Reference for study material

Management/Community Development Planning

Initiative for the
Obajana Cement Project
Kogi State, Nigeria

Situation Report, Conclusions and Recommendations

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)
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Influx Management/Community Development Planning

Initiative for the Obajana Cement Project
Contents
Executive Summary
1. Background
2. Methodology
3. Gap Analysis
4. Insights from Previous Reports
5. Socioeconomic Environment of Core Communities
6. Community Expectations
7. Results Framework
8. Influx Management Plan
9. Gender Analysis
10. Detailed Implementation Plans
11. Budget
12. Potential Partnerships
13. Monitoring and Evaluation
14. Performance Monitoring Framework
15. Performance Monitoring and Evaluation Plan
16. Performance Indicator Tracking Table
17. Program Quarterly Implementation Plan
18. Public Consultation, Disclosure and Grievance Plan
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19. Conclusions and Recommendations

20. Appendices

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:

Increase income and economic opportunities of farm households;

Improve the health status of targeted beneficiaries;
Improve the level of education and livelihood skills; and,
Increase the organizational and conflict resolution capacities of the representatives
and key members of the primary stakeholder communities

In addition to the activities outlined in the IM/CDP for effective, amicable, long lasting
relations and mutually beneficial relations between OCP and its surrounding
communities, the following recommendations are proposed:
Recommendation No. 1: Identify a Nongovernmental Organization to Implement this
Program
The OCP needs to engage a reputable and experienced NGO for assistance during the
implementation of the IM/CDP. The NGO is expected to provide a whole range of
services, skills and manpower to implement the plan. There are many reasons why the
Company should engage the services of an NGO and these include the following:

Concerted effort is required to improve organization at the community-level. The

level of effort required to do this cannot be dealt with solely by the OCP community
development department. Therefore the assistance of an NGO is required.
Specialized technical assistance is needed to implement the micro-enterprise, microcredit, water and sanitation, education and health projects
Specialized project monitoring assistance is needed in the monitoring and
evaluation and overall management of the program

The implementation of these activities requires intensive guidance and follow-up and it is
instructive to hand over such responsibilities to an experienced NGO. The NGO should
have extensive knowledge of previous interactions and commitments between OCP and
the core and pipeline communities and experience in the following areas:

Agricultural training in food and cash crop production

Agricultural products processing and value addition
Microenterprise development skills training and microcredit support
Vocational-technical skills training
Collaboration with microfinance institutions
Collaboration with NGOs and CBOs and Government institutions.

Recommendation No. 2: Ensure that the OCP Community Management team is at all
times made up of Nigerians. The cultural nuances and sensitivities need for effective
consultation and disclosure should not be under estimated.
Recommendation No. 3: Commercialize the Proposed Internal Truck Parking Area to
Help Finance Community Development Initiatives. The OCP proposed internal truck
parking area should be on completion, commercialized. Proceeds from the truck park area
should then be channeled towards the execution of community development projects
beyond the initial year.
Recommendation No. 4: Commence Operation of the Proposed Internal Vocational
Training Facilities. OCP, as a matter of urgency, should commence operation of the
proposed internal vocational training facilities. This facility and the recruitment of
vocational trainees will go a long way in meeting the employment demands of
communities and the employment needs of OCP.
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Recommendation No. 5: Employ an Additional Community Liaison Officer from the

Pipeline Community Indigenes. An additional Community Liaison Officer (CLO) should
be employed by OCP from the indigenes of the pipeline communities. This will give
them representation, sense of belonging and ease communication problems with the
communities.
Recommendation No. 6: Constitute the Grievance Resolution Committee Without
Delay. The OCP Grievance Resolution Committee (GRC) should be constituted without
delay. The committee should derive its membership from the: SHES department and
specifically the EIA team who have vast knowledge of the terrain and the communities
involved; the office of the GM Special Duties who are currently responsible for public
consultation and disclosure in the communities; one representative each from the Security
Department, Maintenance Department that is responsible of all transportation activities,
the Medical Department, and the Civil Engineering Department who is currently
responsible for installation of infrastructure projects related to community development
activities being executed by OCP.
Recommendation No. 7: Consult with the Core Community Consultative Forum
(CCCF) and the Community Chiefs on the Issue of OCP Employment Vacancies. OCP
should discuss with both the Core Community Consultative Forum (CCCF) and the
Community Chiefs on the issue of OCP employment vacancies. The communities should
be given the chance to source for candidates that may be employed. However, it should
continue to be made clear, that getting employments are based on the past performance,
qualification and competence/skills of the candidates.
Recommendation No. 8: De-emphasize the Use of Money to Solve Community
Problems and Grievances. OCP should de-emphasize the use of money to solve
community problems and grievances. This strategy serves as a temporary solution to what
could be long-term problems. OCP should focus all its energy on public consultation and
disclosure, grievance management and execution of community development projects.
Recommendation No. 9: Begin Immediately the Commissioning of Promised
Infrastructure Projects. OCP should, without delay begin the commissioning of
infrastructure projects they have promised, approved or begun. Examples of
aforementioned projects include school classrooms block construction, boreholes, and
scholarship awards for the four core communities.
Recommendation No. 10: Address Issue of Previous Promises. OCP should address the
issue of 1,200 bags of cement promise made to the Obaloo of Oyo by the President of
Dangote Group.
Recommendation No. 11: Provide Business Opportunities to Community-based
Contractors. OCP should patronize Community-based Contractors with contracts that
have less technical requirements. This is another way of empowering the communities.
Recommendation No. 12: Construct Additional Boreholes. Based on the volume of
influx of people into Obajana, an additional borehole should be constructed for Obajana
Community.

Recommendation No. 13: Facilitate the Enforcement of Good Driving Practices.

Based on the envisage volume of vehicular traffic that is expected in Obajana when
production begins, there is a need to enforce good driving ethics. There should be
adequate road signs and provision for pedestrian crossings. Collaboration with Nigerian
Police and the Federal Road Safety Commission is of paramount importance in this
regard.
Recommendation No. 14: Provide Core Communities with Access to Electricity. OCP
in collaboration with Lokoja Local Government and Kogi State Government should
explore all possibilities for the provision of electricity to the core communities of
Obajana, Iwa, Oyo and Apata.
Recommendation No. 15: Promote the Development of Residential Construction and
Transportation-related Businesses. Core communities should be encouraged to take
advantage of the influx of people into the area by building residential and commercial
accommodations and investing in transportation business.

1. Background

1.01 The Obajana Cement Plc (OCP) is located in Obajana, near Lokoja, the district
capital of Kogi State. There are several villages located in the operational area of the
factory. All these communities are going to be impacted by the establishment of the
factory and the various activities will pose difficult social, economic and environmental
issues for the local populations of these villages. Within this context, it is critically
important that an effective Influx Management/Community Development Plan (IM/CDP)
is create that will create a foundation for sustainable community development initiatives
that will continue to benefit affected communities both during the timeframe within
which factory operations will be underway and after its eventual closure.
1.02 The goal of the OCP in this process is to promote economic development through
the implementation of community-based activities that will improve the quality of life for
the primary stakeholder communities and the local region. Within this context, it was
decided to fund the review and gap analysis required for the development of a
comprehensive IM/CDP for communities associated with the OCP based on all the
preceding work that has been done to date. OICI, an international nongovernmental
organization based in Nigeria, was commissioned to carry out the development of the
IM/CDP.
1.03 Principal Objective of the OICI IM/CDP Development Effort. The International
Finance Corporation (IFC), in considering the proposed investment of the Obajana
Cement Project (OCP), commissioned several studies in the catchments of the Obajana
Cement Project in fulfillment of the legal and other requirements to ensure that the risks
and other impacts of the proposed activities associated with the establishment of the
cement factory have been met. Also, a Terms of Reference (TOR) has been prepared for a
Consultant to provide guidelines for the development of a combined IM/CDP that would
provide guidelines to mitigate the adverse impacts of activities associated with the
establishment of the cement factory, the expected influx to the project area and the
downstream impact of the routing of the gas feeder pipeline.
1.04 The first draft of the IM/CDP was prepared and submitted to the IFC by a
Consultant. Even though the document met most of the requirements of the TOR, it was
concluded that the plan proposed required further improvements in order to address all
the outstanding issues and gaps. OICI formally received a request from the IFC to submit
a proposal to undertake various tasks among which is an assignment to review all
relevant primary and secondary data and fill any identified data gaps and thus enable the
conceptualization and designing of comprehensive IM/CDP.
1.05 The objective of the preparation of this IM/CDP is to establish a model for
sustainable social and economic development for communities confronted with the
various negative impacts that will result from activities associated with the operations of
9

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

Political and Institutional Environment

Local government and administration

Sources of revenue
Government policies and plans
Traditional structure
Local NGOs and CBOs
Social organization and leadership
Social network structure rivalries

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Present Land Use Patterns and Management

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

Roads and communication systems

Water and energy supply systems
Waste disposal facilities

Social and Other Community Services and Facilities

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 and Demographic Characteristics of Affected Communities

Population distribution
Demographic profile of settlements and households
Migration
Gender distribution
Ethnicity
Vulnerable groups

Livelihood, Health and Welfare Characteristics of Affected Communities

Community livelihood profiles

Household economies: income and expenditure
Employment status
Farming systems
Income streams
Village and household assets profile
Education and skills profile
Welfare profile
Health profile
Cultural profile

Biophysical Environment

Climate
Soils and land capability`
Natural flora and fauna
Water resources

Development Needs and Priorities

Priority village problems

Priority household problems

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Impact Assessment

Economic environment
Social environment
Political and institutional environment
Infrastructure
Land use and natural environment

4. Insights from Previous Reports

4.01 A large body of information required to provide the elements for developing an
IM/CDP is available from the very exhaustive reports available. These reports have
provided details of the demographic, socioeconomic and sustainable development issues
and information, among others, on the affected communities and have provided a list of
the developmental problems of the people at the community and the household levels.
4.02 These documents were instructive in providing a detailed analysis of the problems of
the communities, in terms of quality of life components (safe flowing good quality water,
sanitation, education, health care services and access to health facilities), road and
electricity infrastructure, and economic livelihood components (improvement of skill
base and general capacity building of local communities, improvement of livelihood
activities and measures to promote local business development, microcredit and the
establishment of microenterprises). The reports formed the basis for thinking through the
problems faced by the affected communities and also provided the elements required for
designing the IM/CDP. The draft IM/CDP presented earlier by the preceding Consultant
comprehensively summarized the findings of the various studies that provided basis for
problem identification and analysis and the listing of prioritized felt needs of the primary
stakeholder communities.
The document, however, did not specify the following elements that are required to
operationalize the IM/CDP:

Design of the IM/CDP that details the Goal, Objectives, Strategies, Activities,
associated Resource Requirements and Indicators that establish the means and ends
relationships and which will be utilized in the development of the Results Framework

Detailed Implementation Plan (DIP) that provides details of the sequencing of

various project activities including agriculture improvement initiatives and
incorporating communities along side the pipeline.

Activity-based Budget that details the resource requirements (human and material)
required for the implementation of the projects reflecting first year funding.

Monitoring and Evaluation Plan that will allow management to follow

developments during implementation and ensure the provision of information for
management review and action.

Project Performance Tracking Table (PPTT) by which achievements can be tracked

such that the program can lend itself for periodic evaluation.

13

Gender Analysis to provide information and proactive strategies for targeting women
who are generally the most vulnerable and voiceless in traditional societies.

Structures and Mechanisms for effective communication and conflict resolution

between the communities and the Company.

Analysis of key components required for an effective Influx Management (IM) plan.

These various elementswhich constitute the building-blocks for the development of

comprehensive IM/CDPhave been elaborated in this report.
5. Socioeconomic Environment of Core Communities
5.01 This section summarizes the outcomes and findings of the various studies that have
been conducted in the area. These reports provide the background and justification for the
recommended interventions to be addressed in the IM/CDP. The affected communities
and target group of the IM/CDP are as follows
5.02 Obajana/Apata was founded about eighty years ago when a younger brother to
Chief of Apata moved to its present site to farm in order to reduce incessant quarrels with
the Elder brother. No one dared to farm at this site, which was then called Iwomirin
(Lions den) because lions lived in caves along the hills sides, for fear of being killed.
The younger brother braved it, built a hut and established a farm along with members of
his family. When he survived it, other farmers moved in to join him but all returned home
to Apata for ceremonies, festivals, and family large meetings.
5.03 Oyo/Iwa Oyo is a brother community to Iwa. The two communities used to be
contiguous but Oyo moved to its present site between 1976 and 1980, while Iwa
remained at the old site. Oyo and Iwa were founded by two brothers and the two
communities together own what is today Oyo-Iwa land. That situation remains to date
even though the two settlements moved apart than before. The resources of the land were
used jointly and the two brother communities celebrate the same festivals, have the same
culture, language and beliefs and intermingle as brothers. An indigene of one of the two
villages is seen as a citizen of the other. Modernization first came into this area with the
construction of the Kabba Lokoja road, which was about two kilometers away from Iwa
and seven kilometers from Oyo. Shortly after this period, Oshokoshoko was founded on
the road by a group settles who actually sought for and obtained the permission of Iwa
and by extension Oyoto be allowed to settle on Oyo-Iwa land.
5.04 Population. Based on 1991 census projects, the population of Obajana by early 2003
was expected to be 500 people but by January 2003 respondents put this value at about
650 and 1,000 with an average of 780 people. During a survey in June 2004, the
population of Obajana was estimated to be 1500 made up of 63.2% strangers and 46.8%
indigenes. By September 2004 respondents put the population of Obajana at 3,000 and
3,500 during the day, and between 1400 and 1800 at night. The higher the population
during the day is due to an influx of factory workers and job speculators residing outside
Obajana, i.e., nearby towns such as Zariagi, Lokoja, Oshokoshoko and Kabba.
5.05 From in-depth interviews conducted it is estimated that by July 2005, , the
population of Obajana will be about 6,000 with 2000 as indigenes representing 33% of
14

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
17

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.

6.02 Situation Analysis. The communities expect to witness an accelerated pace of

development through the translation of their felt needs into concrete projects and
implementation of those projects. They were quite emotional about this and their feelings
were very strong. Although they had previously mentioned their needs as revealed in the
reports of earlier missions, they explicitly expressed the hope that the recommendations
of this mission will lead to concrete action in their communities this time around.
According to them, they had held several meetings with the OC Plc officials and other
stakeholders to whom they have revealed the preferences of their communities.
Therefore, they felt OC Plc can accelerate action on the development of their
communities. The anxiety in the core and pipeline communities is pervasive and cuts
across all groups and levels Chiefs, Community Leaders, Community Development
Associations (their Executives, Patrons and Advisers), the Aged, Men, Women, the Youth
and Children. The indigenes who live in Lokoja and other distant towns and cities also
share this heightened feeling of expectation. The apprehension in some of these
18

communities stem partly from the treatment they got from the activities of certain
agencies and companies in the past.
6.03 In Egayin, one of the pipeline communities, the environment was adversely
impacted by a major construction company without appropriate mitigation measures. The
community is still living with the effects of this adverse impact. They consider this a
maltreatment of their citizens and community and are expressly not happy about it. They
fervently hope that their community would receive a more humane treatment in this
project arrangement.
6.04 In Idodenge, Irepeni and Irapana communities, the ward heads, community
chairmen, the men, Youth and the very assertive women told us that they have always
been cheated. They referred to situations in the past where their fertilizer allocations were
diverted and they want to be involved in programs that would not allow this to occur
again.
6.05 Please refer below for details pertaining to some of the plans on the drawing board
and projects that are being implemented by the OCP in the primary stakeholder
communities as at July 2005:

Potable Drinking Water: Contract has been awarded for the provision of one
borehole in each of the four core communities but more are required because of the
large populations.

Employment for the Indigenes: The OCP is planning to establish a technical/skill

training facility for staff and youths of the core communities for them to acquire skills
that will merit their being employed by the company.

Electricity Supply: The OCP has plans far advanced to contact the power company to
facilitate power supply to the core communities to enhance economic development.

Schools: The OCP has completed the construction one two-classroom block each in
Obajana and Apata, while the one at Iwa is at roofing stage. The Oyo construction is
yet to start because of their indecision as to where the structure should be located in
case they will have to be relocated.

Roads: In Oyo, there was a demand for the extension of quarry road to the
community as well as the construction of a bridge across river Mimi. As of July 2005,
the bridge has been constructed and the road construction is receiving serious
attention.

Credit Facilities to boost business activities: The OICI Team recommended to the
OCP Foundation to facilitate the establishment of micro-credit facilities to support the
business activities of project.

Construction of palaces for the Oba of Obajana and Obaloo of Oyo.

19

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

Improvement of schools buildings (building or renovating, supply of furniture, teaching materials)

Improvement of skill base of local communities through vocational training
Establishment of a scholarship program

20

Health-Care Services and Access To Health Facilities

Subsidizing health unit for purchase of drugs

Provide transport for health unit outreach workers
Establish health posts
Training of community volunteers in first aid

Development of Economic Opportunities

Enhancement of group formation

Behavioral/attitudinal and social/organizational capacity building
Professional and technical training (targeting youth for employable skills training)

Improvement of Livelihood Activities

Improvement of production and productivity of farmers

Enhancement of access to services and supplies of service providers to improve output of
current cultivated crops
Measures to promote local business development and establishment of Small and MediumScale Enterprises (SMEs)
Establishment of micro-credit scheme

Organizational and motivational Capacity building of communities

Awareness creation for identification of present and emerging opportunities

Organization and Leadership training

21

7. Results Framework
7.01 These specific felt needs validated and prioritized by the communities were
subjected to problem and objective analyses using the problem tree methodology to
derive the Goal, Objectives, Strategies, Activities and Indicators. The output of this
exercise by the team formed the basis for the design of the program that is summarized in
the Results Framework below:
Intermediate Results and Primary Activities under each Strategic Objective:
Objective 1: To increase income and economic opportunities of # farm households
in 8 primary stakeholder communities.
Intermediate
Results (IRs)

Primary Activities

IR 1:Improved
sustainable food
and cash crop
production ,
handling and
storage among
# farmers

1.1. Training in sustainable food and cash crop production systems

1.2. Provision (through input credit) and facilitation of access to agriculture inputs such
as seeds, fertilizers, and tools.
1.3. Training in livestock production and management and provision of improved breeds
of animals
1.4 Training in practices to improve environmental security and natural resource
management.
1.5 Training in post-harvest handling and safe storage technologies for grains and tubers

IR 2: Income
generating
capacities of #
women, men,
(youth)
improved

3.1. Formation of men and 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

4.1. Formation of business groups for group lending

4.2. Training in micro-credit management and basic book and record keeping
4.3. Provision of group loans through producer cooperatives using group lending microcredit scheme.
Objective 2:. To improve the health status of # (population) living in the 8 primary
stakeholder target communities

Intermediate
Results

Primary Activities

IR 4: Improved
health and
nutrition
practices of #
women, children
and men.

4.1 Behavior change communication and education on key messages in health, nutrition,
and sanitation for men, women and children
4.2 Training of community health agents in prevention and treatment of diarrhea,
malaria, guinea worm and other water-borne diseases
4.3 Malaria and Diarrhea disease prevention Campaigns
4.4. HIV/AIDS awareness education and prevention.
4.5. Construction of clinic/hospital

IR 5: Access to
potable water
and sanitation
facilities
increased for #
people

5.1 Construction of # borehole wells.

5.2 Establishment of # of surface-tank water systems.
5.3. Construction/promotion of # latrines, liquid drains, and # of waste dump pits.
5.4. Establishment and training of # community water and sanitation committees.
5.5. Establishment and training of # borehole pump and water source care-taker
committees.
Objective 3: To improve the level of education and livelihood skills of # population
living in 8 primary stakeholder target communities

Intermediate
Results

Primary Activities

IR 6: Improved
access to
qualityeducation, and
recreation
facilities.

6.1. Construction/Rehabilitation of existing school infrastructure in 4 proximate

communities
6.2 Advocate with DA and local authorities for provision of teachers and school
supplies
6.3. Construction of vocational training facility/Scholarships skills training elsewhere
6.4. Provide on the job training and/or apprenticeship
6.5. Formation of Parent/Teacher Associations
6.6. Refresher staff development courses for teacher,
6.7. Provision of playground and sports equipment for youth.
6.8. Link with book and educational materials donation programs.
Objective 4: To increase the organizational and conflict resolution capacities of the
representatives and key members of the primary stakeholder communities

Intermediate
Results

Primary Activities

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

Socioeconomic Impact of Project and Key Issues

Sept. 2005-Three week

training course. Peer
facilitation meeting to
continue after formal
training

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

Oct. 2005- Recruitment

and Training and
Selection

Trainers,
training
materials and
venue

7.02 Beneficial Impacts of Project

Provision of employment to about two thousand persons during construction, in addition

to a boost in local trade accentuated by currency infusion opportunities provided for
vendors and petty traders who service the needs of the construction workers. When
commissioned, the OCP project (including the Housing Colony) will provide direct
employment to about four hundred to four hundred and fifty (400 450) skilled employees,
and hundreds of unskilled workforce. The mining project will provide additional
employment to approximately 150 persons.

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.

7.03 Adverse Social Impacts of Project

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.

Disruption of Livelihood: as a result of disruption of the local peoples means of livelihood,

there is a manifestation of socially deviant behaviours in the local communities resulting
from hardship associated with loss of income, accentuated by frustrations due to lack of skills
required by the alternative means of livelihood being provided by OCP project.

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.

8. Influx Management Plan

8.01 The increase in economic activities that are coming up as a result of the establishment of the
project has already started to attract many people looking for opportunities to flock to the area.
Some of these in-migrants are definitely going to take advantage of the influx of people to the
area to provide goods and services for profit while there will be a large group of floaters looking
for non-existent jobs and those that are bringing along with them serious medical problems as
well as criminal tendencies that will generated local social problems. The influx of the various
categories of people to the area will put a heavy burden on infrastructure and services available
in the area and that calls for some kind of interventions to minimize the negative effects. For
instance, the large pool of drivers and their associated assistants that will be coming to the
project area each day is also expected to have both positive and negative impacts on Obajana and
the surrounding communities. It is important to provide an analysis of the various scenarios that
are anticipated in order to preempt or mitigate the negative effects with mitigating measures or
minimize their negative impacts. The following matrix provides an overview of the various
impacts and the associated mitigation measures:
Overview of Impacts and Associated Mitigation Measures
INFLUX IMPACTS

PROPOSED MITIGATION
MEASURES

ACTION
PARTY

INCREASED WATER
SHORTAGES/NEEDS

Boreholes for core

communities (Obajana, Oyo,
Iwa, Apata)
Borehole for Agane-(pipeline
community)
Additional borehole for
Obajana
Boreholes for two pipeline
communities (Onehene,
Agane, Irapana,
Classroom blocks for core
communities (Obajana, Oyo,
Iwa, Apata)
20 bed hospital- located near
housing estate

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

Mobile health clinic

OCP

Proposed

Community-based HIV/AIDS
awareness, education and
prevention activities

NGO-To be
determined

Proposed

Voluntary counseling and

testing services

NGO- To be
determined

Proposed

Recommended
Proposed

INCREASED ROAD USAGE AND

TRAFFIC

Road signs placed in strategic

positions

Federal Road
Safety
Commission

Recommended

KGSG

Road marks and crossings for

pedestrians

LGA

Recommended

Eye test for drivers

Sight Savers
International

Recommended

Ad hoc training by Federal Road

Safety Commission

Federal Road
Safety
Commission

Recommended

Select roads improved

OCP

On-going

Enforcement of safe driving

ethics

Nigerian Police

Recommended

Bridge construction in Oyo

OCP

Completed

GOVERNMENT SERVICES

Erection of government offices

and residential quarters

KGSG

On-going

LGA
Construction of market stalls
to create a market in Obajana
INCREASED DEMAND FOR
ELECTRICITY

OCP, LGA,
KGSG

Recommended

CULTURAL BREAKDOWN

Collaboration between OCP,

LGA and the state government
to provide electricity to core
communities
Local CCCs established to
reinforce cultural identity,
indigenous community
empowerment and traditional
leadership.

OCP and To be
determined NGO

On-going

INCREASED NEED FOR

ACCOMMODATION

Housing Estate consisting of a

total of 308 houses

OCP

Completed

Government built residential

housing
Indigenes of Obajana and Iwa
are earning money by renting
rooms to migrant workers
Community members
encouraged to build rental
houses
Improvement in agricultural
production

LGA, KGSG

Recommended

Community

On-going

Community

Recommended

NGO-To be
determined

Proposed

OCP employment (42 from

core communities as of July
2005)

OCP

On-going

OCP employment (? from

pipeline communities as of
July 2005)

OCP Contractors

Completed

OCP In-house Vocational

Trainings

OCP

Planned

INCREASED COST OF LIVING

INCREASED NEED FOR
EMPLOYMENT

INCREASED EMPLOYMENT
OPPORTUNITIES

INCREASED NEED FOR

TRANSPORTATION
INCREASED CRIME/CRIMINAL
ACTIVITY

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

Two police post located at the

quarry and housing estate
respectively

INCREASED NEED FOR URBAN

PLANNING

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

INCREASE IN COMMERCIAL SEX

WORK

Comprehensive HIV/AIDS
Training Program

NGO-To be
determined

Proposed

INCREASED NEED FOR

ACCOMODATION

Indigenes earn money by

renting rooms
Community members
encouraged to build rental
houses

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

INCREASED NEED FOR

ACCOMODATION

INCREASED NEED FOR FOOD

PROVIDERS

INCREASED NEED FOR PERSONAL

SERVICES

INCREASED FOR WORK-RELATED

SERVICES FOR TRUCKERS

INCREASED NEED FOR GENERAL

SERVICES

NEED FOR TRUCK TRAILER PARKS

Indigenes earn money by

renting rooms

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

Internal Trailer Park

Commercialized with
gate fee, rental space

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

Work Place HIV/AIDS

Intervention Program

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.

9.03 Gender-sensitiveness in development assistance is reflected in the establishment of

mechanisms that ensure that there is incorporation of a comprehensive framework and
methodology to ensure that the design, implementation and monitoring and evaluation of
projects are approached from a gender perspective for effective development practice. A service
provider needs to establish a gender policy that affirms its commitment to giving women
equitable and equal opportunities to help themselves not as an afterthought, but as an integral
part of programming. In working toward gender equity, the focus is not only on women, but also
on the relations between men and women and the use of skills training as a vehicle for
transforming these relations.
9.04 In designing the CDP for the OCP, OICI during the validation and prioritization exercises
ensured that women focus groups and key informants were separated from the men in order to
obtain information on their perceptions of the project and their felt-needs. They were allowed to
discuss and validate the listed identified needs of their community that had been established
earlier and were asked to prioritize and rank those needs from their perspective. This was done to
ensure that their concerns and needs would be taken care of during the design of the program.
Integration of gender issues in this project will be demonstrated by ensuring that the following
tasks will be undertaken by using the following methods:

Incorporate gender issues in the training of the staff that will be involved in the
implementation of the program
Establish a policy in this project that does not tolerate inappropriate sexist or gender bias that
marginalizes women participants
Conduct gender audits to ensure that there is compliance to an equitable and equal
representation of women leaders and to monitor the impact of the program on women
participants
Institute strategies that encourage women to participate in the program
Hire women field staff, particularly at levels of leadership and in the delivery of training
Seek to increase 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

Hand pump bole hole

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

waste dump site

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

Sept. 2005-Three week

training course. Peer
facilitation meeting to
continue after formal training

Sept. 2005-Recruitment and

Training

Oct. 2005- Construction to

commence after trainings

$2,500
IEC/BCC
materials,

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

10. Detailed Implementation Plan (DIP): Obajana

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

Formation of men and

womens business groups
for market and input
access

Technical skills training

for men and women in
processing, crafts, trades,
and other small-scale
enterprises

VOCATIONAL TRAINING/
SKILLS ACQUISITION

Carpentry

Welding

Electrical Wiring

Tailoring

Bricklaying
- Optional Apprenticeships

To produce 31 entrepreneurs
for the development of the
community

Nov. 2005 to Jan. 20068 week training course

NGO-To be
determined

To build capacity of 31
community members for
employment generation

To enable 59 youth and other

interested parties in the
community to acquire skills
and vocations which will lead
to employment within OCP or
self-employment within the
surrounding communities

Trainers, microenterprise
training
materials

$8,

Centralized
training venue
to be utilized by
all core
community
participates

Jan. 2006 to June 2006- Six

month vocational training in
all sectors
June 2006 to Aug. 2006Optional three month
apprenticeship program
sponsored by OCP

OCP
NGO- To be
determined

Vocational
Training
materials,
trainers, and
equipped
vocational
training facility

$1,
$1,
$1,
$1,
$1,
To

10. Detailed Implementation Plan (DIP): Obajana (Continued)

AGRICULTURAL
IMPROVEMENT/
RESTORATION

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

Food and cash crop

production training
-Cassava
-Yam
-Groundnut
-Maize
-Pepper

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

Oct. 2005- Purchase of

grinding mill

OCP
NGO-To be
determined -

Oct. 2005-Training (Value

Addition, Appropriate
Technology)

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

Jan. 2006-Training (Poultry

Production)

$2

Feb. 2006-Training

$8

March 2006-Provision of
Agric. inputs
April 2006-Replanting

ACCESS TO MICRO-CREDIT

Collaboration with MicroFinance Institutions (MFI)

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

Jan. 2006-Funds for

foundation

Start-up capital
Business
Development
Specialist

$3,

10. Detailed Implementation Plan (DIP): Oyo

Identified Project

Purpose

HEALTH SERVICES

Mobile Health Unit

HIV/AIDS Training
-Awareness
-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

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

Oct. 2005-Three week

training course. Peer
facilitation meeting to
continue after formal
training
Sept. 2005-Recruitment and
Training

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

Oct. 2005- Recruitment and

Training and Selection

Trainers,
training
materials and
venue

$1

10. Detailed Implementation Plan (DIP): Oyo (Continued)

MICRO-ENTERPRISE
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

Formation of men and

womens business groups
for market and input
access

Technical skills training

for men and women in
processing, crafts, trades,
and other small-scale
enterprises

VOCATIONAL TRAINING/
SKILLS ACQUISITION

Carpentry

Welding

Electrical Wiring

Tailoring

Bricklaying
- Optional Apprenticeships

To produce 37 entrepreneurs
for the development of the
community

Nov. 2005 to Jan. 20068 week training course

NGO-To be
determined

To build capacity of 37
community members for
employment generation

To enable 42 youth and other

interested parties in the
community to acquire skills
and vocations which will lead
to employment within OCP or
self-employment within the
surrounding communities

Trainers, microenterprise
training
materials

$9,

Centralized
training venue
to be utilized by
all core
community
participates

Jan. 2006 to June 2006- Six

month vocational training in
all sectors
June 2006 to Aug. 2006Optional three month
apprenticeship program
sponsored by OCP

OCP
NGO- To be
determined

Vocational
Training
materials,
trainers, and
equipped
vocational
training facility

$4,

10. Detailed Implementation Plan (DIP): Oyo (Continued)

AGRICULTURAL
IMPROVEMENT/
RESTORATION

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

Food and cash crop

production training
-Cassava
-Yam
-Groundnut
-Maize
-Pepper

To improve rearing
and production of
poultry

To improve food and

cash crop yield of 56
farmers

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

Oct. 2005- Purchase of

grinding mill

OCP
NGO-To be
determined -

Oct. 2005-Training (Value

Addition, Appropriate
Technology)

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

Jan. 2006-Training (Poultry

Production)

$2

Feb. 2006-Training

$2

March 2006-Provision of
Agric. inputs

April 2006-Replanting

$8

10. Detailed Implementation Plan (DIP): Oyo (Continued)

ACCESS TO MICRO-CREDIT

Collaboration with MicroFinance Institutions (MFI)

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

Jan. 2006-Funds for

foundation

Start-up capital
Business
Development
Specialist

Identified Project

Purpose

HEALTH SERVICES

Mobile Health Unit

HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing

SANITATION

Recruitment and training

of community health
volunteers

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

Oct. 2005-Three week

training course. Peer
facilitation meeting to
continue after formal
training
Sept. 2005-Recruitment and
Training

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

First Aid Boxes

$4

Trainers,
training
materials and
venue

$1

NGO- To be
determined

$1

$1

Oct. 2005- Construction to

commence after trainings

Construction
and building
materials

Oct. 2005- Recruitment and

Training and Selection

Trainers,
training
materials and
venue

10. Detailed Implementation Plan (DIP): Iwa

Un
Bu

$2

$1

10. Detailed Implementation Plan (DIP): Iwa (Continued)

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

Formation of men and

womens business groups
for market and input
access

Technical skills training

for men and women in
processing, crafts, trades,
and other small-scale
enterprises

VOCATIONAL TRAINING/
SKILLS ACQUISITION

Carpentry

Welding

Electrical Wiring

Tailoring

Bricklaying
- Optional Apprenticeships

To produce 39 entrepreneurs
for the development of the
community

Nov. 2005 to Jan. 20068 week training course

NGO-To be
determined

To build capacity of 39
community members for
employment generation

To enable 42 youth and other

interested parties in the
community to acquire skills
and vocations which will lead
to employment within OCP or
self-employment within the
surrounding communities

Trainers, microenterprise
training
materials

$9,

Centralized
training venue
to be utilized by
all core
community
participates

Jan. 2006 to June 2006- Six

month vocational training in
all sectors
June 2006 to Aug. 2006Optional three month
apprenticeship program
sponsored by OCP

OCP
NGO- To be
determined

Vocational
Training
materials,
trainers, and
equipped
vocational
training facility

$4,

10. Detailed Implementation Plan (DIP): Iwa (Continued)

AGRICULTURAL
IMPROVEMENT/
RESTORATION

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

Food and cash crop

production training
-Cassava
-Yam
-Groundnut
-Maize
-Pepper

Provision of agricultural
inputs
-seeds
-seedlings
-fertilizer
-tools

Replanting of
crop/economic trees
-Cashew
-Mango
-Castor

To improve and increase

efficiency of 39 womens
workload for greater
economic empowerment
and better quality of life.

To empower 39 women to
produce more value-added
products i.e. gari, for
greater economic
empowerment

To improve production and

rearing of domestic
livestock

To improve rearing and

production of poultry and
poultry related products

To improve food and cash

crop yield of 61 farmers

To restore and improve cash

crop production for 61
farmers

Oct. 2005- Purchase

of grinding mill

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

Collaboration with MicroFinance Institutions (MFI)

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 provide direct access to

needed financial resources
for self and community
empowerment for 39
villagers

To improve organizational
structure and capacity of 61
farmers and 39 women
cooperatives to increase
likelihood of loan approval

Dangote
Group/OCP
NGO - To be
determined

Start-up capital

$3,

Business
Development
Specialist

10. Detailed Implementation Plan (DIP): Apata

Identified Project

Purpose

HEALTH SERVICES

Mobile Health Unit

HIV/AIDS Training
-Awareness
-Education
-Prevention
-Counseling
-Testing

SANITATION

Recruitment and training

of community health
volunteers

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

Nov. 2005-Three week

training course. Peer
facilitation meeting to
continue after formal
training
Sept. 2005-Recruitment and
Training

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

First Aid Boxes

$4

Trainers,
training
materials and
venue

$1

NGO- To be
determined

Un
Bu

$1

$1

Oct. 2005- Construction to

commence after trainings

Construction
and building
materials

Oct. 2005- Recruitment and

Training and Selection

Trainers,
training
materials and
venue

$2

$1

10. Detailed Implementation Plan (DIP): Apata (Continued)

MICRO-ENTERPRISE
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

Formation of men and

womens business groups
for market and input
access

Technical skills training

for men and women in
processing, crafts, trades,
and other small-scale
enterprises

VOCATIONAL TRAINING/
SKILLS ACQUISITION

Carpentry

Welding

Electrical Wiring

Tailoring

Bricklaying
- Optional Apprenticeships

To produce 30 entrepreneurs
for the development of the
community

Nov. 2005 to Jan. 20068 week training course

NGO-To be
determined

To build capacity of 30
community members for
employment generation

To enable 32 youth and other

interested parties in the
community to acquire skills
and vocations which will lead
to employment within OCP or
self-employment within the
surrounding communities

Trainers, microenterprise
training
materials

$8,

Centralized
training venue
to be utilized by
all core
community
participates

Jan. 2006 to June 2006- Six

month vocational training in
all sectors
June 2006 to Aug. 2006Optional three month
apprenticeship program
sponsored by OCP

OCP
NGO- To be
determined

Vocational
Training
materials,
trainers, and
equipped
vocational
training facility

$4,

10. Detailed Implementation Plan (DIP): Apata (Continued)

AGRICULTURAL
IMPROVEMENT/
RESTORATION

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

Food and cash crop

production training
-Cassava
-Yam
-Groundnut
-Maize
-Pepper

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

Oct. 2005- Purchase of

grinding mill

OCP
NGO-To be
determined -

Oct. 2005-Training (Value

Addition, Appropriate
Technology)

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

Jan. 2006-Training (Poultry

Production)

$2

Feb. 2006-Training

$2

March 2006-Provision of
Agric. inputs

April 2006-Replanting

$8

ACCESS TO MICRO-CREDIT

Collaboration with MicroFinance Institutions (MFI)

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 microcredit financing to

30 potential
entrepreneurs

To provide direct
access to needed
financial resources
for self and
community
empowerment for
30 villagers

To improve
organizational
structure and
capacity of 20
farmers and 22
women cooperatives
to increase
likelihood of loan
approval

Sept. 2005-Collaborations

Dangote
Group/OCP
NGO - To be
determined

Oct. 2005-Formation of
Cooperatives

Jan. 2006-Funds for

foundation

Start-up capital
Business
Development
Specialist

$3

10. Detailed Implementation Plan (DIP)

Select Pipeline Communities
Community

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.

Oct. 2005- Construction

to commence after
trainings

NGO- To be
determined
Oct. 2005- Recruitment
and Training and
Selection

To establish
community
ownership of
the water and
sanitation
facilities

Oct. 2005-Training (Value

Addition, Appropriate
Technology)

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

To provide direct access

to needed financial
resources for self and
community
empowerment for 50
villagers
To improve
organizational structure

Sept. 2005Collaborations

Dangote
Group/OCP
NGO - To be
determined

Oct. 2005-Formation
of Cooperatives

management and basic

book and record
keeping

Establishment of OCP
Community Foundation

and capacity of 2
farmers and 1 womens
cooperatives to increase
likelihood of loan
approval

Jan. 2006-Funds for

foundation

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

National Youth Service Corps

(NYSC), Kogi State Action
Committee on HIV/AIDS
(KSACA), Society For Family
Health (SFH)

Organizations collaborate to provide

health personnel, treatment and
services to communities

SANITATION

NYSC, LGA Environmental

Health Officers

Organisations to provide
improvement of sanitation in the
communities.

MICROENTERPRISE
TRAINING

National poverty eradication

program (NAPEP), Small and
Medium Enterprise Development
Agency(SMEDA)

Contribute in the training of

potential entrepreneurs

VOCATIONAL TRAINING/
SKILLS ACQUISITION

National poverty eradication

program (NAPEP), Kogi State
Agency for Poverty Reduction
NYSC, LGA Department of
Agriculture,

Contribute in acquisition of skills by

community youth.

Nigeria Agricultural, corporative

and Rural Development bank
(NACRDB), Kogi Community
Bank Lokoja

Provision of micro-credit facilities

for the establishment microenterprises and improvement of
agricultural input.

AGRICULTURAL
IMPROVEMENT/
RESTORATION
ACCESS TO MICRO-CREDIT

Contribute in the improvement of

Agricultural production in the
communities.

12. Potential Partnerships

13. Monitoring and Evaluation

13.01 Monitoring and evaluation is an integral part of this project. The logical nature of the
project defines desired project results and indicators at the projects inception. The monitoring of
the project takes place throughout the life of the project. However, emphasis will be placed on
the following periods:

Pre-project implementation (gathering of household baseline data);

At the beginning of each major task (confirmation of what needs to be done and where it
should be done);
At the conclusion of each task (assessment of progress made towards the projects stated
purpose, using established project indicators);
Periodic site visits (Facilitation for data capture through observations, interviews and
subsequent preparation of quarterly updates to the performance-monitoring plan).

13.02 The project design presents a logical framework that links project activities to expected
results, which in turn relate to the project objectives and overall goal. The design also contains
impact indicators that enable progress monitoring towards achieving the expected results.
Tracking project impact and project follow-up is the responsibility of all staff assigned to the
project. Project staff will visit all project sites and stakeholders associated with the project to
interview, survey and evaluate to track progress.
13.03 These data are collected for the purpose of informed management decision-making by
project staff and partners and to facilitate reliable reporting to the OCP and other interested
parties. M&E team will put the data collected from field reports, surveys, and interviews into a
management information system for analysis and reporting. Most M&E indicator data that are
quantitative in nature are supported by qualitative data obtained from interviews and surveys
where appropriate.
13.04 Each participant in the project will provide information that will assist in the development
of follow-up work that is required and also serve as the basis for providing recommendations for
fine-tuning the project plan. In this way resources will be allocated to the most important areas of
the program. Project staff will be implementing a performance tracking system utilizing its
experience in database management for program and resource development purposes. Project
staff will be responsible for tracking the program indicators and managing program data. The
overall responsibility for monitoring and evaluation and reporting, will rest with the manager of
the program
13.05 Monitoring and Evaluation Plan. The proposed monitoring and evaluation plan is
designed to provide data on project inputs, outputs and outcomes. The methodology for
measuring program impact has been incorporated beginning from the program design and results
framework. At program start-up, Project staff will conduct a kick-off program design and
implementation workshop. The objectives of this workshop are to refine project descriptions and
to develop the Detailed Quarterly work plans and the overall Performance Monitoring Plans that
will permit the efficient monitoring and evaluation of the project.
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.

14. Performance Monitoring Framework

S/N

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

Quarterly or semiannual quantitative and

qualitative surveys
Regular public
meetings and other
consultation with
people affected by the
project; review of
grievance mechanism
outputs
External
assessment/sign-off
report based on
performance and impact
monitoring reports,
independent surveys
and consultation with
affected persons.

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

15. Performance Monitoring and Evaluation Plan

15. Performance Monitoring and Evaluation Plan (Continued)

- Number of
beneficiaries who can
describe two

- 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

- No. of latrines unused,

un-maintained or posed
health hazards

- NGO- to be
determined
- OCP

- OCP

- CCC
- Annual

- CCC
- No of latrines, liquid
drains, and waste dump
site constructed and
functional

- Monthly

- MFIs
NGOs

15. Performance Monitoring and Evaluation Plan (Continued)

- Establishment and
training of pump and
water facilities care
taker committees
- No of functioning
water and sanitation
committees established
- No of households with
access to sanitation
facilities.
- Sanitation facilities
constructed.
MICRO-ENTERPRISE
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 Plans
Business Credit
Management
Negotiation Skills

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

15. Performance Monitoring and Evaluation Plan (Continued)

VOCATIONAL
TRAINING/
SKILLS ACQUISITION

Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying

To enable 200 youth and

other interested parties in
the community to acquire
skills and vocations which
will lead to employment
within OCP or selfemployment within the
surrounding communities

- 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

15. Performance Monitoring and Evaluation Plan (Continued)

16. Performance Indicator Tracking Table

Indicators For Monitoring

Year 1
Target

HEALTH SERVICES
Number of community volunteers trained in first aid
management.

Number of beneficiaries attending health, sanitation and

HIV/AIDS workshops.

80

Immunization coverage rate for children 0-5 years

100%

Number of adult population able to describe 2 ways to

prevent aids transmission.
Number of people utilizing mobile health services.

2000

Number of first aid boxes distributed.

4000
8

Year 1
Achieved

Year 1 %
Achieved
vs Target

Remarks

16. Performance Indicator Tracking Table (Continued)

Indicators For Monitoring

Year 1
Target

SANITATION
Establishment and training of water and sanitation
(WATSAN) committees in prevention of diarrhea and
water borne diseases.

No. of latrines constructed and functional.

10

No. waste dump site constructed and functional.

No. of latrines unused, un-maintained or posed health

hazards.
Establishment and training of pump and water facilities
care taker committees

No. of functioning water and sanitation committees

established

No. of households with access to sanitation facilities

500

No. of sanitation facilities constructed

14

Year 1
Achieved

Year 1 %
Achieved
vs Target

Remarks

16. Performance Indicator Tracking Table (Continued)

Indicators For Monitoring

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

No. of groups trained in credit management and microenterprise development

INDICATORS FOR MONITORING

100

Year 1
Target

VOCATIONAL TRAINING/
SKILLS ACQUISITION
No. of youths that received vocational training

200

No. of persons trained in:

Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying

TBD

No. of trainees under apprenticeship

No. of company / industries providing apprenticeship

TBD
TBD

Number of vocational trainees who secure job placement

Number of vocational trainees who secure self employment

TBD
TBD

16. Performance Indicator Tracking Table (Continued)

Indicators for monitoring

Year 1
Target

Year 1
Achieved

Year 1 %
Achieved
vs Target

Remarks

Year 1
Achieved

Year 1 %
Achieved
vs Target

Remarks

AGRICULTURAL IMPROVEMENT/ RESTORATION

No. of farmers trained in sustainable food production
methods
No. of farmers trained in participatory farm management.
No. of increase in livestock produced.
No. of community livestock workers trained.
No. of cassava grinding mills available in the community
No. of persons in pipeline communities receiving
agricultural extension services assistance
Indicators For Monitoring

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

17. Program Quarterly Implementation Plan

HEALTH SERVICES ACTIVITIES
Number of community volunteers trained in first aid management.
Number of beneficiaries attending health, sanitation and HIV/AIDS
workshops.
Immunization coverage rate for children 0-5 years
Number of adult population able to describe 2 ways to prevent aids
transmission
Number of people utilizing mobile health services.
Number of First Aid Boxes distributed

YEAR 1 SEPTEMBER 2005 AUGUST 2006

Q3
Q4
Q1
Q2

Q3

17. Program Quarterly Implementation Plan (Continued)

SANITATION ACTIVITIES
Establishment and training of water and sanitation (WATSAN)
committees in prevention of diarrhea and water borne diseases.
No. of latrines constructed and functional.
No. waste dump site constructed and functional.
No. of latrines unused, un-maintained or posed health hazards.
Establishment and training of pump and water facilities care taker
committees
No. of functioning water and sanitation committees established
No. of households with access to sanitation facilities
No. of sanitation facilities constructed
VOCATIONAL TRAINING/SKILLS ACQUISITION
ACTIVITIES
No. of youths that received vocational training
No. of persons trained in:
Carpentry
Welding
Electrical Wiring
Tailoring
Bricklaying
No. of trainees under apprenticeship
No. of company / industries providing apprenticeship
Number of vocational trainees who secure job placement
Number of vocational trainees who secure self employment

YEAR 1 SEPTEMBER 2005 AUGUST 2006

Q3
Q4
Q1
Q2

Q3

17. Program Quarterly Implementation Plan (Continued)

ACTIVITIES
MICRO-ENTERPRISE
No. of beneficiaries trained in micro-enterprise development,
management and marketing
No. of new small and medium scale business enterprise established
No. of groups trained in credit management and micro-enterprise
development
AGRICULTURAL IMPROVEMENT/ RESTORATION
No. of farmers trained in sustainable food production methods
No. of farmers trained in participatory farm management.
No. of increase in livestock produced.
No. of community livestock workers trained.
No. of cassava grinding mills available in the community
No. of persons in pipeline communities receiving agricultural extension
services assistance
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

YEAR 1 SEPTEMBER 2005 AUGUST 2006

Q3
Q4
Q1
Q2

Q3

18. Public Consultation, Disclosure and Grievance Plan

18.01 Introduction. The public consultation, disclosure and grievance process is fundamental
to the success not only of the community development plan but the entire operations of OCP.
18.02 Regulations and Requirements/Legal Framework. The OCP is governed by both
Nigerian statutory framework and international (IFC) guidelines. With respect to
consultation, public disclosure and community development, the legal framework may be
summarized as follows:
(1) Nigerian Regulations/Guidelines/Policies. The Nigerian laws and regulations prescribe
the need for consultations and public disclosure, which is in line with democratic principles.
Project sponsors are encouraged to consult with relevant agencies to ensure early notification
of the nature, scale and timing of a proposed activity. Consultation and public disclosure also
achieves information gathering and exchange between interested parties.
The EIA Act of 1992 specifies the categories of project for which consultation is mandatory.
The Obajana Cement project falls under the category of projects that require mandatory
impact assessment including consultation and public disclosure. The EIA procedure and
sectoral guidelines for EIA have elaborate provisions for Consultation/Public Disclosure for
Category A projects. The Land-use Act of 1978 provides the legal framework for land tenure in
Nigeria. This Act however also recognises traditional land tenure, which varies from one community
to the other according to culture. Traditional land tenure systems in Nigeria are usually

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

National Poverty Alleviation Program (NAPEP)

National Economic Empowerment and Development Strategy (NEEDS)
State Economic Empowerment and Development Strategy (K-SEEDS)
Local Economic Empowerment and Development Strategy (LEEDS)
National Directorate of Employment (NDE)

(3) International Guidelines. In addition to Nigerian regulations, OCPlc is also covered by

international guidelines such as those of the International Finance Corporation (IFC). The
relevant IFC guidelines include the following:

IFCs 1998 Procedure for Environmental and Social Review of Projects

IFCs Policy of Disclosure of Information
IFC Operational Policies (OPs), especially: OP 4.01, Environmental Assessment; OP
4.04, Natural Habitats; OP 4.10, Indigenous Peoples; OP 4.11, Safeguarding of Cultural
Property; OP 4.12, Involuntary Resettlement; and OP 4.36, Forestry

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 Core Communities (Obajana, Oyo, Iwa and Apata)

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)

18.05 In order to avoid duplication of efforts misinformation and the likelihood of

competition among stakeholders in the area, there is a need for coordination mechanisms that
will engender cooperation, enhance synergies and reduce competition and duplication of
efforts and waste of scarce resources. An institutional arrangement in which the roles of every
key player are clearly delineated and performed in a complimentary manner is a pre-requisite
for effective implementation of the IM/CDP
18.06 Public Consultation and Disclosure Program. A standard has been set by the IFC
regarding a Public Consultation and Disclosure Plan (PCDP) governing consultation and
disclosure of information involving the company and the communities. As is expected, the
PCDP outlines the basic community liaison structure that is aimed at improving mutual trust,
cooperation and good neighbor relationship between the company and the communities.
18.07 The OICI team observed a lack of information flow between the Communities and
OCP. This was attributed to the lack of a structured information exchange mechanism on the
side of both the OCP and Communities. It was discovered that on many issues, especially
issues related to the implementation of community development projects, consultations,
disclosures and updates were usually reactive and infrequent, rather than proactive and
consistent. To ensure effective public consultation and disclosure, the OICI team designed
and established an effective framework to address both the concerns of OCP and the
Communities. Defined lines of communications for information flow between OCP and the
communities were established. The following depicts the structures and processes which were
formulated with all stakeholders:
18.08 The Community Consultative Committees (CCCs) and Core Communities
Consultative Forum (CCCF). Under the leadership and guidance of the OICI field team the
core communities were encouraged to form Community Consultative Committees (CCC).
The CCCs membership is made up of elected members of respective Community
Development Associations and other important and influential community members and
leaders. Female representation was included in all the committees for the protection of
women interest in the entire consultation and disclosure process.
18.09 The community dialogue process is taken one step further with the formation of the
Core Communities Consultative Forum (CCCF). The CCCF is made up of three
representatives from each of the core communities (Obajana, Iwa, Oyo and Apata) CCCs.
The aim of the CCCF is to foster good relations between the core communities and OCP. It is
recommended that representatives of OCP hold monthly meetings with the CCCF to disclose
information, receive complaints, respond to concerns raised and facilitate community

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:

Monthly meetings between OCP and the CCCF

Monthly meetings between OCP and the Pipeline CCC

Quarterly briefings to Traditional Leaders (Chiefs) highlighting community development

activities, issues and updates.
Quarterly briefings to the Local Governments Authority leadership (Lokoja, Adavi, and
Ajakuota) highlighting community development activities, issues and updates.

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:

General Manager, Special Duties

Representative of Dangote Group SHES (Safety, Health, Environmental, and Social)

Department specifically individual previously involved in OCP EIA.
Representative of OCP Security Department

Representative of the OCP Maintenance Department (Dept. responsible for

transportation in OCP)
Representative of Civil Engineering Department (Dept. responsible for supervision of the
community infrastructural development activities)

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.

Grievance Management Diagram

Complaint received
Fig

Complaint received verbally

or in writing

Complaint recorded in
Grievances Log

Adjust project procedures to reduce adverse effects or conflicts with aff

Immediate and /or long term corrective actions agreed by GRC

Agreed corrective action,

timeframe and
implementing party
recorded in the log

Discuss proposed corrective action with the complainant

Details of corrective
action recorded

Corrective action Implemented

Supplementary actions agreed by GRC/Com

No

Yes
Outcome accepted by complainant

Record outcome in log

book and close out

Judicial Proceedings

19. Conclusions and Recommendations

19.01 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
19.02 The OCP needs to engage a reputable and experienced NGO for assistance during the
implementation of the IM/CDP. The NGO is expected to provide a whole range of services,
skills and manpower to implement the plan. There are many reasons why the Company
should engage the services of an NGO and these include the following:

Concerted effort is required to improve organization at the community-level. The level of

effort required to do this cannot be dealt with solely by the OCP community development
department. Therefore the assistance of an NGO is required.
Specialized technical assistance is needed to implement the micro-enterprise, microcredit, water and sanitation, education and health projects
Specialized assistance is needed in the monitoring and evaluation and overall
management of the program

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:

Agricultural training in food and cash crop production

Agricultural products processing and value addition
Microenterprise development skills training
Vocational-technical skills training
Collaboration with microfinance institutions
Collaboration with NGOs and CBOs and Government institutions.

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.

Recommendation No. 13: Facilitate the Enforcement of Good Driving Practices.

19.17 Based on the envisage volume of vehicular traffic that is expected in Obajana when
production begins, there is a need to enforce good driving ethics. There should be adequate
road signs and provision for pedestrian crossings. Collaboration with Nigerian Police and the
Federal Road Safety Commission is of paramount importance in this regard.
Recommendation No. 14: Provide Core Communities with Access to Electricity

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

4. List of Community CCC

5. Gender Time/Workload Allocation
6. Harmonized Grievance Resolution Plan
7. Maps

GRIEVANCES RESOLUTION

FOR

GREEENFIELD CEMENT PROJECT AT

OBAJANA, KOGI STATE, NIGERIA

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

GRIEVANCES AND DISPUTES RESOLUTION.................................................................2

General.................................................................................................................2
Objectives of the grievances process are as follows:...........................................2
GRIEVANCES FRAMEWORK.....................................................................................................2

Institutional Arrangements (Committee members)............................................2

Procedures for recording and processing grievances...........................................3
AVENUES FOR PROJECT AFFECTED PEOPLE TO SEEK REDRESS...............................6

Project based Grievance Contacts.......................................................................6

Village /Administrative Grievance Contacts.......................................................6
Pre Judicial and Judicial Proceedings..................................................................6
Monitoring of Outcomes.........................................................................................6

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

Objectives of the grievances process.

The objectives of the grievances process are as follows:

1
2.
3.
4.

To provide affected people with straightforward and accessible

avenues for making a complaint or resolving any dispute that may
arise during the course of the project
To ensure that appropriate and mutually acceptable corrective
measures are identified and summarily implemented to address
complaints
To verify that complainants are satisfied with the outcomes of
corrective actions
To avoid the need to resort to judicial or prejudicial proceedings.

Generally grievances provide a useful indicator of project and contractor

performance. High numbers of grievances may point to a need to adjust
work practices or procedures in order to reduce the adverse effects or
conflicts with affected households and communities.
2.0

GRIEVANCES

RESOLUTION PROCESS

2.1

Institutional Arrangements (Committee members)

There would be a Grievance Resolution Committee (GRC) comprising

members of the OCP Project staff, traditional authorities, Community
members, non indigenes and other vulnerable groups.
2.2

Procedures for recording and processing grievances

The grievance resolution process recommended is follows:

Step 1

- Complaint is received

Complaints will be received either directly, or through the respective

community leadership to the Dangote Industries Limited at Obajana. The
complaint will be recorded in the Grievance Log Book. The construction
manager will maintain the log book during the construction phase. The
initial log entry will include a description of the grievance, details, details
of the person lodging it and the date it was received.
Step 2 - Determination of Correction Action
The Grievances Redress Committee will consider the complaint and
determine the appropriate corrective action, in consultation with the
complainant. The nature of the corrective action, the time framework
within which it is to be completed and the party to be responsible for
implementing the action will be recorded in the log book. In addition to
the immediate complaint the GRC will determine whether any procedural
changes are warranted to reduce the likelihood of similar adverse impacts
or conflicts in the future.
Steps 3 - Discussion with the Complainant
The proposed correction measure and the timeframe for its
implementation will be notified and discussed with the complainant within
15 days of the receipt of the complaint
Step 4

- Corrective Action is implemented

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

In the event the complainant is still dissatisfied, and no satisfactory

response can be negotiated, the complainant has recourse to the judiciary
system under the Nigerian Civil Code.

Complaint received
Fig

Complaint received verbally

or in writing

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)

Agreed corrective action,

timeframe and
implementing party
recorded in the log

Discuss proposed corrective action with the complainant

Details of corrective
action recorded

Corrective action Implemented

Supplementary actions agreed by GRC/Com

No

Yes
Outcome accepted by complainant

Record outcome in log

book and close out

Judicial proceedings

3.0

AVENUES FOR PROJECT AFFECTED PEOPLE TO SEEK REDRESS

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

Project based Grievance Contacts

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

Village /Administrative Grievance Contacts

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

Pre Judicial and Judicial Proceedings

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.