Strategic Planning For NBG Real)

FIRST
DRAFT OF
THE STATE STRATEGIC
PLAN
2007-2011
NORTHERN BAHR EL GHAZAL
STATE
Prepared with the technical support of Support to the States Programme, UNDP, South Sudan
Foreword
The state strategic planning process of Northern Bahr el Ghazal commenced in August 2006 when the
first workshop was held and followed by another consultative workshop in the month of November 2006. It
was the July 2007round of consultations with the ministers and their directorates that enabled us to gather
the required information for the first draft to be produced.
The purpose of state strategic plan for NBG is to have a documentation of what the state government has
been doing, what the challenges are and what strategies and plans of action we have to deploy to tackle
those challenges. The plan is meant to draw a simplified but comprehensive strategic direction for the
provision of resources for capital and operational development of the state. Improving the economic
conditions of our communities cannot be achieved without a serious debate and plan on what our visions,
goals and objectives are. It is only by strategic analysis that we can know where we came from, where we
are and where we want to go to.
The strategic development process was conducted in a participatory way. The people involved in the
implementation process took active part in designing their basic needs and priorities for the next five
years. The plans of the stakeholders have been incorporated and I hope they will continue to play an
active role in the socio-economic development process of the state of Northern Bahr el Ghazal. At the
moment most of the institutions are being financed and run directly or indirectly by partner organisations
all across the state. Their active participation in the development of the state is helping us to deliver at
least basic services to our people particularly in the areas of health, education, water and sanitation,
capacity building and local government recovery programme.
I would like to take this opportunity to thank the state Secretary General for organising the workshops and
the ministers for sparing time to draw their plans by involving the key directors of their ministries. My
deepest thanks go to United Nations Development Programme who did not only provide technical
assistance for the facilitation of the workshops and writing of the report but also financed the two major
workshops that were held in Aweil.
I would like to appeal to everyone involved in the development process of our people to take this
document as a guide to whatever we are doing in the coming years. It is one document that we can use to
mobilise resources for projects that we may be designing in the future. Our annual plan at the state level
will also have to be drawn from the content of this strategic plan and the budget that we have to prepare
on an annual basis will have to use the annual plan as a base.
By His Excellency Col Madut Biar Yel

Governor
Northern Bahr el Ghazal State
Acknowledgement
I would like to express my gratitude to the Ministers, Director Generals of the various ministries, Directors,
Commissioners and Executive Directors of the counties who all participated in the state strategic planning
workshops in August and November of last year and their participation in the July round of consultations. I
noted well the meaningful contributions that each and every one of you made towards the realisation of
this strategic planning document.
The state strategic plan is one of the propositions of the CPA that was agreed by all the 10 states of
Southern Sudan. We knew it was going to be a great task to complete this document but thanks to the
efforts of all the stakeholders in the state of Northern Bahr el Ghazal we have realised the completion of a
document that is going to be used by the state to mobilise resources for the socio-economic development
of the people of Northern Bahr el Ghazal.
I sincerely appreciate the efforts of United Nations Development Programme who took up the full
responsibility of providing the technical and financial support for the production of strategic plans of not
only that of Northern Bahr el Ghazal but of all the ten states in Southern Sudan. And they will continue to
play a leading role in the planning and budgeting process of the ten states in the South for the
foreseeable future. The UNDP contribution to the development process of South Sudan cannot be over-
emphasised. I must also express my gratitude to Mr Momodou Lamin Sawaneh, the UNDP Planning
Specialist for the state of Northern Bahr el Ghazal, who facilitated the July consultative meetings and did
the final write up of the state strategic plan. The efforts of UN agencies and the NGOs who are immensely
contributing to the development process of Northern Bahr Ghazal are very much appreciated.
Elias Ngong Ngong

The Acting Secretary General
State Council of Ministers, NBG
List of Acronyms
AIDS = Acquired Immuno-Deficiency Syndrome
CANS = Civil Authority of New Sudan
CBOs = Community Based Organizations
CCSS = Coordinating Council of South Sudan
CPA = Comprehensive Peace Agreement
CSO = Civil Society Organizations
FAO = Food and Agriculture Organization
GoS = Government of Sudan
NBGS = Northern Bahr el Ghazal State
GOSS = Government of Southern Sudan
GONU = Government of National Unity
GTZ = German Development Organization
HIV = Human Immuno-Deficiency Virus
HQ = Headquarter
ICSS = Interim Constitution of Southern Sudan
IDPs = Internally Displaced Persons
IT = Information Technology
JAM = Joint Assessment Mission
LG = Local Government
LGRP = Local Government Recovery Program
M&E = Monitoring and Evaluation
MDGs = Millennium Development Goals
MOA = Ministry of Agriculture, forestry, animal Resources and fisheries
MOFEP = Ministry of Finance and Economic Development
MOH = Ministry of Health
MSD = Ministry of Social Development
MSF-F = Missions sans Frontiers - France
NGOS = Non Governmental Organizations
NPA = Norwegian Peoples Aid
OCHA = Office for Coordination of Humanitarian Affairs
PACT = Private Agencies Cooperating Together
PEST = Political, Economict, Social and Technology
PHCC = Primary Health Care Center
PHCU = Primary Health Care Unit
Qty = Quantity
SAF = Sudan Armed Forces
SPLM/A = Sudan Peoples Liberation Movement/Army
SSRRC = Southern Sudan Relief and Rehabilitation Commission
SWOT = Strengths, Weaknesses, Opportunities and Threats
TB = Tuberculosis
EP&R = Emergency preparedness and response
ERT = Emergency response team
FTR = Family training and re-unification
OVC = Orphans, vulnerable & Children
CCC = Core Commitment to Children
DPT = Diphteria, pertassis and tetanus
NID = National Immunization Day
TT = Tetanus
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MMC = Mass Measles Campaign
VCT = Voluntary counseling and Testing
PMTCT = Prevention of Mother to Child Transmission of HIV/AIDS
ARV = Anti-retroviral
PLWHA = People living with HIV/AIDS
TV = Television
UN = United Nations
UNDP = United Nations Development Programme
UNICEF = United Nations Children Fund
UNMIS = United Nations Mission to Sudan
USAID = United States Agency for International Development
VSF-France = Veterinary sans Frontiers
WES = Water and Environmental Sanitation
WFP = World food Program
WHO = World Health Organization
Table of content
Part A: -----------------------------------------------------------------------------------------9
Chapter 1: Introduction
1.1 Purpose of the plan
1.2 Scope of the plan
1.3 Sources of information and the process
1.4 Arrangement of plan
Chapter 2: Background Information---------------------------------------------------10
2.1 Location
2.2 Economic base
2.3 Political environment
2.4 The question of abyei
2.5 Southern Kordofan
Chapter 3:County Mapping Profiles ------------------------------------------------------- 12
3.1 Objectives
3.2 Strategy
Chapter 4: Ministries and State Organs -------------------------------------------------- 17
4.1 State Ministry of Education
4.1.2 Current situation
4.1.3 Challenges
4.1.4 Current school infrastructures
4.1.5 Proposed strategies
4.2 State Ministry of Physical Infrastructure -------------------------------------------20
4.2.1 Situational Analysis
4.2.2 Objectives
4.2.3 Challenges
4.2.4. Proposed Strategies--------------------------------------------------------------------21
4.2.4.1 Roads and Transport
4.2.4.2 Bridges
4.2.4.3 Proposed International Airport
4.2.4.4 Trains
4.2.5 Water and Sanitation Directorates ---------------------------------------------------24
4.2.5.1 Situational analysis
4.2.5.2 Proposed strategies for water provision
4.2.5.3 Urban water supply
4.2.5.4 Mediuma and long term strategies---------------------------------------------------25
4.2.5.5 Sanitation
4.2.5.6 Challenges
4.2.5.7 Proposed Strategies -------------------------------------------------------------------26
4.2.6 Electricity and Gas
4.2.6.1 Challenges
4.2.6.2 Proposed strategies
4.2.7 Housing -------------------------------------------------------------------------------28
4.2.7.1 Challenges
4.2.7.2 Proposed Medium and long term strategies -------------------------------------- 28
4.3 State Ministry of Health -----------------------------------------------------------29
4.3.2 Challenges
4.3.3 Aweil Civil Hospital – challenges
4.3.4 Proposed strategies-------------------------------------------------------------------34
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4.4 State Ministry of Agriculture----------------------------------------------------35
4.4.2 Challenges
4.4.3 Strategic proposals-agriculture--------------------------------------------------36
4.4.4 Revenue generation strategy-agriculture
4.4.5 Strategies -------------------------------------------------------------------------- 38
4.5. 1 Ministry of Social Development ---------------------------------------------39
4.5.3 Challenges
4.5.4 Social issues facing the returnees
4.5.5 Proposed strategies -------------------------------------------------------------- 40
4.6 State Ministry of Information and Communications---------------------42
4.6.1 Introduction
4.6.2 Current Situation
4.6.3 Challenges
4.6.4 Proposed strategies ---------------------------------------------------------------43
4.7.1 State Ministry of Local Government and Law Enforcement --------- -44
4.7.3 Challenges
4.7.4.Proposed strategies----------------------------------------------------------------45
4.8.1 State Ministry of Finance, Development and Economy------------------49
4.8.3 Challenges
4.8.4 Proposed strategies----------------------------------------------------------------47
4.9.1 Legal Affairs Office -------------------------------------------------------------49
4.9.2 Situational Analysis of case statistics
4.9.3 Challenges
4.94 Strategic proposals----------------------------------------------------------------49
Chapter 5: Development Partners--------------------------------------------------50
5.1 United Nations Children’s Fund-------------------------------------------------- 50
5.2 Private Agencies Cooperating Together -----------------------------------------54
5.3 International Rescue Commission-------------------------------------------------54
5.4 World Food Programme -----------------------------------------------------------56
5.5 Amanda Marga Universal Relief Team (AMURT)-----------------------------57
5.6 Save The Children Sweden--------------------------------------------------------57
5.7 Food and Agricultural Organisation----------------------------------------------58
5.8 International Organisation for Migration ---------------------------------------59
5.9 United States Agency for International Development-------------------------59
5.10 UN Return, Reintegration and Recovery-------------------------------------- 60
Part C: Strategic Analysis
Chapter 6: Identification and Prioritisation of key issues -------------------- 61
Part D: Strategic Direction (philosophy)
Chapter 7: Strategic Philosophy-----------------------------------------------------62
Part E: Setting Strategies ---------------------------------------------------------------63
Chapter 8:Formulating strategic goals---------------------------------------------63
Part F: Action Planning----------------------------------------------------------------- 65
Chapter 9: Objectives for each sector---------------------------------------------- 65
Part G: Implementation Plan -----------------------------------------------------------66
Chapter 10: Capacity building to implement the strategic plan --------------66
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Chapter 11: Monitoring and Evaluation ------------------------------------------67
Chapter 12: Conclusion--------------------------------------------------------------- 68
Annex 1: Action Planning ---------------------------------------------------- ---------69
Annex 2: SWOT Analysis ------------------------------------------------------------- 87
Annex 3: PEST Analysis ---------------------------------------------------------------89
PART A: INTRODUCTION AND BACKGROUND
CHAPTER 1: INTRODUCTION
1.1 Purpose of the Plan
The strategic plan for Northern Bahr el Ghazal is being designed and developed in order to give the state
a five-year development planning perspectives. The planning process has enabled the state to identify the
challenges facing it, analyse those challenges and design long term strategies to address them.
1.2 Scope of Plan
The first strategic plan for Northern Bahr el Ghazal is developed against the background of lack of
comprehensive statistics and macroeconomic data at the state and county level. The figures for the
population are those that date back to 1980s which are hardly reliable as they have not been updated.
The ministries, however, managed to gather some information to enable the plan to be developed which
could be updated as more realistic data becomes available in the ministries and counties. The plan has
focused on the basic challenges facing the state and how those challenges can be addressed.
1.3 Sources of information and the process
The information for this plan has been obtained through meetings with the state ministries and
directorates in July 2007, and two workshops that were held in 2006. The ‘’Aweil Urgent Physical
Infrastructure Needs Assessment Draft of June 2006’’,CPA, the GoSS guidelines and consultations with
the NGOs operating in NBG and UN agencies on the ground were credible sources of information.
The state consultation workshops that were held in Aweil in August 2006 and also in November 2006
were attended by the state Governor, representatives of various ministries, other stakeholders in the state
with the objective of gathering information that would help the drafting of the strategic plan of the state.
The county mapping for Northern Bahr el Ghazal is still not complete but another comprehensive round of
consultations with the ministries were held in the month of July which helped to generate information for
the first draft.
1.4 Arrangement of Plan
The strategic plan for NBG is arranged into five parts and 12 chapters. The first part (A) comprises the
two chapters on introduction and background. These two chapters give an insight into the purpose of the
strategic plan and the background information on the state and the counties. Part B comprises chapters
3,4, and 5 which highlight the county mapping, situational analysis of the sectors and other development
partners operating in Northern Bahr el Ghazal. Part C deals with the strategic analysis whilst part D
elaborates on the strategic direction of the state. The mission, vision, the SWOT analysis (annex) are
highlighted in part D. Setting strategies and action planning are contained in parts E and F whilst part F is
mainly on implementation plans.
CHAPTER 2: BACKGROUND INFORMATION
2.1 Location
Northern Bahr el Ghazal neighbours South Kordofan to the North, Warrap and Western Bahr el Ghazal
are located East and South East respectively. The state is one of the largest in South Sudan in terms of
population but smallest in size with an estimated area of 33,559km². It has a total population of about
2.8million who are located in the 5 counties and Aweil Town. The area is also blessed with a cattle
population of about 13million.
Aweil, the capital city lies very far north of Southern Sudan and is located along the railway route that
links Wau and Khartoum but passing through Babanusa in Northern Sudan. Most parts of the state
particularly Aweil are located in a flat plain that is dusty and hot in the summer. Due to the absence of any
drainage systems, the town becomes flooded and muddy during the rainy seasons. The town lies
1,150kms from Khartoum, 2,000kms from Port Sudan, 980kms from Juba and 1,160kms to the Ugandan
border. Currently the road linking Aweil and Wau becomes impassable during the rains though plans are
on the way to start the construction of that 180km road during the dry season.
The town of Aweil is about 3km² and the residential area cover 2.0km² which is about 67% of the entire
town. With the impending arrival of an estimated 300,000 returnees this year, most of who might decide to
stay in Aweil town, the capital is expected to grow very fast putting lot of pressure on the physical
infrastructure.
2.2 Economic base

Northern Bahr el Ghazal is predominantly an agricultural area and the ministry of agriculture indicates that
if all the lands were de-mined and farming implements made available, the area can easily supply the rest
of South Sudan with rice. There is a tremendous potential for rice production. The fact that the region gets
at least 6 months of continuous rainfall has made the state a potential agricultural zone. The Governor is
determined to stimulate small holder and domestic agriculture in order to boost agricultural production.
Currently 90% of the average income of the population is spent on food and thus any self-sufficiency in
food production will be a major boost to local savings, investment and growth. The prospects of EU/GoSS
funding to revitalise the rice scheme will be a good step in the right direction.
Almost every county has a large reserve of timber, livestock, fishery potential and bee keeping. These are
agro-based industries which, if fully exploited, could create a strong economic base for the state in the
near future. The economic prospects are being further boosted by the prospect that there could be a large
oil/gas reserve in Manduany just about 6 kilometres from Aweil Town.
2.3 Political Environment

Being very close to Khartoum, made NBG vulnerable to frequent attacks and overruns during the war.
Some parts of the state were overrun so many times by Khartoum and people were living in perpetual
fear. During the war, there was virtually no productivity and the few administrators in the city were being
paid and administered by Khartoum. Women were encouraged to stay in Aweil town not to follow SPLA in
the bush by paying them salaries every month. This practice continues even today and it has now
become politically sensitive to lay off that unproductive work force without creating an incentive for them.
Currently they constitute about 5,832 and costing the state of Northern Bahr el Ghazal a sum of
USD$629,015 Per month and USD$7,548,184 per annum.
The political atmosphere is calm but there are fears that if the various border issues are not resolved,
tension could re-emerge. It was not a coincidence that the Speaker of the State Legislative Assembly,
Angelo Marac Thiik, on Saturday 2nd August 2007 appealed to GoSS through the GoSS Finance Minister
to suspend the rehabilitation of the railway linking Aweil to the North until the pending border issues are all
resolved in accordance with the CPA provisions. This is a clear manifestation of the growing tension
which is causing a lot of unease in this state of Southern Sudan.
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2.4 The question of Abyei
This is a border issue dating back to pre 1956 border demarcation just before the British left Sudan. This
area of Northern Bahr el Ghazal was inhabited originally by the Dinka speaking population but left in the
hands of the northerners when the British were leaving. Now the Masariya Arabs have also settled there
and there are frequent clashes between the two ethnic groups. The southerners are claming back the
area but the whole issue became more complicated when a large deposit of oil was discovered there.
Northern Sudan is also claiming Abyei as part of north and that push and pull may have to continue
beyond the 2011 referendum. It could be a breeding ground of political tension and a possible conflict in
years to come if the two sides failed to resolve the issue amicably.
2.5 Southern Kordofan

This territory which is located in the north of NBG has been encroaching into the southern territory well
beyond the 1956 border demarcation. The Bagara Arabs who are mainly nomads have also been
crossing into the South to grace their cattle against the wishes of the southerners. They were also
claimed to have sided with the northerners during the war to kidnap children and women from the south
and took them to the north. These coupled with the belief that there could a deposit of oil/gas in Rumaker
area have all not helped to ease the political tensions.
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PART B : SITUATIONAL ANALYSIS
Chapter 3: County Mapping Profiles

3.1 Objectives:
The County Capacity Mapping exercise has several objectives:
• To inform planning, to better articulate and document the baseline reality of each county.
• To familiarize the stakeholders with the unique features, county characteristics, development
issues and challenges.
• To establish a consensus on the information on the County.
• To generate a collection of maps, diagrams, and structured information that will serve as the
primary source material for use for future planning.
• To provide a learning exercise for continued mapping updates.
• To provide baseline information for State Government to use for developing the State Plans.
3.2 Strategy:
The County Capacity Mapping exercise comprises two parts:
(i) County Administration Mapping: a mapping of current institutional capacity that will provide State
and County level authorities with key basic information on its human resources, physical
infrastructure, equipment and furniture, transport, communications, resources and revenues,
administrative and finance systems, planning systems, social services, and justice/law and order.
(ii) Community Capacity Mapping: a more intensive mapping of the County that will assess the
assets, services and resources available to communities, assess the views and practice of
communities concerning governance and decision making, analyze community efforts to access
social capital, identify formal and informal county and community institutions/organizations that
exist, and analyze relationships between communities and institutions, both local and external. This
mapping is over a longer period, is more participatory and is conducted by the county mapping
team. The format that this mapping takes is decided jointly by participating stakeholders.
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Table 1. COUNTY PROFILES
Counties Aweil Town Aweil East Aweil Centre Aweil South Aweil North Aweil West
County Commissioner: Albino Madhan Anei Manot Mareng George Awad Wol Keneo Awadh Wol Dut Akol
Akueny
Executive Director: 1 1 1 1 1 1
Police Chief Major Garang Kuoch Cpt. Aturjong Daw 1st L.T Tong Deng 1st L.T Matem Lual 1st L.T Dut Wieu 1st L.T Ather Deng
Mayom Anyuon Aguot Matem Mawien Pethi
Population (estimate) 850,000 400,000 250,000 336,000 335,000 360,000
Administration(Payams) 10 payams 7 Payams 9 Payams 5 Payams 9 Payams
County size:
County headquarters: Aweil Wanjok Aroyo Malek Alel Gok Machar Nyamlel
Law and Order (Courts) Chiefs, county court, Chiefs, county court, Chiefs, county court, Chiefs, county court, Chiefs, county court, Chiefs, county court,
town chiefs town chiefs town chiefs town chiefs town chiefs town chiefs
Police and Prisons
Exists Exists Exists Exists Exists Exists
Ethnic structure Falatas, Dinkas, Dinkas, Bagara Luos, Dinkas, Dinkas Dinkas Dinkas
Luos and Arab Arabs traders Falatas
traders
Returnees (IDPs and 17,000 53,794 18,845 12,802 9,195 19,511
returnees)
Livelihood: Farmers and semi- Farmers and semi- Farmers and semi- Farmers and semi- Farmers and semi- Farmers and semi-
nomads nomads nomads nomads nomads nomads
Schools 14 106 54 59 140 131
Teachers 356 662 200 252 250 362
School Enrolment 8,760 23,082 12,722 14,901 14,932 33,254
Health facilities 25 7 6 11 23
Food Security Food insecure Food insecure Food insecure Food insecure Food insecure Food insecure
Water points 10 83 52 42 77 118
Natural resources Timber , oil potential Timber, Gum-Arabic, Timber, fisheries and Timber, bee-keeping Timber, fishing, Potential for oil, iron
in Manduany,fishing Fisheries and beekeeping and fisheries limestones, ore, limestones,
and livestock livestock potential. forestry, timber,
fisheries and livestock.
Arab Nomads Tibal tension Arab Nomads
coming with guns to between tribesmen coming with gun to
grace their livestock. of Gokrial West and look for gracing land
Security issues
Continuous tensions Aweil South is a for their livestock
in search of gracing source of continuous along River Kirr.
land along River Kirr. tension.
Wild Life Wild life present Wild life present Wild life present Wild life present Wild life present
Sources of revenue Local resources
Main trading centres:
Aweil Town market, Warawa,Wany Njock, Aroyo market, Malek Alel market, Adal market, Nyamlel market and
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Navasa market and Malual Kon market, Milo and Taraliet Mangaratel, Gokmarchar Akuic market
Malon Aweir market Akuem Kou market market market,Kirr Aden
and Mangaraguei market,Pamel market,
Marol Deng Geng
market
market,Arath market,
Pandret and Mayen
Wuiem market
Infrastructure (Roads): Road construction on Road construction on
going by EYAT going by EYAT
Key challenges IDPS, lack of IDPS, lack of IDPS, lack of IDPS, lack of IDPS, lack of IDPS, lack of
professional staff, professional staff, professional staff, professional staff, professional staff, professional staff, poor
poor infrastructures, poor infrastructures, poor infrastructures, poor infrastructures, poor infrastructures, infrastructures, poor
poor health facilities, poor health facilities, poor health facilities, poor health facilities, poor health facilities, health facilities, no
no office structures, no office structures, no office structures, no office structures, no office structures, office structures, poor
poor communication poor communication poor communication poor communication poor communication communication
facilities, inadequate facilities, inadequate facilities, inadequate facilities, inadequate facilities, inadequate facilities, inadequate
budget and and overstaffing. budget and budget and budget and budget and
overstaffing. overstaffing. overstaffing. overstaffing. overstaffing.
Priority needs: PHCS, schools, PHCS, latrine, PHCS, latrine, PHCS, latrine, PHCS, latrine, PHCS, latrine,
trained teachers, schools, schools, schools, schools, schools, professional,
hospitals, professional, professional, professional, professional, teacher training,
ambulances, power teacher training, teacher training, teacher training, teacher training, hospitals, ambulances,
station, running hospitals, hospitals, hospitals, hospitals, power station, r and
water and sanitation ambulances, power ambulances, power ambulances, power ambulances, power sanitation
station, and station, and station, and station, and
sanitation sanitation sanitation sanitation
Roads, offices, Roads, offices, Roads, offices, Roads, offices, Roads, offices, Roads, offices,
Possible interventions capacity building, capacity building, capacity building, capacity building, capacity building, capacity building,
health infrastructure, health health health health health infrastructure,
education services infrastructure, infrastructure, infrastructure, infrastructure, education services
education services education services education services education services
Sector departments in Health, education, Health, education, Health, education, Health, education, Health, education, Health, education,
place
Administration Administration Administration Administration Administration Administration
Finance Finance Finance Finance Finance Finance
Physical Physical Physical Physical Physical Physical infrastructure
infrastructure infrastructure infrastructure infrastructure infrastructure
Actors Government & Government Government Government Government Government
Partners Partners Partners Partners Partners Partners
Financial reporting
Not done Not done Not done Not done Not done Not done
County Budget: Done for 2008 Done for 2008 Done for 2008 Done for 2008 Done 2008 Done 2008
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Chapter 4: Ministries and State Government Organs
4.1 Ministry of Education Science and Technology
Introduction
The ministry of education is mandated to provide quality education accessible by the population of
Northern Bahr EL Ghazal State. The state education system is designed to produce qualified people who
can take on the challenges of socio-economic development of the state and improve their own livelihood.
Mission statement
To make basic and higher education accessible to every citizen in Northern Bahr el Ghazal.
Vision
To ensure that the state lays down good foundation for a sustainable educational system that would give
the citizens of NBG a better future.
4.2 Current situation

Being a garrison town during the two decades of war, this state had missed out a lot in formal education.
It has a large population of youths who have never been to school at all. Those who were lucky to go to
school had been educated in Arabic but now finding it difficult to adjust in a new educational set up. The
ministry therefore has the double task of making education accessible to all and at the same time
providing English classes to those educated in Arabic to prevent them from being marginalised. The state
educational system is struggling to meet the demands for an increase in the number of schools and
provision of educational materials because of lack of adequate resources at the state level.
2007 budget Estimates:

Salaries Estimates --------------------- -$8,448,648.00
Capital Expenditure Estimates---------$3,540,840.00
Operational Cost Estimates---------------$274,758.00
Grand Total ------------------------------$12,264,246.00
4.3 Challenges
Some of the challenges facing the state ministry of education, science and technology are:
• Inadequate learning spaces for school children
• Lack of text books particularly for upper primary schools.
• Curriculum for senior secondary schools.
• Lack of educational offices at the county and state level.
• Lack of communication facilities between the main education office and county education officers.
• Serious shortage of black boards.
• Lack of physical structures to accommodate officers and teachers both in the counties and the
headquarters.
4.4 Current school infrastructure

The school going age is currently between 7 and 8 years for primary schools and 3 to 6 for nursery
schools. The total number of schools in the state, according to the latest statistics, are 497 for primary
schools, 7 for senior secondary schools with a combined number of student population of 105, 694.
The statistics for girls attending school is quite low compared to the number of boys. The current statistics
is:
1. 16,204 for girls
2. 89,490 for boys
This gives an uncomfortable ratio of 6 to 1.
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Table 2. Distribution of primary schools according to counties and gender:
COUNTY NO. OF SCHOOLS NO.OF BOYS NO.OF GIRLS TOTAL(3+4)
Aweil Town 10 6,025 1,830 7,855
Aweil North 140 13,100 1,332 14,932
Aweil South 58 13,812 985 14,797
Aweil West 130 27,031 5,960 32,991
Aweil East 105 18,984 3,913 22,897
Aweil Centre 54 10,533 2,189 12,722
Total 497 89,490 16,204 105,694
Table 3. Distribution of senior secondary schools as per county and gender:

NO.OF
COUNTY NO. OF SCHOOLS BOYS NO.OF GIRLS TOTAL(3+4)
Aweil Town 04 811 94 905
Aweil North - - - -
Aweil South 01 117 7 124
Aweil West 01 252 11 263
Aweil East 01 180 5 185
Aweil Centre - - -
Total 07 1,360 117 1,477
Table 4. The number of teachers in the whole state stands at 2,082. The distribution is as follows:
Teachers Teachers TOTAL
COUNTY Primary Secondary (4+5)
Female Male Female Male Total
Aweil Town 27 253 12 64 356
Aweil North 7 243 - - 250
Aweil South 19 221 - 12 252
Aweil West 37 313 - 12 362
Aweil East 38 612 - 12 662
Aweil Centre 30 170 - - 200
TOTAL 158 1,812 12 100 2,082
The state and working partners (NGOs and UN agencies) have been working hard to improve
accessibility to primary and secondary education by constructing more schools. So far 27 schools have
been built all over the state. The distribution is as follows:
Table 5. Distribution of completed schools

County Primary Constructed by Secondary Constructed by Total
schools schools constructed
Aweil Town - - -
Aweil North 4 NRC/UNICEF - 4
Aweil South - - - -
Aweil West 11 CONCERN/UNICEF - 11
Aweil East 12 AMURT - 12
Total 27 27
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Table 6. The distribution of ongoing school construction programmes
Town County Quantity Constructed by Status
Blocks
Majak Akoon Aweil East 1 Ongoing
Gordhiem Aweil East 1 Ongoing
Baal Aweil East 1 Ongoing
Makuach Aweil East 1 Amurt Ongoing
Mangar Tong Aweil East 1 Amurt Ongoing
Romathai Aweil East 1 Amurt Ongoing
Dhokkuol Aweil East 1 Amurt Ongoing
Madhol Aweil East 1 Save The Children United Kingdon Ongoing
Warawar Aweil East 1 Save The Children Sweden Ongoing
Wung lay Aweil East 1 Private individual Ongoing
Mdyak Pawil Aweil East 1 Amurt Ongoing
Aweil South 8 Ongoing
4.5 Proposed strategies:

• To employ 1,146 teachers in both primary and secondary schools to alleviate the problem of
acute shortage of teachers.
• To organise in-service training courses for 1,243 teachers in the next five years to build cacpacity.
• Capacity building of 60 teachers shall take place during this summer holidays.
• Already 745 teachers have been trained and financed at a cost of USD$93,120.00 by Multi-Donor
Trust Fund and Amurt (local NGO) and the programme took 5 weeks.
• To construct three boarding senior secondary schools in the next five years.
• Construct 3 primary boarding schools in the next five years.
• To construct 4 vocational training centres for both boys and girls.
• To establish 2 training centres for teacher training.
• 10 senior secondary schools will be constructed, 2 per county, to address the problem of senior
secondary school shortage.
• Provision of adequate school and learning materials for both primary and senior secondary
schools.
• To build permanent structures in the state office, Payams and counties.
• To encourage formation of Parent Teacher Associations who would be dealing with the schools in
planning and developing every aspects of the schools including the school infrastructural
developments.
• Mobilisation of the community for meaningful participation in school development projects.
• Hold regular co-ordination and information sharing meetings with partners in education so as to
co-ordinate our activities.
• To open 84 centres in the next five years where alternative education will be provided to enable
adults and those children above the school going age who missed out from formal school
education because of the war. 13,059 male and 5,063 female adults will benefit from this venture
in the next five years.
• Intensive courses in English will be organised for 60 participants from 1st July to December 2007.
This will be funded by UNICEF.
• Concern Universal had already funded a four-month intensive English language course from
which 74 benefited.
19
4.2 Ministry of Physical Infrastructure
Introduction The Ministry of Physical Infrastructure is one of the biggest ministries in the state with 5
directorates. Each of these directorates is to have good representation at the county level in order to
facilitate the delivery of effective services to the people in the form of electricity, water, road maintenance,
housing, surveying, transport and sanitation. The directorates include: (1) Water and Sanitation,
(2)Transport, (3)Admin & Finance, (4) Electricity & Gas and (5) Housing.
Mission
To provide good network of roads and other infrastructures necessary to kick-start economic growth in
the state of Northern Bahr eL Ghazal within five years.
Vision
To provide good infrastructural support and public utilities to the state that will encourage sound
investment and economic growth.
4.2.1Situational Analysis:
Most of the projects of the ministry of Physical Infrastructure such as water and sanitation are being
financed and implemented by Unicef and other partners in the state with advice from the ministry. The
partners have set themselves targets to sink 200 boreholes and pit latrines in various counties and in
Aweil to the tune of $3,350,000 and the state is drilling 200 boreholes at the tune of $2,600,000. The
sanitation in the city is just about to be improved with the intervention of the partners but still there is no
running water or electricity for domestic and industrial use. The provision of utilities on a longer term basis
will require a massive investment by the state and the GoSS.
The ministry is handicapped by lack of funding of the budget and the untrained manpower. It has no
graduate and worst of all most of the staff do not seem to be trainable. Directorates such as electricity,
roads and housing are desperately in need of qualified professionals but there is no hope that such a line
of professional team shall be made available soon.
The total staff number of the ministry is 272 as at January 2007 and out of that 75% (204) are all
unclassified whose continuous employment adds no value to the operations of the ministry but yet costing
the ministry USD24,040 per month and USD288,480 per annum in wages. There are directorates whose
work is essentially technical and they cannot afford to operate without trained professionals in the long
run. About 80% of this unclassified staff ministry are not adding any value to the ministry’s productivity.
The GoSS has undertaken the financing of the major roads and bridges to ease communication in the
state to the tune of USD$228 million for the next three years. The construction of the new international
airport is also to be part-financed by GoSS to the tune USD20 million (being 75% of costs). The balance
of 25% will be borne by the state.
The current budget of the ministry of Physical Infrastructure

2007 budget estimates USD$
• Salaries ------------------- 651,780.00
• Capital expenditure estimates ----------------- 14,225,416.00
• Operational Costs ---------------- 431,856.00
-------------------
Total budget 15,309,052.00
-------------------
20
4.2.2 Objectives:
1. Roads and Transport Directorate
• Facilitate transportation of goods and people across the state.
• Establish good network of roads linking Aweil Town to all county capitals in the state.
• Ease transportation of goods and food items from other states.
• Facilitate inter-city and inter-state communications.
• Dredging of some of the rivers to make them navigable.
• Connect the cities through river transport providing ferry boats
2. Electricity and Gas
• Provide power stations and good generators to generate power for both industrial and
household use for the five counties too.
• Maintain supply of electricity by training qualified professionals.
3. Housing
• Providing housing facilities to every citizen.
• Ensure government houses are re-located and built.
• Survey all the available lands and distribute them accordingly.
• Plan the cities accordingly and reduce city slumps.
4. Water and Sanitation
• Provide good drinking water to all.
•
Provide good drainage systems in the city of Aweil and county capitals.
Drill large number of boreholes to ensure adequate water supply to returnees.
•
• Improve sanitation facilities in the whole of Northern Bahr EL Ghazal.
4.2.3 Challenges:
• Lack of adequate funds to reposition the ministry.
• Lack of trained manpower. In the whole ministry, there is no trained professional.
• Over employment of unproductive personnel. Currently over 76% of staff are unclassified. This is
215 in absolute terms.
• Out of the 62 staff who are classified, only 3 have qualified up to a vocational diploma in
electricity and 4 in vehicles, trucks and buildings.
• Lack of ability to solve this over-employment that is draining the meagre resources of the ministry.
• Lack of good network of roads.
• Inadequate sanitation facilities making inter-city and inter-sate communication difficult.
• Inability to install the generators delivered to the state by GoSS. This makes provision of
electricity impossible for both domestic and industrial.
• Lack of skilled personnel in the housing and survey directorates.
• Aweil airstrip is too small and there is continuous encroachment by animals and people thus a
need to relocate the airport.
4.2.4 Proposed Strategies (priorities)
4.2.4.1 Roads and transport

To address some of the challenges facing the state, the ministry assigned the Kwezi V3 Engineers who
carried out ‘’Aweil urgent infrastructural needs assessment’’ in June 2006 came up with a lot of
recommendations. Some of the recommendations are now being implemented.
21
The GoSS has approved a sum of USD$228million for construction of good network of roads and 11
bridges in the state of Northern Bahr EL Ghazal. The contract for the roads have been agreed and
documents signed by GoSS and the contracting party, EYAT. The contract which was signed last year is
to run from August 2006 to July 2010 and involves construction of 615kms of roads and 11 bridges in the
state of Northern Bahr EL Ghazal. The internal roads of Aweil city will also be done by the same company.
This project which is also inclusive of the current contract is commencing this year.
Table 7. Distribution of major road links (inter-city and inter-state):

Locations Status Completion date
Meirian (Southern Kordofan) linking Aweil Town
(168kms) By end of 2008
Aweil Town linking Nyamlel (Aweil West) In progress By end of 2008
Wany jok (Aweil East) linking Akon (Warrap state) In Progress By end of 2008
Wanjock (Aweil East) linking Gokmachar (Aweil Yet to commence
North) By end of 2008
Gokmachar (Aweil North) linking Marial bai (Aweil Yet to commence
West) By end of 2008
Marialbai (Aweil West) linking Aroyo (Aweil Centre) Yet to commence By end of 2008
Aroyo (Aweil Centre) linking Barmayen (Aweil Yet to commence
Centre) By end of 2008
Barmayen (Aweil Centre) linking Tiaraliek (Aweil Yet to commence
South) By end of 2008
4.2.4.2 Bridges : Many towns and villages in NBG are linked by small rivers which are not bridged. This
makes communication and travel between communities not only difficult but also very expensive. In order
to ease communications and boost local economies in these areas, 11 major bridges will also be
constructed by EYAT as part of the road construction agreement agreed between GoSS and EYAT
company.
Table 8. Proposed sites for the construction of 11 bridges in Northern Bahr El Ghazal State:
Name of the bridge County Time
1 Akuem bridge Aweil East 2007-2009
2 Lol (Halbul) bridge Aweil East 2007-2009
3 Wakabil bridge Aweil East 2007-2009
4 Lol (Wathok) bridge Aweil West 2007-2009
5 Nyamlel bridge Aweil West 2007-2009
6 Muorwel bridge Aweil West 2007-2009
7 Peth bridge Aweil East 2007-2009
8 Kuom bridge Aweil South 2007-2009
9 Alok bridge Aweil South 2007-2009
10 Wathmuok bridge Aweil South 2007-2009
11 Mol bridge Aweil Centre 2007-2009
Total costs including 2006/2007 inflation at a rate of 20%

And 20% contingency. Original costs USD
($3,624,000X1.2X1.2) $5,218,560
In addition to the above 11 bridges, the Ministry of Physical Infrastructure has planned to build the
following bridges:
• Kirr Dem river wich lies between NBG and Southern Darfur.
• Mairalbai linking Akuak kar
• Kol Alek and Malek Alel
22
• Kol Alel and Djiak bridge
• Gok machar and Marialbai (Akon River) which will link Aweil North and Aweil South.
To be able to construct other roads and maintain the ones being constructed, the ministry has planned to
carryout the following purchases as a priority. The proposed purchases include materials and equipment
requirements of the housing directorate for the next five years.
Table 9. Purchases requirement for the Ministry of Physical Infrastructure

Items Descriptions Quantity Costs estimates Total costs
(USD) (USD)
1 D8 caterpillar grader 4 495,000.00 1,980,000.00
2 Excavator 3 495,000.00 1,485,000.00
3 Caterpillar tipper 5 500,000.00 2,500,000.00
4 Bull dozer 4 495,000.00 1,980,000.00
5 Scrapper 4 500,000.00 2,500,000.00
6 Toyota pick – ups 6 35,000.00 210,000.00
7 Motor bikes for Inspectors 14 2,500.00 35,000.00
8 Cement mixers 2 75,000.00 150,000.00
9 Lorry trucks 2 162,840.00 325,680.00
10 Fork lift trucks 2 116,820.00 233,640.00
11 Dumper trucks 4 495,000.00 1,980,000.00
Total Costs 13,379,320
4.2.4.3 Proposed International Airport for Aweil Town

Even though GoSS is responsible for all the international airports in Southern Sudan, Northern Bahr EL
Ghazal has sought and secured the permission of GoSS and the Civil Aviation Authorities of Sudan to
replace Aweil Airstrip with an international airport in order to respond to the mounting demand on air
travel.
The objective of the project is to make Aweil as accessible by air from all directions as possible.
This project which is just about to commence, will cost an estimated USD$27million. It is being co-
financed by GoSS and the state of NBG. About 75% ($20.25 million) of the costs will be borne by GoSS
and NBG state will provide 25%($6.75 million).
The strategy is to build an airport complex that is of international standard with the state-of–the-earth
technology. The airport area is 4kms long and 2 kms wide and will be fenced on both sides. It is to be
strategically located 10 kms West of Aweil Town to avoid any possible encroachment by people and
animals. When completed it is expected to handle large aircrafts and big cargo planes. It will have a
ground way, apron, ware house, VIP guest rooms, restaurants and other guest rooms. The lead time for
the completion of the airport is 12 months.
Table 10. The existing airstrips
Town County Status
Malual Kon Aweil East To be relocated
Marialbai Aweil West To be relocated
Gok Machar Aweil North To be relocated
Malek Aweil South To be relocated
Arroyo Aweil Centre To be relocated
The existing airstrips will be relocated because of their poor location and the dangers they pose to the
planes and the general population. The followings are the proposed new airstrips which are designed to
handle lighter aircrafts and helicopters. They are expected to alleviate difficulties in domestic travels.
23
Table 11. Proposed airstrips
Town County Status
Wanjok Aweil East New site
Malek Alel Aweil South New site
Gok machar Aweil North To a new location
Nyamlel Aweil West To be relocated
Arroyo Aweil Centre To a new location
Revenue estimates:
It has not been possible to estimate the income that could be generated from the proposed new
international airport and the string of airstrips since no tariff has so far been set. But it is confirmed that
any revenues generated will be shared amongst GoSS, the State and the Counties. No income is
currently being realised from the airports.
4.2.4.4:Trains
To facilitate the transportation of heavy equipment, goods and other essentials to and from the states, the
GoS has started the rehabilitation of the dilapidated rail net work which passes through Aweil Town. The
de-mining of the runway from Bahanusa in Northern Sudan to Wau in Western Bahr EL Ghazal is now
complete. The rehabilitation of the runway will commence in October 2007.
The State government of Northern Bahr el Ghazal is very uneasy with the rehabilitation of the railway line
without the North first implementing all the protocols of the peace agreement. Northern Sudan’s
continuous hesitance to recognise the delineation of the Southern Kordofan-Bahr el Ghazal border by the
Abyei Boundaries Commission (ABC). The Speaker of the State National Assembly has appealed to the
GoSS through the GoSS Minister of Finance to suspend the rehabilitation of the railway line until all the
expectations of the peace agreement are met.
4.2.5. Water and Sanitation Directorate
4.2.5.1 Situational analysis

The issue of water within the state is managed by the Director of Water and Sanitation under the Ministry
of Physical infrastructure, Northern Bahr EL Ghazal State. The department is struggling with limited staff
and no proper institutional set up. They have neither the tools nor the transport facility to enable them
deliver water points on a large scale. Lot of NGOs are helping in the area of borehole drilling and also
individuals sink their own wells.
The NGOS are consulting with the Ministry of Physical Infrastructure but individuals just sink wherever
appropriate without proper co-ordination from the Ministry. The NGOs meet the ministry every 3 months to
give progress report on water and sanitation and the plans for the next quarter.
For monitoring and implementation purposes, the ministry divided the directorate of water into rural water
and urban water supply. With the expectation that at least over 100,000 returnees will arrive in Aweil this
year, the state proposed to drill about 200 boreholes in various counties to meet the demand for water.
The average depth of a borehole is 45 metres.
From March 2007 to October 2007, 200 boreholes have been under construction to the tune of
USD$2,600,000.00 all paid by the GoSS Ministry of Finance at an average cost as indicated below.
Unicef has budgeted USD$1,777,000 for 2007 only to construct emergency latrines, permanent latrines,
drilling of boreholes fitted with hydraulic pumps and water treatment system.
Table 12. GoSS funded boreholes drilling

County Number of Average cost Total cost
boreholes per borehole (USD) USD
24
Aweil East 76 13,000 988,000
Aweil North 28 13,000 364,000
Aweil West 28 13,000 364,000
Aweil South 27 13,000 351,000
Aweil Centre 27 13,000 351,000
Aweil Town 10 13,000 130,000
Military 4 13,000 52,000
Total 200 2,600,000
4.2.5.2 Proposed strategies for water provision

The Ministry of Physical has been consulting with other partners in the water sector in Northern Bahr el
Ghazal on how to alleviate the acute shortage of clean drinking water for the rural population. Partners
have started drilling 250 boreholes in the counties and hope to complete them before end of 2007 to help
alleviate the critical issue of lack of clean water. A longer term strategy for borehole construction is still in
the drawing board.
Table 13. Proposed distribution of boreholes in counties by state and partners by 2008:
Quantity
County Quantity Planned Completed Agency Total Cost (USD)
Schools 15 4 Unicef 195,000.00

High Returnees 15 7 195,000.00
Aweil North/West 40 17 IEC 520,000.00
Aweil South 15 6 Save The Children 195,000.00
Aweil North 7 2 IOM 91,000.00
Aweil West/North 25 16 Concern Universal 325,000.00
Aweil East 7 7 IOM 91,000.00
Aweil centre 25 3 Pact 325,000.00
20 0 IRC 260,000.00
Aweil West/North 50 23 Cord Aid 650,000.00
Aweil East 7 3 Oxfam 91,000.00
Aweil North 24 12 Government 312,000.00
Total 250 93 3,250,000.00
4.2.5.3 Urban water supply:

Current challenges
Aweil town has currently no clean urban water supply and the city is depending on boreholes and
numerous hand-dug wells.
Most of the boreholes fitted with hand pumps are not functioning.
The hand-dug wells are not protected and not being monitored either.
The increasing arrival of new returnees and building of new settlements is increasing pressure on
the limited water supply.
The water directorate lacks the infrastructural support such as transport and the basic tools for repairs
and maintenance of pumps and boreholes.
No policy blue print on how to handle the high demand for water in the state.
Most of the staff in the counties have been working without pay.
4.2.5.4: Proposed strategies (medium and long term priorities)

The recent needs assessment of Aweil water requirement indicates that the city needs nothing less than
2,800 cubic metres of water per day and less than 10% of that is being met by the current protected water
sources in the city. The Ministry of Physical Infrastructure will as a matter of ministry’s strategy:
25
• Conduct a comprehensive hydrological and hydro geological survey, source development, and
development of pumping station including treatment of facilities.
• Construction of water testing laboratory.
• Purchase of 5 water purification machines (already delivered by GoSS).
• Construction of 10 water tankers in the city that are to be connected with pipes for households
and public taps that is capable of delivering over 2,800 cubic metres of treated water for Aweil
town and the immediate environs.
• Drill 5 boreholes in the city of Aweil.
• Provide spare parts, train Government personnel on basic repairs, revenue collection, billing, and
general water supply operation.
• Provision of vehicles for water supply maintenance.
• On-the-job training for staff at the directorate of rural and urban water who will be managing the
whole water system of the state.
• The ministry plans to look at the provision of metered consumer connections.
• Installation of measuring meters at the treatment plant to control water usage and also generate
revenue for the state.
• Finance to be provided by GoSS.
Table13.COST SUMMARY FOR PROPOSED WATER SUPPLY IN AWEIL TOWN – ESSENTIAL WORKS
Reference: Aweil Infrastructural needs assessment.
Item Description Amount (USD)
1 Water treatment plant site 3,120,900
2 Main transmission pipelines 830,000
3 Water storage 3,450,000
4 Distribution pipework 589,750
5 Pipe repair materials and equipment 190,000
6 Requipments for borehole development and equipping 135,000
7 Sub-total 8,315,650
8 Add 20% for contractors preliminary and general costs 1,663,130
9 Add 20% contingencies 1,995,756
10 GRAND TOTAL 11,974,536
11 Funding by: GoSS Ministry of Housing, Land & Public Utilities 100%
4.2.5.5: Sanitation
Sanitation generally comprises of solid waste management, semi-liquid waste management, wastewater
management and a slaughter house.
4.2.5.6 Challenges
• No transport facility to collect and safely dispose refuse from domestic or commercial sources.
• Too much plastic bags, textiles, wood, papers etc scattered all over the place.
• Lack of adequate staff to make the directorate functional.
• Poor general provision of sanitary facilities.
• Public latrines found only in institutions.
• Lack of adequate slaughter houses for the increased number of residents.
• No legislation or regulation enforcing non-pollution of the environment.
4.2.5.7 Proposed strategies
• Recruitment of adequate professional staff to handle waste collection, transfer and treatment.
• The construction of 15 additional brick solid waste collection bays located at strategic positions.
• Provision of 3 additional tractors and 6 trailers for collection and transportation of solid waste.
26
• Solid waste disposal site to be located in an 8ha of land at least 5 kms south east of the town.
• Provision of adequate machines to manage solid waste.
• Construction of 805 pit latrines in the counties.
• Complete abolition of pit latrines in the Aweil town.
• Procurement of at least 6 vacuum tankers to empty septic tanks and pit latrine sludge and
transport to treatment site.
• Within Aweil city, there will be 36 public toilet facilities all with waste collection tanks.
• Build more slaughter houses within the city and in the counties.
• Enough land to be put aside for future expansion of slaughter houses.
• 25 water points planned for animals in 2007.
• Proposed to put 1 water point for every 10kms
Table 14. Distribution of proposed pit latrine construction as per agency:
Organisation Quantity of latrines Costs Status
proposed
1 UNICEF 75 337,500
2 Internal Rescue Committee 400 1,800,000
3 Save the Children U.K 30 135,000
4 Concern Universal 100 450,000
5 Cord Aid 200 900,000
Total 805 3,6225,000
Table 15. Proposal for sanitation and waste disposal in Aweil Town
Cost Summary
Item Description Amount
1 Town Sewer Reticulation 4,186,500
2 Waste stabilisation ponds for wastewater, pit latrines & septic tank 1,758,668
3 Solid waste Disposal 1,553,060
4 Slaughter house along Wau Road 579,114
5 Public Toilets 828,000
6 Sub-total 8,905,342
7 Add 20% for contractors preliminary and general costs 1,781,068
8 Add 20% contingencies 2,137,282
9 Grand Total 12,822,692

10 To be funded by Not yet determined
4.2.6 Electricity and Gas

Current situation
In March 2006 Government of Southern Sudan delivered the following generators from Khartoum:
1. Two 605kva generators meant for Aweil town.
2. Two 205kva generators for Aweil East county.
3. 600 electrical poles delivered by GoSS for electrical installations.
4. United Nations Mission for South Sudan (UNMISS) donated 250kva generator to the state.
None of these generators have been installed for lack of funds to build installation infrastructures. The
state has no comprehensive policy designed for electricity distribution neither to domestic or commercial
consumers and there is no concrete detail on a plan for fuel storage tanks. Shortage of funding has
affected the building of generator houses. Cables could not also be purchased to commence wiring.
There are not plans laid for institutional capacity development to maintain and operate the network to
ensure sustainability.
4.2.6,1 Current challenges:
• Neither a power house nor any central generation or distribution of infrastructure.
27
• State is depending on a hand full of generators which are limited to specific government office.
• Private individuals or companies also have their generators.
• No electric engineers at professional level.
• Only 3 members of staff qualified at diploma level from Khartoum.
• No centre for training in electricity at the state level.
• No electrical workshops and tools.
• Inadequate operators.
• No transportation facilities.
• The Gas department is not functioning.
4.2.6.2 Proposed strategies:

1. To secure funding for the construction of generating power houses.
2. To carry out comprehensive study for future sustainable source of generation that would meet the
future power demands of the state.
3. To construct a power house in every county.
4. To employ and train:
• 20 electricians.
• 20 network operators.
• 3 field service technicians.
• 10 plant operators.
5. Appointment of an electricity board to be chaired by the Minister of Physical Infrastructure that
would look at the future requirements of the state, look at the technology and recommend
acceptable standards that must be complied.
6. To make gas department functional by employing professional staff.
7. Explore natural gas in the state so as not only to meet the gas demands of the population but to
generate income out of it.
Table 16. Aweil town electricity requirement cost summary

(Ref: Aweil needs assessment report)
Items Descriptions Costs (USD)
Electricity
1 Generation 5,100,000.00
2 Distribution 410,000.00
3 Reticulation 368,000.00
4 Sub-total 5,878,400.00
5 Contractor’s preliminary and general costs (20%) 1,175,680.00
6 Contingencies (20%) 1,410,816.00
7 Total costs 8,464,896.00
These costs exclude the cost of installing electrical infrastructural requirements of counties outside
ofAweil.
4.2.7 Housing
28
Lot of developments are currently taking place in the housing and land distribution. The following plots of
land have so far been surveyed in Aweil Town:
Number of plots surveyed Dimension per plot Cost per plot Total costs (USD)
1 First class 1000 30 X 40 metres $150 $150,000.00
2 Second class: 2000 30 X 25 metres $125 $250,000.00
3 Third class: 3000 20 X 20 metres $100 $300,000.00
Total 6,000 $700,000.00
In addition to the plot surveyed in Aweil, the ministry has surveyed 20,000 plots for each county which
shall be given to applicants. This number could increase drastically if the staff number in counties should
increase. However, the cost per plot has still not been determined.
4.2.7.1 Challenges:
• No official policy on housing and house planning as people build any how they want.
• No official policy on town planning as town development continues unco-ordinated.
• Most of the institutional and residential buildings of government officers are designs of 1909.
• No proper office building for major government institutions.
• No proper buildings for sectors in the counties.
• Many offices are residing under trees in the counties.
• No funds to build ministry and county headquarters.
• Some buildings are totally not habitable since they got destroyed by the war.
• Roof truses, and battens have rotted as the result of water leakages and termite attack.
• Sanitary fittings and pipes work of most of the government houses are damaged and in very poor
working conditions.
• Most of the offices are badly lit without proper lighting facilities.
• Most of the electrical and mechanical equipment are beyond repairs but no funds to replace
them.
• The whole directorate is badly staffed.
• No single graduate or housing professionals to carry out the day to day repair works.
• No quantity surveyor who is capable of coming up with a comprehensive strategic plan for the
housing directorate that will look into the future needs of the state’s housing system.
• No allocation of budget to the directorate to purchase the right tools and establish a workshop.
• No comprehensive capacity building programme being initiated.
4.2.7.2 Proposed medium and long term strategies
• Restructure the housing directorate to fit the purpose of providing the state with adequate and
modern housing facilities for office and residential purposes.
• Recruit professionals for various housing sectors such as planning, designing and quantity
surveying.
• Prepare a comprehensive capacity development initiative for existing staff.
• Establish a workshop fully equipped with the right mechanical tools.
• Provide transport facilities.
• Develop the newly acquired 40,000 square metres of land for new government offices.
• Get budget approval for the housing directorate.
• Survey all the land and institute proper planning mechanisms.
• Undertake repairs and maintenance work on those buildings that are not beyond repairs but this
has to be done at minimal costs.
29
• To demolished all condemned houses in the next few years.
• Replace institutional building not suitable for the specific purpose.
• Create new office space and residential accommodations.
• Reduce unqualified and unproductive staff in order to give jobs to professional cadre. 50 of the 83
employees of housing directorates are unproductive.
Table 17. Summary of costs of office and official residential building requirements
Items Descriptions Cost estimates (USD)
1 State buildings 17,433,729
2 Ministry Office Buildings 28,124,787
3 Staff Housing 14,717,438
4 County Buildings 1,552,445
5 Hospital Buildings 9,669,013
6 Temporary accommodation during construction 2,000,000
7 Sub-total 73,497,412
8 Contractor’s Preliminary and General costs:
9 Contingencies 14, 699, 482
10 Grand total 88,196,894
11 Source of funding Not yet determined
4.3 Ministry of Health
Mission
Basic health facilities to be made accessible by all citizens of the state within five years.
Goal
To improve health services and reduce infant and maternal mortality in the state of Northern Bahr el
Ghazal.
Vision
Provide health infrastructures for a sustainable health care delivery in the state.
The primary health centres of Northern Bahr el Ghazal are being currently run by the NGOs. Most of the
PHCs and PHCUs are being constructed and run financially by the Concern Universal, Christian Solidarity
International, Cord Aid, AAA,Unicef, IRC, Tear Fund, Dioceses of Rumbek and Medecin San Frontiere
who built the hospital in Aweil West. These NGOs pay the salaries of some of the health care workers in
the counties. Most Medical Officers considered as CANS in the counties are not even on the pay roll and
thus not receiving any salaries. The ministry is paying salaries of those members of staff who are based
in Aweil and also working in Aweil Civil Hospital. The ministry supplies drugs to the clinic and the health
centres but there is no fund to either provide the basic health infrastructures or generators for the centres.
Unicef alone is spending USD$635,905.00 in health and nutrition in Northern Bahr el Ghazal in 2007.
The ministry has 373 staff on its pay roll and 185 of those are unclassified. Instead of the medical officers
in the counties being paid regularly, the unclassified staff sitting in Aweil are receiving salaries which is
costing the ministry $23,000 per month and $280,248 per annum. The ministry is over-staffed with
employees who cannot add any value. The total salary bill of the ministry stands at $1,301,592 per
annum.
2007 budget estimates

Salaries ----------------------------- USD $1,301,592.00
Capital Expenditure estimates ---------------- USD$14,474,594.00
Operational Expenditure estimates ---------- USD $158,214.00
Total Expenditure estimates for 2007 ----USD$15,934,862.00
4.3.2 Challenges
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• The health ministry is classified as a line ministry meaning that its budget allocation should be
paid directly to the ministry’s account by the GoSS. But this has not been the case and thus the
ministry has no funds to even pay the Community Health Workers in the counties.
• Most of the health facilities in the counties are being run by NGOs.
• No transport facilities for the health workers in the ministry and counties.
• No ambulance for Aweil hospital and the counties.
• Distance between the primary healthcare units and the primary health care centres are at times
too far.
• No adequate drugs in the counties.
• No county administration office established.
• No motorbikes for health officers and workers.
• Poor communication facilities.
• No health reporting systems being developed.
• No enough trained manpower for the health ministry.
• No computers in the ministry head quarters and in the counties.
4.3.3. Aweil Civic Hospital

Challenges:
• No adequate medical doctors.
• Insufficient mid-wives.
• No power supply in the hospital during the day.
• Power is available for only 6 hours in every 24 hours in Aweil main hospital.
• Inadequate wards in the main Aweil Civic hospital.
• The main theatre in Aweil hospital is considered too small for operational use.
• Inadequate doctors.
• No consultant in the hospital.
• No anaesthesia in the whole hospital.
• Inadequate outpatient labs/places.
• No section for physiotherapy.
• No regular supply of drugs in Aweil hospital.
• No adequate water supply for the hospital.
• Inadequate power supply in the hospital.
• No houses for Doctors.
• No post-mortem room in the hospital.
• No statistical unit in the hospital making research and analysis difficult.
• No computers in the hospital.
• Lack of qualified general staff in the whole hospital.
• Serious shortage of staff in all areas of the hospital.
• No modern equipment for minor and even major operations.
• No computer facilities for data analysis and monitoring patients.
• No vehicle for the hospital.
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Table 17.Current health facilities in the counties:
Items Descriptions Aweil Aweil Aweil Aweil Aweil Total

West North Centre East South
1 Primary health care centres 3 2 1 2 2 10
2 Primary health care units 18 9 6 23 4 60
3 Hospitals 1 0 0 1 0 1
4 Referral centres 1 0 0 0 0 1
5 Mobility 0 0 0 0 0 0
6 Primary health care workers 5 20 8 50 6 89
7 Trained health care workers 13 2 0 0 0 15
8 Maternal and child health care 0 4 3 3 4 14
workers
9 Support staff 5 0 9 0 13 27
10 Clinical officers 4 0 1 0 0 5
11 Nurses 2 0 2 17 3 24
12 Laboratory technicians 1 0 0 0 2 3
13 Vaccinators 5 0 0 0 0 5
14 Supervisors on Expanded 2 0 0 0 0 2
Programme on Immunisation
15 State supported Primary health 6 0 6 0 2 14
care centres
16 International Rescue 8 0 0 0 0
Committee supported units 8
17 Tearfund supported PHCU 6 0 0 0 0 6
18 Dioceses supported units 1 0 0 0 0 1
19 Christian Solidarity International 1 0 0 0 0 1
supported units
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19 PHC centres + Units supported
by Concern Universal, Cord 0 11 0 0 0 11
Aid and AAA
20 PHCU not functioning 0 0 3 8 0 11
21 Traditional Birth Attendance 0 0 10 115 0 125
22 Untrained CHWs 0 0 6 0 0 6
23 Expanded programme of 0 0 0 54 4 58
immunisation (EPI)
24 County health HQ staff 0 0 22 24 0 46
25 Health reporting systems 0 0 0 0 0 0
26 Pharmacist 0 0 0 0 1 1
27 Dispenser 0 0 0 0 1 1
28 Staff being trained as clinical 0 0 0 0 3 3
officers
29 Cord Aid pays salaries of 0 0 0 35 0 35
30 International Rescue Mission 0 0 0 3 0 3
pays salaries of
31 NGO supported NGOs 0 0 0 7 0 7
Table 18.Facilities at Aweil East hospital
Items Descriptions Quantity

1 Community Health Workers (CHWs) 30
2 Nurses 6
3 Clinical Officers 12
4 Cleaner for the hospital 40
5 Maternal Child Health Workers 10
6 Laboratory Assistants 2
7 Drivers 1
8 Number of hospital beds 120
9 Drug supply Regular
10 Vehicles (mobility) 0
11 Generator set
12 Motorbikes 0
13 Fuel supply
14 PHCU staff not being paid for 5 months 6
15 Staff morale Low
16 Distance travelled by some patients to reach the hospital 72kms
17 Ambulance for the hospital 1
The Aweil East hospital was built by Medicin Sans Frontier (Medicine Without Borders) in the year 2000.
The hospital is now being supported by CSI.
Table 19.Aweil Civic Hospital – Basic facilities:
Items Descriptions Quantity
1 Medical male ward 1
2 Medical ward for female 1
3 Paediatric unit 1
4 Optriast ward 1
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5 Gynaecological unit 1
6 Emergency ward 1
7 Nurses under training 40
8 Mid-wives mainly TBAs 25
9 Doctors (geneal practicners) 7
10 Laboratory Technologists 2
11 Laboratory Technicians 1
12 Laboratory Assistants 3
13 Medical Assistants 5
14 Radiological Technician 1
15 Ambulance not functioning 1
16 Generator of 4kva 1
17 Drug supply
18 Theatres (minor ) Too small
19 Traditional Birth attendance (TBA) but without drugs and not functioning. 1
10 Screening facility for HIV & hipatitis 1
21 Outpatient clinic 1
22 Training facilities for nurses
23 Anti-natal clinic 1
24 Drug store 0
25 Blood transfusion facility 1
4.3.4 Proposed strategies ( medium and long term)

• The ministry of health to come up with a comprehensive health policy with a clear direction.
• Design a comprehensive policy to train and employ more medical doctors for an expanded health
programme.
• Design a comprehensive policy to train and employ more nurses for the next 5 years.
• Build a well supported training school for health and medical practitioners.
• Apply for funding from GoSS and Multi-Donor Trust Funds to support health infrastructure in
Northern Bahr el Ghazal.
• Build one hospital per county as a referral centre.
• Provide 2 ambulances per county hospital for emergencies.
• Train and deploy more mid-wives to the counties.
• Provide two 50 kva generators for Aweil Civic Hospital to maintain a steady supply of electricity
• Provide every county with two 30 kva generators to maintain continuous supply of power.
• Increase the number of outpatients in the hospitals.
• Increase the number of antenatal and post-natal clinics in the hospital.
• Build a proper drug store for the hospital that will store drugs for counties before transiting.
• Build 2 more minor and major theatres for the hospital.
• Upgrade Aweil hospital to a modern hospital complex.
• Train and employee more community health workers for the counties.
• Design and build more PHCs and PHCUs in the counties to reduce the number of kilometres that
people from remote areas travel to get treatment.
• Build children’s ward in the hospital.
• Provide adequate running water for the hospital.
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• Ministry of health to take more control of the health facilities in the counties by supporting them
financially.
• Ministry of health to take full charge of its budget and lobby for direct transfer from GoSS.
• Provide regular payment of all staff in the medical sectors.
• Ensure that CANS working in the health centres are put on the payroll.
• Provide adequate computers for all the health units in the counties.
• Provide every county health unit with 2 motorbikes.
• Provide every PHCs with one vehicle.
• Build offices for county health headquarters in each county.
• 25% of persons in the State have access to PHC services; 10,000 additional children in the State
are treated.
• 3 to 4 MC1 health facilities to be established by Unicef.
• To allow SMOH to participate in drafting of the next annual work plan of the health sector.
• To establish routine EPI activities in the State
• To construct county health facilities and cold chains by involving the community to provide red
bricks.
• To recruit more health cadres in the State (SMOH)
• To upgrade Aweil Hospital
• To design a proper planning and reporting system for the health sector.
• To design proper co-ordination system for the implementation of health projects.
4.4 Ministry of Agriculture
Mission : to make Northern Bahr el Ghazal self-sufficient in food.
Goals: to increase yields of agricultural produce by increase use of mechanised agriculture.
4.4.1: Current situation.

The ministry of Agriculture and Animal Resources is categorised as a line ministry meaning that its funds
are supposed to be paid directly to the ministry’s account for execution of its projects. This has so far not
been the case as the ministry is struggling even to pay the basic salaries of the employees for 5 months
now not to mention the availability of cash to purchase the right machinery for the projects. Agriculture
particularly the rice production scheme was badly damaged by the years of continuous conflict and the
laying off thousands of mines in the fields. Despite the financial constraints including the challenges
indicated below, the ministry is still trying to keep some of the key projects alive.
2007 Budget Estimates

• Salary Estimates ----------------- 1,176,360.00
• Capital Expenditure Estimates --------- 2,082,000.00
• Operating cost Estimates ---------------- 332,205.00
-----------------
• Total budget --------------------------------3,590,565.00
35
------------------
The ministry currently has 391 employees on the pay roll as at 31st January 2007. Out of this number,
69% (271) are unclassified staff of little productive value to the ministry. They cannot be laid off by the
ministry so as to free up cash for capital development projects because they were inherited from the old
set up. It would require the authorisation of the Governor and the State Council of Minister to lay off any of
them. As we went to press, the ministry staff have already gone on strike over delayed payment of salary
arrears.
4.4.2: Challenges:
• No comprehensive policy blue print for agricultural development.
• Lack of financial support from the state and GoSS to provide the right agricultural machinery.
• Lack of professional staff in the ministry.
• No ability to rehabilitate the saw mills.
• The ministry is over-staffed with lot of unproductive employees and yet it does not have the ability
to lay them off.
• Lack of funds to employ and train Agricultural extension workers.
• Some of the fertile rice fields are still not de-mined which is greatly hampering the cultivation of
those fields.
• Agricultural inputs are not readily available.
• Employees are de-motivated as they have not been paid for the past five months.
• Continuous cutting and burning down of trees for settlement and farming leading to soil erosion
and environmental damage is now becoming a threat.
• Lack of finance to promote fishing as an industry.
• Inadequate slaughtering houses all over the state.
• Serious lack of transport facilities for all directorates.
4.4.3: Strategic proposals (priority needs)- agriculture

• Ministry of Agriculture to seek help in drafting a comprehensive agricultural development policy
for Northern Bahr el Ghazal.
• To make meaningful investment in manpower training in fisheries, agriculture, veterinary science,
forestry, animal husbandry and new rice production skills.
• At least 20 people to be trained from every county and 30 in Aweil in agricultural extension work.
• An agricultural centre to be established in every county which will be used to train farmers.
Tractor drivers will also be trained in those centres before tractors are distributed.
• Every county has now been supplied with 1 tractor and they are each cultivating 2000 peddans.
• The ministry is planning to purchase 5 more tractors making 6 tractors for each county for
cultivation which is expected to increase the number of peddan cultivation to 10,000 peddans per
county.
• Every county will have an adequate number of Senior Inspectors, Inspectors, Extension Officers
and Extension Agents who will be working with the agricultural communities directly.
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• To encourage irrigation system of farming so as to reduce dependence on rain-fed crops. To
achieve this, the ministry has plans to purchase and distribute to farming communities
mechanised agricultural inputs including pedal pumps which do not rely on generators and fuel.
• The ministry in the next five years will urge for multi-cropping and crop rotation in order to
increase productivity and guarantee food security for all.
• A training programme will be conducted for farmers once a year about how to make composite
manures from animal dung.
• The agricultural training centre in Aciek will be further developed and replicated in other counties.
• To women self reliance, the ministry will assist women financially and technically to establish
vegetable gardens in every Payam. Assistance in the form of vegetable seeds, fencing of gardens
and provision of hand pumps and boreholes for gardening shall be provided by the ministry.
• 4.4.4: Revenue generation: directorate of agriculture:

1. Each county with 6 tractors will have capacity to cultivate 12,000 peddans.
2. For the tractors to cultivate one peddan, the farmer is charged a sum of 40 sudanese pounds
(US$20.00).
3. If one peddan is US$20.00 then the proposed cultivable 12,000 peddans will earn the
ministry a sum of USD240,000 per annum per county.
4. The five counties together will earn the ministry a sum of (USD240, 000 X 5 counties)
USD$1,200,000.00.
5. Farmers who hire tractors are responsible for the payment of fuel in addition to the amount
they have to pay per peddan cultivated.
• Strategies for Aweil Rice Development Project: This project is to be revitalised with funding
from GoSS and European Union to the tune of USD10million. The plan is to produce rice
sufficient enough for exportation to other states in South Sudan.
• The project will be handled by GTZ who will provide tractors to the rice growers.
• The project shall start with the cultivation of 5,000 peddans of land by September 2007.
• The rice project has the potential to cultivate 11,000 peddans of land with an expected turnover
of 14,000 tons of rice.
• The project will provide insecticides, herbicides and irrigation facilities for full time rice cultivation.
• Strategies for Veterinary/livestock production:
• To vaccinate 9,750,000 heads of cattle in the next 6 years. This could protect 2,950,000 house
holds from major diseases.
• In 2006/2007, 1,950,000 heads of cattle were vaccinated and 590,000 house holds protected.
• To build 12 butcher houses (2 in every county and 2 in Aweil) to meet the increasing demand for
meat. This construction of the slaughtering houses would roughly cost, USD50,000.00.
• Strategy for revenue generation for livestock:

1. On average 25 heads of cattle are slaughtered in Aweil, 10 in Warawa and 7 in Mangar-ater
each day. This gives a total of 42 heads of cattle per day.
2. The directorate of Livestock currently earns USD30.00 per head of cattle.
Table 20. Proposed revenue computation
Items Descriptions USD
1 Average number of cattle that is slaughtered per day in:
Aweil ------------ 25
Warawa----------10
Manger-ater------7
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Total -------- 42 heads of cattle. If one head of cattle is generating a sum of
US$30.00. Therefore 42 heads of cattle will be (US30.00 X 42)
US$1,260.00
The annual total income is $1,260 X 365 days 459, 900.00
The five year income projection for the directorate (assuming that
this number increases by 25%) shall be:
Year 1: 42 heads of cattle 459,900.00
Year 2: 66 heads of cattle X $30 X 365 722,700.00
Year 3: 82 heads of cattle X$30 X 365 897,900.00
Year 4: 103 heads of cattle X $30 X 365 1,127,850.00
Year 5: 128 heads of cattle X $30 X 365 1,401,600.00
Total expected income after five years 4,609,950.00
2 Transportation of cattle from Aweil to Khartoum:
600 heads of cattle transported per month to Khartoum at a fee of
US$5.00 each.
Current monthly earnings is 600 heads of cattle per month XUS$5.00
($3,000).
The expected annual earnings therefore will be: $3,000X12months) 36,000.00
The five year expected income from transportation will therefore be

obtained by assuming that the transportation of cattle will also increase by
a conservative margin of 25% (600 per month X 12 and compound 25% to
5 years).
Year 1: 7200 heads X $5/head 36,000.00
Year 2: 11,250 heads X $5.00/head 56,250.00
Year 3: 14,0625 heads X $5.00/head 70,315.00
Year 4: 17,578 headsX $5.00/head 87,890.00
Year 5: 21,973 headsX $5.00/head 109,865.00
Total earnings 360,320.00
Sale of hides:
The projection here is based on the assumption that the number of hides
to be sold out will positively correlate with the number of cattle being
slaughtered:
Year 1: 42 heads of cattle 76,650.00
Year 2: 66 heads of cattle X $5.00 X 365 days 120,450.00
Total expected income after years 768,325.00
The five year income projection from transportation of cattle
US$768,325.00
3 Income projection from cattle vaccination.

The directorate proposes to vaccinate at least 9,750,000 for the next five
years.
Each head of cattle is charged a sum of 100 Sudanese Dinars. The total
income will be 100 X 9,750,000/200 4,875,000.00
The income generation strategy of the directorate of livestock is estimated to generate a sum of
US$10,613,595.00 ($4,875,000+$768,325+$360,320+$4,609,950)
4.4.5: Proposed strategies:Dairy and Poultry Production
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• The ministry shall train 15 meat inspectors in the next five years.
• To develop the poultry sector by purchasing 6 new generators and 6 hatchery machines.
• To maintain sustainable development of the poultry sector and meet the demand in Aweil and
counties.
• 30 poultry management staff would be trained and appointed between 2007 and 2011.
• The directorate of veterinary will establish 8 livestock dispensaries (1 in each county and 2 in
Aweil town). The cost of constructing the small dispensaries plus the cost of vaccines and
veterinary instruments is estimated to be USD400,000.00 in the course of 5 years.
• To facilitate livestock raring, directorate will construct 40 wells, 40 pools and 40 canals in the
state.
• To establish livestock training centres where 30 people will be trained every year for the next five
years.
• With over 13, 792,000million heads of cattle in NBG, the directorate of veterinary will establish 6
dairy farms ( I dairy farm per county and 1 for Aweil).
• Each dairy farm will initially have 50 heads of cattle.
• The budgeted cost of constructing the dairy farms is estimated to be USD1,200,000.00.
• Strategies for fishing directorate:
1. To campaign for establishment of licenses for fishermen.
2. To design capacity building programme for the staff in the fisheries department and employee
fishing specialists.
3. Provide fishing tools and gears that can be made available to fishermen.
4. Help build strong association of fishermen.
5. Strengthen the fishing department so that it could be an income generating unit for the ministry.
• Strategies for forestry directorate – despite its financial constraints, forestry directorate has
plans to :
1. Plant more trees and provide communities with seeds and seedlings.
2. Encourage the state to come up with laws that will prevent cutting and burning down of trees.
3. Devise awareness training programmes for returnees so that they will not be cutting down trees
wherever they intend to settle.
4. Train communities in tree planting techniques.
5. To renovate Pongo Aweil and Mathiang Saw Mills and purchase the required saw mill equipment.
6. Purchase of tractors with trailers
7. Train communities in bee hive farming as an income generating project.
4.5.1 Ministry of Social Development
Mission : To transform Northern Bahr el Ghazal into a welfare state where the rights and privileges of
women and socially excluded children will be preserved.
39
Goals : Provide services that would improve the socio-economic conditions of citizens of the state.
4.5.2 Situational Analysis: The ministry of Social Development is repositioning itself into an effective
institution in order to deliver services to the people. The ministry has been finding it difficult to undertake
this transformation mainly due to financial constraints but thanks to UNICEF’s Child Protection Unit, some
basic projects designed to protect the interest of children and women have now taken off the ground. The
agency has budgeted USD77,337.11 in its 2007 annual work plan for NBG and 36.5% of this has already
been committed.
The ministry of Social Development is now launching an awareness campaign in the city of Aweil and in
the counties to make people understand the content of the proposed child protection bill for social reform.
The ministry is currently taking the burden of paying the salaries and benefits of 102 disabled people,
orphans and widows who are not a productive workforce. There are efforts to put a stop to this trend in
order to free up funds for providing social services to the people of NBG.
The whole ministry currently has 281 members of staff and out of that 204 are unclassified and 77
classified. The unclassified, mainly unproductive, are costing the ministry a monthly wages of USD
8,494.00 and USD 101,928 annually representing 17.2% of the overall ministry budget for 2007. The
ministry’s budget for 2007is as follows:
Descriptions Amount USD
• Salaries 592,092.00
• Capital expenditures 661,640.00
• Operational expenditures 72,290.00
• Total estimate 2007 1,326,022.00
The state has what is called the ‘’Red Army’’ (Child Soldiers) who were trained and engaged during the
war. Most of these soldiers are now without a job and many of them have gone off age for schooling. The
ministry is concerned that since these trained and well armed soldiers are now melting into the society,
they can be of a great social problem in the near future. The ministry in collaboration with development
partners are actively looking into the possibilities of sending some of them to school (7-14 year olds) and
those between 14-17 to be sent to vocational training centres to learn trade that can provide them with a
source of decent livelihood.
4.5.3 Challenges:
• There exists no comprehensive policy blue print on social, cultural, religious and youth
development.
• No strategy has so far been laid down or documented for the ministry to move forward.
• The ministry lacks professional manpower in all the directorates.
• Lack of funds to finance basic activities apart from paying salaries.
• No sports stadium and centres for youth development.
• No plans for the development of cultural institutions.
• No museum for tangible and intangible cultural heritage and artefacts.
• No financial means to develop and promote traditional arts and cultures.
• No office buildings for the ministry both in the state and in the counties.
• Social welfare department could not post staff to the counties because of lack of office space and
means of transportation.
• No database for child offenders. This gives the offenders the chance to re-offend without being
traced.
• No emergency response teams for the state.
• Only five staff have so far been recruited for the department of child welfare. Severe shortage of
staff is threatening the effective establishment of most directorates.
40
• No working materials could be purchased for the directorate for the past 2 years.
• No centre for children due to lack of funds.
• Social diseases such as trauma, extremism, inferiority complex and intolerance have started to
affect lot of children and thus becoming a threat.
• Only two staff employed for the religious affairs directorate.
• No strong women groups or associations in the state with strong financial base.
• No gender awareness centre in the whole state.
• Gender directorate only able to employee 3 staff.
• No transport facilities.
4.5.4 Social issues facing the returnees

• No educational facilities for children of returnees. The returnees are sometimes taken to towns
and villages where there is no facility for their children. Sometimes children could be in grades
that are not available in those schools.
• Most of the returnees are Arabic speaking and the children find it difficult to integrate into the
current school curriculum.
• No adequate agricultural kits for the new returnees as some of them arrive unannounced and
also during the rains.
• Serious shortage of clean drinking water for the returnees. Some of the boreholes being drilled for
them are all not complete and worse of all, some have dried up.
• Some social issues are cropping up in the area of land dispute between the returnees and the
residents in some localities.
• No adequate health facilities for the returnees. The current health infrastructure could not handle
the number that came.
• Insufficient food rations also create some social tensions in some locations.
4.5.5 Proposed Strategies (medium and long term)
• Hire a consultant to develop a comprehensive policy on youth development strategy, sports
promotion and development, religious policy, culture, gender and social policies for the state
ministry.
• To recruit 30 professionally competent staff in the next 5 years.
• Seek funds to build the capacity of 130 existing staff.
• State and the community to provide piece of land for youth centres, gender centres and stadiums
and sports complex.
• To build 5 vocational training centres in the next five years.
• The blacksmith apprentices to be integrated into the new vocational training centres. This
initiative has been started by the IRC. The blacksmith centres will be developed into full training
centres for youths and other skills such as carpentry and masonry.
• The centres will be provided with a set of curriculum by the Ministry of Education, Science and
Technology with the objective of training the youths to be self-employed.
• These centres are planned to produce 1,200 graduates in the next 4 years. This means every
centre will have to produce 200 graduates.
• Establish a training scheme for the rehabilitation of juvenile delinquents and other social fallouts.
• A State wide literacy campaign will be organised within 5 years to raise people’s cultural
consciousness.
• Encourage research into our cultural heritage and strengthen the institutional capabilities to
preserve them.
41
• A new ‘’cultural foundation complex’’ will be constructed in Aweil. The complex which is estimated
to cost $950,000 shall have the following facilities and the project is agreed to be funded mainly
by the citizens of NBG who live overseas.
1. Museum that will keep the records of state and community events.
2. Keep the artefacts of all important cultural heritages.
3. Theatre rooms shall be available.
4. A large conference hall.
5. Information technology centre where youths can be trained in IT.
6. Serve as a library to provide foreign investors with up-to-date information on the state.
7. There will be a cafeteria mainly for state functions. This is expected to be self-financing.
• Establish a skills development centre for women groups in the counties.
• Establish 6 social centres (1 in each county and 1 for Aweil town).
• Establish a centre for the homeless and street children particularly those who are not able to
trace their parents.
• Establish 1 women centre for every county including Aweil town (total of 6).
• Establish micro finance schemes for women groups in each county.
• Devise a religious policy that will strengthen the secular state of NBG and avoid any potential
clash of religious cultures. Every county will have 2 religious affairs officers.
• To lay off religious staff so as to separate religion from the state.
• Lay off 18 pupils who are still on the pay roll.
• Lay off 6 students and 30 elderly people who are above 65 years of age.
• The 102 disabled staff shall be handed over to the state.
42
4.6 Ministry of Information and Communications
4.6.1 Introduction: The ministry of Information and communications in NBG comprises of five
directorates namely Radio, TV, Information, Telecommunications and Postal Services.
The ministry is designed to:
• Establish and promote media in peace time South Sudan.
• Institute regulations that will lead to the establishment of free press and independent news media
houses and broadcasting stations that will facilitate social and economic development.
• Prioritise the establishment of a complete networking system of telecommunications services.
• Address sectors of population that can afford services. This is expected to be achieved by means
of private public partnership.
• Establish market through regulations whilst at the same time addressing affordability.
All the directorates under the ministry are supposed to be represented in the counties but lack of funding
for the ministry is affecting growth in operations. The ministry has only one car and that is the one being
used by the minister himself. There is only one generator which runs for only four hours during in the day.
The ministry currently has 213 members of staff and out of that only 42 are classified and 171 are
unclassified. At least 80% of unclassified staff are those who stay at home and just report to the ministry
to receive their wages at the end of every month. They cost the ministry USD244,812.00 per annum in
terms of wages representing 11.8% of the total budget for the ministry. This is 1.8% above the state figure
for unclassified staff to total state budget. The ministry is still being considered as seriously under-staffed
because it has a lot of unproductive staff who adds no value to its operations. The expenditure budget of
2007 shows. Note that the 2007 budget estimates have never been passed and finance:
Salaries being paid per month : USD 37,603.00

Annual total salaries : USD 451,236.00
Capital expenditure estimates: USD1,498,510.00
Operational expenditure : USD 129,184.00
Total budget estimates …...... USD2,078,930.00
The private sector has established mobile networks such as Mobitel and Gemtel is also currently erecting
their antennas in the city of Aweil. The ministry announced that a private FM radio station is being set up
in Malual Kon. Already there is Sudantel and Sudani landlines operating in the city but the revenues being
generated by them and the license fees being paid are all collected by GoSS. The state ministry is not
realising any income from the private firms yet.
Because of lack of current difficulties, the ministry is not able to collect revenues for its operations and for
the state. There are potential internal sources of revenues for the ministry of information and
communications as indicated below:
• Private commercial FM radio license fees
• Postal services, stamps letter boxes and stamp duties.
• Charges for internet connectivity.
• Rentals from V-sat and licenses fees from V-sats.
• Telephone lines and bills.
43
• Advertisements from TV and Radio
4.6.3 Challenges
• There is a complete lack of infrastructures in the ministry.
• No equipment for the telecommunications sector to kick-start the establishment of a sound
telecommunications system.
• No equipment for the TV station and the radio to be established.
• There is no postal system in the state and counties and funds are not readily available to create
some.
• There is no budget allocation for the ministry to operate in terms of delivery of services. The only
thing happening is payment of salaries.
• Vehicles and motorbikes for operational purposes are not available.
• Lack of qualified manpower,
• There is over-employment.
• Inability of the ministry to collect revenues from licenses as GoSS is claiming everything.
Assuming that funds are made available, the ministry intends to adopt the following strategies in order to
address some of the challenges highlighted above:
• Infrastructure
1. to construct office buildings in the ministry headquarters and counties.
2. build studio complex for the state Television station.
3. build postal service offices in Aweil and in every county headquarters.
4. build a radio station (FM) in Aweil and link them to the county headquarters.
• Equipment
1. purchase equipment for the establishment of print media.
2. purchase equipment for the broadcasting stations in Aweil and counties.
3. purchase equipment for the journalists.
• Capacity building
1. establish a training centre and furnish it for the training of journalists and technical staff such
as radio engineers, Tv engineers and other technicians.
• Appointments
1. appoint staff who are professionally qualified and competent to deliver.
2. work with the public service to design proper ways of laying off the unproductive staff and
replace them with the professionally trained ones. This will free up funds for meaningful
development projects to be undertaken.
44
4.7.1 Ministry of Local Government and Law Enforcement
Local government is a community government that is close to the people and exists below the sub-
national level of government. Its authority is devolved closest to the people whereby they have the power
to rule themselves. The objective of local government is not only to institute democracy and provide
services to the people but also enable people to participate meaningfully in matters of governance that
directly affect their own lives.
4.7.2 Situational analysis

The local government Minister in Aweil is also the Deputy Government of the state of Northern Bahr el
Ghazal. He is assisted in running the office by one Director General and five other directors all stationed
in the ministry headquarters.
The ministry has four buildings including the office of the minister. One of the buildings was recently
refurbished by PACT Sudan but the other two are in serious disrepair. The Aweil town council is also
housed in the same ministry complex.
The level of crime in the city is rising but the ministry is content that there are enough security forces to
handle offenders. UNPOL are working closely with the police on a daily basis providing them with on-the-
job training. The Rule of Law, UNDP is also mounting lot of capacity building initiatives to create
awareness in human rights as provided for in the Interim Constitution of Southern Sudan and the content
of the CPA. The people affected by this UNDP capacity building package are the community based
organisations, the local chiefs, and the Payam administrators.
Since the signing of the CPA and the establishment of states, the ministry of local government in Aweil
has not been able to deliver much on service delivery. The ministry is not able to mobilise the necessary
resources to deliver services effectively to the people in Aweil and in the counties.
Local government has the highest number of staff on the pay roll as at January 2007. The number is
3,188 out of which only 560 are considered classified and productive representing 17.6% of the total.
About 2,628 members of staff on the pay roll are all unclassified at least 80% of whom just report to work
only to collect salaries and then disappear. This represents 82.4% of the staff number costing the ministry
a monthly salary bill of USD264,958 and USD 3,179,500 per annum. Most of the resources of the ministry
is thus tied up in effecting salary payments to that unproductive number of staff. The counties are being
run by the Civil Authorities of New Sudan (CANS) but they are not receiving salaries at the moment and
instead the money is paid to unclassified staff in Aweil.
Table 21: 2007 budget estimates of local government ministry and counties:
Items Descriptions 2007 Budget estimates
1 Salaries 6,019,165.00
2 Capital Expenditure Estimate 9,192,110.00
3 Operational Expenditure 345,011.00
4 Total budget estimates 15,556,286.00
45
There is no accountability for the revenue being collected but the following sources of revenues are at its
disposal in addition to the grant from the GoSS through the state. There is no transfer of funds from the
state or ministries to the counties even-though this is provided for in the budgetary forms 2 & 3.
1. auction fees
2. royalties
3. trading license fees
4. fees from executive chief courts
5. 30% of Payam court fees
6. rates
7. butchery fees
8. slaughtering fees
9. land and survey fees
10. restaurant fees
4.7.3 Challenges
• The lack of local government act is affecting the ability of the ministry to move on steadily with
decentralisation and to give local orders.
• The local government officers (CANS) are not being paid salaries and yet they are the ones
working in the counties.
• Local government officers are operating without offices. They operate from under the trees.
• The capacity of staff are below standard and lack of funding is affecting the ministry’s ability to
carry out effective capacity building programme for the existing staff.
• The ministry headquarter is in a state of disrepairs
• The ministry is not able to transfer efficient staff to or from the counties to headquarters because
the county staff are not receiving monthly salaries. Nobody wants to go to counties if he or she is
not going to receive salaries.
• Serious shortage of transport.
• Serious case of over-employment which the ministry is not able to resolve.
• The ministry has no funds allocated to it for its operations apart from salaries.
• No dumper trucks to help in the collection of refuse from the town. The whole Aweil town is relying
on one tractor for refuse collections.
• Lack of authority to mobilise the local revenues for the ministry and the counties.
• Inexperienced Payam administrators have all over the Payams. The only qualifications they have
is being SPLA fighter.
• Inexperienced and unqualified Commissioners.
• No proper financial systems available in the ministry and the counties. Nobody is accounting for
the resources being mobilised in the counties.
• Neither an Internal Auditor nor internal control procedures exit.
• Appointments are politically influenced.
• No appointment on the basis of merit and internal vacancies are not advertised for the public to
compete.
4.7.4 Proposed Strategies
• To upgrade the management skills of Payam administrators by training 127 of them in the next
five years. This training will centre on administration, understanding basic criminal codes and
procedures, basic finance and bookkeeping, basic law and order.
• A multi-purpose training centre will be built for staff training and conferences.
• Organise training for 880 members of staff in revenue collection, filling of financial forms. Each
year 176 will be trained.
46
• Construct two buildings of five rooms at every county headquarter and to provide accommodation
to the staff at the county level.
• Construct one building of 3 rooms plus a conference and documentation rooms in the Payams.
• Construct a local government headquarters in Aweil.
• To renovate 26 buildings of the Town Council that spread across the town of Aweil.
• For effective delivery of services, there shall be a creation of two rural councils in Aweil town and
each will have a block of five rooms.
• To seek approval of state budgets so as to secure funds for capital and operational costs.
• To enable the ministry to work efficiently, the vacant positions of five directors shall be filled.
• A study tour shall be organised for local government administrators.
• The ministry shall push for the ratification of the drafted local government act to give way to the
full establishment of local governments.
• Mobilisation of resources to fight organised crime that is in the rise in the city of Aweil.
• Work with the public service to design personnel policies that will help regularise public service
appointments in the state and particularly the ministry of local governments.
• To facilitate movement of officers, 3 cars will be bought for the ministry.
• 2 tippers shall be bought for refuse collections.
• 2 vehicles shall be bought for the fire services.
• 2 pick-ups shall be purchased for the rural council.
• Computers to be purchased for both the ministry and the rural council.
4.8.1 Ministry of Finance, Development and Economy
4.8.2 Introduction: The ministry of finance has the responsibility of establishing and maintaining stable
macroeconomic framework with low inflation. It should provide funds to the public sectors and counties to
facilitate the provision of services to the communities.
4.8.3 Situation analysis

The ministry of finance in Northern Bahr el Ghazal is overwhelmed by the number of staff on the
government pay roll most of whom are unclassified and unproductive. This number has mounted to 5,832
about 60% of the total work force for the state which as at January stood at 9,791 employees. They are
costing the state USD7,548,184 per annum and USD629,015 per month. The ministry is faced with the
task of stream-lining such a large workforce in order to free up valuable resources for socio-economic
development of the state. With the total annual salary being USD24,223,045 per annum (according to pay
roll analysis of January 2007), the state has not been able to transfer any funds to the counties for
provision of services.
The ministry has not yet been able to mobilise local resources to finance the provision of services. The
revenue is not being properly collected and accounted for as desired but a commission has been set up
to look into the manpower situation in the whole state including the counties with the objective of
addressing over employment which is costing the state so dearly. A revenue committee has also been
formed to look into the revenue situation and collection processes.
Table 22: The 2007 budget estimates for the Ministry of Finance is:
Costs Estimates
Items Descriptions (USD)
1 Salaries estimates 2,877,162.00
2 Capital expenditure estimates 1,871,320.00
47
3 Operational expenditures 406,037.00
4 Total expenditures 5,154,969.00
The staff number of the ministry of finance is 1,583 and out of that only 317 are classified staff
representing 20% of the ministry’s manpower. The 80% of employees in the ministry are those who are
unclassified and they cost the ministry USD127,683 per month and USD1,532,196 per annum. This
shows that the ministry can lay off 1,200 staff and still employ 60 professional staff.
4.8.4 Challenges:
• The ministry has no professional or qualified staff.
• There is serious over employment in the ministry and the state council of ministers.
• Lack of proper financial procedures to stream line control procedures.
• Lack of professional auditing staff to institute internal control procedures.
• Audit staff not available at the county level to monitor revenue collection accountabilities.
• The head of Audit Directorate is educated in Arabic with very little understanding of English.
• Lack of taxation legislation from GoSS and an uncertainty as to whether every state will have to
come up with its taxation laws or it would be a unified one.
• Taxation rates not determined.
• No taxation experts in the finance ministry.
• Members of finance staff who have basic knowledge in accounting and finance are all Arabic
educated.
• The Director of taxation is not a technical person and does not understand basic English and thus
with little chance of understanding taxations laws which might all be written in English.
• No funds to finance comprehensive capacity building for accounting staff in the ministry
• No computerisation of government ledgers and basic books of entry
• No accountability to the state legislative assembly
• Revenues in the counties being collected and pocketed by individuals
• Lack of proper procedures to monitor the flow of revenues being collected
• Lack of procedures of how the county local revenues would be shared
• Inability to prepare financial statements at the year end
• Still the state is resorting to cash accounting method for public finance which reveals nothing
about the valuable state assets.
• No policy on the depreciation of fixed assets of the state
• Public service procedures have not yet been changed to reflect the changing circumstances
• Staff being appointed without proper interviews and screening
• No proper building for Council of Ministers and the ministry of finance
• Lack of transportation facilitation for the staff particularly revenue collectors in the state and
counties
• The state budget of 2007 not yet presented to State Legislative Assembly
• Lack of comprehensive work plan for the ministry
• No clear policy on how the CANS would be treated in the new budget of 2008.

• Development and execution of sound economic and financial policies for the state.
• To provide sound public financial management systems and controls at all levels of government.
• To ensure that consolidated accounts of government are produced at the end of every fiscal year.
• To institute proper internal control procedures in all government institutions and particularly at the
revenue collection points.
48
• To make arrangements for short and medium term loans on behalf of the state government at
reasonable rates in order to finance development projects.
• Establish a credible taxation regime for the state of NBG.
• To account for all revenues collected by customs, taxation departments, industry & mining, and
housing units etc.
• To assist the State Legislative Assembly of NBG to come up with laws on personal taxation
system.
• Advise the State Legislative Assembly on the drafting of capital gains taxation rates on landed
properties sold at above original cost.
• To maximise tax and revenue collection in markets and commercial centres all over the state.
• To facilitate the appointment of an Auditor General who would be responsible for an independent
Central Audit with the legislative powers to refer cases of economic and commercial crimes to the
Directors of Public Prosecution.
• Ensure that audited consolidated accounts are submitted to the State Legislative Assembly by the
Auditor General annually.
• Establish the directorate of taxation with statutory powers to deal decisively with cases of tax
evasion.
• Develop and establish cost-effective and transparent policies and procedures.
• Ensure the work of the contractors and service providers to the state are monitored and that they
comply with the contractual obligations in terms of quality and cost.
• Establish planning and budgeting committees in every ministry and county for the planning and
budgetary co-ordination.
• Oversee the preparation, implementation and evaluation of the state and county annual
budgetary plans.
• Create a framework that will encourage investment and boost growth in the economy.
• Provision of finance for the training and development of staff.
• Control and co-ordinate the income and expenditure accounts of the state.
• Enhance the role of directorate of budgeting.
• Manage budget execution and evaluation.
• Facilitation of large money transfers on behalf of the state.
• Provision of good office spaces for a better working environment for staff.
• Provision of mobility and logistics for official work
• Computerisation of financial records and other working documents of the ministry.
• Initiate a survey on the public service personnel.
• Help to draft a sound and vibrant public service laws for the state.
• Formulate a sustainable capacity building and institutional development programmes.
• Formulate and develop pension laws and policies that are sustainable and responsive to the
needs of the retired employees.
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4.9.1 LEGAL AFFAIRS OFFICE
A new office of the Legal Affairs has just been opened in the state. The office is located in the state
council of ministers and staffed by 10 qualified lawyers. These are Public Prosecution Attorneys who will
be responsible for all investigations both criminal and civil matters (concerning the government and
government officers). Cases investigated by them will be handed over to the judiciary of Northern Bahr el
Ghazal for appropriate actions. The institution is being raised to the level of a complete administration
and a directorate of the Ministry of local government and law enforcement.
4.9.2 Situational analysis of the case statistics

• the level of criminal incidents in Aweil town are very high and growing
• the town prison is in a complete disrepair
• police jails are very small and in poor conditions
• police jails cannot accommodate female, adult and minors separately and thus all crammed in
one jail.
• the investigators are poorly trained and the process they use is very inadequate and
inappropriate
• the investigators do not know English
• police lack all the necessary registers and forms required for their investigations
4.9.3 Challenges:
1. lack of offices for the headquarters of the legal administration
2. lack of offices for the Public Attorney in Aweil counties
3. lack of government houses and high cost of rents
4. complete lack of support staff and tools for the work to commence
5. no transport facility to travel to any of the counties
4.9.4 Strategic proposals (priority needs)
50
1. Conduct an intensive training for the Legal Counsels before they are distributed to counties. The
training shall focus on how to:
• receive and deal with petitions
• how to conduct an investigation
• how to appear before the courts
• and how to apply the criminal procedures in accordance with the criminal procedure
1991,
• how to open criminal cases
• evaluation of criminal cases
2. appoint 6 classified staff (four clerks and two accountants)
3. appoint 8 unclassified staff
4. appoint 6 Advisors
5. purchase enough furniture sets for Aweil town and other counties
6. financial support to rent a house for the Legal Counsels living in Aweil town
7. provision of eight computers with printers and one photocopying machine
8. provision of two laptops with printer and fax machines
9. provision of six vehicles
Chapter 5: Development Partners
5.1 .United Nations Children’s Fund (UNICEF)

Unicef is one of the key partners to the state government in Northern Bahr el Ghazal and operate mainly
in the areas of education, health and nutrition, child protection, water , sanitation and hygiene and
HIV/AIDS. For the year 2007 the organisation has budgeted over USD$3,973,479 to spend in these key
intervention areas:
Water and Sanitation:

Programme outcome: to contribute to ensuring that children and women of NBG state have sustained
and equitable access to safe water, basic sanitation, and live in a hygienic environment.
Safe water supply project:

• Construction/rehabilitation of 100 safe water sources in Rural, high returnee areas and host
communities.
• Construction of safe water supply in 15 schools and 4 health centres.
• Enhancement of capacity of community structures on Operations and Maintenance.
• Support construction of 10 new safe water sources in Guinea Worm Endemic villages.
• Construction of 5 water yards (boreholes with motorised Pump and elevated water tank) in Rural,
high returnee areas and host communities.
Sanitation improvement
• Construction of sanitary latrines at 4 health centres
• Promoting construction of 300 household latrines
• Constructing 120 latrine compartments in 15 schools
• Constructing 16 latrine compartments in 4 health centres
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Sub-Project 04: hygiene promotion
• Developing communication strategy and plan
• Training 12 hygiene promoters in PHAST techniques
• Promoting hand-washing for 8,600 school children people
• Support implementation of hygiene promotion to reach 50,000 families with hygiene message and
key information on HIV/AIDS prevention.
• Support establishment of 15 environmental health Clubs for promotion of hygiene practice in 15
schools.
Emergency Preparedness and Response
- Developing EP&R Plans at State level
- Procuring and pre-positioning supplies
- Establishing/equipping one ERT in the state
- Conduct a 3 day training for 15 (3 State and 12 County) staff on Emergency Preparedness and
Response.
- Support monitoring of EP & R activities for accelerated implementation in times of emergency
interventions.
Table 23: Achievements for the first 6 months

Description of new Planned Achieved Number of Supporting
Boreholes drilled People served Agency
Returnees 30 12 6,000 UNICEF
And Way Stations
School Children 15 6 3000 UNICEF
Guinea Worm 10 0 0 UNICEF
Endemic villages
Health centres 4 1 0 UNICEF
Total 59 19 9,000
Table 24: Operations and Maintenance (O&M)
Hand pump repairs Platform Hand pump status

Major Minor Repairs Rehabilitation Not Functioning Total F%
repairs repairs functioning
12 298 12 - 44 430 474 91
125 simple house hold latrines have been constructed in Aweil East, Aweil West and Aweil North. About
42,786 have been reached with hygienic messages.
Table 25: Emergency Preparedness and Response:

Activity Description Number Use/Location Supporting
Agency
1 Construction of emergency latrines 4 Way station/Warawara UNICEF
2 Construction of permanent latrines 10 Way station/Warawara UNICEF
3 Drilling of boreholes fitted with 1 Way station/Warawara UNICEF
hydraulic pumps
4 Emergency Bath rooms 4 Way station/Warawara UNICEF
5 Construction of permanent showers 10 Way station/Warawara UNICEF
6 Kiradem water treatment system 1 Returnees /Kiradem UNICEF
7 Positioning of supplies 30 h/h Emergency response UNICEF
Table 26: Unicef 2007 approved Water and Sanitation Budget for Northern Behr el Ghazal
52
Government
Sub-Projects UNICEF Contribution Contribution Total contribution
US$ US$
RR OR RR+OR+GoSS
Sector Policy and Planning 0 176,000.00 0.00 176,000.00
Safe Water Supply 0 1,069,400.00 0.00 1,069,400.00
Sanitation Improvement 0 162,600.00 0.00 162,600.00
Hygiene Promotion 0 49,000.00 0.00 49,000.00
Emergency Preparedness and Response 0 89,000.00 0.00 89,000.00
Programme Support 0 231,000.00 0.00 231,000.00
Total 1,777,000.00 0.00 1,777,000.00
Water and Sanitation Project: challenges facing Unicef:

 Delay in receiving funds from the head office which delayed the start of the project
implementation.
 No efficient means of transport for rural water division staff at county level to promote their
activities.
 Delay in integration of rural water division staff into public service.
 Lack of motivation among the RWD staff.
 Limited number of WASH implementing/supporting partners in the state.
 Inadequate qualified cadres/technical personnel.
 Inadequate information on WASH existing facilities.
 Logistical problems.
 NBG state being in an area with high returnees (300,000) and short dry season, considered to be
a priority area for running water and sanitation projects by as early as February each year.
 Support level to RWD increased to promote their effectives in the field.
1. Child Protection
The child protection project is currently carrying out the following activities in NBG:
 Child Protection Working Group (CPWG) has been initiated and is being proven to be a valuable
forum for information sharing.
 Baseline study on protection issues carried out in NBG with Save the Children U.K.
 Common assessment tools under development in area office.
 Stakeholder meeting on causes of violence held.
 Clothing and sporting equipment pre-positioned in Aweil.
 Representatives from NBG participated in Regional WG meeting in Wau.
 Information dissemination on the proposed child bill is being carried out.
 Initial communications with the police have taken place regarding the establishment of women’s
and children’s desks.
 The project is developing on Care and Protection for children without Primary Caregivers.
 Funding agreement has been reached to support extensive Child Protection activities of Save the
Children U.K.
 Capacity building support in proposal design given to local NGO.
 For children affected by armed conflict, 67 have been registered in Pariak barracks together with
SSDRC and Save the Children U.K.
 Co-ordination with SSDDRC and FTR agencies to complete demobilisation is ongoing.
 On mine risk education, materials for MRE have already been pre-positioned in Aweil.
 MRE trainer to visited Aweil in August and carried out trainings and material distributions.
53
Table 27: Programme Budget for 2007
Descriptions Budget
1 2007 Annual Budget Total 77,337.11
2 Funded as at 30th June 2007 77,337.11
3 % of Total Budget Funded 100%
4 Obligated as at 30th June 2007 28,227.04
5 Expenditure as at 30th June 2007 18,871.04
% of Funds Spent 24.4%
3. Basic Education Project

Unicef is actively engaged in the development of basic educational infrastructure in NBG by working with
the ministry of education of NBG. It also works with other partners such as AMURT (local NGO),
Norwegian Refugee Council, Save the Children U.K, Concern, IAS, and Windle Trust. This project has a
budget of US$589,301.00 approved for NBG alone for 2007. In addition to this 2007 budgeted figure, the
project spent US$265,000.00 to complete the construction of 11 classroom blocks in Wany jok (NBG)
which was started by Canadian Aid Foundation in 2006. The Wany jok construction is now being
completed by the Dioceses of Rumbek with Unicef funding.
The project has so far commenced the following activities:
 Capacity building of 60 state education planners and managers enhanced in leadership, school
mapping and school micro-planning this year.
 An additional 50,000 out of school boys, girls and OVCs including returnees are enrolled and
participating in education at basic level in NBG state.
 About 37,500 school children (girls and boys, OVCs and adolescents) will be participating in CFS
and demonstrating core competences and basic skills for lifelong learning in NBG state by end of
2007.
 Increased capacity for emergency preparedness and response to fulfil CCs across NBG state by
end of December 2007.
 A seven-day fast track teacher training was held in Meridi in Western Equatoria. The training
focused on interactive teaching methodologies and child psychology. 3 tutors were trained in this
particular workshop.
 The 3 qualified tutors from Meridi trained 12 teachers in Wau this year.
 The number of trainers then increased from 3 to 15 who were later sent to Wany jok and Nyamlell
where they trained 60 teachers in each location.
 Girls education movement has been formed whereby young girls are trained to mobilise out of
school children to come back to school. 80 and 60 young girls and boys were trained in Aweil
town and Aweil South respectively. Plans are being made to train more young girl campaigners in
other counties as well.
Health: The Unicef health project for Northern Bahr el Ghazal has a budget of USD$635,905
1) Immunisation activities being undertaken:
• Zero polio cases reported and 90% coverage in the state through 2 rounds of polio NIDs
• 40% of children under one year receive 3 doses of DPT in the State
• 20% of pregnant women in the State receives two doses of TT vaccines
• 90% measles coverage of under-15 year olds in the State, and 75% of under 1 year vaccinated
against measles.
• MMC coverage in Aweil North=108,312(79%)
• MMC in Aweil West county = 136,446 (90%)
• MMC in Aweil Centre and South Counties is just starting
• MMc in Aweil Town = 15,270 (50%)
54
• 1st NID in Aweil Town = 7,893 (61%)
• 2nd NID in Aweil Town = 10,823 (83%)
• Construction of Central cold chain in Aweil is soon to take off the ground.
HIV (Human Immunodeficiency Virus)
HIV/AIDS:
Strategies:
Commission has been set up in Aweil and the process is under way to co-ordinate HIV/AIDS issues in
Northern Bahr el Ghazal State.
• One VCT centre in Tierliet is functioning under Tear-Fund
• One counsellor has been trained in Nairobi
• The training of 15 peer educators is in progress.
• One week workshop shall be conducted for 15 youths as peer educators in the State.
• To provide financial support to 1 youth group to carry out Life Skills.
• To assist the education section to introduce Life Skills education in Schools.
• To establish 2 VCT centres in 2 counties to provide free voluntary and confidential counselling
and HIV testing services.
• To organise 1 workshop to train 8 counsellors in voluntary pre/post counselling by conducting
rapid HIV tests and performing community outreach activities.
• To establish or strengthen 2 PMTCT sites in Aweil North and Aweil South counties to provide an
estimated 23,895 pregnant women with information on mother to child transmission of HIV/AIDS.
• To organize 1 skills building training for 6 maternal health care providers on the safe delivery of
health care of infants born to HIV+women.
• Organise 1 workshop to train 8 counsellors to provide pre/post test counselling to pregnant
women at 2 PMTCT sites.
• Organize 1 workshop to train 8 counsellors in providing pre/post test counselling to pregnant
women at 2 PMTCT sites.
• To do a follow up care services incorporated into services delivery in Aweil South.
• To organise 1 training on ARV programme management for 4 technical and administrative staff at
one ANC site.
• Organize one workshop for 3 medical providers to receive training on administering paediatric
doses of AVR and protocol for treating opportunistic infections.
• Conduct social mobilisation campaign to decrease discrimination and stigmatisation of PLWHA
implemented in Aweil North and South.
• Assist the Protection Section to identify surveyors to conduct vulnerable Children Baseline Survey
and monitor data collection.
5.2 PACT
PACT is a local non-governmental organisation that is working as a partner of the state and the UN
agencies. The main source of finance of PACT comes from the UNDP through the Local Government
Recovery Programme and the Common Humanitarian Funds which is administered by RC’s office.
 Progress: despite limitations of manpower, finance and logistical difficulties in NBG, PACT has
been able to carry out the following activities in the state:
 Built offices of 4 rooms in Aweil North and South and currently doing the wiring of the offices.
 They are also providing
1. Generators to Aweil North and South.
2. 2 lap tops to each of the counties
3. 2 laptops to the ministry of local government and law enforcement.
55
4. Diesel and petrol generators have already been supplied to the ministry of local
government headquarters.
5. 1 motorbike shall be supplied to each of the counties in Aweil North and South.
6. Provide stationeries to each county at a total cost of US$1,448.22.
 One of the buildings in the ministry of local government is being renovated by PACT.
 A radio is being constructed in the ministry of local government and each county shall be provided
with a radio and 2 for each of the counties.
 20 members of staff have attended a radio operation training in the ministry next week.
 CPA dissemination to the new returnees was carried out in 2007. This activity was carried out
through Community Development Agency (CDS) and Bahr el Ghazal Youth Association. The CPA
dissemination took place in Aweil West, North and East.
 It has been participating and partly financing UNDP sponsored county planning and budgeting for
2008. The county mapping simultaneously taking place.
5.3 International Rescue Committee

Projects being carried out:
The IRC is implementing lot of projects in the state of Northern Bahr el Ghazal and prominent of them are
health, sanitation and environment, capacity building with civil society organisations, child protection and
livelihood:
• Sanitation: 400 family latrines have been planned and being built across the state. Families dig
the latrines and IRC provides materials for lining and finishing.
• Constructed 8 pit latrines for Kuom school.
• 8 pit latrines in Zerra Primary School.
• 8 pit latrines for Ariendid. This is now on-going.
• 6 pit latrines and 3 pits have been constructed in Elbrial-ir.
• Provide health education through the community health workers.
• Train communities in how to maintain their own latrines.
• Water : 20 boreholes are being drilled in Aweil centre and they would all be fitted with hand
pumps.
• 15 boreholes are planned to be rehabilitated.
• Training to be conducted for people who will take care of the pumps and hand pump (mechanics).
Health : 13 PHCUs and 1 PHC have been completed in:

• Aweil East (8), Aweil West (1), Aweil North (3), Aweil Centre (2)
• IRC is supporting 28 Community Health Workers and 12 Primary Health Care Workers.
• 54 vaccinators for the Expanded Programme of Immunisation (EPI) have been recruited and paid
for the campaign.
• 100 Traditional Birth Attendants have been trained and distributed to various catch-ment areas.
• Under the child survival projects, children with childhood diseases are being targeted and
community distributors have been trained to go from house to house to give medicine to children.
• The localised institution capacity building for Southern Sudan (LINCSS) is supporting 10 partners
who are being trained and given financial and material support. The partners are in Aweil East (7)
and Aweil North (3).
• IRC has provided 2 mobile clinics staffed with four personnel to attend to emergencies. They are
currently providing services to victims in the flooding areas.
• IRC has no immediate plans to expand but instead to upgrade the existing health care units to
centres if requested by the ministry of health.
56
Child Protection
• Aweil has a large number of street children and IRC is extending funding to those organisations
that have programmes designed for the rehabilitation of those children.
• 58 street children have been identified who are currently being placed into vocational training
sites to learn skills for 5 months
• These centres have basic tools on carpentry and mechanics
• Street children are also being taken to centres to learn how to repair motorbikes and pedal bikes
• Protection and rule of law: currently carrying out assessments on protection issues of
returnees and host communities.
• Organising return and protection working groups.
• Finding out the gaps in service delivery and protection concerns that might arise.
• Family training and reunification is another area to be exploited.
• The issues of separated children but these findings shall be forwarded to Save the Children.
IRC is funding Civil Society Organisations who are conducting the following activities in Northern
Bahr el Ghazal
• Capacity building in finance and book keeping,
• Proposal writing, project design and project evaluation
• Red bricks production, the benefits of which goes to IDPs and also to their own accounts
• First aid training in all the five counties
• Maintenance of boreholes and underground water
• Health education to communities
• Training and income generating programmes designed to empower women
• Programmes that target the rehabilitation of returnees
• Vegetable gardening and dry season activities for women
• Dissemination of the CPA to larger communities
• Youth training
• Conflict resolution and mitigation within our communities
• Cleaning campaigns and environmental protection
• Water and sanitation
5.4 World Food Programme
The WFP has been operating in Northern Bahr el Ghazal to provide food to the vulnerable people in order
to save lives. The following groups of people are currently being targeted by WFP supplies: Returnees,
DDR, IDP, Education, School children, and inpatients.
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FOOD DISTRIBUTION TABLE OF WORLD FOOD PROGRAMME 2007
Actual number Actual metric Original Targeted metric

Projects Of people targeted Tonnes targeted tonnes
delivered population
Returnees 160,000 7,400 77,761
Demobilisation, Beneficiaries not N/A N/A N/A
Disarmament and clearly identified.
Reintegration
IDPs 25,000 1,215 2,000 405
Food for Education 17,820 374.40 6,792 748.80
Food for Training 12,000 493 822
Food for Work 11,059 509
Food for Girl/Child 8,000 57 57,000
incentive
Food for Recovery 10,667 305.06 77,000 439
Supplementary 4,920 457.2 12,000 225
Food for inpatients 6,500 157.96 6,500 1,139.64
Food for 3,468 109.87 3,468 505
Therapathic
Total 148,434 3,678.49 107,760 4,284.44
FOOD DISTRIBUTION TABLE OF WORLD FOOD PROGRAMME PLANNED FOR 2008

NORTHERN BAHR EL GHAZAL
DESCRIPTION OF PROJECTS TARGETED POPULATION TONNAGE TO BE
DELIVERED
(IN METRIC TONNES)
1 RETURNEES 57,718 648
2 DISARMAMENT, DEMOBILISATION
AND REINTEGRATION
3 IDPS (CONTINGENCY PLAN) 3,000 425
4 FOOD FOR EDUCATION 90,000 9,072
5 FOOD FOR TRAINING 12,000 822
6 FOOD FOR WORK 11,059 509
7 GIRL/CHILD INCENTIVE 74,100
8 FOOD FOR RECOVERY 10,667 505.06
9 SUPPLEMENTARY 4,920 457.2
10 FOOD FOR INPATIENTS 6,500 1,139.64
11 THERAPATIC 3,468 505
TOTAL 273,432 14,082.90
CHALLENGES BEING FACED BY WFP IN NBG

• The WFP is finding it very difficult to know how many people they are supposed to feed as
compared to their plans.
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• The figures submitted to them before the actual delivery of food to vulnerable are often highly
exaggerated.
• Is difficult for them to identify who are the real returnees as lot of other residents try to claim to be
returnees in order to access food.
• Inaccessibility of the roads is making it difficult for food to be delivered to some areas.
• Co-ordination becomes difficult for WFP when state governments come up with their own plans
as opposed to the organised returns being agreed by GoSS, GoS, and the UN. This makes
planning difficult for WFP.
5.5 Amanda Marga Universal Relief Team (AMURT)

AMURT is an International NGO that has been operating in South Sudan since before the peace
agreement. It is very active in providing educational, agricultural support and some vocational training
programme in Aweil East and Aweil North.
• Current activities:
• 8 Primary Schools of 4 rooms are being constructed in Aweil East county.
• 6 of the 8 class rooms are completed and are about to be handed over to government.
• Other classrooms are still under construction.
• AMURT is this year supplying educational materials to 53 primary schools but they plan to reduce
this to 20 for next year due to lack of adequate funds.
• Vocational training is established in Mobil in Aweil East county to train youths in tailoring, basic
English. Primary school teachers are trained there as well.
• Provide food to primary schools in partnership with the WFP.
• Run food for work scheme in the county.
• Support 12 primary school vegetable gardens with materials and equipment in terms of
construction of vegetable gardens, seeds and tools.
• Provide micro-credit loans to women to start petty trade. These are revolving loans which are
paid and they are extended to other group members.
• Over 600 women have benefited from these schemes with almost $200 each.
• 40 pit latrines have been completed for primary schools.
Proposed strategies:
• AMURT will continue to extend micro credit to women groups and extend their coverage.
• To construct a demonstration farm just near Wony jok . An initial capital of USD120,000 has
been received for this project. Lot of women shall be given beds in this vegetable farms to
grow dry season vegetables as income generating venture.
• Planned to train 42 teachers this month in Mobile
• To train 100 teachers in 2008 for a period of 9 months in order to upgrade their skills
• Planned to build a proper Teacher Training Centre near Wany jok.
5.6 SAVE THE CHILDREN SWEDEN

Current activities – child protection
• Organising workshops for children groups to enlighten them on their rights
• Unifying children separated from their parents during the war. 14 children were unified with their
parents in 2006.
• Organise awareness workshops in the community of how not to harm children especially when
circumcisions are being performed.
Education
• A youth education centre has been built in Malual Kon for training in areas like carpentry,
masonry, agriculture and tailoring.
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• Live skills such as numeracy and literacy.
• 118 children are enrolled for 9 months training programme.
• The centre provides tool kits for a start up after the completion of the training.
•Constructed schools in Kuem, Watchok, Teachers’ Training Centre in Gok Marchar, a Youth
Education Centre in Malual Kon and a Primary School in Warawar. These schools will soon be
handed over to the government.
Proposed strategies
• Conduct 1 workshop for state level senior officials on child rights.
• Follow up workshops with the military officials on child protection issues.
• Liaise with and sensitise health care providers on how to support victims of sexual abuse through
co-ordination meetings and other forums that bring together NGOs and government officials.
• Lobby for the establishment of special units for handling cases of sexual abuse within the
hospitals/clinics.
• Advocate and lobby government to have policies as well as enforcement measures that promote
community based models and support systems to provide care and protection to children without
sufficient adult support.
• Develop strategies of creating community support systems for children without sufficient adult
support in collaboration with CBOs and Civil Societies.
• Conduct one workshop on the training of army officers on SPLA policy on prevention of child
recruitment and for the military officers to support the dissemination of the SPLA draft policy on
prevention of recruitment of children into the army.
• Continue the awareness campaign on the importance of education particularly that of girls and
the socially excluded.
• Work with children to produce and disseminate child friendly rights materials.
• Support the children to share their views through the local media including community forums and
gatherings.
5.8 Food and Agricultural Organisation
• The FAO operates in the area of food security in NBG. It has been distributing seeds, seedlings to
the returnees, host communities and vulnerable resident households by preserving and improving
food security. The number of returnees being targeted by the FAO for reintegration in 2008 is
about 100,000 which represent 20% of the total estimated returnees for the whole of Southern
Sudan for 2008.
• The organisation shall also undertake recovery and development programmes by offering
assistance to the host communities, small scale farmers, returnees and local producer
associations. It will also support the capacity building of sector partners and promote environment
for sustainable agricultural development.
Strategic proposals
• Provide basic farming implements, fishing gears, vaccines and seeds to the returnees, and
vulnerable resident households.
• Provide financial assistance to vulnerable groups to stock livestock.
• Provision of vegetable gardens to women groups.
• Provision of fruit tree nurseries.
• Beekeeping equipment and uniforms.
• Training of seed growers so as to produce seeds of high quality.
• Train 20 members of staff of the ministry of agriculture in two separate workshops on extension
work.
• Train 35 participants in Sudanic gum tapping.
• Provide desk top computers to the agricultural training centre.
• Train five members of the Civil Society Organisations and Community Based Organisations.
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5.9 International Organisation of Migration (IOM)
IOM in NBG state is:
• Facilitating the movement of returnees, internally displaced people and refugees.
• Preventing the trafficking of the people.
• Facilitate the registration of returnees.
• Facilitate the transportation of returnees from the point of departure to the drop off point.
• Provision of non-food items to organised and spontaneous returnees.
• Providing protection to convoys up to their last destination.
Current activities:
Tracking and monitoring:
• IOM focuses on spontaneous returnees by providing support to SSRRC to identify those people.
• When the spontaneous returnees are identified, the list is sent to IOM for inputting into the
database.
• This Information is then handed over the government for their planning purposes.
• Provide training to the SSRRC directors, secretaries and numerators in every Payam.
• Provide them with tools to collect data, training materials and tracking forms.
• Carry out community needs assessments to see the basic facilities are available at where people
have arrived. This information is made available to the government.
• This year IOM assisted 16,188 organised and 1,601 spontaneous returnees respectively.
Protection monitoring:
• IOM follows returnees to ensure that they are living freely in their new homes like any other
person.
Integration: the organisation seeks funds to implement projects particularly in areas of integration.
• It has dug 14 boreholes in Aweil East and Aweil North.
• Designed and installed water distribution systems in Rumaker, Aweil East. The system is provided
with 14 stand posts and each has 2 taps totalling to 28.
Strategic proposals:
• The organisation proposes to build 1 water distribution plant in Aweil North.
• Construct 10 boreholes in Aweil North and Aweil West
• To improve 30 hand-dug wells in Aweil North, Aweil East and Aweil West.
• Subject to availability of funding, IOM plans to undertake livelihood projects which are to be
identified together with the communities in a needs assessment exercise.
• Possible areas are: food security, provision of milling machines, building of schools, women
community centres, provision of building materials to returnees, training programme on inter-lock
brick making.
• It also hopes to conduct training programmes for mechanics and plumbers in pump repairs,
hygiene promotions. Trainees will be provided with tools at the end of the programme.
• In September 2007, IOM shall meet UN partners in preparation for new wave of returnees.
• The tentative figures are expected from Khartoum by end of September 2007.
• In October and November the road assessment will take place to enable movement to commence
in November through to May 2008.
5.10: United States Agency for International Development (USAID)

Current activities:
• Provided prefabricated buildings to 17 counties.
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• Providing office infrastructures such as tables, cupboards and chairs to ministries.
• Drilled 59 boreholes in NBG.
• Repaired 34 hand pumps in the state of NBG.
• Funded another 34 boreholes through partners in NBG.
• Conducting training for the youths and providing sports coaches and shoes.
• Providing continuous support to partners in the area of agriculture and food security.
• Provision of infrastructural and social services to the returnees.
• Launched interactive radio programme on the short wave to supplement classroom teaching.
• 44 primary schools have been affected by this programme and over 17,000 students are
benefiting.
• This enabled English courses to be accessed through the short wave radio programme.
• Provided $3million to NGOs for water and sanitation projects.
• Providing support to the CSOs and disadvantaged vulnerable groups.
• Plans: to launch a five-year USAID local development programme to support small projects in the
counties and larger projects in the states.
• Counties and states to prioritise areas of funding.
Return, Reintegration and Recovery (RRR)
Current activities:
• Co-ordination of returnees/returned.
• Track returnees at their places of new residence to see if all is going well with them.
• Monitor registration at the source.
• Monitor returnees on arrival and follow them to their destinations.
• Ensure that they receive the food and non-food items from various agencies.
• Follow up returnees to ensure their children get to proper schools.
Challenges:
• Difficult to track as there are people with more than one card.
• There exists a danger of double registration.
• People who are registered to come normally fail to come.
• Service deliveries like water is not adequate in most of the places before the arrival of returnees
in some areas.
• County reception committees are not very proactive.
• Many returnees want to go back to Khartoum as they find life extremely difficult here on arrival.
Plans for 2008:
• To update the matrix on returnees.
• Commence registration and verification of potential returnees in Khartoum jointly with IOM.
• Finalisation of returnee convoys by end of September 2007.
• By 15th of October, approval and notification shall be given to the returnees by IOM and Unicef.
• RRR to co-ordinate with the state whilst Unicef shall lead the information campaign.
• Refugee repatriation plan due in September will be drawn by UNHR.
• Food and non-food aid arrangements are drawn up by WFP and UNJLC.
• The returnee conveys shall be departing Khartoum by November 2007 and it continues until May.
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PART C : STRATEGIC ANALYSIS
Chapter 6: Identification and prioritisation of key issues (challenges)
During the consultation and planning process, the state ministries and development partners identified
key issues and needs that are their priorities. The state of Northern Bahr el Ghazal has eight planning
sectors who all indicated their priority needs as indicated below:
Table 28:
Sector Sub Sector Key Issues
Education 1.1 School Inadequate space in the schools and some schools are over-
construction crowded.
1.2 School Despite unicef intervention, shortage of school equipment like
materials blackboards and text books are a serious concern.
1.3 Communication The head office cannot communicate to the schools in the counties
equipment by means of telephone or radios.
1.4 Lack of comprehensive curriculum for senior secondary schools.
Health 2.1 Health facilities Poor health facilities in the counties and inadequate PHCs and
units
2.2 Drugs Inadequate and late delivery of drugs to the counties.
2.3 Hospital Inadequate referral hospitals/centres in the counties
2.4 Civil hospital Lack of consultants and doctors in the hospital.
Infrastructur 3.1 Roads & County capitals and the city of Aweil not linked by network of roads
e bridges
3.2 Office space No proper office structures in both the state and counties
3.3 housing No official policy on house planning and building
3.4 Electricity & gas No power generation house built yet.
3.5 Water & No running water supply while sanitation facilities are still
sanitation inadequate.
Agriculture 4.1 Food security Land mines affecting extensive cultivation of land
4.2 Fisheries Inadequate fishing materials
4.3 Livestock Inadequate water points for livestock and under-staffing
4.4 Forestry& Both the two saw mills are not functioning
environment
Finance 5.1 Macro- Ensure stable economy and low inflation rate
economy
5,2 Finance Establish a sound financial system that will ensure fiscal stability
5.3 Control Design workable financial control systems that will ensure
accountability
5.4 Investment Design economic policies that will encourage investment and
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vibrant economic growth.
5.5 Revenue Ensure state revenues are effectively collected and accounted for
Local Gvt 6.1 Counties Lack of Local Government Act is affecting the pace of
decentralisation
6.2 Law Security sector lacks the basic facilities to fight organised crime
enforcement
6.3 Capacity Existing staff lack the required capacity to function efficiently
building
6.4 Facilities Office structures not available
6.5 Staffing The ministry is over-staffed and nothing is being done about it.
Information 7.1 Information There is no print media

7.2 Telecomm No equipment to start building the telecommunications
7.3 Postal services Lack of funds to establish postal services
7.4 Radio Lack of equipment to establish a state radio and TV station
Social 8.1 Gender Lack of comprehensive gender policy
Developmen
t
8.2 Culture Lack of policy strategy on cultural development
8.3 Religion Lack of adequate staff for the directorates
8.4 Child protection Lack of centres for children
8.5 Youth No facilities for development of youths
Strategic Analysis:
The Swot and PEST analysis were carried out as part of the strategic analysis in order to high light some
of the favourable political, economic, social and technological factors that can encourage investors to
invest in the state considering its high population and its strategic location (between North and South).
The SWOT analysis was carried out to be able to determine the existing strengths of the state that can be
built on, the inherent weaknesses that can be resolved, opportunities that can be exploited and how
potential threats that might undermine the efforts to achieve the social and economic development can be
averted. See the attached annex for PEST and SWOT analysis.
PART D: Strategic Direction (Philosophy)

Chapter 7: Strategic Philosophy
The Northern Bahr el Ghazal state has a very clear vision, mission and well defined and realistic goals
which helped to mould its strategic philosophy for the next five years.
7.1 Vision : An economically sound, financially transparent, sustainable democratic institutions, self-
reliant, peaceful and prosperous state by 2011.
7.2 Mission: A sustainable educational infrastructures, reduced child and maternal mortality rates,
agriculturally dependent economy, reliable physical infrastructures and accessible medical care to all by
the year 2011.
7.3 Value statements

• Construction and maintenance of high standard physical infrastructure
• Become a rice exporter in the region
• Provide food security to all
• Encourage agriculture and agricultural production on a large scale to make the population of
Northern Bahr el Ghazal self-reliant in food.
• A positive attitude towards the environment
• Access to health facilities by all and maintenance of better health quality
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• Establish and institutionalise a free press throughout the state
• Encourage independent media
• Strengthen democratic institutions throughout the state
• Uphold the state constitution and maintain rule of law
• Establish gender equality and freedom for women
• Establish a free and just society where the rights of women will be safe-guided
• Development of right policies for the development of youths
• Preservation of our cultural heritage
Plan period
Since the whole of South Sudan will go for a referendum in 2011 to determine the future of the nation
state, it was prudent for Northern Bahr el Ghazal to restrict its planning period to five years (2007-2011).
This period includes 2011.
Planning model and sector co-ordination

The planning model in Northern Bahr el Ghazal state is based on the sector approach. The state
government designs and develops projects along its various sectors which fit well with the line ministry set
up in the states. Cross-cutting issues are found in various sectors. The gender issue is covered by the
policies of social development, the returnees are covered in the policies of social development, the
education and health sectors, the issue of child soldier is contained in the policies and strategies of social
development and that SSRRC whilst the natural resources and policies on environment are contained in
agriculture sector.
PART E: SETTING STRATEGIES

Chapter 8: Formulating Strategic Goals
Northen Bahr el Ghazal has identified the following strategies for its overall development initiatives as
indicated in the state’s vision, mission, goals and core values:
Table 29:
Items Sectors Key strategic goals
1 Education To make basic education accessible to all citizens of Northern Bahr el
Ghazal by 2011.
2 Health Develop the state health infrastructures and make basic health facilities
accessible by all citizens of the state at an affordable cost.
3 Finance Institute proper financial measures, accountability and probity in all spheres
of the economy, direct the state economy to a sustainable growth.
4 Infrastructure Construct roads, bridges, international airport, connecting airfields, electricity
power stations, water and sanitation facilities by 2011.
5 Information Establish a free press for mass education, development awareness, provide
effective postal services and telecommunications infrastructures by 2011.
6 Social Development Protect the rights of children, promote gender equality, social justice, youth
and sports development.
7 Local government Provision of law and order and services in the state capital and the counties.
Formulation of Strategic goals for key sub-sectors

Table 30:
Sub Sectors Key Issues
1 Roads Construct trunk and feeder roads that will link Aweil with all county capitals,
Aweil with other states in the South and link Aweil with Northern Sudan.
2 Bridges Construct bridges across small rivers to link communities and ease
communication.
65
3 International airport Construct an international airport to facilitate air transportation and relocate
the existing 5 airstrips that are closer to the towns.
4 Office buildings Construct office buildings in the new government yard.
5 Housing Provide the state with a comprehensive housing policy.
6 Survey Survey all the land in Aweil and the environs for proper distribution to the
residents and the returnees.
7 Electricity Construct power stations in Aweil and all county capitals for proper and
reliable generation of power supply for domestic and industrial use.
8 Gas Exploit the gas potentials in the state.
9 School enrolment Increase school enrolment by constructing more permanent classrooms.
10 School materials Provide adequate school materials.
11 Learning materials Ensure there is adequate learning aid for children in the lower classes.
12 Teachers Ensure more teachers are employed to alleviate the shortage of teachers in
the schools particularly the female ones.
13 Teacher capacity Provide continuous training to existing teachers to upgrade their capacity.
building
14 Health Establish health facilities so that health becomes accessible to all in the city
infrastructures and in the remotest parts of the Payams.
15 HIV?AIDs Conduct awareness campaigns in HIV/AIDs and promote a change in
people’s behaviour.
16 Drugs Ensure there is adequate and continuous supply of drugs to all the health
centres in the counties and in Aweil hospital.
17 Food security Provide adequate farming tools and encourage modernisation of agriculture
in order to provide food self-sufficiency.
18 Livestock Ensure the state becomes self-sufficient in milk, meat and eggs by
encouraging livestock breeding, dairy farms and poultry farming.
19 Fisheries Promote fish farming by training fishermen and providing them with credit to
buy fishing materials
20 Forestry Rehabilitate the 2 saw mills in the state and promote the practice of re-
afforestation.
21 Capital assets Purchase cars, bikes, trucks, tractors to create a capital base of the sectors
for better productivity.
22 Finance Institute financial control procedures that shall make everyone accountable
and safe-guard the assets of the state.
23 Investment Establish infrastructures that will encourage foreign and domestic investors to
promotion be attracted to the state.
24 Governance Ensure free and democratic governance that will promote capacitization of
women.
25 Law enforcement Ensure that the rights of individuals are protected under the rule of law.
26 Security Provide adequate facilities to enable security forces to discharge their duty of
providing maximum security to the citizens of the state
27 IDPs/Returnees Ensure proper planning is made for the returnees in terms of
accommodation, food rations, water, health and education facilities
28 Population Census Provide maximum support to the census commission.
29 Information Provide regulations for the establishment of independent media houses in the
state.
30 Communication Establish state radio and TV stations that will be accessible to all.
31 Gender Provide a comprehensive policy on gender equality.
32 Youth Provide youth centres and football stadiums to encourage sports and
meaningful youth development.
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PART F: ACTION PLANNING
Chapter 9 : Formulate objectives for each sector
Action Planning: This section which is presented in the form of an annex, highlights detailed plans of
action for each sector resulting from the situational analysis, strategic analysis, and the formulation of
goals that have been carried out. The action plan is presented in a tabular format highlighting:
• The eight Sectors in Northern Bahr el Ghazal
• Sector objectives
• Inputs/activities required for the output to be produced
• Outcome indicators
• Costs of inputs that are required for output production
• Time frame which indicates when the activities are to be carried out
• Responsibilities – shows who is either financing or implementing the project
Table 31: Development objectives

Items Sectors Objectives
1 Provide infrastructural support to the farming community for increased
Agriculture food and cash crop productivity.
2 Provide physical infrastructures such as good network of roads and
Physical Infrastructure bridges, airport, running water and power to help kick-start economic
growth.
3 Make education accessible by all the citizens of Northern Bhar el
Education Ghazal by increasing enrolment in primary and secondary schools.
4 Make health facilities available to all by constructing more primary
Health health care units and centres
5 Provide basic services to the local communities in the towns and
Local government counties and ensure security of every citizen.
6 Design social programmes that will improve the conditions of the
Social Development vulnerable and disadvantaged groups and children.
7 Establish democratic institutions that are transparent and accountable
Governance and would ensure sustainable economic growth.
8 Design financial systems and procedures that would ensure
Finance accountability and transparency.
9 Information and Provide infrastructural support for the establishment of state run media
Communications and a prosperous independent press.
10 Design a comprehensive training programme for classified staff in
67
Capacity Building order to improve their performance at work.
PART G: IMPLEMENTATION PLAN
Chapter 10: Capacity building to implement the strategic plan

The shortage of capacity in Northern Bahr el Ghazal is quite acute and throughout the planning period, all
ministries emphasised the lack of trained manpower and the need to build the capacity of the existing
staff. The Governor and the rest of the council of ministers realised that unless the partners intervene to
help the state to develop a comprehensive capacity building programme, there would be a problem with
the implementation of the plans being formulated in the strategic plan.
The ministry of education together with its partners have planned to conduct a series of in-service training
courses for the primary and senior secondary teachers. These courses shall be held in the summer of
every year when the schools are closed. Most of the teachers are not qualified professionals and hiring
new teachers immediately has proven to be a difficult process.
The ministry of agriculture is planning to train a reasonable number of extension workers and agricultural
inspectors on an annual basis. This newly trained staff will in turn help build the capacity of farmers in
various farming techniques. The annual training programme for livestock inspectors is also being
designed and the fisheries department is already organising training sessions for the fishing communities.
Finance is one key area where on–the-job-training cannot easily produce high calibre professional
accountants. The training has to be long term and the trainees must have had good foundations to be
able to go through the professional course. The ministry in its plans for the next five years incorporated
not only on-the-job training for the existing staff but also hire qualified professionals to help run the
finance departments effectively. The ministry’s objective of instituting accountability and probity at all
levels in the state is being undermined by serious lack of professionals to carry out the right reforms. The
whole ministry does not have a professional accountant.
The ministry of Physical Infrastructure is even worse off in terms of lack of capacity. The minister plans to
seek funds for capacity building but at the same time it is considering the idea of hiring professional
people from the neighbouring countries to help run the ministry for some years to come. This is a short
term measure being thought of whilst the long term plan of training existing staff is being contemplated.
Professional capacities need to be built in the areas of housing, electricity, surveys, gas, quantity
surveying etc.
The state ministry of health has plans to build training centres for state nurses and medical staff in the
counties. These centres will be designed to train new set of medical staff and also upgrade the existing
68
staff in the counties and in Aweil Civil Hospital. The shortage of medical officers, doctors and consultants
cannot easily be resolved without enough capital but the ministry is trying to create a budgetary provision
to attract qualified people to the medical profession. The Ministry of Social Development has also got a
strategy of designing training programmes that will help empower women and vulnerable groups within
the state.
The capacity building for the staff of local government and law enforcement is well underway. The UNDP
office has sent the Commissioners to South Africa for a training programme and another batch of Director
Generals are preparing to go for capacity building overseas. An intensive training course for the state
parliamentarians across all the states took place last year. The ministry of local government is planning to
design a comprehensive training programme for the training of Payam Administrators in house. The
Executive Directors and Local Government Officer were trained in Rumbek in March this year and there is
a plan for UNDP to replicate such a training as a follow up and for those who did not have the chance for
the first time.
The UN agencies and NGOs in the state are financially and technically supporting the capacity building
programme of the state. The World Bank and the GoSS are also releasing funds to complement the
partners’ efforts for a sustainable capacity development programme.
Chapter 11: Monitoring and Evaluation

The formulated strategies for addressing the identified development issues in Northern Bahr el Ghazal
State are liable to change due to changing socio-economic and political environments. Reliable and easily
measurable indicators will be identified during the implementation of this plan so as to measure the
progress towards achieving the goals and objectives. In the short term, this strategic plan will be widely
disseminated internally at State headquarters and counties as well as externally to development partners
including UN agencies, NGOs, research institutes and donor agencies. It will form the basis of resource
mobilization and allocation. The implementation of this strategic plan will be regularly monitored by the
State.
11.1 Purpose of Monitoring and Evaluation
The success of implementing this strategic plan will depend on a systematic accounting and auditing,
which ensures that the strategies and priorities identified achieve the desired outcomes. The Monitoring
and Evaluation (M&E) system will provide a continuous tracking and feedback mechanism to all
stakeholders in the process. Most critical is the extent to which such a mechanism will empower
communities at county level to question the faithfulness in implementation of identified priorities.
Monitoring the Plan entails measuring progress towards planned objectives, implementation of strategy
and priority actions, and production of expected outputs within a given timeframe.
11.2 Priorities, Responsibilities/roles, Indicators and Timing
The M&E system will be undertaken within a state-wide framework with the original Task force at three
levels of the economy:
 The State level will involve:
i. National policy making organs in Government, the National Stakeholders Forum,
Thematic Groups. Sector Working Groups and Development Partners.
ii. Implementing agencies including, but not limited to, ministries, civil society
organisations, the private sector, local authorities.
 The County level will involve: the County commissioners, County sector departments NGOs,
CBOs, and religious organizations and other private sector stakeholders.
 Community level will include community chiefs, opinion leaders, women and youth groups.
The M&E process will be undertaken bi-annually to assess outputs, outcomes and impact of intervention.
Evaluation will provide an opportunity for all those involved in the implementation of the strategy to gain
valuable insight into various aspects of the process and how such information could contribute to
improving policy in future.
11.3 Strategy for further adjustments
69
In an annual time frame, a larger stakeholders’ forum should examine the M&E with a view to revise the
Strategic plan; in particular assign new priorities in the light of changing social, political and economic
environment. Other refinement and incorporation would include budged estimates. This would be the
responsibility of state planning and budgeting staff. It is possible that UNDP staff seconded to the State
could be available to assist in providing technical backstopping to the refinement of the plan.
11.4 Monitoring and Review
The M&E strategy in the Plan embraces the principle of participatory monitoring and evaluation by the
stakeholders including the public sector, civil society, the private sector and the community. This
monitoring strategy will seek to:
i. Assess whether priorities agreed upon in the State receive the required resources
necessary.
ii. Assess efficiency in the allocation, implementation/utilization of the budget.
iii. Assess the effective participation of all stakeholders in the implementation of the Plan.
iv. Carry out periodic impact assessments of the various interventions and programmes
undertaken by stakeholders in the process.
11.5 Monitoring Indicators
Monitoring of the implementation process of this strategic plan will be based on a basic set of indicators
derived from the action plans, which in turn reflects the priorities set out in the Plan. Although it will not
benefit from any previous benchmark it will be based on estimates which should be confirmed by census
results expected to be conducted by end of 2007.
Chapter 12: Conclusion
Strategic planning is a process that is dynamic and its objective is to guide the state and partners to draw
their annual development plans and budgets. It serves as a reference point for all development planners
in the state. This means that the annual plan which is done in every 12 months enables the state to
review the strategic plans on a rolling basis as economic and development dynamics change. What took
place in NBG is a rational approach which involves careful and deliberate formulation, evaluation,
selection and analysis of strategies to attain designed development objectives for the planned period.
The document indicates the three main stages of strategic planning. The chapter on strategic analysis
highlighted the current location of the state in terms of development (where we are?) and the desired
location (where do we want to go?). How the state will move from its current location to the desired
location is described by the strategic choice. There are many methods to travel in order for the state to
reach its desired locations in terms of development but the choice of appropriate method is where our
intervention is relevant. A full chapter has been devoted to implementation of the strategies which is the
final stage of the planning and it indicates our actual travel to the desired location.
The strategic planning analysis of NBG has highlighted in great detail the environmental variables as well
as competitive forces and how they could influence the development process of the state now and in the
future. SWOT analysis was applied for the internal appraisal purposes to enable the state to know its
strengths, weaknesses, opportunities and threats and how to deal with them. In addition to the SWOT
analysis, in the case of NBG, an analysis of the political, economic, social and technological environment
was appraised which is hoped to give the much needed information to potential investors in the state. The
PEST analysis has been elaborative enough. As an emerging state, an internal and external appraisal of
its environment is highly required to give the state and the external investors the much needed
information about the state in order for them to analyse and isolate the risk factors.
The strategic plan of NBG does not only indicate the activities and action plans to be carried out in the
next five years but it also highlighted where possible the resource availability of some key ministries. A
comprehensive analysis of potential resources of the ministry of agriculture, animal resources and forestry
is given. The potential projects to be financed by the ministry of physical infrastructure does not only
indicate the lines of expenditure but it also states where possible how those expenditures will have to be
financed and when such funds will be made available.
70
71
Annex 1: ACTION PLANS FOR THE 2007- 2011 STRATEGIC PLAN
MINISTRY OF FINANCE, DEVELOPMENT AND ECONOMY: NORTHERN BAHR EL GHAZAL
Objectives Input/activities Costs Outcome indicators Time/responsi
bility
Development and execution of sound - Employ staff of sound economic and - Increased economic growth and 2007-2011
1 economic and financial policies for the financial background and experience. employment. Ministry of
state. Finance
To provide sound public financial -Appoint 1 professional accountant in 2007-2011
2 management systems and controls at every directorate. -$400 a Increased professional competence in Ministry of
all levels of government. - Contract a firm of professional day for 30 preparation of accounting records. Finance
accountants to design a suitable financial days 2007-2011
system for the state. ($12,000) Ministry of
- Procure appropriate accounting Finance
packages to computerise finance. -
To ensure that consolidated accounts - Develop a mechanism for the 2007-2011
3 of government are produced at the submission of all financial statements by Improved accountability Ministry of
end of every fiscal year. the 15th of January of the following fiscal Finance
year.
To institute proper internal control - Contract chartered accounting firms to
4 procedures in all government design efficient and effective internal - $30,000 Increased accountability of public funds. Ministry of
institutions and particularly at the control procedures. -$6,000 for finance &GoSS
Revenue collection points. -Train 50 revenue collectors on basic 3 training
revenue collection techniques and sessions.
accountability. 2007-2011
To make arrangements for short and - Prepare a monthly cash flow
5 medium-terms loans on behalf of the requirement of the state and determine Increased efficiency in cash flow
State government at reasonable rates when cash will be required. management system of the state. 2007-2011
in order to finance development - Obtain loan quotations and their implicit
projects. interest rates.
Establish a credible personal taxation - Contract a firm of Chartered
6 regime for the state of NBG. Accountants to design comprehensive $15,000 Increased revenue from personal State & GoSS
taxation systems for the state. taxation. 2007-2011
-Advise the State Assembly to enact the
appropriate taxation laws that are
72
enforceable.
To account for all revenues collected - Organise 2 training sessions on revenue
7 by customs, taxation departments, collection and accountability for 25 $4,000 for Increased efficiency in tax collection at Ministry of
industry & mining, and housing unit custom and taxation officers. 2 training the state and county levels. Finance
etc. sessions. 2007-2011
To assist the State Legislative - The designed taxation laws and systems State Assembly
8 Assembly of NBG to come up with to be enacted into law. Increased taxation revenues from
sound laws on personal taxation personal income taxation. 2007-2011
system.
Advise the State Legislative Assembly -Chartered Accounting firms to be -Increased revenue from capital gains 2007-2011
9 on the drafting of capital gains contracted to design regulations on taxation and land sales properly Ministry of
taxation rates. capital gains taxation. documented. finance
To maximise tax and revenue - Train 20 inspectors from the existing -Tax and other revenues from the 2007-2011
10 collection from markets and staff to be spot-checking collectors in all market maximised. Directorate of
commercial centres all over the state. places of revenue collection. taxation
- Establish a directorate of Central Audit. - State and county internal control 2007-2011
11 To facilitate the appointment of an - Appoint an Auditor General who must be procedures strengthened and reports Ministry of
Auditor General. a qualified Chartered Accountant. produced regularly. Finance
Ensure that audited consolidated - Appoint 12 Internal Auditors in the Increased scrutiny of the public 2007-2011
12 accounts are submitted to the State Central Audit. accounts by the State Legislative State legislative
legislative Assembly annually. - Carry out detailed auditing exercise in all - $6,000 Assembly. Assembly/Minis
directorates annually. try of Finance
- Provide 3 training sessions for auditors.
Establish the directorate of taxation - Appoint a Commissioner of Taxation $12,000($1 -Increased accountability of taxation 2007-2011
13 with statutory powers to refer cases to - Appoint 20 qualified staff in the 000X 12) revenues Ministry of
Public Prosecutors for those found directorate $2,000(500 - 70% of required staff appointed. Finance
guilty of committing economic and - Provide 5 training sessions to the newly X12X20) - increased in trained manpower.
commercial crimes. appointed taxation staff in tax laws and $10,000(5X
collection procedures. $2,000)
Develop and establish cost-effective - Establish Central Purchasing - $6,000 (3 2007-2011
14 and transparent contract and Committees at the State and County sessions X Increased effectiveness in handling Ministry of
procurement policies and levels. $2000) public procurements and tender Finance
procedures. -Organise 3 training sessions on tender systems.
processes and standard purchasing
73
procedures designed by GoSS Ministry of
Finance.
-Form major and minor tender boards with Increased performance and quality
clear and explicit guidelines as per GoSS monitoring systems.
Procurement Manual.
-Institute internal control procedures for
purchases and provision of services for
the State and Counties.
-Sensitise ministries and counties on the
Establish planning and budgeting need for planning and development Better co-ordination of state and county 2007-2011
15 committees in every ministry and committees. planning and budgeting. Ministry of
county for planning and budgetary - Consult stakeholders in the states and Finance.
co-ordination. counties. Ministry of
- Form planning and development Local
committees Government
- Form planning and budgeting and Law
committees for preparation of annual Enforcement
plans and budgets.
Create a framework that will - Create a directorate of investment at Increased investment activities in the 2007-2011
16 encourage investment and boost State level. state by institutions and private Directorate of
growth in the economy. investors. Commerce
Provision of finance for the training - 10 ministry staff to be trained in various $20,000 Increased staff output. 2007-2011
17 and development of staff. professional areas overseas. Ministry of
Finance
Enhance the role of directorate of - Provide financial reports -Provision of financial reports better co- 2007-2011
18 budgeting. - Carry out variance analysis ordinated. Directorate of
- Disclose fund balance periodically. -Monthly variances analysed for senior budgeting/Minis
management decision. try of Finance
- Fund balances in the treasury reported
on time.
Manage budget execution and - Directorate of budgeting and budget Effective execution of plans and 2007-2011
19 evaluation committees to monitor budget execution. budgets. State Planning
and
Development
74
committees
Facilitation of large money transfers - Create a monthly cash flow analysis to Increased savings from overdraft 2007-2011
20 on behalf of the State. determine cash requirement. charges as a direct result of effective Ministry of
cash management system. Finance
Provision of good office spaces for a - Construction of 4 office blocks for all the -$336,000 2007-2011
21 better working environment for the directorates. (84,000 X Increased access to better working Ministry of
staff. 4 buildings) conditions. Finance
Provision of mobility for logistics and -Purchase 6 toyota cars for various .$36,170 X 2007-2011
22 other official transactions. directorates Under the ministry of 6 cars Increased transportation facilities for Ministry of
Finance. ($217,020) staff members for essential duties. Finance
Computerisation of all financial -Purchase 30 personal computers for the $2,000X30 Timely and qualitative production of 2007-2011
23 records and other ministry working ministry. =$60,000.0 accounting records and other official Directorates
documents. -Conduct 4 training sessions in basic 0 documents. under Finance
computing for 40 members of staff.
Initiate a survey on the public service -Carry out a head count of all public 2007-2011
24 personnel. service personnel. - An increased efficiency in recruitment Directorate of
- Create an electronic database for the $48,000.00 procedures in the state public sector. Public Service
public service employees. (2 experts
- Contract Statistical Experts to conduct at $400 per
the survey and create a workable but day for 2
simple database. months)
Help to draft a sound and vibrant - Contract consultants to draft a Increased statutory powers of Public 2007-2011
25 public service laws for the State. sustainable public service laws for the - Service directorate. Directorate of
State. $15,000.00 Public
Service/Ministry
of Finance
Formulate a sustainable capacity - Contract a consultant to help determine Increased professional capacity of 2007-2011
26 building and institutional development the capacity needs of the public service. - Public Service employees. Directorate of
programmes. $15,000.00 Public Service
Formulate and develop pension laws - Contract consultants to draft pension 2007-2011
27 and policies that are responsive to the laws for the State. - A sound and efficient pension scheme Public Service
needs of the retired employees. $15,000.00 for retiring employees.
75
State Ministry of Education, Science and Technology
Item Objectives Inputs/activities Costing Outcome indicators Time/responsibil

s USD ity
Increase school -Construct 39 primary schools -2,457,000 Increased enrolment into primary and State,Goss and
1 enrolment -Construct 3 senior secondary boarding schools - senior secondary schools. Partners
-Construct 3 primary boarding schools - 2007-2011
Alleviate the acute 2007-2011
2 shortage of teachers Employ extra 1,146 teachers across the state Improved student/teacher ratio. State/partners
Build the capacity of -Sponsor in-service training courses for 1,243 - 2007-2011
3 teachers teachers. -Capacity of teachers improved. State/MDTF/Part
- Construct 2 training centres 63,000 ners
-Teacher training facilities made available.
Provision of learning Purchase of adequate learning materials 2007-2011
4 materials. Improved teaching quality. State
Partners
Increase participation 2007-2011
5 of communities in Form Parent/Teacher Association in all schools Increased participation of communities in State/Partners
schools school administration and development.
Provide schools with Purchase of school text books 2007-2011
6 adequate text books Improved teaching quality. State/unicef
Partners
Provide centres for Construct 84 centres in all the counties and in Aweil 1,411,200 Improved literacy rate among the adult NRC/state/partne
7 Alternative Education for Alternative Education. @16,800 population. rs
per centre
Provide vocational Construct 4 vocational training centres for both boys -Increased number of youths with 2007-2011
8 training to youths and girls. 168,000 @ valuable skills. State and
42,000 per - reduced number of youths in the streets. Partners
centre
Notes: 1) One classroom @ $63,000 with a dimension of 25ms X 9.

2) One training centre at $63,000
3) One centre for alternative education @ $16,800
4) One vocational training centre of dimensions of 10mX15 ($42,000)
76
State Ministry of Physical Infrastructure
Objectives Input/activities Costs Outcome indicators Time

/responsibility
2007-2011
1 Facilitate transportation of Construction of 615kms of roads linking Aweil $228million Improved road network and GoSS/State
goods and people. to all state capitals and Aweil linking other communication.
states.
Facilitate river transportation Construction of 11 bridges across the state Improved inter-community 2007-2011
2 rivers. $5.2million communications. GoSS/State
Provide adequate electricity To build power stations in Aweil and all county
3 supplies for domestic & capitals: Increased access to electricity in 2007-2011
industrial use. - generators of 605kva for Aweil Town $8,464,896 Aweil and in the counties. GoSS/State
- two 205kva generators for Aweil East
county
- -250kva generator for the state
council of ministers
- 600 electrical poles
Ensure government Construct a complex of government offices Office and residential facilities made 2007-2011
4 ministries are properly and quarters in 1km square metre land. $88.2million available. State/GoSS
housed.
Provide accommodation to Allocate land to all the returnees and 2007-2011
5 residents and returnees. residents and in accordance with the laid out Increased access to residential State
plans. property by residents and returnees.
2007-2011
6 Provide good drinking water Sink 450 boreholes in the counties $5.9million Increased access to clean drinking State/unicef/IEC/co
for all. water in the counties. ncern/IOM/IRC/PA
CT/Cord
Aid/Oxfam/Save
The Children U.K
-Construct 10 tanks of 2,800 cubic metres in
7 Provide good water drainage Aweil and running water in county capitals. 2007-2011
Systems. -Provision of consumer meters
-Purchase of vehicles for water supply $11.975million Increased access to running water in GoSS/State
77
maintenance
-Provision of spare parts Aweil City and in county capitals
-Drill 5 boreholes in the city
-Construct water testing laboratory
-Construct 805 pit latrines
8 Improve sanitation facilities -Construction of 15 additional bricks of solid 2007-2011
in the city and counties waste collection bays State
-Provision of 3 additional tractors and 6 Unicef
trailers for collection of solid waste IRC
-Construct solid waste disposal sites at least Save the children
5kms south east of Aweil $12,822,692 Concern
-Procure 6 vacuum tankers to empty septic Improved sanitation system for all. Cord Aid
tanks
-Construction of 36 public toilet facilities with
waste collection tanks
-Construct more slaughter houses in Aweil
Provide water points for -Construct 25 water points for animals 2007-2011
10 livestock -Construct 1 water point for every 10kms 325,000 Increased access to water points by State
livestock Unicef
-Construct new international airport about 10 2007-2011
11 Improve air travel in the state kms from Aweil $27million Increased access to Aweil by air. GoSS 75%
-Relocate five of the present air strips State 25%
12 Recruit qualified staff -Employ more graduates Increased professional efficiency and 2007-2011
Productivity. State
13 Build capacity of staff Provide training to existing staff so as to 2007-2011
upgrade their skills Skills of existing staff upgraded. State/GoSS
78
State Ministry of Health
Time /responsibility
Item Objectives Inputs / activities Costs Estimate Outcome Indicators
Provide more referral centres Increased access to referral 2007-2011
1 in the counties -Construct a hospital in every county centres State /Partners
-Construct and equip more primary health Increased access to primary 2007-2011
2 Increases access to PHCCs care centres. health care centres. State/partners
3 Provide adequate drug supply -Build a drug store in Aweil hospital Steady supply of drugs 2007-2011
-Build drug stores in the counties maintained State/MDTF
-Purchase adequate drugs Partners
Provide high quality treatment -Employ more doctors
4 -Employ consultants in the hospitals Improved access to high quality 2007-2011
-Employ more nurses and dispensers in the medical treatment state
hospital and health centres
-Construct more wards
5 Upgrade Aweil Civil hospital -Construct a modern theatre - Modern facilities made 2007-2011
-Purchase a generator for the hospital available MDTF
-Construct water tank and provide running - More patients admitted State
water - Access to a major theatre Unicef
-Add more buildings to increase the number of - Increased access for
admissions. children to medical
-Construct an outpatient for children facilities
-Construct a training centre for the training of Increased access to training
6 Provide capacity building nurses and medical officers facilities by medical staff. 2007-2011
- Provide additional ambulances -Pregnant women and children State /Partners
7 Improve emergency services - Provide regular fuel supply for the have increased access to
ambulances emergency services
- Construct a proper emergency ward
2007-2011
8 Increase access to medical - Construct more primary health care Patients from remote locations State
facilities units in Payams. have increased access to Partners
PHCUs.
79
-Employ more health workers for the
PHCUs
9 Provide transport and -Purchase 2 cars for Aweil hospital. 2007-2011

communication facilities to -Purchase 5 cars for each of the county health 8 cars X $33,000 Increased access to transport State
the health workers in Aweil head office. = $264,000.00 facilities and communication. Partners
and counties. -Purchase 1 car for the ministry of health
headquarters.
- 25 motorbikes to counties. 25 TS motorbikes
XUS$2,500
=US£62,500.00
- Purchase radio communication equipment
and Thuraya for health offices -
- Budget salaries of medical workers and staff 2007-2011

10 Provide salaries to staff who are working in the counties. Medical staff motivated State
-Build permanent structures in the county
11 Improve health infrastructures health centres and headquarters. -$144,000 for 5 Increased access to health
in the counties -Provide 2 generators to each county health offices in the infrastructures by medical staff
head quarters. counties and patients.
-Provide a small generator to each primary
health unit. -$25,000 for 10
-Provide a computer to each primary health generators in the
care unit. counties
-$40,000 for 20
small generators
for PHCUs
-$10,000 for 5
computers.
80
State Ministry of Agriculture and Animal Resources
Objectives Inputs / Activities Costs Outcome Indicators Time /Responsibility

Draft a comprehensive Hire a consultant to draft a comprehensive state 2007-2011
1 agricultural policy policy on agriculture US$20,000 Comprehensive agricultural policy State /Partners
formulated
Invest in capacity building -Construct an agricultural training centre
-20 staff members to be trained per county Increased availability of capacity 2007-2011
2 -30 staff members to be trained from Aweil in the ministry. State/Partners
-Training shall be provided to tractor drivers
-Training farmers in modern agricultural techniques
once in a year
-Train staff in the Fishery department
-Train farmers how to make composite manures
from animal dung
4 Encourage larges scale -Purchase 6 tractors for every county

cultivation -Every county to cultivate 12,000 peddans of land 6 tractors -Increased productivity 2007-2011
-Generate an income of US$1.2million from X$240,000 State
charges =$1,440.000 -US$1.2million raised in charges
-Encourage multi-cropping to boots production
-Purchase irrigation pumps for farmers
5 Employ adequate staff -Employ 100 extension workers i.e 20 per county -Salary cost of
-Employ 25 agricultural inspectors(5 per county) $600,000
-Employ people with the right skills in rice -$150,000 p.a Increased accessibility to 2007-2011
production techniques professionally competent staff State /Goss
-Employ 30 tractor drivers (6 drivers per county) and greater productivity.
-30 poultry management staff shall be employed -$72,000 p.a
-Employ 18 livestock specialist and train staff in -$126,000
house
-Employ fishing specialists in every county -$75,000
6 Extend areas of irrigation -Provide farmers with pedal pumps Increased yields from the use of 2007-2011
-To irrigate land without depending on power supply irrigation pumps by farming State /Partners
81
from generators communities.
7 Provide income generation Establish 1 vegetable garden in each Payam (39
projects to women Payams) as a pilot scheme. Increased income for vegetable 2007/2011
Provide training to vegetable garden growers in new gardeners. State/Partners
gardening techniques
8 Revitalise Aweil Rice -GTZ to purchase enough tractors for the project
Project -Train rice cultivators on various forms of rice 2007-2011
production Aweil attained self-sufficiency in GoSS /European Union
-Cultivate 5,000 peddans of rice land before rice
September 2007
-Cultivate 11,000 peddans of rice in Aweil rice fields
9 Ensure the livestock -Vaccinate 9.750,000 heads of cattle 2007-2011

population keeps medically -Train 15 meat inspectors All heads of cattle timely State
fit -Establish 8 livestock dispensaries vaccinated and inspectors
$400,000 appointed
10 Provide enough butcher -Build 12 butcher houses 2007-2011
houses with inspectors -Construct 40 wells, 40 pools and 40 canals all over -$50,000.00 Increased access to safer State /Partners
the state slaughter houses.
12 Provide counties with dairy -Establish 1 dairy farm in each county 2007-2011
farms 6 diary farms will Increased production of dairy State /Partners
-50 heads of cattle per dairy farm cost $1,200,000 products
13 Strengthen the fishing -Introduce licenses to fishermen 2007-2011
industry -Purchase fishing tools and fishing gears Fishing industry regulated State /Partners
-Initiate the formation of strong association of
fishermen Expanded fishing community
14 Protect the environment -Plant more trees
-Purchase seeds and seedlings Increased plating of trees and 2007-2011
-Introduce laws that will prevent cutting of trees thus desertification averted State/Partners
-Train communities on tree planting techniques
15 Revitalise the Saw Mills Renovate Pongo Saw Mill 2007-2011

Renovate Mathiang Saw Mill Increased income from the saw State/Partners
Conduct annual training in bee hive farming mills
82
State Ministry of Social Development
2007-2011
Items Objectives Inputs/Activities Costs Outcome Indicators Time
/Responsibility
1 Develop a comprehensive policy -Contract consultants to design a policy Production of a policy blue print for 2007-2011
on social development on social welfare, religious affairs, and US$20,000 the ministry. State/Partners
gender.
2 Recruit professional staff Employ 30 professional staff $180,000 p.a Increased professional competence State/Partners
3 Conduct capacity building - Train women and youth leaders
programmes -Organise training for 130 members of Improved efficiency and reduced 2007-2011
existing staff both local and overseas waste State/Partners
4 Build gender centres -Construct 6 gender centres for women

-Provide women with microfinance 2007-2011
schemes for women’s group US$72,000 Increased ability of women to State/Partners
-Purchase materials for skills generate income
development for women
5 Promote youth and child -Build child centres in Aweil and in the
development policies counties Increased awareness of youth 2007-2011
-Construct a football stadium in Aweil development and child protection State/Partners
-Construct football stadium in each county
-Build social centres in each county
-Disseminate the proposed child
protection bill in the counties and in Aweil
-Deploy social welfare officers to monitor
and promote the interest of children
6 Provide vocational training -Build 5 vocational training centres
programmes -Blacksmith apprentices to be integrated Increased number of self-employed 2007-2011
into the new training centres youths State/ Unicef
-Centres to be provided with new
curriculum by Education Ministry
-Train 1,200 trainees
83
7 Keep youths out of streets Design a special training schemes for
youths who are delinquent Reduced number of children in the 200702011
streets State/ Partners
8 Create cultural consciousness -employ professional staff 2007-2011
-organise cultural awareness campaigns Increased awareness of cultural State/Partners
-Organise cultural festivities in each diversity and cultural sensitivities.
county and in Aweil once a year.
9 Preservation of cultural heritage -Construct a cultural foundation complex 2007-2011
in Aweil Cultural heritage and artefacts State/Partners
secured
11 Encourage religious tolerance -Employ religious affairs officers in each 2007-2011
county and in Aweil Increased religious tolerance State /Partners
-Organise 2 workshops a year on
religious consciousness
84
State Ministry of Information and Communication
Time
Item Objectives Inputs / Activities Costs Outcome indicators /responsibility
s
Establish and promote media Construct information house in Aweil and
1 counties. Access to print media established. State /Partners
Purchase modern equipment for a print press.
Assist private individuals to invest in print
media.
Promote free press in the state Design statutory laws to encourage press
2 freedom. Increased access to independent State/Partners
Facilitate the establishment of independent media
press.
Establish effective -Construct telecommunications house in Aweil
3 telecommunications system in -Construct telecommunications house in Increased accessibility by telephone
the state every county lines and mobiles
-Construct a TV station in every Aweil 2007-2011
-Construct a TV station in every county Increased access to sate and State/Partners
-Construct radio stations in Aweil and build county radios
boosters in each county
-Install local radio stations in every county
-Purchase modern equipment for a
broadcasting station and TV
-Purchase equipment for state Increased access to Television and
telecommunications news
-Purchase computer for full computerisation
of Telecommunications system
4 Promote Private Public 2007-2011
Partnership Encourage private investment in Increased access to media market State /Partners
telecommunications industry. by private entrepreneurs.
Establish and maintain postal 2007-2011
85
5 services Construct postal houses in each county Increased access to postal system State /Partners
Construct postal houses in Aweil Town
Employ competent staff
Build capacity of staff Appoint and train government journalist on a
6 continuous basis Increased professional competency 2007-2011
Establish a training school for journalists and State/Partners
media personnel
Establish a technical training school for
telecommunications
Organise 2 workshops per annum for existing
staff
86
State Ministry of Local Government and Law Enforcement
Time
Item Objectives Inputs /Activities Costs Outcome Indicators /Responsibilities
s
Provide law and security to all -Provide security personnel with the basic
citizens transport facilities -Reduced crime in the city and counties 2007-2011
-Purchase basic communication GoSS /Partners
equipment for securities on patrol
-Purchase cars for the law enforcers -Citizens feel more secured
-Increase the number of police on patrol
especially at night
-Provide specialised training for the police
-Conduct on-the-job training for the police
-Build modern police stations in Aweil and
in the counties
-Build enough and proper cells for
criminals
-Build and develop prison cells for those
sentenced
-Construct a well-defended concrete
prisons in every Payam (39 prisons)
Provide services in the city and -Divide Aweil into two rural councils
counties -Purchase 3 tractors for Aweil rural council -Improved sanitation and hygiene in the 2007-2011
for refuse collections town and villages. State/Partners
-Construct drainage system for Aweil
-Help individuals to construct pit latrines in -Increased access to basic utilities in
their homes town and villages
-Purchase 3 cars for the ministry
headquarters
-Purchase 2 vehicles for the fire brigades
-Purchase 2 pick-ups for the rural council
-Purchase computers for the ministry and
87
for the counties
-Lend support to the ministry of physical
infrastructure for town road construction
-Work with physical infrastructure for
providing basic utilities in Aweil and
county headquarters
-Mobilise local revenue to finance the
local government budgets
-Request budget approval from the state
governor for capital and operational costs
Upgrade the management skills -Conduct intensive training programmes
of Payam Administrators for 127 Payam administrators on -More efficient staff employed 2007-2011
administration, basic criminal codes and State/Partners
procedures, basic financial applications,
basic bookkeeping and law and order. -Increased outputs from Payam
Administrators
-Employ more qualified Payam Managers
Employ highly skilled -Resolve the problem of overstaffing with

professional staff the state government
-Employ highly skilled professionals to Unproductive labour force laid off 2007-2011
take up the jobs State /Partners
- Resolve the question of non-payment of Employment system streamlined
the salaries of the CANS
-Request Public Service to streamline the
appointment procedures of staff.
Provide structures for the -Every Payam to be provided with a

ministry headquarters and building of 3 rooms for administration Increased access to offices and facilities 2007-2011
counties -Construct 2 buildings of 5 rooms each for required for greater productivity State /Partners
all county staff
Renovate 26 buildings in Aweil that
belong to Aweil town council
88
Improve communication -Purchase radios for the field staff
facilities -Establish a radio room in the ministry Increased communications with county 2007-2011
-Buy thurayas for the county staff staff State /Partners
Build capacity of staff -Construct a multi-purpose training centre
with a conference room in the ministry Increased access to training facilities 2007-2011
headquarters State/ Partners
-Train 880 revenue collectors on how to Increased level of trained manpower
complete financial forms and collect
revenues effectively.
-176 staff shall be trained every year
-organise a study tour for local
government administrators at least twice
a year
89
Annex 2: SWOT ANALYSIS
1. Strengths
• Immense contribution from the UN agencies and NGOs
• Good co-ordination between the NGOs and the state government
• Striving local markets which are good sources of revenues.
• Good network of roads being constructed by GoSS.
• Goods abundantly available in the markets because of closeness to Khartoum.
• Roads leading to Khartoum completed.
• Railway network passing through Aweil and is being rehabilitated.
• Abundant rainfall over the whole state.
• Well positioned for agriculture and rice production.
• Over 13 million heads of cattle
• Committed political leaders.
• Democratic institutions being established.
• A large population
• CPA is a great source of inspiration
• Availability of interim and state constitutions
• Community involvement in development process
2.Weaknesses
• Inability to collect local revenues effectively
• Lack of trained manpower in the ministries
• Most employees are educated in Arabic and with little understanding of English
• Poor sanitation and hygiene facilities
• No power supply for domestic and industrial use
• Inadequate senior secondary schools
• Low enrolment of girls into primary and senior secondary schools
• Poor road networks in some counties
• Poor telecommunications facilities
• Inadequate basic health facilities
• Inability to upgrade Aweil hospitals
• Lack of bridges isolates some communities
• Rivers overflowing their banks
• Overstaffing in the public sector
• All resources being spent on salaries
• Inadequate police force in the streets and thus high crime rates
• Lack of facilities for the security forces
• No office facilities for public servants
• No proper recruitment system for the public sector
• No proper accountability of public funds
• No financial statements being produced for the block grants
• No cash flow analysis for government to be well informed of the spending trends
• Internal control procedures do not exist at all
• A very weak internal audit unit with no facilities and no staff in the counties
• No taxation payments being made by the public service
90
• No taxation law has been formulated yet and state losing millions per year in tax
revenues
• The head of taxation is not a qualified accountant and speaks little English
3. Opportunities
• Potentials for oil wells in Manduany
• Potential for further market development along the railway line thus increase
revenue for the state
• More NGO intervention in the development process
• Bee keeping potentials in all the counties
• Fish farming potential in all the counties including Aweil town
• A cattle population of over 13 million thus potential for dairy farming
• Fertile lands for agriculture
• Potential to be self-sufficient in rice and export rice to other states
• Potential revenue sources from the markets
• All counties have good markets with great potential for future expansion
• Good network of roads about to link all the counties stimulating greater economic
activities
• The state with highest population and thus a potential market of its own
4. Threats
• The unresolved political questions of Abyei that could sow seeds of discontent if
not resolved amicably.
• The unresolved political questions of Southern Kordofan remains a potential source
of tension..
• Khartoum opening up Northern Bahr el Ghazal so soon before the implementation
of all the protocols of the CPA.
• Aweil may become an easy target to Khartoum war machinery in case of any war
because of its proximity to the North and now easy accessibility.
• Over employment in the public sector
• A large number of child soldiers not being speedily reintegrated and thus melting
into mainstream social life with arms
• Workers union organising too much strike actions over delayed payment of salaries
of workers. Over protection of unproductive work force.
• Lack of adequate infrastructural support to some returnees
• The rising street and organised crimes
• Lack of adequate finance to implement development budgets
• Lack of running water in the city of Aweil
• Lack of electricity supply in the city of Aweil and the county headquarters
• Large scale returnees overstretching the already meagre resources in terms of
water and sanitation
• Lack of feeder roads connecting key villages and towns
• Too many crimes against married women
• Presence of technology not the least felt
• Hospital being run without steady power supply
91
• Flood threatens the population every summer
• Lakes and rivers do overflow their banks
• A very rigid cultural tradition
• Very low level of literacy
Annex 3: PEST ANALYSIS:

1. Political
• The State has a democratic constitution
• There is multiparty system and democratic institutions are being built.
• There is political stability since the signing of the CPA
• Lot of investment on peace building and trainings are undergoing to strengthen
peace efforts.
• The question of oil rich Abyei and the borders of Southern Kordofan remain
unresolved and the political leaders are sometimes very tensed.
• There exists a strong workers union and numerous civil society organisations
• SPLA is the strongest political movement on the ground but there are NCP
supporters.
• The government comprises of SPLM and NCP members and State Legislative
Assembly is also a mix of both parties
• There is freedom of speech and association and rule of law is being established all
across the board
• There is no policy blue print on environmental protection
• Trade with Northern Sudan is intensifying as the roads are opening up and so the
political relations.
2. Economy
• State interest rate has not been established yet as it does not have its own central
bank (it may never have). The interest rates set by the Central Bank of Sudan may
continue to rule.
• There is no means of establishing an inflation rate but prices are going down as
roads open up for supplies to reach Aweil by cheaper means.
• There is no strict price control and thus the market forces of demand and supply
determine commodity prices.
• A free market economy is being encouraged at all costs with its consequences of
marginalising the poor at its very best.
• There is massive over-employment though efforts are being made by the State to
downsize the public service work force.
• With lot of people earning salaries whether working or not, there is bound to be lot
of money circulating in the economy. The economic consequence of this is high
prices since the higher the disposal income, the higher the people’s purchasing
power. And since they are competing for few commodities, the prices can
sometimes sky rocket.
92
• Lack of energy for both domestic and industrial use is having its mark on the local
economy as everybody tends to rely heavily on the most expensive but easily
accessible means of providing electricity (generators).
• There is no taxation system yet to help reduce income disparity amongst various
income earners or to provide the much needed resources to government to finance
its development activities across the state.
• The state has more than 10 major markets that are economically viable.
• It has a very large reserve of timber in almost all the counties which can be mined
on commercial basis.
• Almost all the counties have access to a river which can be used for commercial
fishing by small scale farmers.
• There is large potential for bee keeping on a commercial basis.
• It has a cattle population of over 13 million which is the main source of income for
most families.
• It has fertile land for all kinds of agriculture including rice production.
• The State has the potential to be one of the largest producers of gum-sudani which
is an export commodity.
• There seems to be a prospect for oil in Maduany about 6 kms from Aweil Town
which if explored and drilled could help revolutionize the lives of the people.
• An international Airport is being constructed which, if completed, could help kick-
start economic growth.
• The state has no credible banking system. It relies on the bank of Khartoum and
Nile Commercial Bank which all face liquidity crisis at times.
• The commercial banks so far has no lending facilities that the state can use to
borrow money to finance some state run development projects
• The commercial banks are not credible enough to inject funds into the state
economy to kick-start economic growth.
• There is no means of measuring the rate at which the state economy is growing
• There is no department of economic or social research and statistics vital for major
economic decision making are not available
3.Social
• The State has a population of over 2.8million, one of the highest amongst the 10
states in Southern Sudan.
• Greater part of the population is young but there is no means of giving accurate
statistics.
• It is a multi-cultural and multi-religious society with high degree of respect for each
other’s cultural and religious sensitivities.
• A high population of returnees from Khartoum who are trying to settle down.
• A high population of internally displaced people from Darfur.
• A high number of socially excluded children turning to street lives.
• The state has the highest number of street children.
• A high number of child soldiers (red army) melting into the community but still
armed.
• A high number of women being sent to prisons when there are no prison spaces.
• A high level of crimes against women, too.
• Inadequate educational facilities with only few senior secondary schools.
• A high level of uneducated labour force.
4. Technology
93
• There is no research and development going on with the objective of technological
innovation.
• Computers are few in the whole state.
• All offices except for few depend on outdated type writers and stencils for the day
to day work and official correspondences.
• Only few officers know how to use computers.
• Speed of technology transfer is too slow and thus efficiency of working method is
being affected.
94
95

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FIRST

THE STATE STRATEGIC

NORTHERN BAHR EL GHAZAL

By His Excellency Col Madut Biar Yel

Elias Ngong Ngong

1.1 Purpose of the Plan

1.2 Scope of Plan

1.3 Sources of information and the process

1.4 Arrangement of Plan

2.2 Economic base

2.3 Political Environment

2.5 Southern Kordofan

Chapter 3: County Mapping Profiles

4.1 Ministry of Education Science and Technology

4.2 Current situation

2007 budget Estimates:

4.4 Current school infrastructure

Total 497 89,490 16,204 105,694

Table 3. Distribution of senior secondary schools as per county and gender:

Total 07 1,360 117 1,477

TOTAL 158 1,812 12 100 2,082

Table 5. Distribution of completed schools

4.5 Proposed strategies:

The current budget of the ministry of Physical Infrastructure

4.2.4 Proposed Strategies (priorities)

4.2.4.1 Roads and transport

Table 7. Distribution of major road links (inter-city and inter-state):

Total costs including 2006/2007 inflation at a rate of 20%

Table 9. Purchases requirement for the Ministry of Physical Infrastructure

4.2.4.3 Proposed International Airport for Aweil Town

4.2.5. Water and Sanitation Directorate

4.2.5.1 Situational analysis

Table 12. GoSS funded boreholes drilling

4.2.5.2 Proposed strategies for water provision

Schools 15 4 Unicef 195,000.00

Total 250 93 3,250,000.00

4.2.5.3 Urban water supply:

4.2.5.4: Proposed strategies (medium and long term priorities)

9 Grand Total 12,822,692

4.2.6 Electricity and Gas

4.2.6.2 Proposed strategies:

Table 16. Aweil town electricity requirement cost summary

5 Contractor’s preliminary and general costs (20%) 1,175,680.00

6 Contingencies (20%) 1,410,816.00

7 Total costs 8,464,896.00

Total 6,000 $700,000.00

2007 budget estimates

4.3.3. Aweil Civic Hospital

Items Descriptions Aweil Aweil Aweil Aweil Aweil Total

Table 18.Facilities at Aweil East hospital

Items Descriptions Quantity

4.3.4 Proposed strategies ( medium and long term)

4.4 Ministry of Agriculture

Mission : to make Northern Bahr el Ghazal self-sufficient in food.

Goals: to increase yields of agricultural produce by increase use of mechanised agriculture.

4.4.1: Current situation.

2007 Budget Estimates

4.4.3: Strategic proposals (priority needs)- agriculture

• 4.4.4: Revenue generation: directorate of agriculture:

• Strategy for revenue generation for livestock:

The annual total income is $1,260 X 365 days 459, 900.00

The five year expected income from transportation will therefore be