cement project.pdf

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.
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
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
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
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.
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
Road signs placed in strategic positions
Federal Road Safety Commission
LGA Recommended
International
Recommended
Federal Road Safety Commission
Nigerian Police Recommended
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.
Community members
Community and individual access micro-credit loans to establish rental accommodations
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
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
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
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
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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.
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 wellbeing of 2000 community members
To provide medical
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
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
Trainers, microenterprise 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
Technical skills training
for men and women in processing, crafts, trades, and other small-scale enterprises
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
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION

poultry production
Food and cash crop production training -Cassava -Yam -Groundnut -Maize -Pepper
Provision of agricultural inputs
-seeds -seedlings -fertilizer -tools
To improve and
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 restore and improve cash crop
production for 56 farmers
To restore 56 livelihoods
OCP
$5,000
$2,500
$2,500
$2,500
$2,500
interrupted by the removal of trees March 2006-Provision of
Agric. inputs
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
To provide micro-credit
financing to 37 potential entrepreneurs
To improve organizational structure and capacity of 56 farmers and 37 women cooperatives to increase likelihood of loan approval
Identified Project Purpose Timing of Implementation Implementing
Party
Resources

To provide medical assistance and treatment to 750 community members
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 promote and improve community hygiene
$1,500
$1,530
$2,500
$1,525
Trainers, training materials and
MICROENTERPRISE
TRAINING
Negotiation Skills
$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
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION
appropriate technologies for processing, value addition
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 restore and improve cash crop production for 61 farmers
To restore 61 livelihoods
OCP
$5,000
$2,500
$2,500
$2,500
$2,500
Formation and
improvement of community cooperatives for group lending with emphasis in micro-credit management and basic
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
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
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 promote and improve community hygiene
$1,500
$1,530
$2,500
$1,525
Trainers, training materials and venue
MICRO-ENTERPRISE
TRAINING
Negotiation Skills
$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
OCP
$4,700
AGRICULTURAL
IMPROVEMENT/
RESTORATION

poultry production
Food and cash crop production training -Cassava -Yam -Groundnut -Maize -Pepper
Provision of agricultural inputs
-seeds -seedlings -fertilizer -tools
To improve and
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 restore and
To restore 42
OCP
$5,000
$2.500
$2,500
$2,500
$2,500
livelihoods interrupted by the removal of trees
March 2006-Provision of Agric. inputs
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 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
Oct. 2005- Construction to commence after trainings
$20,000
$3,000
Ohunene
Irapana
Oct. 2005- Recruitment and Training and Selection
AGRICULTURAL
determined -

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
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
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 microenterprises and improvement of agricultural input.
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.
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.
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

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