Professional Documents
Culture Documents
Maagement Study
Maagement Study
Final Version
____________________________________________________________
Submitted to
The Dangote Industries Limited
by
OIC International, Inc. (OICI)
OICI Nigeria Program Coordination Office
Kano, August 10, 2005
________________________________________________________________________
Contact information: Jacqueline Hardware Glin, Country Representative,
OICI Nigeria (Tel.: 234-64-20-1361/2; Cell: 0803-332-2294) E-mail:
jahardware@oici.org)
1
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 methodsParticipatory 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.
OICIs recommends that IM/CDPs specific objectives for the eight primary stakeholder
communities be to:
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
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:
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:
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.
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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
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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
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 OICIs 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
10
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 Teams enquiries.
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
Affected communities
Affected workers
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Land use
Land tenure and ownership
Settlement patterns
Cropping and livestock production
Grazing areas
Woodlots and protected areas
Utilization of indigenous flora and fauna
Local Infrastructure
Education
Health
Retail business
Transport
Police and security
Entertainment
Religion
Roles of local and national government, NGOs and CBOs and the Cement Company in providing
services and facilities
Population distribution
Demographic profile of settlements and households
Migration
Gender distribution
Ethnicity
Vulnerable groups
Biophysical Environment
Climate
Soils and land capability`
Natural flora and fauna
Water resources
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Impact Assessment
Economic environment
Social environment
Political and institutional environment
Infrastructure
Land use and natural environment
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
Activity-based Budget that details the resource requirements (human and material)
required for the implementation of the projects reflecting first year funding.
13
Gender Analysis to provide information and proactive strategies for targeting women
who are generally the most vulnerable and voiceless in traditional societies.
Analysis of key components required for an effective Influx Management (IM) plan.
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 migrants 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
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
15
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
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
16
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 Teams 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
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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 overlap
with 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.
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.
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.
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.
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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 Nigerian
Police 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 among
themselves, 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 pipelinecommunities 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
Supply of borehole
Protection of surface water sources
Hygiene promotion
Sanitation
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
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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
IR 2: Income
generating
capacities of #
women, men,
(youth)
improved
3.1. Formation of men and womens 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
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
IR 5: Access to
potable water
and sanitation
facilities
increased for #
people
Intermediate
Results
Primary Activities
IR 6: Improved
access to
qualityeducation, and
recreation
facilities.
Intermediate
Results
Primary Activities
IR 7: Increased 7.1. Training in participatory group dynamics, decision-making and problem solving of
community
Community Consultative Committees
empowerment 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
WATER
Hand pump bole hole
Purpose
HEALTH SERVICES
Mobile Health Unit
HIV/AIDS Training
-Awareness
To provide an
additional source
of water to the
community
To meet the
additional needs
generated from
population increase
To improve the
health and wellbeing of 2000
Timing of
Implementation
Sept. 2005
Implementing
Party
OCP
Resources
Needed
Borehole
construction
materials
Labors
First Aid
Boxes
Sept. 2005-Services to be
provided on a weekly
basis
OCP
NGO- To be
determined
Ambulance,
pharmaceutica
ls,
Two health
care providers,
-Education
-Prevention
-Counseling
-Testing
SANITATION
Recruitment and
training of community
health volunteers
Construction of (#)
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
community
members
To provide medical
assistance and
treatment to 2000
community
members
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
and IEC/BCC
materials,
OCP- Civil
Engineering
Dept.
Trainers,
training
materials and
venue
NGO- To be
determined
Oct. 2005- Construction
to commence after
trainings
Construction
and building
materials
Trainers,
training
materials and
venue
Establishment of OCP and related facilities will ensure the provision of basic facilities that
are lacking, and improvement of existing ones. This means that the projected-affected
communities shall, in the long run, have potable water, electricity, health facilities, etc. in
place.
Exchange of values and standards through social intercourse as people move into Obajana in
search of jobs, there is the potential of Such interactions may be beneficial where it improves
the socio-economic and cultural values of the people.
Opportunities for commercial activities have been created in the area in the form of
increased local sourcing of, among other things, food, equipment, housing and tools. The
project will lead to increase in water recharge, as more rainwater will infiltrate through the
dug trenches/pits, and underneath the reservoir. In addition, the company will dig water
trenches, which could be useful to the villagers, especially the Fulani.
Land-take: The cement project (excluding pipeline route) has appropriated more than 900
hectares of land that belong to the local folks. The obvious result is a change in land-use
from the original subsistence agriculture to industrial use. This has impacted adversely on
the local population, which has led to tussles in anticipation of perceived benefits.
Gender Disparity: There is gender disparity in the socio-economic effects of land-take, with
women being disproportionately affected since the women do not own lands, in spite of the
fact that they do farm and own the fruits of wild plants, e.g., the fruits of Locust Bean Tree.
In the resettlement of economically displacement persons, the women felt men were given
preferential treatment because they (women) did not own land. Women farmers felt more
dissatisfied with the magnitude of compensation.
Influx of People: The OCP project has resulted in a huge influx of people comprising of job
seekers, speculators and even those with nefarious intentions; as well as many indigenes of
affected communities living in cities (especially those unemployed), who returned home to
take advantage of opportunities presented by OCP. This has put a sudden pressure on scarce
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 peoples 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.
PROPOSED MITIGATION
MEASURES
ACTION
PARTY
INCREASED WATER
SHORTAGES/NEEDS
OCP
INCREASED BURDEN ON
EDUCATIONAL FACILITIES
INCREASED BURDEN ON HEALTH
SERVICES
INCREASE IN INFECTIOUS
DISEASES
STATUS
(as of July 18,
2005)
On-going
OCP ContractorZakem
NGO-To be
determined
OCP
Completed
OCP
On-going
OCP
Planned
OCP
Proposed
Community-based HIV/AIDS
awareness, education and
prevention activities
NGO-To be
determined
Proposed
NGO- To be
determined
Proposed
Recommended
Proposed
Federal Road
Safety
Commission
Recommended
KGSG
LGA
Recommended
Sight Savers
International
Recommended
Federal Road
Safety
Commission
Recommended
OCP
On-going
Nigerian Police
Recommended
OCP
Completed
GOVERNMENT SERVICES
KGSG
On-going
LGA
Construction of market stalls
to create a market in Obajana
INCREASED DEMAND FOR
ELECTRICITY
OCP, LGA,
KGSG
Recommended
CULTURAL BREAKDOWN
OCP and To be
determined NGO
On-going
OCP
Completed
LGA, KGSG
Recommended
Community
On-going
Community
Recommended
NGO-To be
determined
Proposed
OCP
On-going
OCP Contractors
Completed
OCP
Planned
INCREASED EMPLOYMENT
OPPORTUNITIES
OCP employment
opportunities
OCP
Planned
Community-based Vocational
Training
NGO-To be
determined
Proposed
Micro-Enterprise Training
NGO-To be
determined
Proposed
Investment in transport
vehicles
Transport services for OCP
and contractors
One divisional police station
between Obajana and Apata
Community
Recommended
OCP
On-going
OCP
Planned
Community
KGSG, LGA, OCP
Planned
On-going
Police patrol
Community Vigilante Group
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
Comprehensive HIV/AIDS
Training Program
NGO-To be
determined
Proposed
Community
members
On-going
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.
INFLUX IMPACTS
OPPORTUNITIES
EXPECTED/ PROPOSED
MITIGATION MEASURES
ACTION
PARTY
STATUS
Community
members
On-going
NGO-To be
determined
Proposed
NGO-To be
determined
Proposed
NGO-To be
determined
Proposed
NGO-To be
determined
Proposed
OCP
Planned
OCP
Proposed
Micro-enterprise trainings to
establish businesses in:
Barbers, Cobblers, Pharmacies
Petty product trading, Business
Centers, Tele Com Centers,
Vendors-Newspaper, Tailors
Access Micro-Credit : Barbers,
Cobblers, Pharmacies, Petty
product trading, Business
Centers, Tele Com Centers,
Vendors- Newspaper, Tailors
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
NGO-To be
determined
Proposed
NGO-To be
determined
Proposed
NGO-To be
determined
Proposed
OCP
Community members
encouraged to build rental
houses
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
Staff canteen and rental space
for restaurants and other
personal services inside of
OCPs main facility
Purchase of cassava grinding
mills for communities. Women
sell more food, greater
economic empowerment
Proposed
Planned
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
SPREAD OF HIV/AIDS AND
STIs
OCP
Planned
Community-based HIV/AIDS
Training Program
NGO-To be
determined
Proposed
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
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.
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 womens 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 womens needs and
how the assistance impacts on their livelihood and socio-economic status.
Identified Project
WATER
Purpose
HEALTH SERVICES
Mobile Health Unit
HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing
SANITATION
Recruitment and training
of community health
volunteers
Construction of (3)
latrines
Establishment,
recruitment and training
of community
water/sanitation
committees, including
selection and training of
borehole pump and
water source caretakers
To provide an
additional source
of water to the
community
To meet the
additional needs
generated from
population increase
To improve the
health and wellbeing of 2000
community
members
To provide medical
assistance and
treatment to 2000
community
members
To assist in the
prevention of
diarrhea, cholera,
and guinea worm
To promote and
improve
community
hygiene
Timing of
Implementation
Implementing
Party
Resources
Needed
Budget (USD)
Sept. 2005
OCP
Borehole
construction
materials
$5,000
2 First Aid
Boxes
$400
Ambulance,
pharmaceutic
als, Two
health care
providers
$31,500
Sept. 2005-Services to be
provided on a weekly basis
OCP
NGO- To be
determined
$2,500
IEC/BCC
materials,
OCP- Civil
Engineering
Dept.
NGO- To be
determined
To establish
community
ownership of the
water and
sanitation facilities
Trainers,
training
materials and
venue
Construction
and building
materials
$1,500
Trainers,
training
materials and
venue
$4,430
$2,290
$1,525
MICROENTERPRISE
TRAINING
Introduction To Small
Business Enterprise
Introduction To
Entrepreneurship
Unlocking Entrepreneurial
Capacity
Business Orientation
(matching people with
business)
Marketing Plan
Production Planning
Organizational
Management Planning
Financial Planning
Business Credit
Management
Negotiation Skills
VOCATIONAL TRAINING/
SKILLS ACQUISITION
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
- Optional Apprenticeships
To produce 31 entrepreneurs
for the development of the
community
NGO-To be
determined
To build capacity of 31
community members for
employment generation
Trainers, microenterprise
training
materials
$8,
Centralized
training venue
to be utilized by
all core
community
participates
OCP
NGO- To be
determined
Vocational
Training
materials,
trainers, and
equipped
vocational
training facility
$1,
$1,
$1,
$1,
$1,
To
Community cassava
grinding mill for women
Training in provision of
appropriate technologies
for processing, value
addition
Training in domestic
livestock production
-Sheep
-Goat
-Cattle
Training in domestic
poultry production
Provision of agricultural
inputs
-seeds
-seedlings
-fertilizer
-tools
Replanting of
crop/economic trees
-Cashew
-Mango
-Castor
To improve and
increase efficiency of
20 womens
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
and production of
poultry
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
NGO-To be
determined -
Nov. 2005-Training
(Livestock Production)
Cassava
grinding mill
$5
Agricultural
Improvement
trainers and
extension agents
Agricultural
improvement
training
materials
Seeds,
seedlings,
fertilizer, farm
tools
$2
$2
$2
Feb. 2006-Training
$8
March 2006-Provision of
Agric. inputs
April 2006-Replanting
ACCESS TO MICRO-CREDIT
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 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. 2005Collaborations
Dangote
Group/OCP
NGO - To be
determined
Oct. 2005-Formation of
Cooperatives
Start-up capital
Business
Development
Specialist
$3,
Purpose
HEALTH SERVICES
HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing
SANITATION
Construction of (#)
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
Timing of Implementation
To improve the
health and well-being
of 750 community
members
Sept. 2005-Services to be
provided on a weekly basis
To provide medical
assistance and
treatment to750
community members
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
Implementing
Party
OCP
NGO- To be
determined
OCP- Civil
Engineering
Dept.
Resources
Needed
Ambulance,
pharmaceuticals,
Two health care
providers, and
IEC/BCC
materials,
First Aid Boxes
Bu
Trainers,
training
materials and
venue
$1
Un
bu
$1
$4
NGO- To be
determined
Oct. 2005- Construction to
commence after trainings
Construction
and building
materials
$2
Trainers,
training
materials and
venue
$1
Introduction To Small
Business Enterprise
Introduction To
Entrepreneurship
Unlocking Entrepreneurial
Capacity
Business Orientation
(matching people with
business)
Marketing Plan
Production Planning
Organizational
Management Planning
Financial Planning
Business Credit
Management
Negotiation Skills
VOCATIONAL TRAINING/
SKILLS ACQUISITION
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
- Optional Apprenticeships
To produce 37 entrepreneurs
for the development of the
community
NGO-To be
determined
To build capacity of 37
community members for
employment generation
Trainers, microenterprise
training
materials
$9,
Centralized
training venue
to be utilized by
all core
community
participates
OCP
NGO- To be
determined
Vocational
Training
materials,
trainers, and
equipped
vocational
training facility
$4,
Community cassava
grinding mill for women
Training in provision of
appropriate technologies
for processing, value
addition
Training in domestic
livestock production
-Sheep
-Goat
-Cattle
To improve and
increase efficiency of
37 womens
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
production and
rearing of domestic
livestock
Training in domestic
poultry production
To improve rearing
and production of
poultry
Provision of agricultural
inputs
-seeds
-seedlings
-fertilizer
-tools
To restore and
improve cash crop
production for 56
farmers
To restore 56
livelihoods
interrupted by the
removal of trees
Replanting of
crop/economic trees
-Cashew
-Mango
-Castor
OCP
NGO-To be
determined -
Nov. 2005-Training
(Livestock Production)
Cassava
grinding mill
Agricultural
Improvement
trainers and
extension agents
$5
$2
Agricultural
improvement
training
materials
Seeds,
seedlings,
fertilizer, farm
tools
$2
$2
Feb. 2006-Training
$2
March 2006-Provision of
Agric. inputs
April 2006-Replanting
$8
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 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. 2005Collaborations
Dangote
Group/OCP
NGO - To be
determined
Oct. 2005-Formation of
Cooperatives
Start-up capital
Business
Development
Specialist
Identified Project
Purpose
HEALTH SERVICES
HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing
SANITATION
Construction of (#)
latrines, drains, and waste
dump site
Establishment,
recruitment and training of
community
water/sanitation
committees, including
selection and training of
borehole pump and water
source caretakers
Timing of Implementation
To improve the
health and well-being
of 750 community
members
Sept. 2005-Services to be
provided on a weekly basis
To provide medical
assistance and
treatment to 750
community members
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
Implementing
Party
OCP
NGO- To be
determined
OCP- Civil
Engineering
Dept.
Resources
Needed
Ambulance,
pharmaceuticals,
Two health care
providers, and
IEC/BCC
materials,
Bu
$4
Trainers,
training
materials and
venue
$1
NGO- To be
determined
$1
$1
Construction
and building
materials
Trainers,
training
materials and
venue
Un
Bu
$2
$1
Introduction To Small
Business Enterprise
Introduction To
Entrepreneurship
Unlocking Entrepreneurial
Capacity
Business Orientation
(matching people with
business)
Marketing Plan
Production Planning
Organizational
Management Planning
Financial Planning
Business Credit
Management
Negotiation Skills
VOCATIONAL TRAINING/
SKILLS ACQUISITION
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
- Optional Apprenticeships
To produce 39 entrepreneurs
for the development of the
community
NGO-To be
determined
To build capacity of 39
community members for
employment generation
Trainers, microenterprise
training
materials
$9,
Centralized
training venue
to be utilized by
all core
community
participates
OCP
NGO- To be
determined
Vocational
Training
materials,
trainers, and
equipped
vocational
training facility
$4,
Community cassava
grinding mill for women
Training in provision of
appropriate technologies
for processing, value
addition
Training in domestic
livestock production
-Sheep
-Goat
-Cattle
Training in domestic
poultry production
Provision of agricultural
inputs
-seeds
-seedlings
-fertilizer
-tools
Replanting of
crop/economic trees
-Cashew
-Mango
-Castor
To empower 39 women to
produce more value-added
products i.e. gari, for
greater economic
empowerment
OCP
NGO-To be
determined -
Oct. 2005-Training
(Value Addition,
Appropriate
Technology)
Nov. 2005-Training
(Livestock
Production)
Jan. 2006-Training
(Poultry Production)
Cassava
grinding mill
$5
Agricultural
Improvement
trainers and
extension agents
Agricultural
improvement
training
materials
$2
Seeds,
seedlings,
fertilizer, farm
tools
$2
$2
Feb. 2006-Training
$2
To restore 61 livelihoods
interrupted by the removal
of trees
March 2006-Provision
of Agric. inputs
April 2006-Replanting
Oct. 2005-Formation
of Cooperatives
Jan. 2006-Funds for
foundation
$8
ACCESS TO MICRO-CREDIT
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
Sept. 2005Collaborations
To provide micro-credit
financing to 39 potential
entrepreneurs
To improve organizational
structure and capacity of 61
farmers and 39 women
cooperatives to increase
likelihood of loan approval
Dangote
Group/OCP
NGO - To be
determined
Start-up capital
$3,
Business
Development
Specialist
Purpose
HEALTH SERVICES
HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing
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
Timing of Implementation
To improve the
health and well-being
of 500 community
members
Sept. 2005-Services to be
provided on a weekly basis
To provide medical
assistance and
treatment to 500
community members
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
Implementing
Party
OCP
NGO- To be
determined
OCP- Civil
Engineering
Dept.
Resources
Needed
Ambulance,
pharmaceuticals,
Two health care
providers, and
IEC/BCC
materials,
Bu
$4
Trainers,
training
materials and
venue
$1
NGO- To be
determined
Un
Bu
$1
$1
Construction
and building
materials
Trainers,
training
materials and
venue
$2
$1
Introduction To Small
Business Enterprise
Introduction To
Entrepreneurship
Unlocking Entrepreneurial
Capacity
Business Orientation
(matching people with
business)
Marketing Plan
Production Planning
Organizational
Management Planning
Financial Planning
Business Credit
Management
Negotiation Skills
VOCATIONAL TRAINING/
SKILLS ACQUISITION
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
- Optional Apprenticeships
To produce 30 entrepreneurs
for the development of the
community
NGO-To be
determined
To build capacity of 30
community members for
employment generation
Trainers, microenterprise
training
materials
$8,
Centralized
training venue
to be utilized by
all core
community
participates
OCP
NGO- To be
determined
Vocational
Training
materials,
trainers, and
equipped
vocational
training facility
$4,
Community cassava
grinding mill for women
Training in provision of
appropriate technologies
for processing, value
addition
Training in domestic
livestock production
-Sheep
-Goat
-Cattle
Training in domestic
poultry production
Provision of agricultural
inputs
-seeds
-seedlings
-fertilizer
-tools
Replanting of
crop/economic trees
-Cashew
-Mango
-Castor
To improve and
increase efficiency
of 22 womens
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
improve cash crop
production for 42
farmers
To restore 42
livelihoods
interrupted by the
removal of trees
OCP
NGO-To be
determined -
Nov. 2005-Training
(Livestock Production)
Cassava
grinding mill
$5
Agricultural
Improvement
trainers and
extension agents
Agricultural
improvement
training
materials
$2
Seeds,
seedlings,
fertilizer, farm
tools
$2
$2
Feb. 2006-Training
$2
March 2006-Provision of
Agric. inputs
April 2006-Replanting
$8
ACCESS TO MICRO-CREDIT
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 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
Oct. 2005-Formation of
Cooperatives
Start-up capital
Business
Development
Specialist
$3
Identified Project
Ohunene
Irapana
WATER
Construction of hand
pump bore holes
Eganyin
Atami
Atami
Bogiri
Badoko
Enesi
Unosi
Odonu
KM 18
Ohunene
Ogigiri
Irapana
Irepeni
Idodenge
Zariagi
Establishment,
recruitment and training
of community
water/sanitation
committees, including
selection and training of
borehole pump and
water source caretakers
AGRICULTURAL
IMPROVEMENT/
RESTORATION
Agricultural Extension
Services
To provide
communities
with water
supply and to
promote and
improve
community
hygiene
Timing of
Implementation
Implementing
Party
OCP- Civil
Engineering
Dept.
NGO- To be
determined
Oct. 2005- Recruitment
and Training and
Selection
To establish
community
ownership of
the water and
sanitation
facilities
To improve
food crop yield
of 2000
farmers
To provide micro-credit
financing to 50
potential entrepreneurs
NGO-To be
determined -
Provision of
agricultural inputs
-seeds
-seedlings
-fertilizer
-tools
ACCESS TO MICROCREDIT
Purpose
Collaboration with
Micro-Finance
Institutions (MFI)
Formation and
improvement of
community
cooperatives for group
lending with emphasis
in micro-credit
Sept. 2005Collaborations
Dangote
Group/OCP
NGO - To be
determined
Oct. 2005-Formation
of Cooperatives
Establishment of OCP
Community Foundation
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 OCPs 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 OCPs 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
Oyo
Iwa
Apata
Pipeline communities
Grand Total
$87,650
$49,049
$49,049
$43,150
$33,000
$218,900.00
Identified Project
Possible Partners
Expected Outcome
Health Services
SANITATION
Organisations to provide
improvement of sanitation in the
communities.
MICROENTERPRISE
TRAINING
VOCATIONAL TRAINING/
SKILLS ACQUISITION
AGRICULTURAL
IMPROVEMENT/
RESTORATION
ACCESS TO MICRO-CREDIT
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.
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 programs 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 activitiesagriculture, 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.
Component Activity
Type of Information/Data
Collected
Source of
Information/Data
Collection Methods
Performance
Monitoring
Monthly or quarterly
narrative status and
financial reports
Impact Monitoring
Measurement of input
indicators against proposed
timetable and budget
including procurement and
physical delivery of goods,
structures and services.
Tracking effectiveness of
inputs against targets
Assessment of Project
Affected Persons (PAP)
satisfaction with inputs
Completion Audit
ACTIVITY
HEALTH SERVICES
Mobile Health
Unit
Measurement of output
indicators such as
productivity gains,
livelihood restoration, and
development impact against
Development
Implementation Plan (DIP)
PURPOSE
To improve the
health and wellbeing of 4000
Responsibility
for Data
Collection,
Analysis and
Reporting
OCP
NGO
CCC
Frequency/Au
dience of
Reporting
NGO
Quarterly
NGO
Bi-annual
Monthly
M & E Indicators
METHODS
SOURCE OF
INFORMATION
- Number of
community Health
volunteers trained in
- Interviews
- Community
FREQUENCY
OF DATA
COLLECTION
- Monthly
- Focus Group
- OCP
- Quarterly
ACTION
PARTY
- NGO to
be
determine
HIV/AIDS
Training
-Awareness
-Education
-Prevention
-Counseling
-Testing
community
members
To provide
medical
assistance and
treatment to
4000 community
members
first aid.
-Number of
beneficiaries attended
health and nutrition
workshops.
- Number of
households who
received
immunization.
Discussions
(FGD)
- CCC
-Bi-annual
Stockholders
meetings
- Micro Finance
Institutions
(MFI)
- Annual
- OCP
NGOs
- Number of
population able to
describe 2 ways to
prevent aids
transmission
- Number of persons
tested for HIV/AIDS
- CCC
opportunistic infections
and two methods of
care and treatment.
- Number of
communities utilizing
mobile health services.
- Number of first aid
boxes distributed to
community health
volunteers.
SANITATION
Recruitment and
training of
community health
volunteers
Construction of
10 latrines, liquid
drains, and waste
dump site
Establishment,
recruitment and
training of
community
water/sanitation
committees,
including
identification 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
- Number of trainings
conducted for water
and sanitation
(WATSAN) committees
for prevention of
diarrhea and other
water borne diseases
- Interview
- Community
- FGD
- Quarterly
Stakeholders
meeting
-Bi-annual
- NGO- to be
determined
- OCP
- OCP
- CCC
- Annual
- CCC
- No of latrines, liquid
drains, and waste dump
site constructed and
functional
- Monthly
- MFIs
NGOs
To produce 150
entrepreneurs for the
development of the
community
To build capacity of 150
community members for
employment generation
- Awareness creation
for identification of
present and emerging
opportunities
- Number of new small
and medium scale
business enterprise
established
- Number of
beneficiaries trained in
micro-enterprise
development,
management and
marketing
- Number of groups
trained in credit
management and
micro-enterprise
development
- Interview
- Community
- Monthly
- FGD
- OCP
- Quarterly
Stakeholders
meeting
- CCC
-Bi-annual
- MFIs
- Annual
NGO to be
determined
- OCP
- CCC
NGOs
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
- Number of youths
that received
professional and
technical training
- Number of persons
that complete
community based
skills training by skill
area
- Number of youth
graduate from
vocational school
-Number of
apprenticeships
completed
- Name number of
company / industries
hosting trainee
- Types of training
and apprenticeship
programs
Number of youths
provided with
vocational and
motivational
counseling
- Number of youths
who secure job or
self employed.
- Interview
- OCP
- Monthly
- FGD
- CCC
- Quarterly
- Stakeholders
meeting
- MFIs
-Bi-annual
-NGOs
- Annual
- NGO to be
determined
- OCP
- Interview
- FGD
- CCC
AGRICULTURAL
IMPROVEMENT/
RESTORATION
Replanting of
Crop/economic
trees
-Cashew
-Mango
-Castor
-Locust Bean
-Mahogany
Food and cash
crop production
training
-Cassava
-Yam
-Groundnut
-Maize
-Pepper
Provision of
agricultural inputs
-seeds
-seedlings
-fertilizer
-tools
Training in
domestic
livestock
production
-Sheep
-Goats
-Cattle
Training in
domestic poultry
production
Training in
provision of
appropriate
technologies for
processing, value
addition
Cassava grinding
mill for women
-Increased
sustainable food
and animal
production among
250 farmers to
ensure availability
and access.
- Number of farmers
trained in sustainable food
production methods
- Interview
- Community
- Monthly
- FGD
- OCP
- Quarterly
- Number of farmers
trained in participatory
Farm management
- Stakeholders
Meeting
- CCC
-Bi-annual
- MFIs
- Annual
- NGO to be
determined
- OCP
- Number of farmers
involved in the
enhancement of access to
services and supplies of
service providers to
improve out put of current
cultivated crops
- Number of farmers
adopting at least 4
promoted agricultural
practices.
- Number of increase in
livestock produced.
- Number of community
livestock workers trained.
- Number of processing/
grinding mills available in
the community.
-Average herd size by
type of animal per house
hold
- Number of persons who
receive extension services
by type of service
- CCC
NGOs
Year 1
Target
HEALTH SERVICES
Number of community volunteers trained in first aid
management.
80
100%
2000
4000
8
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
Year 1
Target
SANITATION
Establishment and training of water and sanitation
(WATSAN) committees in prevention of diarrhea and
water borne diseases.
10
500
14
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
Year 1
Target
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
MICRO-ENTERPRISE TRAINING
No. of beneficiaries trained in micro-enterprise
development, management and marketing
No. of new small and medium scale business enterprise
established
150
100
Year 1
Target
VOCATIONAL TRAINING/
SKILLS ACQUISITION
No. of youths that received vocational training
200
TBD
TBD
TBD
TBD
TBD
Year 1
Target
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
Year 1
Achieved
Year 1 %
Achieved
vs Target
Remarks
250
250
TBD
TBD
4
2000
Year 1
Target
ACCESS TO MICRO-CREDIT
No. of co-operatives societies formed and functional.
No. of micro finance institutions (MFIs) identified
No. of MFIs providing loans to individuals and
cooperatives
Average loan size
Repayment rate %
Sectoral segregation of loan distribution
Agricultural
Vocational
Micro-Enterprise
No. of community foundations established
11
2
TBD
N/A
100%
TBD
Q3
Q3
Q3
comprehensive in nature as they provide for the right to own, possess, or use land. However,
land tenure systems (LTSs) are as diverse as the ethnic composition of Nigeria, which
prompted the Federal Government of Nigeria to promulgate the then Land Use Decree of
1978 (Now Land Use Act).
The principal focus of the Land Use Act (LUA) is to regulate ownership, tenure, rents and
rights of occupancy of lands in Nigeria. The basic benefits derivable from the LUA include
the following: ease of availability of land for development; reduction of cost of acquiring
land; facilitation of community development; and elimination of undue land speculation. The
most important implication of the LUA is the transfer of land tenure from traditional
leadership ranks (chiefs, families, etc), to the State: control and management of land in urban
areas rests with the Governor of each state, while that of rural areas lays with the local
government. The reality on the ground, however, shows that customary law usually overrides
the LUA in cases of communal land/resources, and three basic tenure systems can be
deciphered. These include:
State Land Tenure (SLT): Under the SLT, land (estates) are put under the ownership/
management of the Federal and/or State governments, to be held in trust and administered
for the use and benefit of all Nigerians. Examples include National Parks, Forest
Reserves, etc.
Communal Land Tenure (CLT): CLT is a system where a community holds customary
rights to land within the area controlled by that community. This type of land system
allows families, groups, or individuals to be granted usufruct rights over parcel(s) of land
and/or resources thereupon. Under CLT, traditional rulers or village heads exercise
control over the management of unallocated community holdings.
Private Land Tenure (PLT): This is a common LTS where private individual(s) or
corporate organisation(s) acquire land through purchase, inheritance, gift or exchange.
This land is held exclusively by an individual or a corporate entity.
In all of the project-affected communities, the most prevalent land tenure system is CLT, with
the respective village heads being the custodians of the lands. All lands allocated to OCP
falls under the CLT system. Nevertheless, the resources or development there upon were
owned by individuals, except for timber tress, which belonged to the chiefs. Women usually
harvest the fruits of economic trees, hence they may be said to own the fruits of wild trees
with food or cash value. Farm crops and buildings are owned by individual farmers, which
comprise both male and females.
(2) Other Relevant Structure/Policies
18.03 Review of Previous Public Consultation and Disclosure. Previous public consultation
and discourse has been carried out with the local communities and other stakeholders. The
subject matter of the findings was primarily the findings of the Environmental Impact
Assessment (EIA), and the Resettlement Audit. The consultations and disclosures prepared
the communities on the reality of the project and the possible social impact of the project on
the communities. It was based on the consultation and disclosure and expected impact that
the intervention projects were formulated in the effort to ameliorate the impending impact on
the communities with special emphasis on the four core communities surrounding the
OCP(Obajana, Oyo, Iwa, and Apatha) as well as select pipeline communities.
18.04 Stakeholders/Stockholders Analysis. An initial stakeholder analysis was undertaken
and reported in the draft IM/CDP report. The list included many organizations that were not
operating at the community level and which do not have any visible activities that they could
provide during the implementation of the IM/CDP. There was a need to refine the list to
include stakeholders who will have a direct bearing on the implementation of this new
program. The following stakeholders were consulted:
The Pipeline Communities (Ohunene, Egayin, Irepeni, Irapana, Idodenghe and Zariagi)
Kogi State Land Office
Lokoja Local Government Area ( Core Communities Governing Authority)
Adavi and Ajakuota Local Government Areas ( Pipeline Communities Governing
Authority)
Traditional Leadership and Development Associations of core communities (Obajana,
Oyo, Iwa, Apatha)
Traditional Leadership of Pipeline Communities (Ohunene, Egayin, Irepeni, Irapana,
Idodenghe and Zariagi)
Healthcare Facilities (Fisayo Clinic and Maternity, Obajana)
development. The implication of this arrangement is that at the individual village level the
CCC is the point of contact but for issues involving the entire surrounding community, the
CCCF is the central, representative group for communication and collaboration. Upon OCP
project approval; these bodies will also assist in the implementation and monitoring of the
IM/CDP activities proposed by OICI.
18.10 Obajana Cement Plant. It is recommended that OCP maintain a well-trained team of
multi-disciplinary professionals to handle the public consultation and disclosure with and
within the communities. The team should be proactive in consultation and disclosure of
information to stakeholders. In addition to community consultation, it is recommended that
OCP staff responsible for community development have regular contact and briefing sessions
with leadership of Lokoja, Adavi and Ajakuota Local Government Authorities.
18.11 Pipeline Communities. In collaboration with OICI, the select pipeline communities
formed Community Consultative Committees (CCC). The Pipeline CCCs are composed of
the elected members of respective community development associations and other
community leaders. The Pipeline CCC will be responsible for all consultations and discourse
with OCP, as well as grievance management. It is the recommendation of the OICI field team
that OCP give serious consideration to employing an additional Community Liaison Officer
(CLO) who is an indigene of one of the pipeline communities. This action will go along way
towards ensuring continued positive relations and open dialogue between the pipeline
communities and OCP even after the pipeline is buried under ground.
18.12 Mechanism for Public Consultation and Disclosure. The public consultation and
disclosure process established in the core and pipeline communities is designed to be in
conformity with the IFC standard.
18.13 Methods of Consultation. The main methods of consultation between OCP and the
surrounding communities both core and pipeline will be through in-person meetings. Written
request and documentation will be utilized on an as needed basis.
18.14 Timetable for Consultation with Stakeholders. The recommended process for periodic
interaction is as follows:
18.15 Resources and Responsibilities. Currently all public consultation and disclosure
between OCP and the surrounding communities are managed by the General Manager
Special Duties. Either he handles issues directly or delegates to the CLO, Community
Development Officer (CDO) or the Coordinator for Safety, Health and Environment.
18.16 Grievance Management. Grievances are expected from the project affected persons
and communities, especially given the magnitude of the project and the attendant and
impending influx. However, grievances can be resolved dispassionately using a deliberate
and effective procedure. OCP should constitute a Grievance Resolution Committee (GRC)
which will address grievances from an unbiased perspective. The OCP GRC should be
composed of the following persons or departmental representative:
On the part of the communities, the Core Community Consultative Forum (CCCF) should
serve as the grievance resolution body. However, if the grievance of a member of the
community cannot be resolved by the CCCF, it is to be reported to OCP through the
Community Liaison Officer. Additionally, either the CCCF or an individual may select to
write their grievance directly to OCP by dropping the grievance in the OCP Complaint Box
located at the entrance gate to the company. If the CLO cannot resolve the verbal or written
grievance either in isolation or in consultation with others the OCP GRC will convene a
meeting with the CCCF for grievance resolution. However, in the event that the meeting fails
to achieve an amicable settlement of the grievance, the CCCF can seek the assistance of the
Local Government and/or the CCCF Legal Advisor. In the event that the grievance is beyond
the professional scope of the CCCF Legal Advisor, the Nigeria Legal Aid Council should be
contacted.
Please refer to appendix six for details of the harmonized Grievance Management Process1 to
be adhered to.
1 The following Grievance Management diagram and Plan was developed by the OCP
Consultant following the assessment of the OICI team.
Complaint recorded in
Grievances Log
Details of corrective
action recorded
No
Yes
Outcome accepted by complainant
Judicial Proceedings
19.03 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:
19.04 The affected-communities are the main beneficiaries of the interventions and their
expected role is to cooperate with all the training and technical assistance providers that will
be involved in the implementation of the program. They are also expected to provide inkind contributions in the form of the following:
Labor during construction of infrastructure facilities and other supplies that they can
easily come up with
Provision of required materials such as stones, sand, water for the construction of
facilities in their communities
Time and effort required for their training in the capacity-building programs and in the
maintenance of facilities that are built under the program
Provision of volunteers who will undergo training of trainers courses to serve the
communities as trainers
19.05 These contributions are taken as buy-ins by the communities and it ensures that from
the beginning the communities know that they are responsible for their own development.
The communities, as currently constituted, do not have the capacity to manage the planned
projects and therefore it is our recommendation that the communities not be seen as the main
implementers of the IM/CDP but partners in their own development.
Recommendation No. 2: Ensure that the OCP Community Management team is at all
times made up of Nigerians.
19.06 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.
19.07 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.
19.08 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.
19.09 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.
Recommendation No. 6: Constitute the Grievance Resolution Committee Without Delay.
19.10 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.
19.11 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.
19.12 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.
19.13 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.
19.14 OCP should address the issue of 1,200 bags of cement promise made to the Obaloo of
Oyo by the President of Dangote Industries Limited.
Recommendation No. 11: Provide Business Opportunities to Community-based
Contractors.
19.15 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.
19.16 Based on the volume of influx of people into Obajana, an additional borehole should be
constructed for Obajana Community.
19.18 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.
19.20 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.
___________________________________________________________________________
___
20. Appendices
1. Questionnaires
2. Compensation Records
3. Minutes of CCC Meetings
GRIEVANCES RESOLUTION
FOR
TABLE
CHAPTER
OF CONTENTS
PAGE
1.0
1.1
1.2
2.0
2.1
2.2
3.0
3.1
3.2
3.3
3.4
General.................................................................................................................2
Objectives of the grievances process are as follows:...........................................2
GRIEVANCES FRAMEWORK.....................................................................................................2
1.0
GRIEVANCES
1.1
General
AND
DISPUTES
RESOLUTION
This document describes the avenues that Obajana Cement Project will
make available for project affected people to lodge a complaint or express
a grievance against the project, its staff or contractors. The document
also describes the procedures, roles and responsibility for addressing
grievances and resolving disputes.
There would be monitoring
mechanism to see or verify the outcome of the grievance resolution
process.
The focus of the grievance resolution process is to achieve prompt redress
for complainants through negotiation or mediation directly with the
project, or through community or local administrative channels.
1.2
GRIEVANCES
RESOLUTION PROCESS
2.1
Step 1
- Complaint is received
The correction action will be carried out by the GRC within the agreed
timeframe. The date when the corrective action is completed will be
recorded in the grievance log.
Step 5 - Outcome of the Corrective Action is verified with the
Complainant
Following completion of the corrective action, the outcome will be verified
with the complainant by the Community Relations Manager. The
complainant will be signed off on the acceptance of the solution. In case
the complainant remains dissatisfied with the outcome, additional
corrective measure may be agreed and carried out by the GRC
Step 6
- Other Avenues
Complaint received
Fig
Complaint recorded in
Grievances Log
Adjust project
procedures
to reduce
Immediate and /or long term corrective actions agreed
by GRC
adverse effects or
conflicts with affected
persons (as necessary)
Details of corrective
action recorded
No
Yes
Outcome accepted by complainant
Judicial proceedings
3.0
Complaints will be accepted orally or in writing. Project affected people may have the option
of channelling their grievances through their respective community leadership or directly to
Obajana Cement Project. Obajana Cement Project Laison Officer will have to brief all
relevant villages and advise them of their contacts points and encourage them to refer any
complaints so that they can be swiftly be addressed.
3.1
OCP has developed organisational framework for community laison for construction and
operational phases. This organisational framework will take primary responsibility for
addressing grievances during the pre constructional, constructional and operational phases
and will have day to day responsibility of addressing grievances during the construction
period. The framework will have to carry out regular monitoring their performance in
addressing the grievances and achieving satisfactory outcomes for complainants.
3.2
The Community leadership is the most accessible person for them to lodge a complain with.
Upon receipt of a complaint the Community leader will relay the complaint to the
Community Liaison Officer who will then relay the complaint to OCP
Alternatively, complainants may refer their grievances to the Community Laison Officer
directly.
3.3
The Jurisdictions of the Local governments and courts for addressing different types of cases
are defined in the Nigeria Civil Code and Nigeria Civil Procedures Code. In the court the
complainants have appellant rights and can pursue grievances up to Supreme Court.
3.4
Monitoring of Outcomes
The nature of grievances and effective performance of the grievance redress process will have
to be monitored.
The Grievance log book for the reporting period will be used to assess the overall
performance in terms of managing relations with affected people. Internal verification
reviews on selected log grievances will also have to be carried to prove that the corrective
actions are proving effective and are being carried out in a timely manner.
All grievances logs will be monitored to assess whether there are any recurrent types of
grievance that point to a need for changes in the project construction procedures, and whether
the project management has responded accordingly.