Final Version
Kano, August 10, 2005
8/18/2019 Cement Project.pdf
Contents
5. Socioeconomic Environment of Core Communities
6. Community Expectations
7. Results Framework
16. Performance Indicator Tracking Table
17. Program Quarterly Implementation Plan
18. Public Consultation, Disclosure and Grievance Plan
19. Conclusions and Recommendations
Executive Summary
The Dangote Industries Ltd., through its subsidiary
Obanaja Cement Plc., has embarked on a Greenfield cement
development project in Obajana, near Lokoja in Kogi State,
Nigeria. According to the impact assessments carried out, the
project will result in significant beneficial and adverse social
impacts. There will also be influx of both expatriate workforce and
non-indigenous Nigerians to Obajana and the surrounding
communities; namely, Oyo, Apata, and Iwa. The International Finance
Corporation (IFC) and the Dutch Finance Company for Developing
Countries (FMO) are considering a proposed investment in the
Obajana Cement Project (OCP) and requires assurance that the risks
from influx and other impacts on the local communities can be
properly mitigated In order to alleviate some of the identified
social impacts,
The objective of the preparation of this Influx
Management/Community Development Plan (IM/CDP) is to establish a
model for sustainable social and economic development
for communities confronted with the various negative impacts that
will result from
activities associated with the operations of the cement factory at
Obajana. OIC International (OICI), an NGO with extensive
experience in community development was therefore contracted by
Dangote Industries Limited to prepare a IM/CDP for the Obajana
Cement Project. The task for OICI was to use available data and
reports and prepare a comprehensive IM/CDP incorporating results
framework, monitoring and evaluation, detailed implementation plan
and influx management mitigation plans.
A four-member OICI team prepared the IM/CDP using the data
generated from the community assessments and working/planning
sessions. Mainstream statistical data
collection methods were combined with participatory
methods—Participatory Rural Appraisal (PRA) and Participatory
Learning and Action (PLA)—to collect the needed
data and information required to fill in the gaps of the draft
IM/CDP report. In addition, OICI embarked on semi-structured
interviews and focus group discussions. Furthermore, there will be
consultations with relevant stakeholders including local
communities, government ministries, community-based organizations,
civil society organizations, opinion leaders and local
leaders.
OICI’s recommends that IM/CDP’s specific objectives for the eight
primary stakeholder communities be to:
Increase income and economic opportunities of
farm households;
Improve the health status of targeted
beneficiaries; Improve the level of education and
livelihood skills; and,
Increase the organizational and conflict resolution
capacities of the representatives and key members of the
primary stakeholder communities
In addition to the activities outlined in the IM/CDP for effective,
amicable, long lasting relations and mutually beneficial relations
between OCP and its surrounding communities, the following
recommendations are proposed:
Recommendation No. 1: Identify a Nongovernmental Organization
to Implement this
Program
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The OCP needs to engage a reputable and experienced NGO for
assistance during the implementation of the IM/CDP. The NGO is
expected to provide a whole range of services, skills and manpower
to implement the plan. There are many reasons why the Company
should engage the services of an NGO and these include the
following:
Concerted effort is required to improve organization at
the community-level. The level of effort required to do this cannot
be dealt with solely by the OCP community development department.
Therefore the assistance of an NGO is required.
Specialized technical assistance is needed to implement
the micro-enterprise, micro- credit, water and sanitation,
education and health projects
Specialized project monitoring assistance is needed in
the monitoring and evaluation and overall management of the
program
The implementation of these activities requires intensive guidance
and follow-up and it is
instructive to hand over such responsibilities to an experienced
NGO. The NGO should have extensive knowledge of previous
interactions and commitments between OCP and the core and pipeline
communities and experience in the following areas:
Agricultural training in food and cash crop
production
Agricultural products processing and value
addition
Microenterprise development skills
training and microcredit support
Vocational-technical skills training
Collaboration with NGOs and CBOs and Government
institutions.
Recommendation No. 2: Ensure that the OCP Community Management
team is at all times made up of Nigerians. The cultural
nuances and sensitivities need for effective consultation and
disclosure should not be under estimated.
Recommendation No. 3: Commercialize the Proposed Internal Truck
Parking Area to Help Finance Community Development
Initiatives. The OCP proposed internal truck parking area
should be on completion, commercialized. Proceeds from the truck
park area should then be channeled towards the execution of
community development projects
beyond the initial year.
Recommendation No. 4: Commence Operation of the Proposed Internal
Vocational
Training Facilities. OCP, as a matter of urgency, should
commence operation of the proposed internal vocational
training facilities. This facility and the recruitment of
vocational trainees will go a long way in meeting the employment
demands of communities and the employment needs of OCP.
Recommendation No. 5: Employ an Additional Community Liaison
Officer from the Pipeline Community Indigenes. An
additional Community Liaison Officer (CLO) should
be employed by OCP from the indigenes of the pipeline
communities. This will give them representation, sense of belonging
and ease communication problems with the communities.
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Recommendation No. 6: Constitute the Grievance Resolution Committee
Without Delay. The OCP Grievance Resolution Committee
(GRC) should be constituted without delay. The committee should
derive its membership from the: SHES department and specifically
the EIA team who have vast knowledge of the terrain and the
communities involved; the office of the GM Special Duties who are
currently responsible for public consultation and disclosure in the
communities; one representative each from the Security Department,
Maintenance Department that is responsible of all transportation
activities, the Medical Department, and the Civil Engineering
Department who is currently responsible for installation of
infrastructure projects related to community development activities
being executed by OCP.
Recommendation No. 7: Consult with the Core Community Consultative
Forum (CCCF) and the Community Chiefs on the Issue of OCP
Employment Vacancies. OCP should discuss with both the Core
Community Consultative Forum (CCCF) and the Community Chiefs on the
issue of OCP employment vacancies. The communities should
be given the chance to source for candidates that may be
employed. However, it should
continue to be made clear, that getting employments are based on
the past performance, qualification and competence/skills of the
candidates.
Recommendation No. 8: De-emphasize the Use of Money to Solve
Community Problems and Grievances. OCP should
de-emphasize the use of money to solve community problems and
grievances. This strategy serves as a temporary solution to what
could be long-term problems. OCP should focus all its energy on
public
consultation and disclosure, grievance management and execution of
community development projects.
Recommendation No. 9: Begin Immediately the Commissioning of
Promised
Infrastructure Projects. OCP should, without delay begin
the commissioning of infrastructure projects they have promised,
approved or begun. Examples of aforementioned projects include
school classrooms block construction, boreholes, and scholarship
awards for the four core communities.
Recommendation No. 10: Address Issue of Previous
Promises. OCP should address the issue of 1,200 bags of cement
promise made to the Obaloo of Oyo by the President of Dangote
Group.
Recommendation No. 11: Provide Business Opportunities to
Community-based Contractors. OCP should patronize
Community-based Contractors with contracts that
have less technical requirements. This is another way of empowering
the communities.
Recommendation No. 12: Construct Additional Boreholes. Based
on the volume of influx of people into Obajana, an additional
borehole should be constructed for Obajana Community.
Recommendation No. 13: Facilitate the Enforcement of Good
Driving Practices. Based on the envisage volume of vehicular
traffic that is expected in Obajana when production begins,
there is a need to enforce good driving ethics. There should
be
adequate road signs and provision for pedestrian crossings.
Collaboration with Nigerian Police and the Federal Road Safety
Commission is of paramount importance in this
regard.
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Recommendation No. 14: Provide Core Communities with
Access to Electricity. OCP in collaboration with Lokoja Local
Government and Kogi State Government should explore all
possibilities for the provision of electricity to the core
communities of Obajana, Iwa, Oyo and Apata.
Recommendation No. 15: Promote the Development of Residential
Construction and Transportation-related Businesses. Core
communities should be encouraged to take advantage of the influx of
people into the area by building residential and commercial
accommodations and investing in transportation business.
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1. Background
1.01 The Obajana Cement Plc (OCP) is located in Obajana, near
Lokoja, the district capital of Kogi State. There are several
villages located in the operational area of the factory. All these
communities are going to be impacted by the establishment of the
factory and the various activities will pose difficult social,
economic and environmental issues for the local populations of
these villages. Within this context, it is critically important
that an effective Influx Management/Community Development Plan
(IM/CDP) is create that will create a foundation for sustainable
community development initiatives that will continue to benefit
affected communities both during the timeframe within which factory
operations will be underway and after its eventual closure.
1.02 The goal of the OCP in this process is to promote economic
development through the implementation of community-based
activities that will improve the quality of life for
the primary stakeholder communities and the local region. Within
this context, it was
decided to fund the review and gap analysis required for the
development of a comprehensive IM/CDP for communities associated
with the OCP based on all the preceding work that has been
done to date. OICI, an international nongovernmental organization
based in Nigeria, was commissioned to carry out the development of
the IM/CDP.
1.03 Principal Objective of the OICI IM/CDP Development
Effort. The International
Finance Corporation (IFC), in considering the proposed investment
of the Obajana Cement Project (OCP), commissioned several studies
in the catchments of the Obajana
Cement Project in fulfillment of the legal and other requirements
to ensure that the risks and other impacts of the proposed
activities associated with the establishment of the
cement factory have been met. Also, a Terms of Reference (TOR) has
been prepared for a Consultant to provide guidelines for the
development of a combined IM/CDP that would provide guidelines to
mitigate the adverse impacts of activities associated with the
establishment of the cement factory, the expected influx to the
project area and the downstream impact of the routing of the gas
feeder pipeline.
1.04 The first draft of the IM/CDP was prepared and submitted to
the IFC by a Consultant. Even though the document met most of the
requirements of the TOR, it was concluded that the plan proposed
required further improvements in order to address all the
outstanding issues and gaps. OICI formally received a request from
the IFC to submit a proposal to undertake various tasks among which
is an assignment to review all
relevant primary and secondary data and fill any identified data
gaps and thus enable the conceptualization and designing of
comprehensive IM/CDP.
1.05 The objective of the preparation of this IM/CDP is to
establish a model for sustainable social and economic development
for communities confronted with the
various negative impacts that will result from activities
associated with the operations of the cement factory at Obajana.
This document seeks to provide a workable plan that lends itself to
easy decisions that will be made regarding allocation of funds for
the various activities, implementation scheduling, monitoring and
evaluation of the program.
Information requirements for a comprehensive IM/CDP also presuppose
a continuous and
constructive engagement of target communities and other
stakeholders on ways and
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means of achieving this to the satisfaction of the majority of
stakeholders. The OICI team, as part of its activities, initiated
and pursued consultations with diverse groups of stakeholders who
were able to provide the information required to enable the
preparation of a comprehensive IM/CDP reflective of the development
needs of the communities to be affected. This document
reflects the results of extensive research, socioeconomic analysis
and design work performed by the multidisciplinary team organized
by OICI.
2. Methodology
2.01 The IFC has commissioned several studies in the catchments of
the Obajana Cement Plant. As part of its preparations, the OICI
team benefited from a thorough review and analysis of these
reports’ conclusions and recommendations. This assisted the team in
seeking and getting more details on each thematic and sectoral
subject identified. These subjects are those that touch on the
survival of the people in the ordinary course of their daily lives.
The gap analysis consisted of a review of all the available
documents and
comparison with the work that OICI has done in the past for other
private sector
companies in order to document the elements that were missing in
the draft IM/CDP that had been submitted to the IFC. This report is
the product of joint collaboration with officials of the OCP (the
General Manager, Special Projects and his team) and various
stakeholders including the chiefs and people of the affected
communities.
2.02 OICI’s strategy in conducting this study was to ensure that as
many stakeholders as possible had prior knowledge of the
schedule of our visits and its importance for
everyone. This significantly affected the turnout in the various
communities. By this, the trips recorded more participation by more
stakeholders including those who ordinarily
would not have attended. Information exchange has been richer and
deeper. Discussions centered on soliciting views, clues,
suggestions and opinions on possible interventions to
address the many problems that confronted the people concerned. The
Team obtained several and new insights from these interactions with
the people.
2.03 To maximize the gains arising from the above, therefore, the
Team deployed a variety of participatory approaches, instruments
and penetrating power of observation. The approaches included
semi-structured interviews, historical profiles, daily schedule
profiling (men and women in productive age bracket), recall
methodologies (patrons and advisers of local associations-past and
present), comparative scenario analysis, segregated group
interviews (for women and youth), focal group and panel discussion
as well as interactive sessions (chiefs and community leaders-past
and present). Capable interpreters were used when the need arose to
ensure that there was no loss of meaning in
the ordinary course of interpretation. This was achieved through
crosschecking, emphasizing central issues and monitoring
responses.
2.04 In order to deal with the problems of gender inequality
prevalent in many rural societies, an effort was made to interview
women separately from the men in order to
afford them the opportunity to give their views and perspectives
without the interference of the men. According to the women, for a
long time they had looked for this opportunity to express
themselves unhindered by the physical presence of their husbands
which our methodology afforded them. The Team was told by the women
to see their responses as
true reflections of their independent thoughts and feelings. They
were freer and more forthcoming in their responses to the Team’s
enquiries.
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2.05 In addition, various consultations with both communities and
other stakeholders were undertaken. Consultations with the
community members were undertaken to discuss their current
conditions, needs and wishes and to enable them to collectively
indicate their choices for support while the consultation with the
other stakeholders was to engender the exchange of knowledge about
current conditions in the communities, the present and future
activities to be undertaken by these stakeholders in the
communities and the potential success of future development
opportunities.
2.06 The problems identified and prioritized by the communities
formed the basis for the design of the various interventions that
have been suggested for funding and implementation. Finally, in
collaboration with the communities, community-based projects
were designed to improve the quality of life (education, health,
water and sanitation and the skill base of the community members,
and also the identification of various economic opportunities.
Discussions were also held with all stakeholders concerning
disclosure of information on the IM/CDP and possible conflict
management
procedures.
3. Gap Analysis
3.01 The OICI Team reviewed all relevant primary and secondary data
in order to assess any identified data gaps that would have to be
filled to enable the conceptualization and designing of
comprehensive IM/CDP. Even though documents provided met most of
the requirements of the TOR, it was concluded that the plan
previously proposed required
further improvements in order to address all the outstanding issues
and gaps.
3.02 The major parameters on which information is required in order
to effectively develop a comprehensive IM/CDP are listed below. The
various reports that have been
prepared were reviewed and compared with the under-listed
parameters on which data are required to establish the level of
comprehensiveness in providing as much of the information required
to start the process of developing the IM/CDP:
Identification of Stakeholders
• Identification of stakeholders
• Land use
• Woodlots and protected areas • Utilization of indigenous flora
and fauna
Local Infrastructure
• Waste disposal facilities
• Education
• Health
• Entertainment
• Religion
• Roles of local and national government, NGOs and CBOs and the
Cement Company in providing services and facilities
Population and Demographic Characteristics of Affected
Communities
• Population distribution
• Migration
• Community livelihood profiles
• Employment status
• Farming systems
• Income streams
• Education and skills profile
• Land use and natural environment
4. Insights from Previous Reports
4.01 A large body of information required to provide the elements
for developing an IM/CDP is available from the very exhaustive
reports available. These reports have provided details of the
demographic, socioeconomic and sustainable development issues
and information, among others, on the affected communities and have
provided a list of the developmental problems of the people at the
community and the household levels.
4.02 These documents were instructive in providing a detailed
analysis of the problems of the communities, in terms of quality of
life components (safe flowing good quality water, sanitation,
education, health care services and access to health facilities),
road and electricity infrastructure, and economic livelihood
components (improvement of skill base and general capacity
building of local communities, improvement of livelihood activities
and measures to promote local business development, microcredit and
the establishment of microenterprises). The reports formed the
basis for thinking through the problems faced by the affected
communities and also provided the elements required for
designing the IM/CDP. The draft IM/CDP presented earlier by the
preceding Consultant comprehensively summarized the findings of the
various studies that provided basis for problem
identification and analysis and the listing of prioritized felt
needs of the primary stakeholder communities.
The document, however, did not specify the following elements that
are required to operationalize the IM/CDP:
Design of the IM/CDP that details the
Goal, Objectives, Strategies, Activities, associated Resource
Requirements and Indicators that establish the means and ends
relationships and which will be utilized in the development of the
Results Framework
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the road by a group settles who actually sought for and obtained
the permission of Iwa— and by extension Oyo—to be allowed to
settle on Oyo-Iwa land.
5.04 Population. Based on 1991 census projects, the
population of Obajana by early 2003 was expected to be 500 people
but by January 2003 respondents put this value at about 650 and
1,000 with an average of 780 people. During a survey in June 2004,
the population of Obajana was estimated to be 1500 made up of
63.2% strangers and 46.8% indigenes. By September 2004 respondents
put the population of Obajana at 3,000 and 3,500 during the day,
and between 1400 and 1800 at night. The higher the population
during the day is due to an influx of factory workers and job
speculators residing outside Obajana, i.e., nearby towns such as
Zariagi, Lokoja, Oshokoshoko and Kabba.
5.05 From in-depth interviews conducted it is estimated that by
July 2005, , the population of Obajana will be about 6,000
with 2000 as indigenes representing 33% of the entire population.
Apata is estimated to have a population of 2,500 with 1,300
as
indigenes representing 52% of the entire population. The 1991,
population census puts
the Oyo population at 272 people, based on which a projection of
373 was made for 2004. However, respondents in Oyo estimated their
total population to be much higher (between 2,500 and 3,000,
consisting of those in the village, those living elsewhere and
migrants) and that some of their members were not counted during
the 1991 national census exercise.
5.06 Population changes between January 2003 and September 2004
were not significant.
Oyo has seasonal population changes, with higher populations during
the dry season due to influx of migrant Fulani households. As of
July 2005, Oyo has a population of about
3,000 due to influx of people from OCP who are residents of the
community. Consequently, Iwa has a population of about 3,500 due to
influx of people from the OCP
influx and other migrant’s resident there.
5.07 Household Size. Household size is apparently large in all
the communities, because they comprise of extended families. In
Oyo, for instance, there are hardly any homes with only one
household. There are four to nine children per household.
5.08 Marital Status. Among the natives, most males above the
age of 25 years, and all women over 23 years are married. As for
non-natives, many men are either single or unaccompanied by their
wives. With the commencement of cement project, there has
been a significant influx of single men into the neighboring
villages comprising of construction workers and those in search of
jobs. Polygamy is common in the study area.
The Hausas and Fulani never have more than four wives allowed by
their religion (Islam). The Ebira and Bassa do have more than four
wives; while polygamy is minimal amongst those profess to be
Christians.
5.09 Cultural/Religion: The Oworo people (Obajana, Oyo, Iwa,
Apata) have a rich
culture embedded in the deity system, language, religion songs,
music, festivals, values etc. In Obajana, about 50% of the native
population is Muslim and the other half Christians. All the Hausas
and Fulani are Muslims, the Bassa migrants are 80% Christians while
the Egbiras are divided 60% Muslims and 40% Christians. Oyo is said
to
be 70% Christians, 20% Muslims and 10% animists. In Obajana
as there three churches and one mosque, while in Oyo we have one
church and one mosque as of July 2005.
Notwithstanding, both participate in Christian or Muslim.
There is also a general festival
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called Oworo festival which is celebrated once a year among the
four communities of Oworo land.
5.10 Local Beliefs. In Oworo clan, most indigenes whether
Muslim or Christians still have residuals of traditional African
beliefs. There is true respect for the aged as it is believed
that they are in tune with the spirit world.
5.11 Political Structure. Obajana is governed by an Oba
while the Oyo is the Obaloo. Both are assisted by a council of
chiefs. Their major roles and responsibilities are to maintain
peace and order, resolving conflicts, observing cultural festivals,
organizing community development work, allocating farm lands to
migrant farmers. They are kept informed about the local land being
used by indigenes so that he can adjudicate in case of conflicts. A
land committee has been in place since the year 2003 to oversee and
regulate sale of land to non-indigenes who may want to build to
take advantage of the citing of the Cement company. In each
community there are youth and women leaders who represent
their respective constituencies at the village council meetings.
There are also
development associations which serve as subsets of the Community
Development Associations.
5.12 Educational Facilities. There is only one primary
school each in Obajana, Apata, Iwa and Oyo. In July 2005, the
management of OCP awarded the contract for the construction of a
new two-classroom block in each of the four core communities in
Oworo land to enhance better learning environment/increase the
capacity of existing
facilities. The nearest secondary school is about 17 kilometers
from Obajana.
5.13 Health-Care Facilities. The Oworo clan, comprising
of the four communities mentioned above has no public health care
facility. In January 2003, a small private clinic
was opened in Obajana and another one was also opened in Oyo in
2004. Patients depend on local and patent medicine vendors or the
General Hospital in Lokoja. As of July 2005, the Management of OCP
has unveiled plans to construct a twenty-bed cottage hospital to
cater for OCP staff and the four core communities for improved
health services. In the Community Development Plan submitted by
OICI, a mobile clinic is proposed to complement the services of the
planned cottage hospital.
5.14 Utilities: Water and Electricity. None of the communities
in the Oworo clan has electricity and potable water. Presently,
Julius Berger, a civil Contractor to OCP is supplying potable water
to Obajana, Apata, Iwa and Oyo. Other sources of water include
rainwater, which is harvested into tanks during the raining season.
In a bid to make his
host communities comfortable, OCP has commissioned the construction
of one borehole for each of the four core communities as of July
2005. Additionally, OICI has proposed that the OCP should engage in
further discussions with the National Electric Power Authority
(NEPA) facilitate the supply electricity to the four
communities.
5.15 Security Services. Security in the core communities is
provided by various traditional means as well as by hunters in the
area. The only police station is nine kilometers away. Currently,
the most frequent problems that require police action arise from
the activities of the Fulani pastoralists and their cattle and
adultery. It is envisaged
that with the increasing influx of people into the area as a result
of the establishment of the cement plant there will be an increase
in criminal activities. As of July 2005, the
OCP, with approval from the Nigerian Police, have advance plans to
site a Police Station
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between Zariagi and Apata and a police post in the quarry and
near the OCP housing estate.
5.16 Land Ownership Access. In Oworo Clan, land is communally
owned. While the land in Apata and Obajana belongs to individual
communities, the situation in Oyo and Iwa is slightly different;
land is jointly owned by the two brother-communities. In Apata and
Obajana, land for housing is allocated at compound level to avoid
conflict. In Oyo and Iwa, members of the community are at liberty
to plant and harvest crops and economic tress anywhere. Timber is,
however, exempted from the list.. Migrants who have lived in the
area for more than twenty years and of good outstanding can farm
anywhere they choose but cannot harvest economic trees on the
land.
5.17 Farming Methods. The agricultural production system
for arable crops in this area is based on the planting of crops on
heaps of soil. Except for tree crops, all crops are planted
on mounds/heaps. The crops grown in the area are ranked according
to the level
of importance as follows: yam; cassava; pepper; Guinea corn; maize;
melons; vegetables;
cashews. The most important inputs to farming are labor, planting
materials, and implements. The hoe and cutlass are the most
important farm implements used by farmers. Farming has been the
predominant occupation before the construction of Obajana Cement
Plant. As at July 2005, however, there has been a large increase in
the number of people engaged in micro and small business
activities.
5.18 Availability of Credit Facilities. There is a
general absence of any credit facilities in
the project area, and there are no banking facilities at all. The
nearest bank is located at Lokoja where a few farmers have their
savings. The farmers do not benefit from credit
facilities because of the collateral requirements of the of these
commercial banks.
5.19 Marketing System. The entire marketing system for the
core communities is a subset of the big five-day market in Lokoja.
Lately, commercial activities have been on the increase because of
the significant increase in population arising from the sitting of
the cement plant in the area. The market stalls are not officially
allocated to individuals and anyone is free to sell anywhere.
Because of the prevailing circumstance of increased trade, both
indigenes and strangers can buy and sell basic commodities to
satisfy their immediate needs without necessarily traveling to
Lokoja again.
5.20 Based on the OICI Team’s assessment, the following conclusions
were also reached with respect to the project target areas
socio-economic conditions:
5.21 Agricultural Production is restricted by inefficient
farming practices, lack of tools and equipment, lack of critical
inputs (such as improved seeds and fertilizers), poor soil
fertility in some areas, elephant grass invasion. Low production is
compounded by high post-harvest losses largely due to poor
storage facilities and a lack of skill and knowledge of
post-harvest handling and processing. Weak market linkages and poor
supporting
infrastructure such as credit facilities, irrigation systems,
roads, public transportation, electricity, and communications
networks further hamper agricultural development.
5.22 Environmental Security is at risk in the area due to
destructive farming practices,
and inadequate natural resource management. Conservation practices
such as tree planting, soil and water conservation, use of
agro-forestry, cover crops, natural
fertilization, and composting are limited. All these factors are
leading to land and soil
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degradation and loss of bio-diversity which threaten sustainable
investments in development initiatives in the future.
5.23 Economic Development is constrained by low income and
limited economic opportunities. Farmers receive low farm gate
prices, selling farm production at harvest to meet immediate cash
needs and to liquidate accumulated debt. Annual cash incomes of
households are very low. A large proportion of incomes derived
primarily from agricultural activities are spent on food. Farm
households have few skills and opportunities to get skills training
to generate supplemental non-farm income and employment.
5.24 Access to Clean Potable Water year round in the
concession as well as inadequate sanitation facilities are major
problems for these communities. These improperly designed water and
sanitation systems function as prime breeding grounds for
mosquitoes, the primary carriers of malaria, which is one of the
leading causes of death in
Nigeria. Poor water and sanitation facilities are also the
cause of several water-borne and
infectious diseases that account for the high morbidity and
mortality in both adults and children in these communities.
5.25 Access to Health Services and Care, Essential Drugs,
First Aid is also constrained but primarily in the
rural areas of the concession. There are very limited opportunities
to access health services, training in behavior change
communication and education on key messages in health, nutrition
and sanitation, training in prevention and treatment of
diarrhea, malaria and other water-borne diseases and growth
monitoring to ensure improved community, maternal and child
health.
6. Community Expectations
6.01 The process of arriving at the various community
development issues was structured
as follows:
Previous work on the IM/CDP had identified various basic
felt needs and interventions that the communities had listed. These
were shared again with the community members for their
consideration and discussion.
In a validation process, the initial felt needs were
discussed by the Team with women
and men separately in each community to ascertain whether these
needs are regarded
as suitable and necessary by the community members and whether
there is no overlapwith activities of other stakeholders in the
communities, and whether these activities fit into the development
strategies of the local government. These needs were adapted
according to the comments of the community members.
The groups of women and men, consulted separately, selected
their priority needs that were converted into projects covering
quality of life improvement and economic opportunities projects.
Incidentally, the priorities of the women harmonized with
those of the men showing unanimity of purpose in all the
communities.
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6.02 Situation Analysis. The communities expect to witness an
accelerated pace of development through the translation of their
felt needs into concrete projects and implementation of those
projects. They were quite emotional about this and their feelings
were very strong. Although they had previously mentioned their
needs as revealed in the reports of earlier missions, they
explicitly expressed the hope that the recommendations of this
mission will lead to concrete action in their communities this time
around. According to them, they had held several meetings with the
OC Plc officials and other stakeholders to whom they have revealed
the preferences of their communities. Therefore, they felt OC Plc
can accelerate action on the development of their communities. The
anxiety in the core and pipeline communities is pervasive and cuts
across all groups and levels– Chiefs, Community Leaders, Community
Development Associations (their Executives, Patrons and Advisers),
the Aged, Men, Women, the Youth and Children. The indigenes who
live in Lokoja and other distant towns and cities also share this
heightened feeling of expectation. The apprehension in some of
these communities stem partly from the treatment they got from the
activities of certain
agencies and companies in the past.
6.03 In Egayin, one of the pipeline communities, the environment
was adversely impacted by a major construction company without
appropriate mitigation measures. The community is still living with
the effects of this adverse impact. They consider this a
maltreatment of their citizens and community and are expressly not
happy about it. They fervently hope that their community would
receive a more humane treatment in this project
arrangement.
6.04 In Idodenge, Irepeni and Irapana communities, the ward heads,
community
chairmen, the men, Youth and the very assertive women told us that
they have always been cheated. They referred to situations in
the past where their fertilizer allocations were
diverted and they want to be involved in programs that would not
allow this to occur again.
6.05 Please refer below for details pertaining to some of the plans
on the drawing board and projects that are being implemented by the
OCP in the primary stakeholder communities as at July 2005:
Potable Drinking Water: Contract has been awarded for
the provision of one borehole in each of the four core
communities but more are required because of the
large populations.
Employment for the Indigenes: The OCP is planning to
establish a technical/skill training facility for staff and youths
of the core communities for them to acquire skills that will merit
their being employed by the company.
Electricity Supply: The OCP has plans far advanced to
contact the power company to facilitate power supply to the
core communities to enhance economic development.
Schools: The OCP has completed the construction one
two-classroom block each in Obajana and Apata, while the one at Iwa
is at roofing stage. The Oyo construction is yet to start because
of their indecision as to where the structure should be located in
case they will have to be relocated.
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Roads: In Oyo, there was a demand for the
extension of quarry road to the community as well as the
construction of a bridge across river Mimi. As of July 2005, the
bridge has been constructed and the road construction is receiving
serious attention.
Credit Facilities to boost business activities: The
OICI Team recommended to the OCP Foundation to facilitate the
establishment of micro-credit facilities to support the
business activities of project.
Construction of palaces for the Oba of Obajana and
Obaloo of Oyo.
Health Facility: A 20-bed cottage hospital is planned
for OCP staff and core communities for improved health care
services. OICI further recommends the provision of an
ambulance service to support the cottage hospital.
Police Station: As of July 2005, the OCP has
established plans to contact NigerianPolice to site a Police
Station between Zariagi and Apata, and also to site a Police
post in the quarry area and another one near the OCP housing
estate to deal with criminal activities in the area.
6.06 Validating Community Needs. All the communities have a very
clear picture of what constitute their needs. The procedure adopted
by the team started with review of the needs submitted earlier and
reports from previous meetings. We still made efforts, however, to
notify the communities of the requirement to validate and then rank
accordingly. They recognize resource constraint as a limitation
which would make it unadvisable to attempt to meet all the needs at
the same time. To achieve this, we
discussed all the needs with them and they were allowed to resume
consultations amongthemselves, men and women. They then
communicated their decisions to us through the chiefs and community
leaders. We confirmed their decisions through voice and hand
votes after which the agreements were appropriately recorded.
6.07 Furthermore, our visits revealed several major priority needs
of the affected communities. In Ajaokuta Local Government Area
under whose jurisdiction the pipeline-
communities fall, the authorities have been in touch with OC Plc on
priority areas of their needs. In Ohunene (one of the pipeline
communities with a population of five thousand people), they
have to travel to Ajaokuta, 2km away to receive medical services.
For the people of Ohunene, this is the nearest hospital. In
Adavi Local Government in whose
jurisdiction three of the pipeline communities (Idodenge,
Irepeni, Irapana) fall, the authorities of the local government
underscored the importance of capacity-building as an
important factor in transforming these communities.
6.08 Analyses of various documents and site visits revealed
several major priority
needs of the affected communities. These priority needs
and the interventions required fulfill them are as follows:
Potable Water
Hygiene promotion
Establishment and training of water and sanitation (WATSAN)
committees (training in prevention of diarrhea, malaria other
water-borne diseases)
Construction of sanitation facilities (toilets, and solid
waste dumps)
Establishment and training of pump and water facilities
care-taker committees
Education
Improvement of schools buildings (building or renovating,
supply of furniture, teaching materials)
Improvement of skill base of local communities through
vocational training
Establishment of a scholarship program
Health-Care Services and Access To Health Facilities
Subsidizing health unit for purchase of drugs
Provide transport for health unit outreach workers
Establish health posts
Development of Economic Opportunities
Enhancement of group formation
Professional and technical training (targeting youth for
employable skills training)
Improvement of Livelihood Activities
Improvement of production and productivity of farmers
Enhancement of access to services and supplies of service
providers to improve output of current cultivated crops
Measures to promote local business development and
establishment of Small and Medium-Scale Enterprises (SMEs)
Establishment of micro-credit scheme
Awareness creation for identification of present and
emerging opportunities
Organization and Leadership training
7. Results Framework
7.01 These specific felt needs validated and prioritized by the
communities were subjected to problem and objective analyses using
the problem tree methodology to derive the Goal, Objectives,
Strategies, Activities and Indicators. The output of this exercise
by the team formed the basis for the design of the program that is
summarized in the Results Framework below:
Intermediate Results and Primary Activities under each
Strategic Objective:
Objective 1: To increase income and economic opportunities of #
farm households in 8 primary stakeholder communities.
Intermediate
Results (IRs) Primary Activities
IR 1:Improved sustainable food and cash crop production , handling
and storage among # farmers
1.1. Training in sustainable food and cash crop production
systems
1.2. Provision (through input credit) and facilitation of
access to agriculture inputs such as seeds, fertilizers, and
tools.
1.3. Training in livestock production and management and provision
of improved breeds of animals
1.4 Training in practices to improve environmental security
and natural resource management.
1.5 Training in post-harvest handling and safe storage technologies
for grains and tubers
IR 2: Income generating capacities of #
women, men, (youth) improved
3.1. Formation of men and women’s business groups for market and
input access
3.2. Technical skills training for men and women in processing,
crafts, trades, and other
small-scale enterprises 3.3 Provision of appropriate technologies
for processing, value addition.
3.4. Training in micro-enterprise development, management and
marketing.
IR 3: Access to Micro-credit increased for # of clients
4.1. Formation of business groups for group lending
4.2. Training in micro-credit management and basic book and record
keeping
4.3. Provision of group loans through producer cooperatives using
group lending micro- credit scheme.
Objective 2:. To improve the health status of # (population) living
in the 8 primary stakeholder target communities
Intermediate
Results
Primary Activities
IR 4: Improved health and nutrition practices of # women, children
and men.
4.1 Behavior change communication and education on key messages in
health, nutrition, and sanitation for men, women and children
4.2 Training of community health agents in prevention and treatment
of diarrhea, malaria, guinea worm and other water-borne
diseases
4.3 Malaria and Diarrhea disease prevention Campaigns
4.4. HIV/AIDS awareness education and prevention.
4.5. Construction of clinic/hospital
21
IR 5: Access to potable water and sanitation facilities increased
for #
people
5.2 Establishment of # of surface-tank water systems.
5.3. Construction/promotion of # latrines, liquid drains, and # of
waste dump pits.
5.4. Establishment and training of # community water and sanitation
committees.
5.5. Establishment and training of # borehole pump and water source
care-takercommittees.
Objective 3: To improve the level of education and livelihood
skills of # population living in 8 primary stakeholder target
communities
Intermediate Results
Primary Activities
IR 6: Improved access to quality- education, and recreation
facilities.
6.1. Construction/Rehabilitation of existing school infrastructure
in 4 proximate communities
6.2 Advocate with DA and local authorities for provision of
teachers and school
supplies
6.3. Construction of vocational training facility/Scholarships
skills training elsewhere
6.4. Provide on the job training and/or apprenticeship 6.5.
Formation of Parent/Teacher Associations
6.6. Refresher staff development courses for teacher,
6.7. Provision of playground and sports equipment for youth.
6.8. Link with book and educational materials donation
programs.
Objective 4: To increase the organizational and conflict resolution
capacities of the representatives and key members of the primary
stakeholder communities
Intermediate Results
Primary Activities
7.1. Training in participatory group dynamics, decision-making and
problem solving of Community Consultative Committees
7.2. Formation of community support groups and social welfare
clubs
7.3. Capability building and training for access to social
services
7.4 Training to build local contracting capabilities
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Identified Project Purpose Timing of
Implementation
Implementing
Party
Resources
Needed
Budget
WATER
To meet the additional needs generated from population
increase
Sept. 2005 OCP Borehole construction materials
Labors
To improve the
To provide medical assistance and treatment to 2000
community members
Sept. 2005-Services to be provided on a weekly
basis
OCP
Ambulance, pharmaceutical s, Two health care providers, and
IEC/BCC materials,
Sept. 2005-Three week training course. Peer facilitation meeting to
continue after formal training
SANITATION
dump site Establishment,
recruitment and training of community water/sanitation committees,
including selection and training of borehole pump and water
source caretakers
To assist in the prevention of diarrhea, cholera, and
guinea worm
To promote and
improve community hygiene
To establish community ownership of the water and sanitation
facilities
Sept. 2005-Recruitment and Training
OCP- Civil Engineering Dept.
NGO- To be determined
Oct. 2005- Construction to commence after trainings
Construction and building materials
Trainers, training materials and venue
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24
social amenities and imposed demands for non-existent ones, which
has resulted in tensions and frustrations, especially amongst the
unemployed youths.
Scarcity of Water: Due to land take and influx of
people, there is a serious lack of water in
the project affected communities. Obajana seem to be worse hit
because of its proximity to the construction site. This has
resulted in serious hardship in the communities and is a
major
source of disaffection. Even though a stopgap measure of supply
water to the communities has been put in place, lack of water is a
persistent problem.
HIV/AIDS and STDs: Due to influx of people
coupled with available of cash due to construction activities, a
high-risk scenario has been created for inappropriate sexual
behaviours that could jeopardize the health and social
wellbeing of the inhabitants as well as migrant workers. This may
lead to unwanted pregnancies and spread of sexually
transmitted
diseases (STDs), especially HIV/AIDS. Although no such incident has
been reported in the communities, this may be because of the
people’s attitude of not wanting to discuss issues
bothering on sex and sexuality, and not necessarily the
absence of inappropriate behaviours.
Diseases Hazards: The damming of River Oinyi, and
creation of trenches and pits during limestone mining process, have
the potential to create favourable habitats for disease vectors,
which could lead to the introduction of non-existent diseases
(Schistosomiasis) and/or
exacerbation of existing ones such as malaria. This would lead to
loss of income due to loss of man-hours as a result of ill-health,
and wasting of scarce resources in the treatment of avoidable
ailments.
Community Safety and Health: Due to increased truck
movements for the construction works, the road has become less
safe, especially the stretch between Kabba Junction and Obajana.
This hazard is expected to worsen when production begins. Also,
inhalation of dust/exhaust fumes inhalation during operations stage
and the danger of drowning in the water dam and quarry pits, rock
falls and trench collapse, effects of noise and vibration, etc
could jeopardize community safety and health.
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8. Influx Management Plan
8.01 The increase in economic activities that are coming up as a
result of the establishment of the
project has already started to attract many people looking
for opportunities to flock to the area. Some of these in-migrants
are definitely going to take advantage of the influx of people to
the area to provide goods and services for profit while there will
be a large group of floaters looking for non-existent jobs and
those that are bringing along with them serious medical problems as
well as criminal tendencies that will generated local social
problems. The influx of the various
categories of people to the area will put a heavy burden on
infrastructure and services available in the area and that calls
for some kind of interventions to minimize the negative effects.
For
instance, the large pool of drivers and their associated assistants
that will be coming to the project area each day is also
expected to have both positive and negative impacts on Obajana and
the surrounding communities. It is important to provide an analysis
of the various scenarios that are anticipated in order to preempt
or mitigate the negative effects with mitigating measures or
minimize their negative impacts. The following matrix provides an
overview of the various impacts and the associated mitigation
measures:
Overview of Impacts and Associated Mitigation Measures
INFLUX IMPACTS PROPOSED MITIGATION MEASURES
ACTION PARTY
INCREASED WATER SHORTAGES/NEEDS
OCP On-going
OCP Proposed
Classroom blocks for core communities (Obajana, Oyo, Iwa,
Apata)
OCP On-going
20 bed hospital- located near housing estate
OCP Planned
INCREASE IN INFECTIOUS DISEASES
prevention activities
NGO- To be determined
Road signs placed in strategic positions
Federal Road Safety Commission
LGA Recommended
International
Recommended
Federal Road Safety Commission
Nigerian Police Recommended
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KGSG
LGA
On-going
INCREASED DEMAND FOR ELECTRICITY
Collaboration between OCP, LGA and the state government to provide
electricity to core communities
OCP, LGA, KGSG
OCP and To be determined NGO
On-going
OCP Completed
LGA, KGSG Recommended
Indigenes of Obajana and Iwa are earning money by renting rooms to
migrant workers
Community On-going
Community Recommended
NGO-To be determined
OCP employment (42 from core communities as of July 2005)
OCP On-going
OCP Contractors Completed
Proposed
OCP On-going
One divisional police station between Obajana and Apata
Two police post located at the quarry and housing estate
respectively
Police patrol
OCP Planned
Community Vigilante Group Community Planned
INCREASED NEED FOR URBAN PLANNING
Traditional leaders, the Commissioner for the Ministry of
Environment with the support of OCP has started off the urban
planning process by
designation of Obajana as an urban center and expressing the need
for spatial planning
KGSG, LGA, OCP On-going
Comprehensive HIV/AIDS Training Program
INCREASED NEED FOR ACCOMODATION
Indigenes earn money by renting rooms Community members encouraged
to build rental houses
Community members
8.02 Trucking Influx Management Plan. The significant trucking
operation being established
by OCP has been closely examined by the OICI team. It was
determined that the presence of roughly 1025 trucks (500 in and 500
out per day transporting cement, plus 25 per day transporting
gypsum) and roughly three thousand trucking-related personnel
(approximately three persons per truck) will undoubtedly have a
significant impact on the socio-economic structure of the
surrounding communities. The following table depicts the mitigation
measures, as well as the significant opportunities this influx will
present the core communities.
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Community members
Community and individual access micro-credit loans to establish
rental accommodations
NGO-To be determined
Micro-enterprise training to establish food service
businesses
Community and individual access micro-credit loans to establish
food service
businesses
Agricultural Production Improvement Training. Local farmers grow
more food to sell
NGO-To be determined
personal services inside of OCP’s main facility
OCP Planned
Purchase of cassava grinding mills for communities. Women sell more
food, greater economic empowerment
OCP Proposed
Micro-enterprise trainings to establish businesses in: Barbers,
Cobblers, Pharmacies Petty product trading, Business Centers, Tele
Com Centers, Vendors-Newspaper, Tailors
NGO-To be determined
Cobblers, Pharmacies, Petty product trading, Business
Centers, Tele Com Centers, Vendors- Newspaper, Tailors
NGO-To be
Micro-Enterprise Training for community members to establish
businesses: Vulcanizing, Spare Auto Parts and accessories, Radio
Repair, Mechanics, Battery chargers, Panel beaters
NGO-To be determined
Vocational training: Carpentry, Welding, Electrical Wiring,
Tailoring, Bricklaying
9. Gender Analysis
9.01 Although women participate in subsistence agriculture and
other related activities such as processing and marketing of
various products to a substantial degree, their views are seldom
heard during the project design stages due to various cultural and
religious factors. Unless a conscious effort is made to involve
them in the early stages, they remain marginalized during
program implementation. Various experiences have demonstrated
time and again that women, compared to men, have different needs
and priorities that in many cases can be related to their more
direct role in feeding and ensuring food security of the family.
Gender mainstreaming during the design, implementation and
monitoring and evaluation means that all interventions that are
proposed for implementation in a project must take into account the
different gender needs so that targeting of project participants is
explicit and does not subsume the priorities of women.
9.02 The importance of gender considerations in the targeting of
project participants in a livestock project is used here to
exemplify this point. The role of women is crucial in the
successful development of livestock and poultry in rural
communities. Gender considerations will, therefore, have to feature
prominently in the selection of project participants. In most
communities, women are responsible for the day-to-day care and
management of animals. The poorer the community, the greater
their role; responsibilities also increase in communities where
women head households. While activities performed by women may
appear to involve very low
skill levels, such as the cleaning of shed, they are, however,
critical to the survival, health and
production of livestock. For instance, animals are more
susceptible to diseases when housed in
NEED FOR TRUCK TRAILER PARKS Internal Trailer Park
Commercialized with gate fee, rental space designed for
restaurants, rest rooms, a pharmacy,
bank and shops for additional provisions
External Trailer Park
Mechanics village established by and in collaboration with
Union of Transport
Owners, Union of Mechanics and Union of Road Transport
Workers
OCP Planned
OCP Planned
31
unhygienic, dirty sheds. Despite this reality, livestock care is
somehow considered a “male occupation” The work of women is seldom
recognized and they are kept out of important
decision-making processes although the responsibilities ultimately
impinge on them. The project
must, therefore, address the gender concerns in its livestock
management program within the context of indigenous knowledge
systems associated with roles of men and women in the communities
and promote the participation of women.
9.03 Gender-sensitiveness in development assistance is reflected in
the establishment of
mechanisms that ensure that there is incorporation of a
comprehensive framework and methodology to ensure that the design,
implementation and monitoring and evaluation of projects are
approached from a gender perspective for effective development
practice. A service provider needs to establish a gender
policy that affirms its commitment to giving women
equitable and equal opportunities to help themselves not as an
afterthought, but as an integral
part of programming. In working toward gender equity, the
focus is not only on women, but alsoon the relations between men
and women and the use of skills training as a vehicle for
transforming these relations.
9.04 In designing the CDP for the OCP, OICI during the validation
and prioritization exercises ensured that women focus groups and
key informants were separated from the men in order to obtain
information on their perceptions of the project and their
felt-needs. They were allowed to
discuss and validate the listed identified needs of their community
that had been established earlier and were asked to prioritize and
rank those needs from their perspective. This was done to ensure
that their concerns and needs would be taken care of during the
design of the program. Integration of gender issues in this project
will be demonstrated by ensuring that the following
tasks will be undertaken by using the following methods:
Incorporate gender issues in the training of the
staff that will be involved in the implementation of the
program
Establish a policy in this project that does not
tolerate inappropriate sexist or gender bias that
marginalizes women participants
Conduct gender audits to ensure that there is
compliance to an equitable and equal representation of women
leaders and to monitor the impact of the program on women
participants
Institute strategies that encourage women to
participate in the program
Hire women field staff, particularly at levels of
leadership and in the delivery of training
Seek to increase women’s participation in the
management of farmers associations and cooperatives
Target women-led farming and processing groups so that
issues evident for women can be discussed freely.
Prepare reports on the project that reflect how the
assistance responds to women’s needs and how the assistance impacts
on their livelihood and socio-economic status.
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Identified Project Purpose Timing of
Implementation
Implementing
Party
Resources
Needed
Sept. 2005 OCP Borehole construction materials
2 First Aid Boxes
To improve the health and well- being of 2000 community
members
To provide medical
Sept. 2005-Services to be provided on a weekly basis
OCP
IEC/BCC materials,
$2,500 Sept. 2005-Three week training course. Peer facilitation
meeting to continue after formal training
SANITATION
Construction of (3) latrines
To assist in the
To promote and improve
To establish community ownership of the water and sanitation
facilities
Sept. 2005-Recruitment and Training
OCP- Civil Engineering Dept.
NGO- To be determined
materials
$1,500
$2,290
$4,430
$1,525
Introduction To
Management Negotiation Skills
Formation of men and women’s business groups for market and
input access
Technical skills training for men and women in
processing, crafts, trades, and other small-scale
enterprises
To produce 31 entrepreneurs for the development of the
community
To build capacity of 31 community members for employment
generation
Nov. 2005 to Jan. 2006- 8 week training course
NGO-To be determined
Trainers, micro- enterprise training materials
Centralized training venue to be utilized by all core
community participates
$8,195
To enable 59 youth and other interested parties in the
community to acquire skillsand vocations which will lead to
employment within OCP or self-employment within the surrounding
communities
Jan. 2006 to June 2006- Six month vocational training in
all sectors
June 2006 to Aug. 2006- Optional three month apprenticeship program
sponsored by OCP
OCP
$1,200
(Continued)
AGRICULTURAL
IMPROVEMENT/
RESTORATION
appropriate technologies for processing, value addition
Training in domestic
Food and cash crop
Provision of agricultural inputs -seeds -seedlings
-fertilizer -tools
Replanting of crop/economic trees
-Cashew -Mango -Castor
To improve and
increase efficiency of 20 women’s workload for greater economic
empowerment and better quality of life.
To empower 20
women to produce more value-added products for greater
economic empowerment
To improve production and rearing of domestic
livestock
To improve rearing
To improve food and cash crop yield of 49 farmers
To restore and improve cash crop production for 49
farmers
To restore 49 livelihoods interrupted by the
removal of trees
OCP
Agricultural improvement training materials
$5,000
$2,500
$2,500
$2,500
$8,000
Nov. 2005-Training (Livestock Production)
Jan. 2006-Training (Poultry Production)
April 2006-Replanting
Formation and improvement of community cooperatives for
group lending with emphasis in micro-credit management and
basic
book and record keeping
To provide micro-credit
financing to 31 potential entrepreneurs
To provide direct access to needed financial resources for
self and community empowerment for 31 villagers
To improve organizational structure and capacity of 29
farmers and 20 women cooperatives to increase likelihood of loan
approval
Sept. 2005- Collaborations
MICRO-ENTERPRISE
TRAINING
Negotiation Skills
Formation of men and women’s business groups for market and
input access
Technical skills training
for men and women in processing, crafts, trades, and other
small-scale enterprises
To produce 37 entrepreneurs for the development of the
community
To build capacity of 37 community members for employment
generation
Nov. 2005 to Jan. 2006- 8 week training course
NGO-To be determined
Centralized training venue to be utilized by all core
community
participates
$9,400
Tailoring Bricklaying
- Optional Apprenticeships
To enable 42 youth and other interested parties in the community to
acquire skills and vocations which will lead to employment within
OCP or self-employment within the surrounding communities
Jan. 2006 to June 2006- Six month vocational training in all
sectors
June 2006 to Aug. 2006- Optional three month apprenticeship program
sponsored by OCP
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION
Training in domestic
poultry production
Food and cash crop production training -Cassava -Yam
-Groundnut -Maize -Pepper
Provision of agricultural inputs
-seeds -seedlings -fertilizer -tools
To improve and
increase efficiency of 37 women’s workload for greater economic
empowerment and better quality of life.
To empower 37
women to produce more value-added products i.e. gari, for
greater economic empowerment
To improve
To improve rearing and production of poultry
To improve food and cash crop yield of 56 farmers
To restore and improve cash crop
production for 56 farmers
To restore 56 livelihoods
OCP
Agricultural improvement training materials
$5,000
$2,500
$2,500
$2,500
$2,500
Nov. 2005-Training (Livestock Production)
Jan. 2006-Training (Poultry Production)
interrupted by the removal of trees March 2006-Provision of
Agric. inputs
April 2006-Replanting
ACCESS TO MICRO-CREDIT
Collaboration with Micro-
Finance Institutions (MFI)
Formation and improvement of community cooperatives for
group lending with emphasis in micro-credit management and
basic
book and record keeping
To provide micro-credit
financing to 37 potential entrepreneurs
To provide direct access to needed financial resources for
self and community empowerment for 37 villagers
To improve organizational structure and capacity of 56
farmers and 37 women cooperatives to increase likelihood of loan
approval
Sept. 2005- Collaborations
Identified Project Purpose Timing of Implementation
Implementing
Party
Resources
To provide medical assistance and treatment to 750 community
members
Sept. 2005-Services to be provided on a weekly basis
OCP
materials,
Oct. 2005-Three week training course. Peer facilitation meeting to
continue after formal training
SANITATION
Construction of (#)
Establishment, recruitment and training of community
water/sanitation committees, including selection and training of
borehole pump and water source caretakers
To assist in the prevention of diarrhea, cholera, and
guinea worm
To promote and improve community hygiene
To establish community ownership of the water and sanitation
facilities
Sept. 2005-Recruitment and Training
OCP- Civil Engineering Dept.
NGO- To be determined
$1,500
$1,530
$2,500
$1,525
Construction and building materials
Trainers, training materials and
MICROENTERPRISE
TRAINING
Negotiation Skills
Formation of men and women’s business groups for market and
input access
Technical skills training for men and women in
processing, crafts, trades, and other small-scale
enterprises
To produce 39 entrepreneurs for the development of the
community
To build capacity of 39 community members for employment
generation
Nov. 2005 to Jan. 2006- 8 week training course
NGO-To be determined
Trainers, micro- enterprise training materials
Centralized training venue to be utilized by all core
community participates
$9,400
To enable 42 youth and other
interested parties in the community to acquire skills and vocations
which will lead to employment within OCP or self-employment within
the surrounding communities
Jan. 2006 to June 2006- Six
month vocational training in all sectors
June 2006 to Aug. 2006- Optional three month apprenticeship program
sponsored by OCP
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION
appropriate technologies for processing, value addition
Training in domestic
Food and cash crop
Provision of agricultural inputs -seeds -seedlings
-fertilizer -tools
Replanting of crop/economic trees
To improve and increase
efficiency of 39 women’s workload for greater economic empowerment
and better quality of life.
To empower 39 women to produce more value-added
products i.e. gari, for greater economic empowerment
To improve production and rearing of domestic
livestock
To improve rearing and
To improve food and cash crop yield of 61 farmers
To restore and improve cash crop production for 61
farmers
To restore 61 livelihoods
OCP
Agricultural improvement training materials
$5,000
$2,500
$2,500
$2,500
$2,500
Nov. 2005-Training (Livestock Production)
Jan. 2006-Training (Poultry Production)
April 2006-Replanting
Formation and
improvement of community cooperatives for group lending with
emphasis in micro-credit management and basic
book and record keeping
To provide direct access to
needed financial resources for self and community empowerment for
39 villagers
To improve organizational
structure and capacity of 61 farmers and 39 women cooperatives to
increase likelihood of loan approval
Sept. 2005- Collaborations
Identified Project Purpose Timing of Implementation
Implementing
Party
Resources
-Awareness -Education -Prevention
To improve the health and well-being of 500 community
members
To provide medical
Sept. 2005-Services to be provided on a weekly basis
OCP
First Aid Boxes
Under Obajana Budget
training course. Peer facilitation meeting to continue after formal
training
SANITATION
Construction of 2 latrines, and waste dump site
Establishment, recruitment and training of community
water/sanitation committees, including selection and training of
borehole pump and water source caretakers
To assist in the prevention of diarrhea, cholera, and
guinea worm
To promote and improve community hygiene
To establish community ownership of the water and sanitation
facilities
Sept. 2005-Recruitment and Training
OCP- Civil Engineering Dept.
NGO- To be determined
$1,500
$1,530
$2,500
$1,525
Construction and building materials
Trainers, training materials and venue
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MICRO-ENTERPRISE
TRAINING
Negotiation Skills
Formation of men and women’s business groups for market and
input access
Technical skills training for men and women in
processing, crafts, trades, and other small-scale
enterprises
To produce 30 entrepreneurs for the development of the
community
To build capacity of 30 community members for employment
generation
Nov. 2005 to Jan. 2006- 8 week training course
NGO-To be determined
Trainers, micro- enterprise training materials
Centralized training venue to be utilized by all core
community participates
$8,200
To enable 32 youth and other
interested parties in the community to acquire skills and vocations
which will lead to employment within OCP or self-employment within
the surrounding communities
Jan. 2006 to June 2006- Six
month vocational training in all sectors
June 2006 to Aug. 2006- Optional three month apprenticeship program
sponsored by OCP
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION
Training in domestic
poultry production
Food and cash crop production training -Cassava -Yam
-Groundnut -Maize -Pepper
Provision of agricultural inputs
-seeds -seedlings -fertilizer -tools
To improve and
increase efficiency of 22 women’s workload for greater economic
empowerment and better quality of life.
To empower 22
women to produce more value-added products i.e. gari, for
greater economic empowerment
To improve
production and rearing of domestic livestock
To improve rearing and production of poultry and
poultry –related products
To improve food and cash crop yield of 42 farmers
To restore and
To restore 42
OCP
Agricultural improvement training materials
$5,000
$2.500
$2,500
$2,500
$2,500
Nov. 2005-Training (Livestock Production)
Jan. 2006-Training (Poultry Production)
livelihoods interrupted by the removal of trees
March 2006-Provision of Agric. inputs
April 2006-Replanting
Formation and improvement of community cooperatives for
group lending with emphasis in micro-credit management and basic
book and record keeping
Establishment of OCP Community Foundation
To provide micro-
credit financing to 30 potential entrepreneurs
To provide direct access to needed financial resources for
self and community empowerment for 30 villagers
To improve
organizational structure and capacity of 20 farmers and 22 women
cooperatives to increase likelihood of loan approval
Sept. 2005-Collaborations Dangote Group/OCP
NGO - To be determined
Community Identified Project Purpose Timing of
Implementation
Implementing
Party
Resources
Needed
Budget
WATER
Establishment,
To provide
To establish community ownership of the water and sanitation
facilities
Oct. 2005- Construction to commence after trainings
OCP- Civil Engineering Dept.
$20,000
$3,000
Ohunene
Irapana
Oct. 2005- Recruitment and Training and Selection
AGRICULTURAL
determined -
Agricultural improvement training materials
Establishment of OCP
To provide direct
access to needed financial resources for self and community
empowerment for 50
villagers
To improve
organizational structure and capacity of 2 farmers and 1 womens
cooperatives to increase likelihood of loan approval
Sept. 2005- Collaborations
11. Budget
11.01 In the assessment, prioritization and development of the DIP,
the $150,000 figure ($50,000
per core community with Oyo/Iwa being treated as one
community) was not taken into consideration. Instead the consultant
decided to assess and prioritize the needs of the communities,
develop the implementation plan and then consider budget
implications. Additionally, the consultant was provided no
background information from IFC or representatives of the Dangote
Group to explain or justify the $150,000 figure. Therefore,
the
budget for year-one activities, highlighted in the DIP far
exceed the previously suggested and stated figure. Furthermore, we
were informed by OCP’s GM-Special Duties that a memo had
been submitted to Dangote Group headquarters recommending the
partial commercialization of the internal truck trailer park and
that if approved proceeds generated from the internal truck trailer
park directed towards the additional funding of OCP’s community
development initiatives. The potential monthly earnings, solely
from the proposed 100 naira ($0.76) vehicle
gate fee, would be approximately 1.6 million naira ($12,213) per
month or 19.2 million naira ($146,546) per year utilizing the
current truck loading/entry projections of 525 (500 cement, 25
gypsum) per day.
11.02 The OICI supports the commercialization of the internal truck
trailer park and would additionally propose that the profits
generated from the truck park be used to fund the implementation of
community development activities as well as the establishment of an
OCP Community Development Foundation. The exchange rate used
through the IM/CDP is $1 to 131 naira the bank exchange rate as of
August 10, 2005.
11.03 The summary of the budget per community is as follows:
Obajana $87,650 Oyo $49,049
Grand Total $218,900.00
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Identified Project Possible Partners Expected Outcome
Health Services National Youth Service Corps (NYSC), Kogi
State Action Committee on HIV/AIDS (KSACA), Society For Family
Health (SFH)
Organizations collaborate to provide health personnel, treatment
and services to communities
SANITATION NYSC, LGA Environmental Health Officers
Organisations to provide improvement of sanitation in the
communities.
MICROENTERPRISE TRAINING
Contribute in the training of potential entrepreneurs
VOCATIONAL TRAINING/ SKILLS ACQUISITION
National poverty eradication program (NAPEP), Kogi
State Agency for Poverty Reduction
Contribute in acquisition of skills by community youth.
AGRICULTURAL IMPROVEMENT/ RESTORATION
Contribute in the improvement of Agricultural production in the
communities.
ACCESS TO MICRO-CREDIT Nigeria Agricultural,
corporative
and Rural Development bank (NACRDB), Kogi Community Bank
Lokoja
Provision of micro-credit facilities
for the establishment micro- enterprises and improvement of
agricultural input.
8/18/2019 Cement Project.pdf
13. Monitoring and Evaluation
13.01 Monitoring and evaluation is an integral part of this
project. The logical nature of the project defines desired
project results and indicators at the projects inception. The
monitoring of the project takes place throughout the life of the
project. However, emphasis will be placed on the following
periods:
Pre-project implementation (gathering of household baseline
data);
At the beginning of each major task (confirmation of
what needs to be done and where it should be done);
At the conclusion of each task (assessment of progress
made towards the project’s stated purpose, using established
project indicators);
Periodic site visits (Facilitation for data capture through
observations, interviews and subsequent preparation of quarterly
updates to the performance-monitoring plan).
13.02 The project design presents a logical framework that links
project activities to expected results, which in turn relate to the
project objectives and overall goal. The design also contains
impact indicators that enable progress monitoring towards achieving
the expected results. Tracking project impact and project follow-up
is the responsibility of all staff assigned to the project.
Project staff will visit all project sites and stakeholders
associated with the project to interview, survey and evaluate to
track progress.
13.03 These data are collected for the purpose of informed
management decision-making by project staff and partners and
to facilitate reliable reporting to the OCP and other interested
parties. M&E team will put the data collected from field
reports, surveys, and interviews into a management information
system for analysis and reporting. Most M&E indicator data that
are quantitative in nature are supported by qualitative data
obtained from interviews and surveys where appropriate.
13.04 Each participant in the project will provide information that
will assist in the development
of follow-up work that is required and also serve as the basis for
providing recommendations for fine-tuning the project plan. In this
way resources will be allocated to the most important areas of the
program. Project staff will be implementing a performance tracking
system utilizing its experience in database management for program
and resource development purposes. Project staff will be
responsible for tracking the program indicators and managing
program data. The overall responsibility for monitoring and
evaluation and reporting, will rest with the manager of
the program
13.05 Monitoring and Evaluation Plan. The proposed
monitoring and evaluation plan is designed to provide data on
project inputs, outputs and outcomes. The methodology for measuring
program impact has been incorporated beginning from the program
design and results framework. At program start-up, Project staff
will conduct a kick-off program design and implementation workshop.
The objectives of this workshop are to refine project descriptions
and to develop the Detailed Quarterly work plans and the overall
Performance Monitoring Plans that will permit the efficient
monitoring and evaluation of the project.
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56
13.06 The M&E plan is a table that organizes data
collection by type of data, frequency of
collection, collection methodology, the population to be surveyed
and the personnel responsible
for data collection. The M&E plan is designed to provide data
on project inputs (e.g., infrastructure, equipment, and livestock),
outputs (e.g. training), and outcomes (e.g. changes in agriculture
productivity, income, and health and nutrition) for the purpose of
informed management decision-making and for reliable reporting to
the OCP and other interested parties. The staff responsible for
monitoring and evaluation enters the data collected from field
reports,
surveys, and studies into a management information system for
analysis and reporting. The M&E indicators data are
quantitative, linked to specific households or communities. The
baseline
community and household data will include qualitative information
and will allow stratification of indicator data (e.g., by gender,
activity, and location) for more detailed analysis.
13.07 Baseline Data Collection. Household baseline information
will be collected from each
participant when they are recruited into the program. This
will allow the program to monitor progress and impact at the
household level as well as to stratify and aggregate the data to
evaluate community and sector impacts. Periodic data collection of
impact and monitoring indicators by project staff will allow the
continuous evaluation of the program’s progress
13.08 Participatory Methodologies and Data Collection.
Community members along with program staff will monitor
project activities such as workshops, site visits, trainings, etc.,
through appropriately designed instruments that do not require
extensive literacy or math skills. Using simple yet sensitive
tabulation systems, the project will train community associations
to monitor the implementation of activities—agriculture, health and
enterprise development. This activity will form a crucial link in
the participatory development process since it will allow
communities to determine the degree of progress towards the goals
set in the initial participatory action plan design. Participants
will evaluate the performance of project personnel assigned to work
in their communities. Community representatives will aggregate data
sets monthly and
project personnel will integrate them quarterly into the
general M&E system.
13.09 Participatory Evaluation. A system will be set up in
which program participants will also evaluate project
implementation by evaluating the performance of project personnel
and the
results of specific activities. The data sets created will be
compiled and analyzed at the community level on a monthly basis,
primarily as a means for participants to understand program
progress and to measure their level of satisfaction. The
consolidated data will be collected quarterly by project staff and
will be incorporated into the program system.
8/18/2019 Cement Project.pdf
Collected
Measurement of input indicators against proposed timetable and
budget including procurement and physical delivery of goods,
structures and services.
Monthly or quarterly narrative status and financial reports
OCP NGO CCC
Quarterly or semi- annual quantitative and qualitative
surveys
Regular public meetings and other consultation with people
affected by the project; review of grievance mechanism
outputs
NGO Quarterly
3 Completion Audit Measurement of output indicators such as
productivity gains, livelihood restoration, and development
impact against Development
Implementation Plan (DIP)
and consultation with affected persons.
NGO Bi