallythefinancial/ICTliteracyamongwomenandgirlchild.• EnsuresubstantialincreaseinwomenheadedMSMEs.• Ensuregenderequityinallpublicsectorpoliciesandprogrammes.

11.3.5 Goals and ObjectivesThe overriding goal is to ensure gender equality in Delta State. The objectives include to:• reducegenderdisparityintoppublicsectorpositionsandhighereducation;• facilitatewomenempowerment;• Ensureequitableaccesstofactorsofproduction,suchaslandandcapital;• improve the percentage of young girls pursuing professional courses such as

engineering, medicine and ICT in tertiary institutions to enhance their participation in knowledge economy and electronic business; and

• increaseICTandfinancialliteracyamongwomenandchildren.

11.3.6 Strategies• Sustaincapacitybuildingforwomen/girlchild.• Promoteskillacquisitionamongwomenandthevulnerable.• Expandopportunitiesforentrepreneurialdevelopment.• Sustainmaternalhealthcareprogrammes.• Supportandempowerwomenassociationsparticularlyinruralareas.• Developfamilysupportprogrammes.• TrainandretrainwomeninICT.

11.3.7 Action Plan• Conveneastakeholdersforumongenderequality.• Embarkonmassiveadvocacyandsensitizationongenderissues.


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• Monitorperformanceandprogressofgirl-childandspecialgroups.• Developgenderdisaggregateddataonparticipationrateinsciencecoursesintertiary

institutions.• Developtargetedincentivestonurturegirl-childeducationinknowledgeeconomy.• Reformandstrengthenlegislationongenderissues.• Mainstreamgenderissuesinallgovernmentpolicies.

11.3.8 Expected output and outcome• Genderbalance.• Empoweredwomenthatcontributetoeconomicgrowthanddevelopment.• Enhancedproductivityamongwomen.• Povertyreductionandenhancedincome.• IncreasedICTandfinancialliteracyamongwomen.• Improvedhealthstatus.• Improvedwomenparticipationrateindecision-makingacrossthestate.• Increasednumberofwomenentrepreneurs.• IncreasedinvolvementofwomeninthemanagementofMSMEs.

11.3.9 Key performance indicators• Numberofwomenempowered.• Percentageofwomeninelectiveandnon-electivepositions.• Monitoringreportsproducedonperformanceofgirl-childandspecialgroups.• Percentageofgirlspursuingsciencerelatedcourses.• Numberofwomenandvulnerablethathaveaccesstocreditfacility.• Numberofwomencooperativesempoweredannually.• NumberofwomenowningandmanagingMSMEs.• Percentageofgovernmentpoliciesthatmainstreamgenderissues.• Numberofenlightenmentcampaignstosensitizewomenonhealthissues.

11.3.10 Responsible Institution• MinistryofWomenAffairs

11.4 ENTERTAINMENT AND MEDIA INDUSTRYThe entertainment and media industry is a major plank of our SMART agenda. Government is cognizant of its potency to generate income, create wealth and jobs and reduce poverty. The DSMTDP seeks to grow the entertainment and media industry in the State, in order to fully harness its potentials for wealth creation and employment generation, as well as engender economic growth and development.

11.4.1 Situation AnalysisDelta State indigenes dominate the entertainment and media industry in Nigeria, through their various investments in the country. Asaba, the state capital city remains the production hub of the Nigerian film


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industry (Nollywood), which is currently ranked number three film industry in the world. Digitalization of Delta Broadcasting Service (DBS) (Asaba and Warri) is currently ongoing. The Ministry of Information is strategically positioned to rebrand and define the Delta State’s colour and logo. Despite this dominance, the potentials of the industry to catalyze growth and development in Delta State have not been fully exploited, as most of these investments are located outside Delta State, thereby limiting their impact on the state economy. Besides, there are challenges facing the development of the entertainment and media industry in the state. These constraints are highlighted below.

11.4.2 Challenges and constraints Major challenges facing the sector include:

• Lackofcomprehensiveandappropriatelawssuchasintellectualpropertyrights(IPR).• Poordigitaltechnologyformusicandfilmindustry.• Limitedinfrastructure,suchasfilmvillage.• Highrateofinformality.• Pooraccesstofinance.• Underdevelopeddistributionstructure.

11.4.3 Policy Thrust and TargetsThe policy thrust is to employ the entertainment and media industry as a veritable medium for revenue generation, wealth creation and employment generation under the framework of our SMART agenda.

11.4.4 Goals and Objectives As highlighted in Delta State Vision 2020, the goals and objectives for the entertainment and media industry include to:• promoteentertainmentandenhanceitsbusinessvalue;• useentertainmentandmediaasplatformtopromotepeaceandsecurity;• employentertainmentandmediaindustrytocreateemployment;and• deployentertainmentandmediaindustryasaplatformformotivatingyouthsforself-

actualisation.

11.4.5 Strategies The strategies to be pursued during the plan period will include:

• Upgradeandrepositionstatemediaoutfits.• StrengthentheMinistryofInformationcapacityintherebrandingagendaofthestate.• Facilitateregularinterfacewithlocal,nationalandinternationalmedia.• DevelopaPPPplatformtodrivetheentertainmentandmediaactivities.• Createacommunicationandbrandingstrategyforthestate.• Promoteandsupportannualculturalcarnivalsandfilmfestivalsacrossthestate.• Introducemovielottery.• Buildcapacityintheindustry.• Introducemeritawardforrecognitionoftalentsincreativearts.• Intensifyorientationandadvocacywhilecreatingenablingenvironmentforactorsand

producers skill development.


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11.4.6 Action PlanThe actions that will be undertaken during this plan period will include to:• developtrainingandretrainingprogrammeformediapersonnelinthestate;• developacommunicationandbrandingstrategyforDeltaState;• designandscheduleculturalandentertainmentfestivals;• embarkonupgradingandrepositioningofstatemedia;• developastandardstudioinDeltaStatetoservetheneedofproducersandartists;• constituteacommitteetodevelopmovielotteryframework;• commencemaintenanceandrevampingofexistingtouristsites;• developandcommencecapacitybuildingprogrammeforthemovieindustry;• commencemaintenanceofamovievillage;and• establishawindowofspecialfundingfortheentertainmentandmediaindustry.

11.4.7 Output and OutcomesThe expected outputs and outcomes include:• avibrantentertainmentandmediaindustry;• jobopportunitiescreated;• enhancedrevenuegeneration;• enhancedwealthcreation;• enhancedprofessionalismintheentertainmentandmediaindustry;• increasedfundingfortheentertainmentandmediaindustry;• establishedandfunctionalmovielotterysystemthatcontributestothestateGDP;and• well-developedmovievillage.

11.4.8 Performance Indicators• Numberofjobscreatedannually.• Functional movie lottery system and percentage revenue generated from lottery

annually.• Establishedmovievillage.• Percentageincreaseinrevenuegenerationfromentertainmentandmediaindustry.• Numberofyouthsempoweredannually.• Percentageofmediastafftrained.• Numberofculturalandentertainmentfestivalshosted.• NumberofPPPagreementssignedannuallyintheentertainmentandmediaindustry.• SizeofinvestmentgeneratedthroughPPP.

11.4.9 Responsible Institution• MinistryofTourism• OfficeofTheChiefJobCreationOfficer• OfficeoftheExecutiveGovernor• StateAssembly


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• StateJudiciaryandMinistryofJustice• MinistryofInformation

11.5 Mainstreaming United Nations Sustainable Development Agenda in the Delta State Medium-Term Plan and Budgeting ProcessThe United Nations Sustainable Development Agenda (SDA), which was announced on the 2nd of August 2015 comprises of 17 universal development goals. This agenda seeks to build on the Millennium Development Goals (MDGs) but differs from the MDGs, in the sense that it is not designed to transfer resources from the rich countries to the poor, unlike the MDGs. This implies that countries are expected to source resources locally to finance these SDAs in view of their universality. Delta State’s track record in the implementation of the MDGs is remarkable. It is important to state that, Delta State Vision 2020 captures most of the SDA goals. These goals have also been mainstreamed in this medium term plan, as well as sector specific plans in line with our SMART agenda. Government recognises that achieving the SDA goals would require collaborative efforts among all stakeholders in the state. To this effect government intends to set up a special purpose vehicle that will drive actions geared towards achieving the SDA.

In addition, government will use the annual budget as an instrument, to fund projects and programmes that support the achievement of the SDAs, while external assistance will also be mobilized. Our vision is to make Delta State a pace setter, among the federating units in Nigeria in achieving all the 17 SDA goals.

11.6 Climate Change AdaptationClimate change adaptation is critical to the overall development of Delta State. This is in view of its vulnerability to climate change. Delta State is a littoral state with a coastline of approximately 163 km on the Atlantic Ocean. The Southern and Coastal areas have estuarine alluvial soil deposit, which is presently being ravaged by coastal erosion, particularly along the Niger, Forcados, Escravos and Benin rivers. The state has been facing serious challenges of pollution and general environmental degradation caused by leaks and spills from oil industry activities and deforestation, among others. These are major sources of green-house gas emissions. Government is aware of the ineluctable link between climate change adaptation and economic development, and therefore supports domestic, national and international actions aimed at mitigating the negative impact of climate change. In this respect, government has taken steps to ensure that climate change mitigation and adaptation actions are mainstreamed in the development framework and sectoral plans. The programmes contained in our SMART agenda are compatible with climate change adaptation objectives. Government also recognizes that addressing issues of climate change demand strong collaboration among all stakeholders. In this respect, government will intensify efforts to mobilize domestic and international support for planned mitigation and adaptation measures during this plan period.


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CHAPTER

Implementation and Coordination Strategy

TWELVE


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12.0 IMPLEMENTATION AND COORDINATION STRATEGY

12.1 Implementation StrategyThis administration recognizes that the success or otherwise of this medium term plan, rests largely on the implementation strategy. Government will adopt a multi-pronged approach in view of its cross-cutting sectoral perspective. In this regard, the DSMTDP, sets the framework for effective liaison, cooperation and collaboration among stakeholders. Specific roles have also been assigned to the respective stakeholders to ensure clarity and coherence. This chapter highlights stakeholder’s roles and institutional responsibilities for implementation of the plan. It also details the monitoring and evaluation strategy.

12.2 The Role of Local Governments (LGs)Local government (LG) is the third tier of government in Nigeria and has its constitutional responsibilities, and defined sources of resources. LGs have the comparative advantage of being closest to their communities and grassroots of the society in areas of governance and development, as such LGs are considered critical stakeholders. In this regard, the state government recognizes that effective partnership and collaboration with the various LGs will be largely instrumental to the successful implementation of the SMART Agenda. Government expects the LGs to own the SMART Agenda, and play greater role in mobilizing communities to participate fully in the process of development and implementation of the SMART Agenda. LGs are also expected to build the capacity of their planning officers, to enable them liaise effectively with their state counterparts, particularly in the areas of monitoring and evaluation and impact assessment of government programmes. Effective tracking of progress of government programmes is a critical success factor.

The LGs are also expected to facilitate and mobilize the services of the civil society within their environs to ensure that the objectives of the SMART Agenda are achieved and that the quality of life of their people is substantially improved. Government will strengthen the platforms for inter-governmental regular meetings and updates on development issues with respect to the implementation of the SMART Agenda.

12.3 The Role of Private SectorThe private sector is expected to play a greater role in the overall development of Delta State. Government expects the private sector to invest heavily in the identified priority areas, under the SMART Agenda framework, in order to create wealth and jobs for Deltans. In this regard, the private sector is expected to bridge the DSMTDP funding gap, amounting to N569.288 billion during the plan period. This translates to an estimated investment of N113.86 billion annually.

Government expects the private sector to take advantage of the free trade zones and industrial parks being developed across the state to double their investments in the non-oil sector of the economy. To facilitate the process, government is committed to advancing cooperation and collaboration with the private sector through the PPP platform. The PPP will be a financing option for critical infrastructure development during the plan period. To this effect, government will create a PPP delivery unit to


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facilitate and support line agencies and state owned enterprises in developing credible PPP proposals. In addition, government is creating an enabling environment to facilitate private sector growth. Government has also created a basket of incentives to boost investors’ confidence in line with the state’s new industrial policy framework. These are designed to deepen the role of the private sector in catalyzing economic growth and development, as well as in generating job opportunities for our teeming youths.

Private sector contributions in terms of its voluntary involvement in the delivery of services to communities through the platform of their corporate social responsibility programmes are invaluable. It is expected that the private sector will continue to play this role and will double its effort in service delivery to communities. Overall, the private sector is expected to be the engine of growth for the economy and to create wealth and jobs under the SMART Agenda framework. Government’s role is to be a facilitator.

The Delta State’s Industrial Policy exists as a broad policy document to encourage industrialisation in the state. The State government is also playing a major role towards guaranteeing investors’ confidence. A basket of investment incentives, including tax holidays, expatriate quota, duty drawback scheme, land acquisition concessions and community relations interventions have been packaged to stimulate private sector investment in the state.

12.4 The Role of Civil SocietyCivil society in this context refers to non-governmental organizations (NGOs), community-based organizations (CBOs) and faith-based organizations (FBOs). Government recognizes that a strong and strategic partnership with civil society is fundamental to the successful implementation of the SMART Agenda. This is in view of its ability to network, mobilize resources and respond to the needs of communities and vulnerable people that government cannot easily reach. Its contribution to economic growth and development, in terms of advocacy, service delivery, and support to the vulnerable groups, conflict resolution and engagement at national discourse remains invaluable. Under the SMART Agenda framework, civil society will be expected to play greater role in the communication and implementation of the five pillars of the SMART Agenda. In this regard, government will rely on civil society to participate fully in the dissemination of information on the SMART Agenda, facilitate human capital development and youth empowerment schemes, as well as fostering attitudinal change among youths and promotion of peace and security in Delta State. In addition, civil society will also be expected to contribute and influence policy decisions, as well as tracking of progress in the implementation of government programmes to ensure desired results are achieved. Government will create the necessary platform to ensure that the activities of civil society are well coordinated for maximum impact.

12.5 The Role of Labour OrganisationsA cordial relationship between employers and labour is crucial for engendering a conducive atmosphere for increased productivity and improvement of workers welfare. The DSMTDP envisions strengthening of the partnership between the state government, organised private sector and labour


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unions, especially through the instrumentality of NLC, TUC, ASUU, NUT, etc. and primary public sector trade unions, in order to ensure sustained industrial relations harmony necessary for the successful implementation of the SMART Agenda. In this context, labour unions are expected to play the dual role of ensuring the protection of the welfare of workers, as well as improvement in the workforce productivity. When workers’ productivity increases, business becomes competitive and achieves more successes. Invariably, labour unions bargaining power for higher wages and improved welfare is enhanced. In the light of the above, government expects labour unions to mobilize workers to participate in the design and implementation of the SMART Agenda activities and in policy formulation. Government will continue to dialogue with labour unions to ensure a happy and vibrant workforce.

12.6 The Role of Development PartnersThe contributions of development partners in engendering socio-economic growth and development in the state are invaluable. Delta State’s remarkable MDGs achievement particularly in the area of human capital development is largely attributable to donor support. Government will continue to rely on development partners’ support for the successful implementation of the SMART Agenda.

Specifically, it is expected that development assistance will be a source of fund for bridging the funding gap in the medium term plan. Government is committed to meeting its obligations in terms of counterpart funds to ensure aid and credit effectiveness. In addition, government expects development partners to deepen investments in public sector capacity building, human capital development and data management. Government will continue to nurture strong and strategic partnership with development partners in this respect. The role of development partners will be to provide financial and technical assistance to the public and private sectors including CS to ensure a hitch free implementation of the SMART Agenda.


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CHAPTER

Monitoring and Evaluation of the DSMTDP

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13.1 IntroductionMonitoring and evaluation (M&E), in the context of the DSMTDP, will involve regular tracking, collection, analysis and assessment of information on progress in the implementation of the plan, as well as periodic production of M&E reports and policy briefs, over the four-year plan period. It will cover policy, programme and project implementation performance and impact assessment. M&E is crucial as it ensures that implementation of the plan remains on course and that expected deliverables are achieved in a transparent, cost effective and timely manner that meets international standard. The DSMTDP sets a robust M&E system that will be technologically empowered to track performance of the plan. The proposed M&E implementation strategy will operate at two levels; input-output tracking and output-outcome assessment. Input-output monitoring ensures that resources are being effectively deployed and expected deliverables are achieved timely and efficiently. It also ensures that implementation difficulties are nipped in the bud. Output-outcome assessment, in this context ensures developmental objectives are being achieved.

13.2 Institutional Framework for M&EThe institutional framework for M&E will comprise the following.i. A central M&E unit in the Ministry of Economic Planning (MEP) to drive and coordinate

the M&E process.ii. Directorate of Project Monitoring in the office of the Executive Governor to independently

monitor project implementation and coordinate CSOs/ CBOs’ M&E activitiesiii. Sector M&E teams and units in the various MDAs, to undertake sector specific M&E.

In addition, the Governor may constitute ad-hoc M&E teams to review the implementation of the plan from time to time.

13.3 M&E ROLES AND RESPONSIBILITIES

13.3.1 Office of the Executive Governor of Delta StateThe Office of the Executive Governor will have oversight responsibility for ensuring a hitch free implementation of DSMTDP. His Excellency, the Governor is therefore the Chief Monitor. The Directorate of Project Monitoring (DPM) in the office of the Executive Governor will be responsible for carrying out specific M&E as may be directed by His Excellency, the Governor of Delta State.

13.3.2 The Ministry of Economic Planning (MEP)The Ministry of Economic Planning will be responsible for the following among others:i. Anchor the coordination of the M&E System at the MDAs level.ii. Collate, analyse and interpret M&E reports from the various MDAs.iii. Prepare the M&E report yearly, prior to the start of the budgeting process.iv. Submit the M&E reports to the Governor. Publish an executive summary of the report

annually.v. Take ownership of the M&E format and work with the M&E units within the MDAs to

ensure high quality reports that conform to prescribed formats are submitted timely


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and quarterly.vi. Statistics desk under the M&E unit in the MEP will be responsible for data/information

portal which the MDAs can access on a real time basis.vii. Provide the M&E manual for the guidance of all.viii. Carry out any other activity contingent on successful M&E implementation in the state.

13.3.3 Ministries, Departments and Agencies (MDAs), Sector Teams/ Units and Other Implementing Monitoring Bodies

The MDAs sector teams/units will be responsible for the following:i. Manage M&E operations across departments and related agencies. M&E activities shall

cover programme/project completion levels/rates, budgeted and actual expenditure, physical site visits etc. Operational monitoring will primarily focus on inputs- outputs.

ii. Prepare quarterly performance reports and submit to the central M&E unit. These quarterly reports will focus on output-outcomes and impact in clearly stated KPIs.

iii. Implement any other guidelines that may be issued from time to time on the successful implementation of M&E.

13.4 Reporting TimeframeM&E reports are to be submitted quarterly, half-yearly or annually depending on the nature of programmes/projects.

13.5 Monitoring ToolsA‘work-plan’anda‘progressreview’willbeusedformonitoring.

13.5.1 The Work PlanThe work plan will indicate expected input and output and activities described in a schedule sequence in relation to each immediate related objective including planned commencement and completion dates and MDAs responsible for carrying out the activity.

13.5.2 Progress Review The progress review will show whether:

i. Inputs are being made available as planned.ii. Activities are being carried out according to work plan.iii. Outputs being produced are according to schedule.iv. Charges have taken place.v. Problems or difficulties have been encountered.vi. Remedial actions have been taken or are planned.

13.6 Requirements for Effective M&E For M&E effectiveness the following are required:

I. Adequate staffing (in terms of number, quality and cognate experience) of the M&E units, especially the M&E unit in the MEP.


126

II. Release of funds for projects will be premised on a clean report from the M&E units on the earlier programmes/projects executed or funds released.

III. Adequate funding of M&E units with running grants and timely release of such funds as well as appropriate equipment.

IV. Constant dialogue and exchange of ideas and experiences among the various levels of M&E units.

V. Insistence on clearly defined KPIs in all programmes/projects. No project will be admitted into the budget or approved without explicit statement of how it will be monitored and evaluated, including where possible, quantifiable indicators and targets.

VI. Allbudgetproposalswillbe required to indicatea ‘riskbenefitanalysis’,stating thecritical assumptions and external factors upon which the achievement of budget objective depends.

13.7 M&E Reporting Format All MDAs will be required to adopt the same M&E reporting format and other guidelines

that would be provided from time to time. All reports will ensure that:i. Approved projects include an M&E plan with appropriate indicators.ii. There are sections for feedback from the various government supervisory agencies

and stakeholders.iii. Performance evaluation of budgets and projects are carried out at the end of the

budget year or during project implementation. This would be regularised and included in project design for effectiveness.

The report format addresses the following among others:• MDAs initiatives/activities/projects – each MDA would provide full details on every

project stating clearly targets to be achieved.• Implementingagency–MDAdirectlyimplementingtheproject.• Monitoringagency–supervisoryagenciesand/orotherstakeholders.• Monitoringfrequency–projectmonitoringfrequency,dependingontheprojectnature

could be quarterly, half yearly or annually.• Keyperformanceindicator(KPI)-observableimprovementexpressedinquantitative

and qualitative terms.• Percentagecompletion–extentofprogramme/projectcompletion.• Issues-allidentifiedrisksassociatedwithprogramme/projectexecution.• Mitigation-necessaryremedialactiontakentopreventorminimisetheimpactofthe

risks identified.


127

CHAPTER

Future Prospects

FOURTEEN


128

14.1 Fiscal Adjustment StrategyThe Delta State Government recognizes that the present economic scenario of dwindling revenue from both federation allocation (FACC) and internally generated revenue (IGR), in the face of significant debt overhang poses a big challenge to economic management. It demands that we adopt a fiscal adjustment strategy that will ensure minimal distortion of our robust plan. In this respect, the need for the establishment of a stabilisation fund has become imperative, to ensure that the fiscal implications of volatile and unpredictable revenues are mitigated. We intend to achieve this through the conversion of our volatile revenues into a stable stream of finance for expenditure. To this effect, the state’s medium term fiscal strategy document will be fully developed during the DSMTDP period.

14.2 Diversification of the Delta State Economy Complimentary to our fiscal adjustment strategy is the diversification of the Delta State economy. In this regard, concerted effort will be intensified in the pursuit of employment and wealth creation policies, that support a flourishing agriculture and agro-processing industrial sectors, promote trade, enhance security and peace building, and support human capital development. These policies will also be supported by a renewed urban and rural infrastructural development drive that will be private sector driven. This will be a panacea for future economic growth and development.

14.3 Stakeholders Collaboration and CooperationEffective mobilization and deepening of stakeholder collaboration and cooperation, particularly private sector engagement, will be key to the successful implementation of the plan. Considering this administration’s avowed commitment to good governance, transparency and accountability and zero tolerance for corruption as encapsulated in the manifesto, future prospects for Delta State appear bright with the successful implementation of DSMTDP.

129129

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136

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