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Kaduna State Development Plan

2021 – 2025
Transforming Kaduna
Kaduna into
into aaKnowledge
Knowledge - Based Economy
We committed ourselves to develop human capital by
investing in education, healthcare and social welfare;
institute a good governance system that is founded on a
competent and responsive public service; foster security;
maintain, rebuild and expand Infrastructure
(including water supply, electricity and road networks)
to accelerate economic growth that will create jobs, jobs
and more jobs; promote agriculture and food security and
reform land administration as a basis for wealth creation
and capital formation, while preserving and enhancing
environmental management.

Source: Extract from Budget address 2020 delivered by Mallam Nasir El-Rufai on the 6th October, 2020
to the Kaduna State House of Assembly.
Table of Contents

FOREWORD ............................................................................................................................................... i

Acknowledgements ................................................................................................................................... iv

Acronyms & Abbreviations ............................................................................................................................ iv

Executive Summary ..................................................................................................................................vii


Target ....................................................................................................................................................... viii
Enabling Institutions .................................................................................................................................. ix
Sector Goals .............................................................................................................................................. x
Sector Goals Cont’d .................................................................................................................................. xi
Sector Goals Cont’d ..................................................................................................................................xii
Combined Value of SDP 2016-2020 ........................................................................................................ xiii
Combined Value of SDP 2021-2025 ........................................................................................................xiv

PART 1....................................................................................................................................................... 1

BACKGROUND, SETTING THE FOUNDATION AND STRATEGIC FRAMEWORK ................................. 1


Background ................................................................................................................................................ 2

History of Kaduna State ................................................................................................................................ 2


Geography ................................................................................................................................................. 2

People ........................................................................................................................................................ 3

Natural Endowments and Tourist Sites......................................................................................................... 3

Governance Structure .................................................................................................................................... 3

Economic Structure ....................................................................................................................................... 3

Social Structure ........................................................................................................................................... 4

Economic Development ............................................................................................................................. 5

Social Welfare ............................................................................................................................................ 6

Security and Justice .................................................................................................................................. 7

Governance ............................................................................................................................................... 7

Local Government Administration ............................................................................................................ 8


Infrastructure Masterplan ......................................................................................................................... 10
SETTING THE FOUNDATION ................................................................................................................. 10

Industrial Plan .......................................................................................................................................... 11

State Development Plan, 2016-2020: Starting point................................................................................. 12

Transition to a Knowledge- Based Economy............................................................................................ 13

Digital Economy ....................................................................................................................................... 14

Digital Economy ....................................................................................................................................... 15

Agriculture Value-Chain ........................................................................................................................... 16

Agriculture Value-Chain ........................................................................................................................... 17

Kaduna State and Ranching .................................................................................................................... 18

MSMEs – Enterprise Development .......................................................................................................... 19

Mining Industry ......................................................................................................................................... 20

Textile Industry ......................................................................................................................................... 21

Auto Industry ............................................................................................................................................ 22

Industrial Zones........................................................................................................................................ 23

Infrastructure – KBE Enablers .................................................................................................................. 24


Strategic Framework ................................................................................................................................... 25

Vision ....................................................................................................................................................... 25

Mission ..................................................................................................................................................... 25

Core Values ................................................................................................................................................ 25

Priority of the Plan ..................................................................................................................................... 25

Economic Development .......................................................................................................................... 25

Infrastructure Development .................................................................................................................... 25

Social Development ................................................................................................................................ 26


Security, Law and Justice ..................................................................................................................... 26

Governance ............................................................................................................................................. 26

Policy Councils ........................................................................................................................................... 26

Human Capital Development Council .................................................................................................... 26

Economic Development Council ............................................................................................................ 27

Infrastructural Development Council ...................................................................................................... 27

Institutional Development Council .......................................................................................................... 28

Procurement Monitoring Council ............................................................................................................ 28

PART 2..................................................................................................................................................... 30

SECTORS BRIEF .................................................................................................................................... 30


Agriculture ................................................................................................................................................ 31

Sector Challenges ....................................................................................................................................... 31

Objectives of the Sector .............................................................................................................................. 31

Key Sector Priorities................................................................................................................................... 32

Broad Strategies ........................................................................................................................................ 32

Expected Outcomes ................................................................................................................................. 32

Result Framework ...................................................................................................................................... 34


Business, Innovation andTechnology……………… ..................................................................................... 36

Sector Challenges .................................................................................................................................... 36

Objectives of the Sector ........................................................................................................................... 36

Key Sector Priorities ................................................................................................................................. 37

Broad Strategies ...................................................................................................................................... 37

Expected Outcomes ................................................................................................................................. 37

Result Framework .................................................................................................................................... 38


Education ................................................................................................................................................. 40

Sector Challenges ....................................................................................................................................... 40

Objectives of the Sector .............................................................................................................................. 40

Key Sector Priorities ................................................................................................................................... 40

Broad Strategies ...................................................................................................................................... 41

Key Expected Outcomes .......................................................................................................................... 41

Result Framework .................................................................................................................................... 41


Environment and Natural Resources ........................................................................................................... 47

Sector Challenges ....................................................................................................................................... 47

Objectives of the Sector ............................................................................................................................... 47

Key Priorities of the Sector.......................................................................................................................... 48

Broad Strategies ...................................................................................................................................... 48

Expected Outcomes ................................................................................................................................. 49

Result Framework .................................................................................................................................... 50


Health ....................................................................................................................................................... 51

Sector Challenges .................................................................................................................................... 51

Objectives of the Sector ........................................................................................................................... 51

Sector Priorities ........................................................................................................................................ 52

Broad Strategies ...................................................................................................................................... 52

Expected Outcomes ................................................................................................................................. 53

Result Framework ...................................................................................................................................... 54


Housing and Urbsan Development .......................................................................................................... 60

Objectives of the sector ............................................................................................................................ 60

Key Sector Priorities ................................................................................................................................. 60


Broad Sector Strategies ........................................................................................................................... 60

Expected Outcomes ................................................................................................................................. 61

Result Framework .................................................................................................................................... 62


Infrastructure Development ......................................................................................................................... 63

Sector Challenges .................................................................................................................................... 63

Objectives of the Sector ........................................................................................................................... 63

Key Sector Priorities ................................................................................................................................. 63

Broad Sector Strategies ........................................................................................................................... 64

Expected Outcomes ................................................................................................................................. 64

Result Framework ...................................................................................................................................... 65


Security, Law and Justice............................................................................................................................. 67

Sector Challenges .................................................................................................................................... 67

Key Sector Priorities ................................................................................................................................. 67

Broad Sector Strategies ........................................................................................................................... 67

Expected Outcomes ................................................................................................................................. 68

Result Framework ...................................................................................................................................... 69


Social Development Sector .......................................................................................................................... 70

Objectives of the Sector ........................................................................................................................... 70

Key Priorities of the Sector ....................................................................................................................... 70

Broad Sector Strategies ........................................................................................................................... 71

Expected Outcomes ................................................................................................................................. 71

Results Framework ....................................................................................................................................... 72


Governance and Administration ................................................................................................................... 73

Objectives of the Sector ........................................................................................................................... 73

Key Sector Priorities ................................................................................................................................. 73


Broad Strategies ...................................................................................................................................... 73

Expected Outcomes ................................................................................................................................. 74

Results Framework .................................................................................................................................... 75

Planning, Budget, and Revenue Mobilization ............................................................................................... 76

Objectives of the Sector ........................................................................................................................... 76

Key Sector Priorities ................................................................................................................................. 76

Challenges ............................................................................................................................................... 77

Broad Strategies ...................................................................................................................................... 77

Expected Outcomes ................................................................................................................................. 77

Result Framework .................................................................................................................................... 78


Local Government ....................................................................................................................................... 81

Objectives of the Sector ........................................................................................................................... 81

Priorities of the Sector .............................................................................................................................. 81

Challenges ............................................................................................................................................... 81

Broad Strategies ...................................................................................................................................... 81

Expected Outcomes ................................................................................................................................. 82

Results Framework .................................................................................................................................. 83


Financing the Plan...................................................................................................................................... 84

Fiscal Policy Direction ................................................................................................................................. 84

Revenue Projection .................................................................................................................................... 85

Federation Account ................................................................................................................................. 85

Expenditure Profile.................................................................................................................................. 88

Debt Position and Debt Sustainability .................................................................................................... 89

Mobilization of External Resourcesfor Plan Implementation ........................................................................... 90


Private Sector .......................................................................................................................................... 90

Others Grants and Capital Receipts ....................................................................................................... 90

Fiscal Risks and Management Matrix...................................................................................................... 91


Implementing the Plan ............................................................................................................................... 93

SDP-SIPs-Budget link ................................................................................................................................ 93

Institutional Framework for PlanImplementation......................................................................................... 94

State Executive Council .......................................................................................................................... 94

Policy Councils ........................................................................................................................................ 94

Legislative Services ................................................................................................................................ 95

Delivery Unit ............................................................................................................................................ 95

Ministries’ Monitoring and Evaluation Units............................................................................................ 95

Other critical Stakeholders ...................................................................................................................... 95

Civil Society Organizations (CSOs)................................................................................................................. 95

Private Sector .............................................................................................................................................. 95

Development Partners ................................................................................................................................. 96

Manpower Development Strategy ................................................................................................................. 96


Monitoring and Evaluation ........................................................................................................................... 97

Endnotes .................................................................................................................................................. 97

Annexes ................................................................................................................................................... 97
The 2021 – 2025 State Development Plan (SDP), is a five-year plan, designed as a coherent
platform for continued economic development and social progress in Kaduna State. Amidst
a focus on diversifying the sources of economic growth, this plan particularly seeks to
establish the state as a knowledge-based economy.

In addition to mobilising savings and investments from diverse sources for economic
development, Kaduna State intends to differentiate itself as a knowledge-based economy,
FOREWORD
centred on ideas and intellectual capital as the keys to prosperity and the creation of wealth.
The State will anchor this on human capital development, with the required technology and
infrastructure backbone for the transformation of Kaduna into a digital economy.

Our resolve for a digital economy is reflected in our e-governance strategy with Microsoft
and on-going feasibility study for the adoption of a state-wide digital payment infrastructure
to promote and support financial inclusion. Kaduna State is the first state to have a Ministry
of Business, Innovation and Technology, established in 2019 as the mandate ministry for
state government initiatives in the digital sphere.
The Kaduna State Development Plan (SDP) 2021-2025 builds on the successes and
lessons from the SDP 2016-2020 which translated our manifesto commitments and
governance agenda into an implementable plan for the state. We seek to expand the size
of our sub-national economy, build human capital, expand opportunity, put more people into
gainful work and provide social protection.
The Sector Implementation Plans that our MDAs drew up to execute the goals of the SDP
formed the basis of budgeting and resource allocation in the outgone plan years.
The SDP 2016-2020 recognized private investment as vital to the attainment of
development objectives. Therefore, the Kaduna State Government established its
credentials as a desirable investment destination, with policies, laws and programmes that
brought recognition as the Number One place for doing business in Nigeria. Private
investors have injected more than $1bn into the state, with a further S2.1bn of investments
in the pipeline.
The state government almost quadrupled Internally Generated Revenue (IGR) from N13bn
in 2015 to N50.7bn in 2020. These increases in revenues were achieved without hiking tax
rates but by widening the tax net and improving collection. Efforts to expand revenues were
supported by laws and measures were put in place to improve public finance management,
reduce waste, and discipline expenditure.
Through the SDP 2021-2025, Kaduna State seeks to further accelerate economic growth
through diversification and development of new opportunities. Building on the state’s
endowments in agriculture and minerals, the state government intends to promote value
addition as a veritable growth opportunity. Policies and investments in the ICT sector will
be further harnessed to help transform the state into a knowledge-based economy, capable
of tapping into the growth potentials of the digital economy and the fourth industrial
revolution. We believe that that we can harness the skills and talents of our youths with the
jobs and opportunities of the modern age.
As we seek to continuously improve the quality of life for our citizens, we are expanding our
transport infrastructure and executing urban renewal programmes in our major cities of
Kaduna, Kafanchan and Zaria. We seek to improve our competitiveness while making it
easier to live, work and invest in our state.
The State Development Plan 2021-2025 relies for its success on the support of citizens, the
private sector and our development partners. On our part, we will continue to provide the
good governance and competitiveness that our partners have come to expect.

Nasir Ahmad El-Rufai, OFR


Governor, Kaduna State
Acknowledgements

The successful development of this Plan was possible as a result of the wonderful collaboration, guidance,
support and encouragement from various stakeholders. As a Commission that is saddled with the core
responsibility of guiding the State Government in Plan Policy Formulation and Implementation, the overall
insights and collective responsibility in the development process have made this an inspiring experience for us.
Firstly, I would like to express my gratitude and appreciation to His Excellency, Mallam Nasir Ahmad El-Rufai
who contributed so thoroughly in the draft stage. His strong political -will and commitment towards making
Kaduna great again is second to none. I would particularly like to thank Members of the State Executive Council
who have been a great source of support through several collaborative engagements. Their contributions have
guided us so positively throughout the process of developing the Plan.
Similarly, I applaud the immense contributions of our Development Partners especially FCDO-PERL who
provided technical support from the initial stage of developing this Plan and extended same to the Local
Government Development Plan. I cannot forget to thank the technical officers across the Ministries,
Departments and Agencies, the Academia, Corporate Organizations and Citizens’ groups for their valuable
insights that added substance to the Plan.
Finally, I wish to also express my unreserved gratitude to the Management and Staff of the Commission for
their unconditional and consistent support in anchoring the entire processes that led to the development of the
2021 – 2025 SDP. For those who have contributed in one way or the other and are not mentioned therein, we
sincerely appreciate your efforts. Let’s keep up the momentum as we strive to build a greater Kaduna that
generations will be grateful for.

Thomas Gyang
Commissioner
Planning and Budget Commission

AADS
ACJL
AcronymsAccelerated
& Abbreviations
Agricultural Development Scheme
Administration of Criminal Justice Law
ADF Aliko Dangote Foundation
ADR Alternative Dispute Resolution
AGRA Alliance for Green Revolution in Africa
ANC Antenatal Care
APS Agricultural Productivity Survey
ARC Accountable, Responsive and Capable Governance
BATCs Business Apprenticeship Training Centres
BCC Budget Call Circular
BDSP Business Development Services Provider
BDTH Barau Dikko Teaching Hospital
BESDA Better Education Service Delivery for All
BHCPF Basic Health Care Provision Fund
BMGF Bill and Melinda Gates Foundation
BPS Budget Policy Statement
CFAs Communal Forest Areas
CNM College of Nursing and Midwifery
CoE College of Education
COSDEC Community Skills Development Centre
CPS Commodities Prices Survey
CRF Consolidated Revenue Fund
CSO Civil Society Organization
DeMPA Debt Management Performance Assessment
DFID Department for International Development
DU Delivery Unit
ECP Engaged Citizens Pillar
EFU Economic and Fiscal Update
EIU Economic Intelligence Unit
EL EXploration License
EMIS Education Management Information System
EMS Emergency Medical Services
ERGP Economic Recovery and Growth Plan
EWER Early Warning/Early Response (EWER)
FAO Food and Agricultural Organization
FCT Federal Capital Territory
FRA Fiscal Responsibility Act
FSP Fiscal Strategy Paper
GAB Gender and Business
GDP Gross Domestic Product
GESI Gender, Equity and Social inclusion
GHG Green House Gas
GIS Geographical Information System
GIZ German Agency for International Development
ICT Information and Communication Technology
IDPs International Development Partners
IGR Internally Generated Revenue
IITA International Institute for Tropical Agriculture
IRE Inclusive Rural Economy
ISS Integrated Supportive Supervision
KADA Kaduna Agricultural Development Agency
KADBEAM Kaduna State Basic Education Accountability Mechanism
KADBUSAPT Kaduna State Bureau for Substance Abuse Prevention and Treatment
KADCHMA Kaduna State Contributory Health Management Authority
KADFAMA Kaduna State Facilities Management Agency
KADGIS Kaduna Geographic Information Service
KADHSMA Kaduna State Health Supply Management Agency
KADINVEST Kaduna Investment Summit
KADIPA Kaduna Investment Promotion Agency
KAD-IRS Kaduna Internal Revenue Service
KADP Kaduna Agricultural Development Project
KADRA Kaduna State Road Agency
KADSACA Kaduna State Agency for the Control of AIDS
KADSLIRA Kaduna State Livestock Regulatory Authority
KADSRRA Kaduna State Residents Registration Agency
KADSTRA Kaduna State Transport Regulatory Authority
KADSUBEB Kaduna State Universal Basic Education Board
KADSWAC Kaduna State Water Corporation
KADSWEF Kaduna State Women Empowerment Funds
KAPSCO Kaduna State Power Supply Company
KASTLEA Kaduna State Traffic Law Enforcement Agency
KASU Kaduna State University
KASUPDA Kaduna State Urban Planning and Development Authority
KDBS Kaduna State Bureau of Statistics
KDGHS Kaduna General Household Surveys
KEPA Kaduna State Environmental Protection Authority
KIFC Kaduna Investment Finance Company
KMDC Kaduna Mining Development Company
KSCHMA Kaduna State Health Management Authority
KSDPC Kaduna State Development and Property Company
KSHA Kaduna State House of Assembly
KSIMMB Kaduna State Industrialization & Microcredit Management Board
KSLB Kaduna State Library Board
KSMPDC Kaduna State Market Management & Property Development Company
KSSLB Kaduna State Scholarship and Loans Board
KSSQAA Kaduna State Schools Quality Assurance Authority
KSTSB Kaduna State Teachers’ Service Board
KTL Kaduna Transport Line
LGA Local Government Authority
LLIN Long-Lasting Insecticide Net
M&E Monitoring and Evaluation
MAN Maize Association of Nigeria
MCPR Modern Contraceptive Prevalence Rate
MDA Ministry, Department and Agency
MoE Ministry of Education
MSME Medium, Small and Micro Enterprise
MTBF Medium Term Budget Framework
MTEF Medium Term EXpenditure Framework
MTFF Medium Term Fiscal Framework
MTSS Medium Term Sector Strategy
NBPZ Nuhu Bamalli Polytechnic Zaria
NGO Non-Government Organizations
NHA National Health Act
OGP Open Government Partnership
PBC Planning and Budget Commission
PERL Partnership to Engage, Reform and Learn
PFM Public Financial Management
PHC Public Health Centres
PMRR Performance Management Review Report
PPA Public Procurement Act
PTA Parent Teachers Association
PWDs People with Disabilities
QL Quarry License
RDU Results Delivery Unit
RI Routine Immunization
RIFAN Rice Farmers Association of Nigeria
RMNCHW Reproductive Maternal New-born and Child Health Week
SBA Skilled Birth Attendant
SBMC School Based Management Committees
SDGs Sustainable Development Goals
SDP State Development Plan
SHIS Social Health Insurance Scheme
SICHST Shehu Idris College of Health Sciences and Technology
SIPs Sector Implementation Plans
SOML Saving One Million Lives
SPHCDA State Primary Health Care Development Agency
SPV Special Purpose Vehicle
TADAT Tax Administration Diagnostic Assessment Tool
TSA Treasury Single Account
TWG Technical Working Group
UNICEF United Nations Children Fund
USAID United States Agency for International Development
VAPP Violence Against Person Prohibition
WEM Weather Element Monitoring
ZBB Zero-based Budgeting
Executive Summary
SDP 2016 - 2020 SDP 2021 - 2025
Executive Summary
Let's make Kaduna Great Again A Knowledge-Based Economy

Major Agricultural Produce Knowledge-Based Economy

The State is a major


producer of various
Maize Sorghum Ginger agricultural produce
and is blessed with
various mineral
resources.

4
`
Target
Enabling Institutions
Sector Goals
Sector Goals Cont’d
Sector Goals Cont’d
Combined Value of SDP 2016-2020
Combined Value of SDP 2021-2025
PART 1

▪ BACKGROUND
▪ SETTING THE FOUNDATION
▪ STRATEGIC FRAMEWORK

1
Background
This Kaduna State Development Plan 2021 – 2025 This Plan has three parts. Part 1 comprises two
(KSDP) builds on the experience of its forerunner, chapters, namely, Background and Strategic
the 2016-2020 KSDP, which itself was built on the Framework. Part 2, made up of 12 chapters, contains
Kaduna Restoration Master plan whose mantra was Sector Briefs, which review the successes and
“Let’s Make Kaduna Great Again”.1 As with the challenges of the revised 2016 – 2020 SDP. It also
previous Plan, this new one involved wide provides an overview of the sectors’ expected
stakeholder engagement and participation. Hence, contributions to the achievement of the SDP goals.
it is a continuation of the quest to restore Kaduna These goals will be further elaborated upon in the
State to its historic glory. The aim of a strategic SIPs. Part 3 has three chapters covering Financing,
framework like this, therefore, is to realize a shared Implementation, Monitoring and Evaluation.
vision and achieve a realistic projection of available
resources to guide and prioritize expenditure. It History of Kaduna State
would combine an implementation plan for results On the 27 May 1967, a North Central State comprising
with efficient service delivery and progress the former Katsina and Zaria provinces was created
monitoring. The Plan will serve as a blueprint of with Kaduna City as the capital. On 27 March 1976,
strategies and actions that are planned to achieve the name of the State was changed to Kaduna State,
the development aspirations of Kaduna State. It will but still retaining the same geo- political structure.
be driven by a strong political will projected with However, by 1987 the former Katsina Province was
2
stakeholders’ participation, upfront appreciation of carved out to become the present Katsina State.
fiscal constraints and logical implementation Owing to the age-long presence of numerous
mechanisms. In implementing the plan, the educational institutions in the State, it has come to be
government, through the newly established Policy regarded as a Centreof Learning in Nigeria. The State
Councils, will coordinate, track, and persistently is home to, and synonymous with, the famous River
communicate progress on priority areas to the Kaduna from which it derived its name.
relevant stakeholders and institutions. This is to
ensure buy-in and support in achieving the goal of
this State Development Agenda. Geography
The State occupies the entire mid-central belt of the
Given the integrated planning and budget system in Northern part of Nigeria and shares common borders
the State, this process will be stepped down for all with Zamfara, Niger, Katsina, Kano, Bauchi,
the 23 local governments to revise their 2018 – 2020 Nasarawa and Plateau States as well as the Federal
Local Government Development Plans (LGDPs) to Capital Territory. It lies between Latitude 10.3764°N
enhance synergy and expenditure coordination and Longitude 7.7095°E. The total landmass of the
between the two tiers of government. Furthermore, State is estimated at 46,020 sq. km. This makes
the Medium-Term Expenditure Framework (MTF) Kaduna the 12th largest State in by landmass. Kaduna
will also be developed for the State and technical State experiences tropical continental climate with two
support will be provided to the 23 LGs to do same. distinct seasonal weathers, dry and rainy seasons. The
This will guide in realistic budget projection and wet season (May to October) is very much heavier in the
enhance its implementation. southern part of the State such as Kafanchan and
Kagoro,which have an average of over 1,524 mm
It is necessary for all sectors to develop Sector of rainfall, than in the northern part like Makarfi and
Implementation Plan (SIPs), which will inform the Ikara, which have an average of 1,016 mm of rainfall.
annual budgets of MDAs to ensure that Government There are some serious water shortageproblems in the
expenditures contained in the annual budget are in northern part, especially in Soba, Makarfi and Ikara
line with attainable resources and government LGAs. The average annual rainfall and humidity there
priorities as enunciated in the SDP, thus enhancing are 1,272.5 mm and 56.64 per cent, respectively, while
the efficient and effective implementation of the Plan. the average daily minimum and maximum

2
temperatures are 15.1 and 35.18 degrees Celsius. • Human Capital Development
• Economic Development
People • Infrastructural Development
Kaduna State is mostly populated by Hausa, Fulani, • Procurement Monitoring
Gbagyi, Adara, Ham, Gong, Atyap, Bajju, Ninkyob, • Institutional Development
Kurama, Koro, Mada, Moro’a, Atakar and Agworok The State’s 34-member Legislature, named the
ethnic communities. The population of the State,
Kaduna State House of Assembly, is presided over by
according to the 2006 census, stands at 6,113,503.
the Honourable Speaker. This House legislates for
Using the 3.18 per cent growth rate allowed by the
National Population Commission, the projected the good governance of the State, in accordance with
population of Kaduna State stood at 8,103,075 in 2015. the powers vested in it by the 1999 Constitution of the
Using the same growth rate therefore, by the end of Federal Republic of Nigeria (as amended). The
2020, the State’s population would be estimated at Legislature has an oversight responsibility on the
9,476,053 with 4,790,241 being males and 4,685,812 Executive. The Kaduna State House of Assembly (KSHA)
females.3 The State’s population structure shows that has 30 committees; of which 23 are standing and 7
majority of the citizenry currently live in urban and semi special.
urban towns like Kaduna, Zaria, Kafanchan, Kagoro, The Judicial powers of the State are vested in the
Zonkwa, Birnin Gwari, and Makarfi. About 22 per cent Kaduna State Judiciary, headed by the Chief Judge. It
of the population are infants aged between 0-5 years. consists of three Judicial Divisions, one in each of the
The average life eXpectancy in the State is estimated at Senatorial Zones located in Kaduna, Kafanchan and
55 years. Relatively, the high number of people living in Zaria. It also has specialized divisions such as
the urban and semi-urban centres is eXerting significant General, Civil, Commercial, Criminal, Lands,
pressures on urban resources and infrastructure. The
Family/Probate and Revenue. The hierarchy of courts,
population of women, infants and children also suggest a
following this order from High Court, Magistrate Court,
high level of dependents and vulnerable groups in the
State. Customary Court and Sharia Court, administer justice
in respect of general, special, and miscellaneous
Natural Endowments and Tourist Sites offences, and the enforcement of contracts.
Kaduna State has natural endowments that could serve
as a basis for creating a virile tourism industry. There The State has three Senatorial Zones, namely, Kaduna
are viable sites such as Matsirga waterfalls, Zaria Dam, North, Kaduna Central and Kaduna South. There are
Kagoro Hills, Nok Museum, game and wildlife reserves. 23 Local Government Areas (LGAs). These include
The major challenge in the development of tourism Birnin Gwari, Chikun, Giwa, Igabi, Ikara, Jaba, Jema’a,
in the State is lack of significant private sector Kachia, Kaduna North, Kaduna South, Kagarko,
investments. Nevertheless, Kaduna State is blessed Kajuru, Kaura, Kauru, Kubau, Kudan, Lere, Makarfi,
with mineral deposits many of which remain largely Sabon Gari, Sanga, Soba, Zangon Kataf and Zaria.
untapped. These include clay, serpentine, asbestos,
amethyst, kyanite, granite, gold, graphite, nickel and Economic Structure
4
sillimanite graphite. Kaduna State is considered one of the leading sub-
Consequent on the State’s large arable land, itsmajor national economies in Nigeria. This is due to its
agricultural produce include maize, rice, ginger, abundant natural resources, which are diverse in
sorghum, millet, cassava, yam, soya beans and nature. This advantage has presented many
tomatoes. opportunities for the State to become a leading
producer in some cash and food crops. The State is
Governance Structure imbued with strong agribusiness and extractive
The Executive powers of the State are vested in the industry potentials. Kaduna State is leveraging on
State Executive Council (SEC), chaired by the the major railway tracts and roads that have
Governor and assisted by the Deputy Governor. For traversed the country since colonial times. Thus, the
better coordination and effective service delivery, the State serves generally as a gateway between
SEC is divided into five Policy Councils as follows: Southern Nigeria and other parts of the North Lagos

3
in the Southern part and Kano in Northern Nigeria. It,
therefore, provides an important platform for the
transportation of food supplies to various parts of Kaduna Inland Dry Port
Nigeria and other countries, such as Niger,
Cameroun, Benin, and Ghana. Kaduna State was
one of the prominent industrial and commercial cities
renown in Nigeria for the production of textiles and
other agribusinesses. Its textile Industry, which dates
back to the 1950s expanded during the oil boom
years of and as a corridor and point of convergence
due to its location along the Lagos-Kano corridor. In
particular, Kaduna State serves as a very important
point on the trade route between the 1970s by
growing and opening new textile firms. The boom
was, however, short-lived as the textile Industry
experienced a decline from 1997. By 2007, almost
all factories in the sector had closed. In an attempt to
restore this vital sector, government introduced the
Kaduna Investment (KADINVEST) Summit in 2016 The Gross Domestic Product (GDP) for Kaduna
and has since made it an annual event. This State in 2019 was projected at N3.19 trillion,
subsequently attracted investments back into the compared to N1.93 trillion in 2016.5 The nominal
industrial and commercial enterprises in the State. At GDP growth rate stood at 15 per cent (2016), fell to
present, the State has over 80 commercial and 2.7 per cent (2017) before rebounding in subsequent
industrial firms that manufacture textiles, aluminium, years (8.65 per cent in 2018 and 10.38 per cent in
dairy products, toiletries, and petroleum products. 2019). Between 2016 and 2019, the highest increase
Meanwhile, the State has potentials to develop in growth rate was 5.95 per cent points (2018) while
extractive industries based on its large deposits of the lowest was -12.3 per cent points (2017). The
mineral resource, such as clay, serpentine, major growth drivers in 2019 were agriculture (crop
asbestos, amethyst, gold and graphite. Moreover, production); information and communication;
the State has natural and historic endowments with (telecommunications); trade; public administration;
which to create and support a virile tourism and and professional, scientific, and technical services.
agriculture-based manufacturing.
Kaduna has an Inland Dry Port, trademarked as the Figure 1: Graphical Representation of
first of its kind in Nigeria. This port receives
containers both by rail and by road from the seaport
the State’s nominal GDP year-on-year
for examination and clearance by Customs and other from 2016 – 2018.
competent authorities. The port has all the loading
and off-loading equipment needed to handle
containers as obtainable at the seaports.
Undoubtedly, the Inland Dry Port has the potential of
increasing economic activities, improving revenue
generation capacity and, most importantly, providing
job opportunities for residents of the State.

Source: KDBS.

4
Social Structure years, there was strong evidence of linkages
Education is key to nation building. Therefore, between the SDP, SIPs, and State annual budgets.
investment in human capital development brings about The SDP and other policy documents, such as the
accelerated growth and development. The SIPs, MTEF and the annual budgets, are all
importance of education to socio-economic available online at www.pbc.kadgov.ng. The SDP
development motivated the current administration to 2016 – 2020 focused on four areas, which includes
give high priority to the sector. According to the economic development, social welfare, security and
2017/2018 Annual School Census Survey, there justice, and governance.
were 4,197 public pre-primary and primary schools,
419 public junior secondary schools and 354 public Economic Development
senior secondary schools. The report further The plan was developed to make Kaduna the most
showed evidence of 21 science and technical preferred destination for business investment and
secondary schools, 1,892 private primary and the food basket for Northern Nigeria, achieving
secondary schools and 10 tertiary institutions. These strong and inclusive economic growth that creates
institutions provided ample educational access to wealth for all.6
Kaduna State citizens (see Figure 2). In the agricultural sector, the Government ended the
Figure 2: Categorization of Schools in annual fertilizer procurement and distribution
irregularities by making unsubsidized yet affordable
Kaduna State
fertilizer available to farmers all year round. The
Government also completed aggregation centres for
farm produce in Giwa and Lere, and rehabilitated
irrigation schemes across the State, including 30
boreholes in Laduga-Kachia, Damau-Kubau,
Kagarko, Gayam- Birnin Gwari; 2 newly constructed
dams in Hunkuyi and Kufena to address the problem
of over-dependence on rain for farming. As a result,
crop production recorded the highest yields in recent
years with growth rate of 11.12 per cent in 2017
Source: KDBS. compared to 11.05 per cent in 2016.7 Livestock
recorded a growth rate of 4.34 per cent in 2017
Similarly, and according to the 2017- 2019 Health
compared to 8.16 per cent in 2016. The deceleration
Sector Implementation Plan (SIP), healthcare
in the growth rate of livestock also affected fishing,
service delivery in Kaduna State was powered by
which recorded 11.35 per cent in 2017 as against
1,154 healthcare facilities providing various levels of
25.63 per cent in 2016. The State further
healthcare services. More than 50 per cent of the
implemented a state-wide geographic information
State’s population had access to primary healthcare,
service based farmer registration programme, which
indicating that sufficient coverage remains an
was a priority agenda for social benefits; facilitated
important goal to achieve. The State health sector
access of agri-business soft loans by farmers through
goal seeks to ensure that all citizens have quick and
Nigeria Incentive-based Risk Sharing System for
easy access to improved and affordable curative,
Agricultural Lending (NIRSAL), Anchor Borrowers’
preventive, and rehabilitative health services.
Scheme and other intervention programmes in which
Performance Overview of 2016-2020 SDP three crops (maize, rice and ginger) were targeted
with seven off-takers identified and engaged, and
This section seeks to assess the implementation of N3.3 billion disbursed to 12,000 beneficiary farmers
the Kaduna State Development Plan (SDP) 2016 - in 2016. At present, the Government is making a
2020, highlighting the key achievements and significant investment in infrastructure, especially
challenges in its implementation. In the last four
5
roads, to upgrade the urban centres and open the State rehabilitated 255 PHCs, 23 rural general
rural areas with a view to improving business hospitals and signed a contract with General Electric
environment for socio economic growth. (GE), worth N1.59 billion, for the procurement of
Manufacturing is the main activity sustaining the hospital equipment. To bridge the gap of
industrial sector in terms of contribution to the total professional deficit, the State employed additional
GDP. Hence, in 2018, the manufacturing subsector 1,245 doctors, nurses, midwives, and trained birth
contributed 8.93 per cent to the State’s nominal attendants in addition to 190 medical students
GDP.8 To revamp the sector, the State Government recruited for training programmes. With the support
successfully organized four Economic and of its development partners – in particular, the Bill
Investment Summits that attracted more than US$2 and Melinda Gates Foundation, UNICEF, and
billion foreign and domestic investments into the Dangote Foundation, as well as some private
State. The investments came from Olam Group, healthcare facilities – Routine Immunization (RI) was
Tomato Jos, GmbH, and several others. improved upon. This led to 3.82 per cent increase in
RI (from 1,099 in 2015 to 1,141 in 2017). The system
On rural electrification, substantial progress was
administered 1.3 million doses of Vitamin A and 946
made to enhance electricity distribution through the
deworming tablets to children below 5 years. Free
procurement and installation of transformers in both
medical care was administered to the elderly (from
rural, hard-to-reach and urban areas. This was aimed
70 years) and cash subsidy was approved by the
at creating an enabling business environment in the
State Executive Council for treatment of
State.
hypertension and diabetes. Civil Society
The present administration has completed the long- organizations have also contributed immensely to
awaited Zaria Water Expansion Project, which now the growth of the State health sector.
supplies potable water to Zaria and seven other
Focusing on the position of education in the State, a
LGAs.
baseline survey was conducted to ascertain the true
These giant strides boosted the State’s profile in the situation of the education sector. The outcome of that
World Bank’s ranking of Ease-of-Doing business in survey showed wanton decadence in physical
Nigeria, bringing it forward from the 21st position in infrastructure, inadequate teaching materials and
2017 to clinch the 1st position in 2018. declining teacher quality. These prompted the
declaration of a State of Emergency in the sector in
Social Welfare September 2015 following which several actions
To ensure that all citizens in the State have access were taken to revamp the system. For example, free
to quality and affordable healthcare and education, basic education was introduced in public schools
the State Government had set out modalities to from Primary 1-6 and Junior Secondary School (1–
address challenges hindering service delivery. The 3). Collection of Parent Teachers Association (PTA)
health sector for instance, was underfunded and levies by headmasters and principals was prohibited,
suffered infrastructural and professional deficit, thus thus saving parents about N3 billion per annum. This
leading to deficient service delivery. Hence, the was followed by the introduction of free primary
paltry allocation of N6.11 billion for the health sector school feeding programme to mitigate malnutrition.
in 2014 was built up to N23.4 billion in the 2019 This policy created 13,672 direct jobs for food
budgetary allocation, an equivalent of 282.9% per vendors and increased enrolment in public primary
cent increase. This increased funding has schools from 1.1m in July 2015 to 2.1m pupils by
strengthened the capacities of the Primary September 2016. To improve “teacher quality” in
Healthcare Centres (PHCs) and General Hospitals in public primary schools, an aptitude test was
the State. It also helped to ensure the conducted to ascertain the quality of teachers. This
implementation of the Primary Healthcare Under- led to the disengagement of over 21,000 teachers
One-Roof (PHCUOR) policy. Consequently, the

6
who failed the test and their replacement with 25,000 pensioners/retirees in the State and institutionalized
qualified instructors. a coordinated social protection system to cater
effectively for the poor and vulnerable.
Furthermore, and to improve the Teacher–Pupil ratio
of 1:30; 2,500 qualified professional teachers of
English Language, Mathematics, Science, and
Information Communication Technology (ICT) were
recruited into the secondary schools. To enhance Security and Justice
professionalism and capacity, different teacher One of the declarations in the Kaduna State
training programmes were also initiated. For Development Plan 2016-2020 was “Kaduna will turn
effective regulation of schools, the Private Schools the tide on public perception of insecurity in the
Board, Educational Resource Centre and Quality North, becoming a place where every citizen can live
Assurance Board were merged to create the Schools and move freely without harm.” Therefore, in pursuit
Quality Assurance Authority. To address the of making Kaduna a secure state, the state
challenge of infrastructural decay, 230 Basic Literacy government made huge investments to support
and 115 Post-Literacy Centres were opened. The federal security agencies with logistics and
State scholarship scheme was overhauled to focus equipment. Government made commendable efforts
on science, technology, and relevant postgraduate to train Operation Yaki operatives on effective
education to enable Kaduna State citizens compete deployment of surveillance drones and GSM call
nationally and globally. Over 10,000 students have monitoring equipment. CCTV system was procured
benefitted from the scheme since its inception in and deployed to enhance surveillance in Kaduna
2016. metropolis, which has reduced the stressful
To ensure the realization, harnessing, response time of the agents. Over 2,550 traffic
encouragement of full potential in youth and women, marshals were recruited into the Kaduna State
the state government developed and implemented Traffic Law Enforcement Agency (KASTLEA) to
relevant policies and programmes. The Kashim improve safety on our roads.
Ibrahim Fellowship training programme was initiated Effectively, therefore, Government has successfully
in 2018 to provide opportunity for youth and attract contained ethno-religious crises through appropriate
their interest in governance and developmental and proactive responses and vigorous law
policies. Government promoted and encouraged enforcement. The establishment of Kaduna State
sporting activities in schools, including conducting Peace Commission in 2016 has played a key role in
the Kaduna State Cricket Championship for primary the State’s diverse communities. To improve the
schools. efficient administration and dispensation of justice,
In furtherance of gender inclusion in governance, 40 government established the Law Review Committee.
per cent of political appointments in the State went Its mandate was to harmonize, realign, re-evaluate,
to women in accordance with the United Nation’s and propose new laws free of contradictions and
affirmative action policy for women’s participation in duplication as well as to repeal obsolete laws.
governance. In addition, women constitute 35.6 per Governance
cent of the State’s civil service. In 2016, the gender Kaduna will set the standard for transparent
and social inclusion policy was approved by the decision making, citizen involvement, and a
State Executive Council and a law in that respect competent and responsive public service (SDP
was enacted in 2018. The Pension Reform Law in 2016 -2020).
2017 was also enacted to cater for senior citizens at
retirement. The inherited arrears of N15bn gratuity In keeping with the above declaration of its
and death benefits were also cleared. Government approach to governance, the State Government
extended the N30, 000 minimum wage policy to overhauled the governance system by restructuring

7
and realigning Ministries, Departments and approach has prioritized capital expenditure which
Agencies (MDAs). Between 2015 and 2018, has the most impact on citizens.
government reduced the number of ministries from
The Public Service Revitalization and Renewal
19 to 14 and redefined mandates with clear
Project was introduced to invigorate, renew and
reporting lines. In the second quarter of 2019, five
inject professionals with requisite qualifications to
Policy Councils were created to ensure that
address the challenges of inadequate capacity in
government function in a more coordinated and
the Public Service of the State. In 2015, a state-
effective manner. This was meant to overcome
wide staff audit was conducted which resulted in
operational vices that have hampered collaboration,
the identification, removal and termination of ghost
information and experience sharing among
workers and redundant staff.
government agencies.
A Tax Codification Law was enacted in 2016 Local Government Administration
along with the establishment the Kaduna State In recent times, the Local Governments Area
Internal Revenue Service (KADIRS). Since then, Councils, as the third tier of government, have
KADIRS has the sole responsibility of collecting found it increasingly difficult to achieve their
revenue for and on behalf of the State. This policy constitutional mandates. This was caused partly by
has helped in eliminating revenue leakages, inadequate financial, human resource and
thereby increasing internal revenue generation in Executive capacity. They could not develop
the State from N11.9 billion in 2015 to N 44.9 appropriate plans and budgets and implement
billion in 2019. them effectively. Inefficiency in public financial
management, over-bloated workforce, as
Furthermore, in 2017, the State subscribed to the
characterized by ghost workers, and non-eXistent of
Open Government Partnership (OGP), a policy
monitoring and evaluation mechanism were
that led to the institutionalization of Citizen rampant. Consequently, the SDP (2016 - 2020)
Engagement in Governance. This is evident in the designed several programmes to rescue theLGA
conduct of community town hall meetings held administration and help them thrive. In the
across the 23 Local Governments as prescribed by implementation of this Plan, the following
the Fiscal Responsibility Law 2016. The Eyes and programmes were executed:
Ears Project, which is an engagement platform,
was created to give citizens the opportunity to • A self-assessment in four thematic areas
monitor and provide feedback to government on (PFM, PSM, M&E, and PS) was conducted
project and programme implementation in their to determine their respective base- lines.
localities. This laid down the foundation for
In order to reduce cost of governance and entrench repositioning the LG administration in the
financial discipline, several laws were enacted and State.
• The 2017 Local Government Law was
implemented. Some of them are the Fiscal
revised in line with the findings and
Responsibility Law 2016; the Public Finance
recommendations of the Self-Assessment
(Management and Control) Law 2016; the Kaduna
Report. The law provided legal framework
State Public Procurement Law 2016; the Kaduna
for the re-structuring of local government
State Audit Law 2018 (as amended) and the
administration. A Local Government Planning
implementation of the Treasury Single Account
and Budget Manual was developed to guide
(TSA). All these were aimed at strengthening fiscal subsequent preparation of development
sustainability. A budget adjustment mechanism plans and budgets at the LG level.
was adopted, which prescribed a minimum of • A citizen participation platform using
60:40 capital to recurrent budget ratio. This Community Development Charter (CDC)
was introduced. This was built into the LG

8
budgeting process as a result of which town
hall meetings were held for transparency
and accountability.
• Development of Local Government
Development Plans to provide policy
direction and economic growth and
development at this critical level of
government.
• Establishment of an Economic Planning
Board (EPB) to strengthen the governance
processes between the State and LGAs.
• Introduction of the Local Government Fiscal
Transparency, Accountability and
Sustainability (LFTAS). This is an accoun-
tability and transparency mechanism
designed to strengthen fiscal performance
and sustainability. It will further improve
intergovernmental fiscal coordination and
service delivery by supporting good practice at
the LG level.
• Reconstitution of key Statutory Commit-
tees: Revenue Committee, Planning Com-
mittee, Procurement Committee, and
Finance and General-Purpose Committee to
provide technical guide for informed
decision-making.
• Strengthening of the capacity of LG staff to
improve efficiency in discharging their official
responsibilities.
• Timely passage of LG budgets for improved
budget implementation.

9
SETTING THE FOUNDATION

Infrastructure Masterplan

10
Industrial Plan

11

State Development Plan 2016-2020:


Starting point.

12

Transition to a
Knowledge-
Based Economy

13

Digital Economy

14

Digital Economy

15

Agriculture Value-Chain

16

Agriculture Value-Chain

17

Kaduna State and Ranching

18

MSMEs – Enterprise Development

19

Mining Industry

20
Textile Industry

21

Auto Industry

22

Industrial Zones

23

Infrastructure – KBE Enablers

24
• Strategic Framework
• Transparency: Timely and proactive
This chapter discusses the strategic framework of disclosure of information in a usable
the Plan in terms of the vision, priorities and core format for interested stakeholders. This
values while implementing it. This have been includes promotion of accessibility to
established against the need to sustain and expand relevant information which can easily be
the achievements recorded in four priority areas in retrieved and useable by stakeholder.
• Accountability: Provision of an outlet for
the last five years.
timely and comprehensive response to
In the State’s drive to “Make Kaduna Great Again” stakeholder’s request and justification of
with this revised Development Plan, emphasis will be Government decision.
on expanding and building of basic infrastructure • Inclusiveness: Participation and
through the State Urban Renewal Project. consultation of stakeholders throughout
the life cycle of the Plan.
Vision • Effectiveness: Timely accomplishment of
To build a pathway for the transformation of Kaduna Plan objectives in line with result
State into a digital economy that sustains growth and framework. Sustainability: Putting in place
mechanisms to ensure continuity of
development and improves the quality of life of all
programme, projects and policies
citizens. This vision manifests itself in a new Kaduna
contained in the Plan.
State that is self-sufficient, a digital economic hub
and a dynamic national actor. It reflects the desire of Priority of the Plan
Government and the People of Kaduna State to While consolidating on the achievements recorded
mitigate the developmental challenges and in the implementation of the SDP 2016 -2020, the
constraints that have stalled progress for too long. SDP 2021 will focus on five major areas, namely,
economic development, infrastructural
Mission development, social development, security, law
The mission of the State is in line with its key and justice, and governance.
priorities and are as follows: To create skills,
opportunities and jobs using technology, where all Economic Development
citizens would have access to quality education and This aims at sustaining productivity and
healthcare, live and move freely without fear of harm, diversification of the economy, and reduction of
while running a transparent and accountable poverty and unemployment. It will improve
governance with highly motivated and efficient civil livelihood of citizens and grow the State economy
service. while building closer integration with national and
regional value chains. This is in line with State
Core Values Economic Development Plan 2020 – 2023,
The core values of Government that will drive the Kaduna Industrial Plan 2019, Nigeria Economic
implementation of this Plan are: Sustainability Plan 2020, and the SDGs.
• Efficiency: Minimization and use of limited
resources and a vibrant workforce in the Infrastructure Development
implementation of the Plan. This involves continuous investment to expand
and rebuild State infrastructure. It will accelerate
economic growth in line with the Kaduna State
Infrastructure Master Plan 2018 - 2050, Industrial
Master Plan 2019, National Integrated
Infrastructure Master Plan and Goal 9 of the
SDGs.

25
Social Development Policy Councils
This seeks to achieve the State’s desire to reduce Five Policy Councils were established to
inequality while promoting gender equality and strengthen coordination, information, and
eradicating poverty. It will reduce infant mortality experience-sharing across various sectors. The
and improve the health of women. It will also cause five Councils are Human Capital Development,
empowerment and social inclusion and increase in Economic Development, Infrastructural
literacy and access to quality healthcare. This will Development, Institutional Development, and
be in line with the Kaduna State Gender and Social Procurement Monitoring. However, the
Inclusion Policy 2018, Kaduna State Social Procurement Monitoring pillar will feature across
Protection Policy 2020, the National Social all other pillars to ensure value for money and
Protection Policy, and Goal 5 of the SDGs. accountability. The Policy Councils are the major
drivers in the implementation of each of the
The education subsector, which is a key
development pillar.
component of social development, seeks to
improve the quality of teaching and learning Human Capital Development Council
outcomes. It will ensure increase in access, This Council will:
retention and completion rate at all levels for all
males, females and people with special • Focus on building human capital in
needs/disabilities. It will ensure adequate Kaduna State to cover education, health,
infrastructure at all levels and improve the social development, nutrition, and skills
among others.
Education Information Management System
• Provide direction and coordinate activities
(EIMS). This is in line with Goal 4 of the SDGs.
of all MDAs in the State in the spheres of
The health subsector will focus on strengthening human capital and social development.
the health system to deliver essential healthcare • Monitor and supervise the provision of
services. It will improve protection for health quality healthcare and education in all
ramifications and remove all hurdles
emergencies and risks. It will cause an upgrade
militating against the achievement of this
and increase the number of health infrastructure at
objective.
all levels and enhance healthcare financial risk • Ensure adequate provision and
protection. This is in line with Goal 3 of the SDGs. monitoring of human resources to
guarantee quality of service for health and
Security, Law and Justice education sectors of the State.
This entails redesigning and improving security • Coordinate the mandates of all human
strategies for the protection of lives and property of capital development-related MDAs
people. It includes improving the security towards a holistic approach for improving
preventive measure, justice system, and human capital in Kaduna State.
maintenance of law and order. This is in line with • Interface with all implementing MDAs and
Goal 16 of the SDGs. follow up regularly to ensure that all
bottlenecks towards quality service
Governance delivery are removed.
It requires continuous upgrade of governance • Take all necessary steps to ensure that all
institutions and systems. This is necessary to meet monitoring and delivery parameters are
up with emerging innovative and technological fully designed and implemented.
trends. It will involve improving service delivery at • Follow up and ensure the implementation
all levels in line with the SDGs. of all decisions from the State Executive
development.

26
Figure 3: The Development Pillar

Economic Development Council • Take all necessary steps to ensure that all
This Council will: monitoring and delivery parameters are
fully designed and implemented.
• Take steps and policy decisions towards • Follow up and ensure the implementation
growing the economic base of Kaduna of all decisions from the State Executive
State by attracting investments, boosting Council and other decisions as approved
revenues, and promoting job creation. by the Governor.
• Remove all constraints to inclusive • Ensure that proper frameworks exist for
economic growth and ensuring the State community engagement to enhance
remains at the top of all indicators on the sustainability of government projects and
Ease of Doing Business index. programmes on economic development.
• Support and improve domestic and foreign
investment and expanding and mobilizing
revenues across all Local Governments in Infrastructural Development Council
the State. This Council will:
• Work closely with internal and external
stakeholders to continue the improvement • Focus on reducing the physical infra-
of the business environment. structural deficit in all parts of Kaduna
• Expand and support the growth of local State and across the 23 LGAs Council and
businesses and link the people of the State other decisions as approved by the
to job opportunities. Governor.
• Coordinate all mandates of the economic • Ensure that proper frameworks exist for
and investment-related MDAs towards a community engagement, to enhance
holistic approach for improving economic sustainability of government projects and
growth in Kaduna State. programs.
• Interface with all implementing MDAs and • Ensure Kaduna State meets planned
follow up regularly to ensure all bottlenecks infra- structure expansion quality and
towards service delivery are removed. timelines.
• Ensure quality completion of all

27
ongoing infrastructure projects and that • Coordinate the mandates of all
new projects across all sectors meet institutional development-related
firm criteria. MDAs towards ensuring a holistic
• Provide coordinated advice to approach for institutional development
Government on infrastructure matters. in Kaduna State.
• Coordinate all mandates of the • Interface with all implementing MDAs
infrastructure- related MDAs to ensure and follow-up regularly to ensure that
wholesale provision of infrastructure in all bottlenecks towards service delivery
Kaduna State. are removed.
• Interface with all implementing MDAs • Ensure that all necessary monitoring
and follow-up regularly to ensure all and delivery parameters are fully
bottlenecks towards service delivery designed and implemented.
are removed. • Follow-up and ensure the
• Ensure necessary monitoring and implementation of all decisions from
delivery parameters are fully designed the State Executive Council and other
and implemented. decisions, as approved by the
• Follow-up and ensure implementation Governor.
of all decisions from the State • Ensure that proper frameworks exist
Executive Council and other decisions for community engagement to enhance
as approved by the Governor. the sustainability of government
• Ensure that proper frameworks exist projects and programmes on human
for community engagement that development.
enhances the sustainability of
government projects and programmes
on infrastructure development. Procurement Monitoring Council
This council is embedded in four of the pillars, as
earlier indicated. This Council:
Institutional Development Council
This Council will: • Ensures proper and effective procurement
practices are observed across all sectors,
• Strengthen the capacity and capability including donor-funded and debt-financed
of the State Public Service. projects in Kaduna State.
• Coordinate critical institutional reforms • Is responsible for issuing a “no objections”
that advance the governance agenda notice for amounts beyond a threshold of
of the State. N100m, or such other thresholds as set in
• Monitor and highlight institutional the guidelines approved by the State
overlaps to ensure that the institutional Executive Council from time to time.
architecture of Government is effective
at delivering public goods.
• Ensure the recruitment, training,
assessment, discipline and continuous
verification of the human resources in
the State.
• Ensure that MDAs are working in line
with their mandates and the public
service rules, and that all public
officials deliver on their Terms of
Reference.
• Ensure that all decisions of
Government regarding institutional
development are adhered to.
28

Table 1: Development Pillars – Policy Councils Allignment

25

PART 2

SECTORS BRIEF

30
Agriculture

Several government initiatives have facilitated • Insecurity in some LGAs which disrupt
increased farmer productivity and adoption of agricultural activities.12
improved technologies. The formation of farmer
cooperatives across various agricultural value Objectives of the Sectors
chains have facilitated investment and credit flows The main objective is to stimulate growth through
in the sector. The State is improving infrastructure, demand-driven approaches and facilitation of
especially by creating rural access and storage access to credit and technology. This is intendedto
facilities, and has significantly aided the optimize yield and quality of crop and livestock
productivity of crops and livestock.10 Therefore, products. It will enable farmers to compete
the activities of Kaduna State Investment favourably with peers across the continent. Focus
Promotion Agency (KADIPA) has strengthened the will be placed on yield quality through proper post-
demand for commodities and guarantees farmer’s harvest handling. Adequate handling facilities are
market. critical to attracting increased number of agro-based
companies operating in the State.
Kaduna State is now a leading producer of maize,
soybeans, sorghum, rice, vegetables, cotton, Specific objectives of the sector are to:
ginger, dairy, and poultry products. It is also
• Improve agricultural productivity, gene-
positioned to key into cashew nuts, shea-butter,
rate employment in the sector and transit
and sesame seeds. The sector’s GDP contribution
significant proportion of farmers from
in 2018 was 37.04 per cent to the State’s total
subsistence farming to commercial
GDP. And is expected to contribute more during
agriculture.
this Plan period given the abundant human and
material resources available in the State.11 The • Revitalize the rural economy and
new Inland Container Depot and the African promote agricultural investment to
Continental Free Trade Agreement not only make ensure food security.
the agricultural sector exciting, but they also offer
• Improve storage and refrigeration
unlimited opportunities for growth to meet both
facilities for key crops (e.g., grain silos,
local and international markets.
dairy, vegetables’ cold chain equipment
and development of meat value chain).
Sector Challenges
• Attract private sector investment in agro-
Despite the achievements recorded, there are
processing, agricultural inputs production
several challenges that require attention to
accelerate the sector’s contribution to the State’s and services (mechanization, extension,
economy. These include: aggregation, credits flow) on crops where
the State has competitive advantages
• Overdependence on rain-fed agriculture. (e.g., meat processing, dairy processing,
tomato paste production, vegetable oils
• Inadequate extension services agents.
milling, feed and flour milling, poultry
• Unstable prices of agricultural products. products and ginger-based products).
• Poor storage facilities for perishable • Provide necessary infrastructure and
products. improve capacity in research and
development in academic institutions,
while establishing a handshake with
agro- allied industries.13

31
• Promote the safety, quality, and value preparation, combine harvesters, green
addition of livestock products for public houses, planters, etc.).
health as well as access to domestic and
• Promote animal health, pest, and disease
international trade
control.
• Improve in the general wellbeing of rural
Key Sector Priorities communities through extension support for
improve yield.
Specific objectives of the sector are to:
• Promote commercial investment in
• Leverage on agriculture to reduce agriculture and linking farmers to off take
poverty, food insecurity and youth arrangements.
unemployment.
• Promote gender activities and minimize
• Achieve significant increase in yield of exclusions of vulnerable groups.
major crops and livestock through access
to, and adoption of, improved technologies • Facilitate relevant linkages of agricultural
in the agriculture sector. This will aid our raw material to our industries to support
farmers to compete favourably with peers productivity.
in leading developing countries. • Establish agro-processing centres and
• Facilitate the inflow of investments and storage facilities across the State.
credits to the agricultural sector. • Strengthen collaborations with security
• Strengthen Public Private Partnership. establishments in the State to curb
insecurity around farming areas.
• Improve rural infrastructure such as
access roads, drying sheds, warehouses, • Implement Kaduna State Industrial Plan
cleaning and grading. 2019.

• Strengthen the capacity of smallholder • Upgrade and expand irrigation facilities


farmers to reduce post-harvest losses and across the State.
achieve better quality of produce. • Strengthen collaboration in Research and
• Minimize the impact of climate change to Development (R&D) between the sector
agricultural productivity by leveraging and academic institutions.
adaptive and mitigating strategies.
Expected Outcomes
Broad Strategies The implementation of these broad strategies
To ensure the sector increase its contribution to the would deliver the following sector outcomes in line
State GDP, key strategies for achieving the said with sector objectives:
objectives are to: • Increase number of youths engaged in
• Improve agricultural land productivity and agriculture to address the challenges of
production systems. ageing farmers, youth unemployment and
limited technology adoption.
• Make better utilization of rangeland,
grazing reserves and harmonious • Increase the yield per hectare on major
relationship between crop and livestock crops above national average.
farmers in the State. • Strengthen farmer groups for better
• Adopt improved technologies (land access to credit and market in out-grower

32
off-taker programmes on priority crops.
• Increase the State’s internally generated
revenue (IGR) through an improved and
efficient agricultural storage, market
linkages and improved agricultural
exports.
• Strengthen monitoring and effective
control of pest and diseases of crops and
animals.
• Increase availability of R&D output for
farmer’s consumption.

33
Result Framework
This table shows the anticipated outcome if the expected objectives are achieved.
Baseline (2015) Annual Targets
Sector Outcome KPI of
Objective Deliverable Outcome 2021 2022 2023 2024 2025
Maize Yield 2.5 5.5 5.7 6.0 6.2 6.5
(mt/ha)
Soyabean 0.9 2.5 2.5 2.7 2.8 3.0
Increased yield Yield (mt/ha)
of major crops in Sorghum Yield 2.5 3.0 3.0 3.2 3.5 3.5
metric tons per (mt/ha)
hectare (maize, Ginger Yield 3.84 10.0 10.0 10.2 10.5 12.5
Soya beans, (mt/ha)
sorghum, ginger, Rice Yield 2.5 4.5 4.5 5.0 5.0 5.5
rice, and (mt/ha)
groundnut) Groundnut 0.7 2.5 2.5 2.5 2.7 3.0
Yield (mt/ha)
Acha Yield 0.5 0.6 0.6 0.8 1.0 1.0
(mt/ha)
Millet Yield 1.5 2.0 2.0 2.0 2.2 2.2
(mt/ha)
Achieve Increased Number of 50,000 80,000 120,000 150,000 150,000 200,000
increases in capacity and Youths and
crop yields adoption of good Women that
and ensure agricultural embrace good
the wellbeing practices among agricultural
of youths and practices
subsistence women
farmers in Increased Proportion of 36.69 42.0 43.0 45.0 45.5 46.0
Kaduna productivity of Kaduna GDP
State agricultural from
produce agriculture (%)
Farmers have % of Farmers 10.0 25.0 30.0 32.0 35.0 37.0
information and adopting new,
adopt proven tested and
technology to proven
agricultural technology
practices
Weather Station Number of 0 2 1 1 1 1
established and weather station
maintained at all established
the 4 zones of and
the State and maintained
State head
quarter
GAP certification Number of 0 5 5 5 6 6
for all agricultural farm produce
produce that obtain
GAP
Increase in certification
crop
Functional Proportion of 10 15 15 17 20 20
production
engineering registered
and animal
services farmers that
storage
available to have access to
farmers functional
engineering
services (%)
Increased Livestock 6.69 10 12 15 17 20
production and production
yield of livestock growth rate in
the State (%)
Increased Proportion of 0.5 1.0 1.0 2.0 2.5 2.5
support and registered
encouragements farmers
for farmers supported with
finance and
insurance
subsidy (%)

34
Increase Rehabilitation of Complete 2 1 1 1 1 1
production of State Grazing Number of
crops, reserves Grazing
livestock, reserves
and fisheries rehabilitated
Re-trace and Kilometres of 500 500 550 550 600 600
demarcation of Cattle routes
the State cattle re-traced and
Routes demarcated
Increased Fisheries 5 7 7 10 12 15
production and production
yield of fisheries growth rate in
the State (%)
Increased in the Proportional 10 15 20 20 25 25
proportion of Bee increase in
keeping farmers honey
in the State production in
the State (%)
Promote the Food Inspection Food handlers Number of
safety, quality are practicing PPEs,
and value hygiene establishment of
addition of practice best sanitary and
livestock practices hygiene tools in
products for processing and
public health marketing
as well as outlets
access to
domestic and
international
trade
Establishment of All livestock Number of
a disease-free are reared in zones or LGA is
zone in Kaduna the zone are free from
State vaccinated and zoonotic
free from disease
zoonotic
diseases and
contaminants
while livestock
products are
safe for human
consumption
Livestock control Increase Reduction in
post surveillance outbreaks of
and monitoring diseases due to
of zoonotic transboundary
diseases in migration
Kaduna State
Hygienic meat Increase the Number of
handling and safe handling, sensitizations
transportation processing, on hygiene
and marketing practices by
livestock business
products for operators,
human abattoirs, and
consumption slaughterhouses
Standardization All livestock Number of
of packaging, products livestock
labelling and processed, products using
storage of raw manufactured, approved
and ready-to eat and sold in packaging and
livestock Kaduna State labelling
products have the
agreed label,
package and
storage
conditions
Data Source: KDBS, MoA

35
Business, Innovation and Technology

One of the fundamental restructurings that has Sector Challenges


taken place in government was the restructuring of To ensure better sector contribution to the State’s
the former Ministry of Industry, Commerce and GDP, the following challenges needs to be
Tourism into the Ministry of Business, Innovation addressed:
and Technology. This new Ministry has therefore
taken over the science and technology mandate of • Poor business ecosystem in terms of
the former Ministry of Education, Science and products/service standardization, access
Technology. This is an innovative way to to finance, and low market comparative
advantage.
reinvigorate industry, commerce and tourism using
• Lack of functional and enabling
modern technology in a sustainable manner. The
environment for research, innovation, and
restructuring involves revitalizing the sector to technology development.
provide a robust and all-inclusive business, • Limited infrastructure and high cost of
industrial management, technology, and deployment.
investment promotion.14 It will go far in • Limited human resource capacity.
consolidating the achievements of the last five • Inadequate investment/sector funding for
years and help restore its former industrial glory. It development.
will also attempt to create abundant economic
opportunities through modern technology. Objectives of the Sector
Broadly stated, the sectoral objectives are aligned
The State Government is determined to reposition with the with Kaduna State Industrial Plan, to
the economy by making it private sector driven. To develop a digital economy framework to promote
do this, it will provide sufficient incentives and a investment and private sector participation. It will
friendly business environment to sustain economic also facilitate easier access to finance for small
growth. Therefore, Government is working towards and medium enterprises.16 In effect, the sector is
strengthening the Public Private Partnership expected to:
Framework as a strategy to attract more investors.
• Execute policy formulation and
Investment in infrastructure for energy production, coordination of business, innovation, and
transport and telecommunications would spur technology matters.
linkages between agriculture and manufacturing. • Coordinate the development of skills,
Government will, therefore, focus on the business, trade, and manufacturing in the
development of vocational education as a State.
prerequisite for the sector’s development. The • Collaborate with polytechnics, universities
technical support would include upgrading and research institutions to promote,
incubate, and commercialize innovation.
Community Skills Development Centers
• Ensure inter-governmental cooperation
(COSDECs). It will create a science-based
on development of business, innovation,
industrial sector with links between industry, and technology in the State.
research institutions and financial actors.15 These • Encourage the development of digital
would greatly impact on the State GDP. ecosystem in the State.
• Provide and improve businesses,
industrial and technology parks, ICT, and
innovation incubators in the State.
• Enhance, facilitate, and coordinate the
development of science and technology,
ICT, and research.

36
for the development and promotion of
• Promote and regulate tourism in the State. the tourism sector.
• Increase management and technical • Develop a digital economy.
capacity in sector players and inject • Strengthen capacity for business and
qualified and active human resource industrial development.
capital. • Strengthen investment drive in the
• Facilitate and promote the aggregate State.
productivity of Businesses in the State. • Improved synergy with academic
• Promote the capacity of Kaduna State to institutions on R&D.
lead in the emerging Smart industries
(innovation and technology development).
Expected Outcomes
Key Sector Priorities • Expanded and standardized markets.
• Achieve complete digitization of the • Increased sector contribution to the
Business Premises Registration Process State GDP.
for Ease of Doing Business (EoDB) in • Functional and viable digital economy.
Kaduna State. • Improved job opportunities.
• Operationalize the MSME Sustainability • Improved ease of doing business index.
and Support Strategy for MSME Finance, • Improved functionality of technical and
Market, and capacity building accessibility vocational training centers across the
(including the establishment of clusters 23 LGAs.
and industrial hubs, and the establishment • A robust and active private-sector-
of Business Clinics to provide advisory driven tourism subsector.
services to MSMEs). • Improved and functional environment for
• Operationalization of the State TVET research, innovation, and technology
Strategy for a holistic approach to Skills development.
development and jobs delivery.
• Develop a Digital Economy Framework
(including a launch of the Smart City
Programme, and modalities for e-
commerce in the State).
• Operationalize the Kaduna Innovation
Management Framework.
• Develop the State Policy and Action
Plan on Tourism Development.
• Facilitate the adoption of a whole-of-
Government approach to ICT
development and deployment.
• Rigorous promotion of Private sector
investment and private sector
participation in developing the
business, technology, and tourism
landscape of the State.

Broad Strategies
• Improve business regulatory
environment (e.g., laws and
regulations).
• Establish Public Private Partnerships

37
Result Framework
Table showing the anticipated outcomes if the objectives are achieved.

4.5 Table showing the anticipated outcomes if the objectives are achieved.
Outcomes Outcome Baseline Targets
Indicators
2019 2021 2022 2023 2024 2025
Increased sectoral Sector’s 10.74 12% 15% 18% 22% 24%
share of GDP contribution to
GDP (%)

38
Developed Number of 5000 10,000 20,000 40,000 60,000 80,000
digital peopletrained in
economy e-commerce
skills.

Number of e- 10 20 30 40 50
commerce
businesses
registered
8 12 18 25 30
5 MDAs
Digitization of
government
operations
Improved job % of newly N/A
opportunities employed by
SMEs

Raised ease of Ease of 10 20% 30% 50% 70% 90%


doing business doing
index(rephrase) business
index
% share of the 2 3% 5% 12% 20% 40%
sector intotal
employment in
the State
Number of NA
business clinics.

Number of
trained
entrepreneurs.
Number of 4 1 2 3 4 5
equipped IC
centres
Data Source: KDBS,
MBIT

39
Education

The number of public and private schools in • The disengagement of unqualified


Kaduna State as of 2018 stood at 4,802 17 a teachers and their replacement with
figure that is grossly inadequate. Considering competent ones for both primary and
the 727,764 out-of-school children18 and the secondary schools.
projected population growth of the State at 3.18
• Renovation and rehabilitation of
per cent, the number of existing schools and
schools infrastructure and provision of
classroom blocks need to be increased by over
scholarships for indigent students,
1000 to cater adequately for school-age
including those with special needs and
children.19
overachievers.
To fully operationalize the educational vision of
the State, the following reforms were carried out: Sector Challenges
While appreciable progress has been made
• Full implementation and enforcement of in eXpanding access to education in the
the Universal Basic Education Act with State, quality education delivery still
specific emphasis on tuition-free and remains a huge challenge owing to a number
compulsory basic education for every of challenges among which are:
child up to secondary school level.
• Infrastructural decay and insufficiency.
• Expansion of educational opportunities • Inefficiency in data management
for the vulnerable, the hard-to-reach systems.
and the disadvantaged. • Limited number of teachers in the core
21
• Enhancement of the pay and reward and science subjects.
system for teachers, training, and
improvement of their competence. Objectives of the Sector
• Vigorous inspection and enforcement of The main objectives the sector are to:
performance standards. • Improve the quality of education at all
levels.
• Full optimization of the capacity of • Improve access to learning
existing technical and commercial opportunities for all.
colleges, expansion where necessary • EXpand and upgrade educational
and strengthening of policies and infrastructure.
regulations of private schools as well as • Ensure that education is relevant and
enforcement of compliance.20 responsive to the needs of the labour
To increase enrolment, ensure consistent market.
attendance at school and guarantee improved
nutrition for primary school pupils, a school Key Sector Priorities
feeding programme is being implemented and it The key priorities the sector will focus can be
is already leading a record enrolment increase. enumerated as follows:
Other reforms that have transformed the sector
include:

40
• Infrastructural development. efficiency (through the provision of
adequate staffing across, Quality
• Professional development. Assurance Evaluators, School Support
• Access to inclusive quality education. Officers, Social Mobilization Officers,
Education Management Information
• Accountability and transparency. System (EMIS) Officers and the
• Stakeholder engagement and resource provision of an enhanced EMIS for a
mobilization. one-stop data portal).
• Provision of adequate resourcing (by
Broad Strategies sourcing funds through Public Private
To achieve the sectoral objectives, the following Partnership, development partners and
strategies will be adopted: other corporate organizations).
• Increase coverage and equitable access
in the education sector (this will be Key Expected Outcomes
driven by the sustenance of school • Improved learning outcomes.
eXpansion policy, advocacy and • Improved quality of teaching.
sensitization, and promotion of • Increased access, retention, and
community participation). completion rates at all levels of
• Improve teacher availability and quality at all education for both male and female with
levels (through recruitment and the inclusion of all those with special
deployment policy, teacher capacity needs.
building, quality assurance evaluation • Improved educational infrastructure at
and strengthening of the monitoring and all levels.
evaluation system). •
• Ensure continued provision and
maintenanceof school infrastructure (by
periodic construction and rehabilitation Result Framework
of schools’ structures, provision of
school furniture and expansion of
existing facilities).

5.5 Result Framework


Outcomes Outcome Actual Targets
Indicators Unit of
Measure-
ment
2019 2021 2022 2023 2024 2025
Improved % of % WAEC – 40 50 60 70 80
learning candidates
outcomes who passed 27.88
with at least
5 credits,
including
English and
Mathematics
in WAEC, NECO
& BECE
% NECO – 60 75 80 85 90

48.45
% BECE - 94 96 99 100 100

92.23

• Improve management system to ensure

41
Improve Primary Ratio 1:78 1:65 1:60 1:55 1:50 1:45
quality of Qualified
Teacher: Pupil
teaching at
all levels
Ratio
Ratio 1:68 1:65 1:60 1:56 1:50 1:45
JSS
Qualified
Teacher:
Pupil
Ratio
SSS Qualified Ratio 1:29 01:29 01:29 01:29 01:29 01:29
Teacher: Pupil
Ratio
Increase Primary NER % M100/ 100/ 100/ 100/ 100/ 100/
d access
F-97 100 100 100 100 100
at all
levels for
males/
females
JSS NER % M-40/ 44/40 48/45 52/49 56/54 60/58
F-36
SSS NER % M-23/ 29/26 34/30 40/36 45/40 50/45
F-20
Primary GER % M-116/ 100/ 100/ 100/10 100/100 100/10
0 0
F-113 100 100
JSS GER % M-56/ 60/56 64/60 68/64 72/68 76/72
F-52
SSS GER % M-32/ 38/34 43/40 49/46 55/51 60/56
F-28
Enrolment of Number M -16,579/F 18237/ 20061/ 22067/ 24274/ 26701/
undergraduat
10,466 11,513 12,664 13,930 15,323 16,855
e
students
Gender Parity Ratio 0.97 1 1 1 1 1
Index (GPI)
Primary

Gender Parity Ratio 0.93 0.94 0.95 0.96 0.97 0.98


Index (GPI) JSS

42
Gender Parity Ratio 0.88 0.9 0.92 0.94 0.96 0.98
Index (GPI)
SSS
Increased Completion % M-69/F- 73/70 76/74 80/78 80/78 88/86
completio Rate (CR) 66
nrate at all Primary
levels for
males and
females.

43
Completion % M-58/F-53 62/57 66/61 70/65 74/69 78/73
Rate (CR)JSS
Completion % M-27/F-23 31/27 35/31 39/35 43/39 47/43
Rate (CR)SSS

Increased Transition Rate % 72 75 78 81


transition (TR) Primary-
rate at all 84 87
levels. JSS

Transition Rate % 47 50 53 56 59 62
(TR) JSS-SSS
Increased Number of 419 430 450 460 470 480
Schools
number of
Schools
established
JSS
Number of
Numbe 35 365 375 385 395 405
rSchools estab- 4
lished

SSS
Improved Pupil: Class- 96 80 70 65 55 45
Ratioeducational
room Ratio
infrastruc- (PCR)
ture at all
levels of
Primar
yeducation
Pupil: Class- 88: 83:1 70:1 65:1 55:1 45:1
Rati 1
oroom Ratio
(PC

R)

JSS

Pupil: Class- 41: 40:1 40:1 40:1 35:1 35:1


Rati 1
oroom Ratio
(PCR) SSS

44
Number of Number 150 seating 6 6 6 6 6
lecture theatre capacity
Or
Equivalent
Provided
annually in
the 3 tertiary
Institutions

45
% % 78 75 70 65 60 50
of classrooms
With
insufficient
seating : Pri-
mary

% % 79 70 65 60 55 50
of classrooms
With
insufficient
seating: JSS

% % 75 70 65 60 55 50
of classrooms
With
insufficient
seating: SSS

% 67 65 65 55 50 45

%of schools
without
functional
wa-ter
facilities
primary
% of 27 15 10 5 0 0

% schools
without func-
tional water
facilities JSS
%of 23 10 5 0 0 0
schools
%
without func-
tional water
facilities SSS

% of
Schools that
offer digital
Skill

46
Resources
waste burning are still rampant. The State has
The environment and natural resources sector embarked on waste management schemes that
seek to protect the environment through seek to improve sanitation, create jobs, and
facilitation, development and climate effects promote healthy living environments for the
mitigation. It will also promote sustainable populace. All these activities are in line with the
exploration and exploitation of natural resources National Environmental Policy and the SDGs 3,
in the State. This is in line with the State 11 and 14.
Environmental Policy and Goals 13, 14 and 15 of
the SDGs. Sector Challenges
Mining and mineral exploration are high-risk Despite the insecurity all over the country, the
businesses with long gestation periods. State has recorded several achievements through
Therefore, they do not attract both domestic and its Annual State-Wide Planting Project, Forest
foreign investors easily. However, even though Management Project, Urban Renewal Project and
Kaduna State has high economic potentials in Forestry Mapping by Kaduna Geographical
the mining industry, activities in the subsector Information System (KADGIS). This is in line with
are being carried out mostly by informal artisanal Nigeria’s Intended Nationally Determined
miners. Consequently, the State is moving Contribution 2015 (INDC) to the United Nations
quickly to set the pace and create a conducive Framework Convention on Climate Change
business environment for a regulated and robust (UNFCCC). Nevertheless, deforestation, land
mining industry that can attract viable public degradationand drought remain major challenges
private partnership investments. To this end, the for the State. The situation is worsening with
climate change-induced floods that ravage the
State Government established the Kaduna
State at irregular intervals, and aggravated by poor
Mining Development Company (KMDC) to
land use, watershed management practice, and
oversee its mining interests.23. Consequently,
illegal eXploitation of forest product.
KMDC has acquired mineral titles in gold,
granite, manganese ore, tin ore, nickel ore and
lithium bearing rocks. The Government has put Objectives of the Sector
all these titles through joint venture agreements
with credible local and foreign investors. The objectives of the sector are to:
• Coordinate and sensitize on environmental
This and other economic measures have protection and natural resources
impacted positively on the economy – a fact that conservation for sustainable
is not lost on the people. Indeed, the citizens’ development.
awareness that the State is one of the fast- • Formulate and enforce the State’s
growing economies in the country has led to an environ- mental protection policies,
increase in rural- urban migration. This trend has regulations, and standards for
led to waste generation and air and water sustainability.
pollution despite the establishment of the • Prevent and/or stop, any act of
Kaduna Environmental Protection Authority commission or omission, with adverse
(KEPA) to checkmate, protect and enforce laws consequences on the environment. The
to tackle increasing exposure to hazards. aim obviously is to deal generally with
Therefore, highly polluted gases and dust waste disposal/ discharge (solid, liquid,
emission from industries, vehicles and or gaseous) in the environment, and with
dangerous industrial waste, bush-burning, and any violations deemed hazardous to the
environment and the ecosystem.

47
• Conserve, manage and protect the with innovation and technological
biodiversity (flora and fauna). advancement.
• Promote sustainable exploration and • Increase and improve established
exploitation of minerals in the State. nurseries, as well as indigenous and
• Formalize and sensitize artisanal and exotic species for rehabilitation and
small- scale mining operators. restoration of degraded forests.
Innovative techniques will be used to
Key Priorities of the Sector increase forest and tree cover and
The key priorities of the sanitation sector are to: industrial plantation. Build partnership
• Increase sanitation access and and synergy on environmental matters
coverage such that the programme with all relevant stakeholders, including
which initially covered eight LGAs will be Government at all levels, international
eXtended to the remaining ones in this institutions and agencies and
Plan. communities.
• Develop reputable joint venture • Improve the integration of watershed
agreements with local and foreign management and alternative livelihood
partners to carry out the eXploration and opportunities.
eXploitation of theState’s mineral titles. • Improve access to ecological funds for
• Strengthen and collaborate with security ecological protection, natural resource
institutions to provide an enabling conservation and mining subsector for
environment for the State JVs to operate. proper evaluation and monitoring of
• Continue public enlightenment campaigns projects.
on the various environmental policies of
Government. sensitization and creation
of awareness among communities to
Broad Strategies
• Integrated solid waste management for
facilitate the full implementation of the
solid waste reduction. This includes the
law to conserve natural resources in the
“4 R’s”, i.e., reduce, recover, reuse and
State.
recycle. Ensure compliance with the
• Develop and implement a state policy to
State Policy on Environment by creating
achieve climate change mitigation and
public awareness through
adaptation. This can be done by
enlightenment campaigns, working in
deploying community-based flood
collaboration with relevant stakeholders,
mitigation and prompt response
and enforcement of penalties/fines.
measures and initiatives to minimize the
• Mitigation and adaptation of climate
impact of flooding.
change, promotion of carbon reduction
• Continue to protect and conserve green
and sequestration to offset carbon credit
vegetation for scientific, ecotourism,
through tree planting campaigns.
cultural and economic purposes. Efforts
Strategies also required here include
should alsobe made to ensure proper
reduction in use of fossil fuel and
dissemination of scientific and
increase in renewable energy campaign
technological information that is
and adoption.
conducive to more efficient use of forest
• Formalization and structuring of
resources.
artisanal miners in the solid minerals
• Strengthen collaboration with relevant
subsector. This will provide real-time
organizations and institutions on
data on artisanal mining status and, in
research and development that meets
turn, encourage the ASM to carry out
the current workforce. All emerging
their activities in an environmentally-
issues in this regard should be tackled
friendly manner.
48
• Strengthening of collaborations with
infra- structural building agencies to
provide necessary infrastructure for the
JVs to thrive.

Expected Outcomes
• Improved health, environment, and
social well-being of the people.
• Improved exploration/exploitation of
minerals, proper incentives for artisanal
miners and provision of adequate land
reclamation scheme.
• Improved environmental protection and
policy implementation.
• Improved restoration of green areas,
industrial plantations, and State
reserves.
• Improved waste management scheme
through recycling.

49
Result Framework

6.5 Result Framework


Outcomes Outcome Actual Unit Targets
Indicators of
Measure-
ment
2019 2021 2022 2023 2024 2025
Increased No. of Number of forest Number 3 4 6 7 8 10
Industrial reserves
Plantations developedin the
State

Increased access Increased Number 3 6 9 12 15 20


toseedlings by accessto (Millions)
people seedlings by
people

Increased Clean % 40 56 60 75 80 85
household access and
to sanitation in the serene
State.
environment
Reduced Measurement of % 8 15 20 23 25 30
environ-mental air, land, and
pollution waterpollution
Increased environ- Proportion % 10 20 35 40 45 55
mental protection oferosion
damaged
areas
repaired
Increased explora- Contributio % 0.5 2 5 7 10 15
tion/exploitation of nof Solid
minerals in the State
minerals to SGDP
Increased Contributio % 2 5 10 12 15 18
explora- nof Solid
tion/exploitation
of minerals in the minerals to IGR
State
Data Source: KDBS, MoE

50
Health
• National Tuberculosis and Leprosy
Kaduna State operates a pluralistic healthcare Referral Hospital, and
delivery system where private and public sectors • National Ear, Nose and Throat Hospitals
co-exist. On the one hand, Government is
responsible for providing primary, secondary, and
tertiary healthcare services. On the other, the In the last five years, the Kaduna State
private sector, which consists of multiple players, Government has raised the standard of all general
include orthodox private- for-profit and private not- hospitals to the level of some of the best in the
for-profit organizations, patent medicine vendors country. This was done through investments in
and pharmacies, and traditional healthcare infrastructure, acquisition of diagnostic equipment
practitioners offering primary and secondary care. and continuous professional development.
Partnership with international healthcare groups
The Ministry of Health is responsible for providing and donor partners boosted investment in this
policy direction, coordination, and regulations for direction. This was achieved through a well-
quality health care delivery to the citizens of the managed and properly funded healthcare delivery
State. Together with its oversight functions over system.
agencies and training institutions, it manages the
affairs of secondary and tertiary health facilities.24 Sector Challenges
As part of the infrastructural development of the
Kaduna State has 5,263 healthcare facilities
State, 255 PHCs have been upgraded and
consisting of public, private and faith-based
furnished with modern equipment to provide
initiatives. 25 These facilities include:
24hour services in line with 1 PHC per ward
• 1,937 hospitals (secondary, primary strategy.26 Despite this remarkable step the sector
health- care centres and health clinics). still grapples with infrastructural deficits. For
• 193 pharmacies and 2,976 instance, implementation of primary healthcare
chemist/patent medicine stores. scheme is still hampered by the fact that it is
• 152 laboratory/diagnostic centres and usually located under one-roof in a dilapidated
• 3 youth-friendly centres. health infrastructure with obsolete equipment and
inadequately skilled human resources.
The State-owned 1,099 hospital/clinics are made
up of: Objectives of the Sector
The objectives of the sector are to:
• 1,068 Primary Health Centres.
• Provide effective leadership and an enabling
• 30 Secondary Health Facilities.
• 1 Tertiary Hospital (Barau Dikko Teaching policy environment that ensures adequate
Hospital (BDTH)). oversight and accountability for the delivery of
• There are three State-owned health quality health care for sustainable
training institutions (BDTH inclusive). development of health system of Kaduna
State.
Similarly, there are specialized federal tertiary • Promote community engagement for
health institutions in the State, including: sustainable health development
• Enhance harmonized implementation of
• The Ahmadu Bello University Teaching essential health services in Kaduna in line
Hospital. with national health policy s.
• Federal Neuropsychiatric Hospital.
• Promote universal access to comprehensive
• National Eye Centre.
quality sexual and reproductive health
services throughout life cycle and reduce

51
maternal, neonatal, child and adolescent financial barriers or impediments at the point
morbidity and mortality among the people of of accessing care.
Kaduna State.
• Improve prevention, case detection and
coordinated response for the prevention,
control and management of communicable Sector Priorities
• Leadership and governance
diseases and Neglected Tropical Diseases
• Community participation
(NTDs) among clients attending Kaduna.
• Partnership for health
• Reduce the burden of morbidity, mortality and
• Reproductive Maternal Neonatal Child and
disability due to non-communicable diseases
Adolescent Health + Nutrition (RMNCAH+N)
among clients attending Kaduna
• Communicable diseases
• Ensure that healthcare facilities provide
• Non-Communicable diseases
equitable, safe, appropriate, quality, and
• General and emergency medical services
effective medical and laboratory services to
• Health Promotion and environmental health
meet current and future needs.
• Human Resources for Health
• Improve the wellbeing, safety and quality of
life of Kaduna State residents attending • Health Infrastructure
Kaduna through health promotion and • Medicines, Vaccines and other health
healthy environment. commodities
• To have in place the right number, skill mix of • Health information management
competent, motivated, productive and • Research for health
equitably distributed health work force in • Public health emergency preparedness and
Kaduna for optimal and quality health care response
services provision. • Health financing
• Improve availability and functionality of health
infrastructure required to optimize service
delivery in Kaduna and ensure equitable
Broad Strategies
The following are the key strategies that will be
access to effective and responsive health
adopted during the implementation period:
services.
• Ensure that quality medicines, vaccines, and • Improve maternal health by promoting
other health commodities and technologies antenatal care attendance and delivery
are available, affordable and with a skilled birth attendant and use of
accessible to all clients attending modern contraceptives for family
Kaduna. planning.
• Institutionalize an integrated and sustainable • Improve malaria management through a
health information system for decision test-before-you-treat procedure.
• Promote child survival through growth
making.
monitoring and promotion services.
• Utilize research to inform policy and
• Improve service delivery by hosting a
programming for improved performance of
regular Reproductive Maternal New-Born
Kaduna and better health outcomes; and and Child Health Week (RMNCHW).
contribute to global health knowledge • Improve monitoring through regular
production Integrated Supportive Supervision (ISS).
• Significantly reduce the impact of public • Ensure availability of drugs, vaccines,
health emergencies RUTF, and consumables in the health
• Ensure all the people attending Kaduna have sector through innovative unified health
access to health services without any supply chain.
• Remove financial barriers to accessing

52
health “risk pulling and risk sharing” to
carter for the poor and vulnerable.

Expected Outcomes
• Improved health care facilities.
• Improved maternal health.
• Improved child health.
• Improved access to quality
healthcare services.
• Improved availability and retention of
health personnel.
• Reduced prevalence rate of HIV & AIDS.
• Improved mental health.
• Improved public health
emergency responses.

53
Result Framework
Outcomes Outcome Actual Target
Indicators unit of
measure
ment
2019 2021 2022 2023 2024 2025
Improved • % of 10 20 40 60 80
effective functional
leadership, coordination 5 5 10 5 25
enabling organs
policy • % Increase
environment of annual
and health
accountability budget
• % of PHCs 10 20 40 60 80
linked to
Facility 10 20 40 60 80
Health
Committee
• % of PHCs
have
functional
Ward
Community Developmen
engagement t
Promoted Committees
• % of funding 5 10 10 5 30
for health
sector that
comes from
partners 10 10 10 20 50
(development
partners and
private sector)

Implementati • % of the
on of proportion of
essential health
health institutions
services administered
enhanced. through PPP
Improved • Proportion of 10 20 40 60 80
comprehensiv delivery
e quality taken by
sexual, Skilled Birth 10 10 20 10 50
reproductive, Attendant
maternal, (SBA)
neonatal, 10 20 40 60 80
child and • % of
adolescent Contraceptive
health and 80/1000 60/1000 30/1000

54
nutrition prevalence 25/100 20/100
services. rate 70/1000 60/1000 40/1000 0 0

• % of the 30/100 20/100


coverage of 47 36 26 0 0
Penta3
immunization
19 14
• % of infant
mortality rate
per live
births

• % of under-5
mortality rate
per live birth

• proportion of
children with
stunted
growth
• % of persons 30 50 70 90 100
suspected
for malaria
tested using 30 50 70 90 100
RDT or
Improved microscopy 35 50 70 80 90
prevention, • % of
case diagnosed
detection and PLHIV 80 60 40 30 20/100
coordinated received 0
response for quality HIV
the treatment
prevention, services
control and • % of viral
management hepatitis
of malaria, • Prevalence
HIV/AIDs, TB of targeted
and NTDs NTDs
• Proportion of 25 35 40 45 50
eligible
population
screened for
NCDs 20 30 50 55 65
Reduced (Diabetes,
burden of Hypertensio
morbidity, n
mortality and • % of blind
disability due and visually
to non- impaired
communicabl persons who
e diseases have

55
adequate
access to eye
treatment
and
rehabilitativ
e services
• % of 25 35 50 65 80
Secondary
and Tertiary
hospitals
with 34 50 65 75 85
functional
Equitable, ambulance
safe, services
appropriate,
quality, and • % of blood
effective collection and
medical and utilization
laboratory centers that
services are meet the
provided by minimum
all health quality
facilities standards
70 65 57 45 30
• % of
Mortalit
y rate
attributa
ble to
unsafe 65 45 35 30 20
water,
unsafe
sanitatio
n and
lack of
hygiene
(WASH)

• % of
Improved Incidenc
wellbeing, e of
safety and snakebit
quality of life es
The right • % of 44 35 25 19 13
number, skill health
mix of workers
competent, attrition
motivated, rate 50 75 85 90 100
productive
and equitably • % of
distributed courses
health work offered

56
force by state
available. govt-
owned
health
training
institutio
ns
accredite
d by the
relevant
regulator
y
institutio
n
• % of 35 50 60 75 80
secondary
health
facilities that
has fully
functional
health
infrastructur
e (related to:
medical
equipment;
water supply; 50 60 75 90 100
electricity
supply;
roads; waste
disposal;
ICT; and
security)
needed for
supporting
and
facilitating
health
service
delivery

• % of Wards
in the state
with at least
one fully
Improved functional
health PHC centre
infrastructure providing
required to comprehensi
optimize ve primary
service health care
delivery. services

57
• Proportion of 0 10 20 35 50
Quality
essential
medicines
manufacture
d by 45 55 60 70 75
KADSHMA

Quality • % of the
medicines, population
vaccines, and that have
other health access to
commodities affordable
and medicines on
technologies a sustainable
are available. basis
• % of health 71 85 87 89 90
facilities
that are
generating 80 83 85 90 95
Enhanced and
integrated transmittin
and g routine
sustainable HMIS data
health • % of
information reporting
system for rate by
decision- health
making. facilities
• % of health 35 45 47 49 50
institutions and
health MDAs
Health that spend a
research minimum of 2%
utilized to of their health
inform policy budgets for
and health research
programming
• % of 35 39 46 48 50
health
facilities in
the state
participati
ng in
disease
surveillanc
Impact of e and
public health reporting
emergencies using HIS
significantly tools
reduced.

58
Improved • 47 58 70 85 100
access to proportio
health n of the
services populatio
without any n covered
financial by any risk
barriers or protection
impediments mechanis
at the point of m
accessing
care.

59
Housing and Urban Development
Kaduna State, like some other States in Nigeria, • Enforce development control regulations
is witnessing a high rate of urbanization with urban and implementation of urban and country
population growing rapidly. Over the past 58 planning policies/urban renewal
years, urban population, as a percentage of total programmes in the State.
population, reached a peak of 50.34 per cent. 27 • Provide quality maintenance and facility
The population structure in Kaduna State shows management services to other MDAs
that most of the citizens live in urban and semi • Strengthen capacity on technical and
urban towns like Kaduna, Zaria, Kafanchan, project management processes.
Kagoro, Zonkwa, Birnin Gwari, Makarfi and • Offer consultancy services around
Zangon Kataf. building infrastructure to other MDAs
• Construct quality public buildings
Kaduna continues to be urbanized and the • Promote, provide, and protect green
metropolis is expanding beyond its original areas, parks, and recreational facilities in
boundary, thus resulting in the expansion of other urban and rural areas in the State.
native settlements around the edge of the town.
As a result, critical public infrastructure such as
Key Sector Priorities
roads and public facilities have become
• Regularization of informal settlements
inadequate to serve the population. (undocumented layouts) within the
The housing and urban development sector is metropolis.
responsible for providing housing and public • Maintenance of ongoing urban renewal
buildings, as well as urban development and projects in the State.
• Preparation of the master plan of major
maintenance of state-owned assets.28 Since the
settlements and opening of new planned
establishment of the sector in 2019, substantial
areas.
progress has been made towards actualizing the • Building of more housing units in Kaduna
sector’s goals through the design and State.
implementation of programmes to support home • Provision of quality public buildings.
ownership, increase safe and affordable rental • Rehabilitation and maintenance of public
housing, reduce homelessness and fight housing buildings.
discrimination in rural and urban areas. • Development and promotion of parks and
recreational facilities.
The main challenges of this sector remain the • Development of housing, urban
existence of slums in the urban areas, development, and public building
homelessness, overcrowding, squatter settlement maintenance policies.
and substandard housing units in both urban and
rural areas. Also, there has been resistance by the
public to comply with building regulations and Broad Sector Strategies
weak enforcement due to inadequate manpower • Arrangement of soft mortgage loans for
and equipment. the citizens in collaboration with mortgage
institutions.
Objectives of the sector • Development of land use plans.
Basically, the objectives of the sector are to: • Development and implementation of
density zoning regulations
• Expand housing stock in the State. • Aggressive implementation of
• Formulate and coordinate policy on building control and town planning
housing and urban development matters. • Review and update of Kaduna State
Urban and Regional Planning Law 2018

60
• Expansion of urban centres through new
linkages and design of new settlement
plans.
• Renewal of urban centres by building low-
cost mass housing and upgrading of
existing government facilities.

Expected Outcomes
• Increased access to parks and
recreational facilities
• Increased suitable sites for
affordable housing.
• Increased access to affordable housing
units
• Improved aesthetic of urban
neighborhoods
• Increased planned settlements.
• Improved rural economy.
• Improved working environment and
service delivery in public facilities.

61
Result Framework
8.5 Result Framework
Outcomes Outcome Indicators Actual Unit Target
of s
Measureme
nt
2019 202 202 202 202 202
1 2 3 4 5
Improved Parks Number of visitors to Number 4 6 7 8 9 10
facilities parks) (‘000) (
Increased access to % of the population with %
affordable housing access to Government
units affordable
Housin
g
Improved aesthetic Number of Number 10 20 35 40 55 65
urban neighborhood neighbourhoods
upgraded
Increased planed Proportion of existing Number 35 45 50 55 60 65
settlements slums
upgraded to urban
standards
Increased local Total cost (%) of a unit
contentin the of government
housing sub- sector buildinginputs that are
sourced locally

62
Infrastructure Development

The vantage location of Kaduna State in relation Objectives of the Sector


to other Northern States and the Federal Capital • Have an expanded road network, in good
Territory has made it a trade centre and a major motorable condition.
transportation hub in the country. It has a network • Have an effective road transport
of roads and a rail system that links it with other management system.
parts of Nigeria, such as the Kaduna – Abuja • Ensure affordable, reliable, and
Road, the Kaduna – Zaria – Kano Road, and sustainable modern energy for all.
Kaduna – Saminaka – Jos – Bauchi Road. On the • Ensure available and sustainable
other hand, Kaduna and Kafanchan have rail lines management of water and sanitation.
running up to them from Lagos and Port Harcourt • Ensure supervision, coordination, and
in the south. In addition, there is the Abuja – compliance to specifications in all
Kaduna rail line and projected to get to Kano. The Government infrastructural projects, and
• Provide necessary infrastructure in line
State has about 9,726.8 km of roads, consisting
with the Infrastructure Master Plan.
about 1,500 km federal, 2,426.8 km state and
5,700 km local government roads. However, the
federal roads within the State are in a deplorable Key Sector Priorities
condition, while the State roads which connect The following are the key priorities of the sector:
major towns with local government headquarters
are in good condition. • Expansion of road network and effective
road transport management system within
In line with the Kaduna State Infrastructure Master the State.
Plan 2018 - 2050, the infrastructure sector is
poised to rebuild, maintain, and expand the Among the objectives of the infrastructure sector
infrastructure of the State, including roads, are to:
railway, and electricity. It is also mandated to • Completion of all ongoing infrastructure
provide adequate, safe, and affordable water projects across the State.
supply, good sanitation, and hygiene facilities. • Achievement of SDG 7 (i.e., affordable,
reliable, sustainable, and modern energy
Sector Challenges for all) in the State.
Despite the achievements recorded in rebuilding • Availability and sustainability of water and
and expanding infrastructure in the State, sanitation for all.
especially through the urban renewal projects, • Supervision, coordination, and execution
several challenges still subsist. These include: of all Government infrastructural projects
across the State to specifications.
• Weak mechanism for tracking and • Building of stakeholders’ capacity for
reporting on implementation status of the improved service delivery across the
sector. sector.
• Lack of maintenance culture and • Delivery of the Greater Kaduna Water
inadequate technical capacity. Expansion Project, and
• Implementation of the State Infrastructure
These problems are further complicated by: Master Plan.
• Growth in population due to rapid
urbanization caused by insecurity, and
• Lack of basic amenities in rural areas.

63
Broad Sector Strategies
Key among the broad strategies with which to
implement the revised SDP are to:
• Construct, rehabilitate and maintain public
infrastructure.
• Strengthen the strategic friendship with
development partners for the provision of
public infrastructure across the State.
• Ensure necessary legal/regulatory frame-
work to attract and support private
investment in public infrastructure.
• Encourage the use of rail concessions to
provide reliable services to reduce the
burden on the State’s road infrastructure.
• Build the capacity of staff across the sector
to enhance effective performance and
improve quality of service delivery.
• Support LGAs to rehabilitate, upgrade and
build sustainable infrastructure facilities.

Expected Outcomes
• Increased number of road networks built or
repaired in the State.
• Increased number of standard motorable
roads good condition of in the State.
• Reduction in the unit cost of transportation.
• Reduction in travel time.
• Reduced average monthly power outage.
• Increased proportion of population/
households having access to electricity in
the State.
• Increased access to adequate, safe, and
affordable water supply, good sanitation
and hygiene facilities, and
• Increased proportion of projects
completed in accordance to specification
and required standard.

64
Result Framework
9.5 Result Framework
Outcomes Outcome Actual Unit Target
Indicators of s
Measureme
nt
2019 2021 2022 202 2024 2025
3
Increase in km of road % of Km of % 5 30 45 60 65 70
network in the State. roads
constructed in
the entire
State
Reduction in the unit Cost (in Naira) of % 2019 10 15 20 25 30
cost of transportation Transportation
reduced

Increased amount of Quantity of Tons 2019 6 9 12 15 18


goods transported goods
across constructed trans-
roads ported
across
constructed
roads

65
Increased wide range Length of rail Km 2019 50 60 70 80 90 100
oftransport movement.
lines developed

Improved power No of hours of Hours


sup-ply
Electricity
sup-plied per
day
Increased access to % of % 5 10 15 20 25 30 35
safe water supply population
with safe drink-
ing water

Data Source: KDBS, MoPW

66
Security, Law and Justice
The State government recognizes that security is mission.
a priority to the overall progress and development
of State. Consequently, the State Government is Objectives of the Sector
working hard to formulate good policies and • Promoting the rule of law.
strategies to enthrone law and order, security of • Eliminating impunity.
lives and property of the people and guarantee • Supporting the Federal Government
good governance. More than anything else, the agencies responsible for maintaining law
Government recognizes that protection of lives and order in the State.
and property of the people is the primary • Supporting and strengthening platforms
responsibility of government. for Early Warning/Early Response
(EWER) to conflicts in the State.
As with most parts of the country, however, • Strengthening the justice system with a
security concerns within Kaduna State have view to ensuring quick dispensation of
continued to persist in the last few years. Hence, justice.
the State has experienced threats from bandits • Promoting a dynamic, responsive, and
and frequent instances of sectarian and constitutionally effective Legislature.
community violence and urban crime. Other forms • Strengthening the capacity of the
of crime continue to be an issue, including theft, Legislature to be able to perform its
gender- based crimes and violent crimes. constitutional functions effectively as a
separate and independent arm of
The State has put in place several measures, such government.
as establishing the Kaduna State Peace
Commission, and Ministry of Internal Security and
Home Affairs. There is also the review of Penal Key Sector Priorities
• Improve access to justice for all citizens.
Code Law of the State to reflect current realities,
• Review all obsolete laws in the State and
adoption of the Child Right Act 2003, Violence
bring them into conformity with current
against Persons Prohibition Act (VAPP) 2015, and trends and international best practices.
the enactment of Administration of Criminal • Strengthen the law review processes.
Justice Law to expedite trials. Moreover, there is • Increase the number of people having
an increase in jurisdiction of Magistrate Courts access to alternative dispute resolution
followed by the recruitment of additional 40 mechanisms.
Magistrates to expedite trails and deliver justice • Speed up the dispensation of justice in
on time. It is important to acknowledge the role of our courts.
various informal (traditional rulers) and semi- • Increase collaboration with the judiciary,
formal systems (justice canters) which law enforcement agencies and
complement the work of the formal system in the correctional institutions, and
administration of justice in the State. • Enforce public health regulations to curtail
the spread of public-health-related
Sector Challenges diseases.
Although, the Kaduna Judicial system is one of the
largest in the North, it is still considered Broad Sector Strategies
inadequate to meet the needs of the growing • Establishment and administration of
population. Law, and justice are some of the Mobile Courts.
bedrocks of a stable society. Without all these • Effective monitoring and evaluation
institutionalized in ensuring equal access to mechanisms.
justice for all, the State will derail in attaining its • Improved synergy and collaboration with

67
other security agencies.
• Appointment of additional
judges/magistrates to clear existing
backlogs of cases.
• Effective administration of a performance
management system for judges or
magistrates.

Expected Outcomes
• Improved security of life and property.
• Increased Monitoring & Evaluation of
case handling by State counsels.
• Reduced number of cases in court due to
utilization of the ADR mechanisms.
• Reduced waiting period for awaiting trial
cases.
• Reduced number of cases that are
classified as criminal.
• Reduced number of inter-communal
crisis.
• Reduced crime rate through skills
acquisition programmes for inmates of
the custodial centres.

68
Result Framework
10.5 Result Framework
Outcomes Outcome Indicators Actual Unit of Targets
Measurement
2019 2021 2022 2023 2024 2025
Increased number of % of cases Percentage 20 30 35 40 45 50
cases
settled through Alter-
settled through native
Alternative
Dispute Resolution
Dispute Resolution (ADR)
(ADR)
Reduced inter-com- Number of inter – Number N/A 35 30 20 10 0
munal crises
communal crises

Reduced % of cases classified as Percentage 50 40 35 30 25 20


Percentage of cases
classified as criminal criminal relative to total
number of cases

period for await- Waiting period for Months 10 8 6 3 2 2


ing trial cases (in awaiting
months) trial cases (in months)
reduced

Reduced case dis- Time taken for the Months 10 5 4 4 3 3


posal duration (from
date of first mention disposal of cases
to date of judgment)
Data Source: MoIS

69
Social Development Sector

The Social Development Sector focuses on issues To ensure the sector meets its objectives within
concerning women, children, youths, persons with the Plan implementation period, there is a need to
special needs and all socially excluded groups.29 provide solution to the following challenges:
In Kaduna State, the population of women in 2020
• Inadequate data for planning and
stood at 4.6 million, representing about 48.4 per
coordination.
cent of the total population. This is expected to • Weak legal and policy framework.
reach 5.5 million, representing 49.4 per cent of the • Inadequacy of requisite infrastructure.
total population, by 2025.30 Women are • Inadequate personnel to implement and
recognized breadwinners of about three quarter of enforce approved policies.
the rural population. Gender discrimination,
however, persists despite widely publicized
campaigns calling for affirmative action in favour Objectives of the Sector
of women. The objectives of the sector are to:

Without any doubt, there is a need to strengthen • Mainstream gender equity and social
the legal and policy framework to deal with gender inclusion (GESI) into governance
inclusion issues. Therefore, the State has processes.
• Reduce discrimination and violence
developed policies to address these at all levels.
against women, children, youths, persons
These include the Gender and Child Rights Act,
with special needs and the elderly.
Social Protection Policy, Equity and Social • Formulate policies and coordinate social
Inclusion (GESI) Policy, and Violence against issues that affect the inhabitants of the
Person Prohibition (VAPP) Law. Recognizing that State.
substantial social development in Kaduna State is • Improve social protection measures for
vested on the activities of women, youths and non- the elderly, women, youths, children as
governmental organizations (NGOs), the well as the socially excluded groups.
government is working actively to strengthen the • Improve the economic empowerment of
social fabrics of society by upholding these and women, youths, and the vulnerable
other vital groups for the overall development of groups through skills acquisition.
the State. • Reduce youth unemployment by
engaging them in productive cultural,
In this regard, therefore, Government is sporting, and economic activities.
concerned about the increasing rate of
unemployed youths and women, which has
constituted further threats to peace and security in Key Priorities of the Sector
the State. Government thus considers improving • Promotion and protection of the welfare of
social welfare as pivotal in reducing the economic women, youths, and vulnerable groups.
• Enforcement and monitoring of
and social vulnerability of the poor and of the
compliance of child welfare and
marginalized groups. The plan is to address these protection.
various issues and challenges affecting this • Integration and inclusion of women,
segment of the population with a view to youths, and vulnerable groups into the
enhancing their social development and welfare. development process in order to totally
eliminate all social and cultural practices
that discriminate against them.
• Eradication of child trafficking, almajiranci
and child labour, by enforcing the State
70
policy of free and compulsory education.
• Maintenance of strong collaboration with
relevant stakeholders through campaigns
and advocacy.
• Promotion of relevant sporting activities
and events for communities and targeted
groups within the State.
• Sensitization of youths, women and
vulnerable group on emerging issues.

Broad Sector Strategies


• Construction and equipping of
neighbourhood sports centres across the
State.
• Establishment of Creative Arts
Development Agency.
• Promotion of sensitization and awareness
campaign for women and youths on
cultural issues.
• Continuous capacity development of
youths, women and persons with special
needs.
• Rehabilitation and upgrading of
orphanage and rehabilitation centres.
• Upgrading of Community Support
Centres.
• Development of a robust database for
youths, women, and vulnerable groups.
• Identification and strengthening of legal
systems around women, youths, and
vulnerable groups.
• Development of a robust human capital
development plan through appropriate
skills acquisition.
• Employment and empowerment of
youths, women, and vulnerable groups.

Expected Outcomes
• Reduced youth and women
unemployment.
• Improved child protection services.
• Improved awareness and
strengthened collaboration with
stakeholders.
• Improved social protection services, and
• Reduced outbreaks of public health
diseases.

71
Results Framework
S/N OUTCOMES OUTCOME INDICATORS BASELINE Annual performance Benchmark (YoY)
2019
202 202 2023 2024 2025
(ACTUAL)
1 2
1 Enhanced effect of % of all SDP average budgeted N.A 10% 20% 15% 10% 10%
development annual activities exclusively targeted
results and at enhancing women’s capability and
employment on health status
women and youth
% of all SDP budgeted activities that N.A 2% 5% 7% 4% 3%
socially excluded
clearly include the development
concerns of the physically challenged
% of Kaduna youths engaged in N.A 0% 0% 2% 3% 3%
national sports competition
% of sporting men and women sold to N.A +0% +0% +1% +1% +1%
international sporting bodies by
Kaduna State Government
% of women and youths engaged in 10 15 20 25 30 35
on employment

2 Timely payment of Average total deviation from the ideal N.A 0 0 0 0 0


pension and time for complete payment of pension
gratuity per annum (in days)
Average total deviation from the ideal N.A 0 0 0 0 0
time for complete payment of gratuity
per annum (in days)

72
Governance and Administration
• Strengthen organizational and decision-
The governance and administration sector is one making structure to drive the achievement
of the critical drivers of the State’s economy. The of expected outputs and service delivery.
sector covers the activities of several MDAs in the • Enhance transparent, accountable, and
Executive arm and are expected to foster inclusive governance for improved service
transparent and accountable governance and delivery at all levels.
provide efficient services to the people of Kaduna • Strengthen the capacity of State MDAs at
all levels for effective service delivery.
State. The sector is the enabling factor and a key
• Combat corruption and bribery in all its
driver in the State’s quest to achieve the
forms and tackling their root causes in the
objectives of inclusive growth, security, job public service.
creation, improved provision of necessary • Strengthen participatory governance at all
infrastructure, quality education, improved levels.
healthcare services and welfare of the citizenry.
The premise on government institutions and
processes is exemplified by the ability of Key Sector Priorities
government to deliver efficient and quality • Public service revitalization and renewal.
services. In the immediate past, measures were • Pension reform.
taken to improve fiscal planning and efficient • Inclusive and participatory governance.
public financial management. This resulted in • Preventive security.
more realistic budgets that delivered services, • Job creation, and
• Improved staff motivation.
thus providing a firm foundation for economic
growth and development. Some of these reforms
are in areas of Public Financial Management Broad Strategies
(PFM), Public Service Management (PS), Policy • Employment of competent personnel into
and Strategy (PS) and Monitoring and Evaluation the public service in line with the Public
(M&E). Service Revitalization and Renewal
Programme.
As the key driver of other sectors, the governance
• Redesigning of training and capacity
and administration sector has the overriding building for the public service.
mandate of fostering good governance and • Improvement of MDA/Staff Performance
management for effective public service delivery. Management and Evaluation System.
For better coordination, five Policy Councils were • Reorientation of public servants for greater
introduced in 2019 with membership across all the efficiency.
sectors.31 • Maintenance of continuous reduction in
overheads and cost of governance. This
Despite the successes recorded over the years, will involve raising capital expenditure to
the State needs to address issues of incessant above 70 per cent and observing
attrition and low technical capacity from the civil budgetary discipline with independent
and the public servants. annual audit of all the MDAs and Local
Government Councils (LGCs).
Objectives of the Sector • Continuous elimination of all revenue
The thrust of the governance and administration leakages and improving on generation and
sector in the State is to institutionalize good collection of internal revenues accruable to
governance system founded on a competent and the State and Local Governments.
responsive public service with zero tolerance for • Ensure continuous and rigorous
corruption. The specific objectives are to: 32 implementation of and compliance with the

73
Fiscal Responsibility and Public
Procurement Laws. This must be followed
by faithfully applying sanctions for non-
compliance.
• Continuous enforcement of clear anti-
corruption rules. This will be achieved by
strengthening the anti-corruption outfit to
drastically reduce corruption in the public
service.

Expected Outcomes
• Improved public service standards.
• Improved service delivery. This empowers
the civil service for effective and efficient
service delivery by all the MDAs through
reforms, while reducing corruption,
eliminating duplication of functions, and
minimizing waste of public resources.
• Improved transparency. The purpose of
this outcome is to implement reforms to
create a transparent and responsible local
government system that is autonomous,
adequately funded and imbued with the
required technical capacity.
• Improved accountability in governance.
This outcome expand access to
government information as a means of
promoting accountability, thereby ensuring
full disclosure in all media outlets of all
government contracts over a certain
amount.
• Increased citizens’ participation in
governance as a mechanism to tackle the
root causes of bad governance.

74
Results Framework

75
Planning, Budget, and Revenue Mobilization
The Kaduna State Planning and Budget subnational in the Open Government Partnership
Commission is one of the strong coordinating (OGP).
agencies providing technical guide in plans and
The Commission introduced a Results Based
budget formulation and implementation. It
M&E Policy in 2017, which gave birth to a
coordinates and monitors government economic
technology- based M&E system known as the
policies with a view to enhancing the socio-
“Eyes and Ears Project.” The Eyes and Ears
economic development of the State while
Project is a digital platform responsible for
promoting the welfare of citizens. A successful plan
providing an independent assessment of
implementation largely depends on effective and
Government programmes, policies, and projects.
efficient domestic revenue mobilization. Thus, the
It has a resident reporting feedback application
sector is well strategized for continuous internally
that allows residents to track projects around them
generated revenue (IGR) growth. It ensures timely
and give feedback. The Project has been
production and dissemination of statistical data to
adjudged one of the best global examples of
which the State Government demonstrates interest
citizens’ engagement.33
and commitment, as they are needed for effective
planning. There is enhanced capacity by the State to
generate and collect revenues. Therefore, IGR
Over the last four years, the Commission has taken
increased by 69.8 per cent from N13.6 billion in
steps to ensure the formulation and implementation
2015 to N29.4 billion in 2018. The increased IGR
of economic policies toward achieving its mandate.
from 2016 to 2018 enabled the government to
SDP 2016-2020 include the development of the
implement its programmes and achieve some of
Infrastructure Master Plan (2018-2050), Local
the development outcomes highlighted in the
Government Planning and Budget Manual, Results
SDP. In 2019, the State IGR collection stood at
Based Monitoring and Evaluation Policy, Kaduna
N44.9 billion indicating further improvements in
State Tax (Codification and Consolidation) Law,
the capacity of the State to collect more revenue.
(2016) and Kaduna State Development
Cooperation Framework (2017-2020), among Objectives of the Sector
others. The broad objective of the sector is to have
As part of the Commission’s initiative to provide effective machinery for plan formulation, and
real-time data for informed decision-making, an revenue mobilization and collection.
Economic Intelligence Unit (EIU) was created in
2017. The Unit carries out fiscal monitoring of the Key Sector Priorities
• Formulation and implementation of policy
national and state macroeconomic performance,
and plans.
reviews emerging economic trends, assesses the
• Timely preparation and implementation of
impact of policy pronouncements and prepares budgets.
reports on emerging issues. So far, the Unit has • Registration of residents.
produced policy documents some of which have • Expansion of the ‘Eyes and Ears’ Project
shaped policies at both state and national levels. to all MDAs and the 23 LGAs.
• Regular conduct of impact evaluation
The Commission facilitated the integration of
studies and sector performance reviews.
SDGs data and strategy development for • Attraction of development partners and
implementation and gave it priority attention. This coordination of their activities.
was presented at the United Nations General • Collection, management, and
Assembly in 2017 and adjudged as unique. It also dissemination of data, including
facilitated the enrolment of the State as the first triangulation of data sources into a single

76
hub.
• Expansion of the revenue generation and
collection capacity of the State.
• Conduct of economic trends research and
analysis.
• Strengthening of capacity
• .Improvement of the capacity of MDAs to
generate and keep quality/timely
administrative data as a step towards
achieving budget realism.

Challenges
Despite these achievements, there are several
challenges which include technical capacity and
fiscal constraints.

Broad Strategies
• Improved budgets realism.
• Increased citizens’ participation in
governance.
• Improved capacity for effective
implementation.
• Increased internal revenue base and
generation.
• Improved capacity for the collection,
management, and dissemination of
official statistics.
• Improved database of residents in the
State.

Expected Outcomes
• Improve transparency in public finances.
• Improve budget implementation rate.
• Increase IGR to a level that it can finance
the annual budgets.

77
Result Framework
13 Result Framework
Outcomes Outcome Indicators Actual Unit Targets
of
Measureme
nt
2019 2021 2022 2023 2024 2025
Enhanced public % of the SDP % N/A 65 70 75 80 85
service standards implemented
annually
Average MDA % N/A 55 60 70 75 80
Performance Score

Improved Average % N/A 40 70 90 80 70


servicedelivery
Personnel

performance

score

Improved financial Capital % 82.21 85 90 90 90 90


performance
Budget

Performanc

78
Ratio of capital Ratio 40:60 65:35 60:40 60:40 60:40 60:40
expenditure to
recurrent
expenditure

Improved Organizational Number N/A 70 80 60 70 80


Organizational
performance index
performance
Improved Proportion of SDP- Ratio 70 80 90 100 100 100
production and RF
dissemination of
data needs
official statistics
achievedin
Proportion of State Ratio 50 80 80 100 100 100
SDG indicators’
dataneeds
achieved in
percentages
Improved annual Proportion of sectors Ratio 60 70 100 100 100 100
sector
performance Performance review
analysis
report
produced
annually
Improved Proportion of sector Ratio 50 60 65 50 60 70
programme programmes
performance withup to
evaluation
three years
implementation
period on which
evaluationstudies
have been
conducted
Improved % of annual IGR % 69 75 80 90 100 100
revenue targets
collection
achieved

% of IGR to recur-rent % 78 80 90 100 110 120


revenue
IGR per capita Number (N) 4,956 5,500 5,800 6,000 6,200 6,500
Annual IGR growth % N44.6 15 20 45 50 55
rate in % billion
Improved % of additional % N/A 5 7 10 10 10
taxpayer taxpayers’
information and information
database incorporated into the
tax data base of the 79
State
Increased taxpayer Proportion of % N/A 30 40 80 80 80
awareness and individual (non-civil
compliance servants) taxpayers
paying income tax
as
at when percentages

% of % N/A 40 60 90 80 90
corporate
entities
that fully comply to
tax
requirement on time
Greater autonomy Proportion of total % 100 100 100 100 100 100
of LGAs LGAs allocation
re- leased (%) on
time
Average LGA % 40 40 50 60 65 70
capital Budget
performancein
percentages
Improved LGAs Total LGA IGR % 20 30 40 50 60 60
budget
performance targets
(increased internal
achievement
revenue
generation;
increased capital /
recurrent
expenditure ratio)
Ratio of LGA capital Ratio 45:55 45:55 50:50 50:50 60:40 60:40
expenditure to
recurrent
expenditure

80
Local Government

Local governments constitute the third tier of This will drive the achievements of expected
government in Nigeria. The functions of this level service delivery outcomes at LGAs following
of government, which is closest to the grassroots sound fiscal management and organizational
population, are spelt out in Section 7(5)34 of the efficiency.
Constitution of the Federal Republic of Nigeria (as
amended). The mandatory functions that are Priorities of the Sector
exclusive to local governments are more of • Implementation of governance reforms.
planning and revenue generation. Their • Capacity strengthening of LG staff.
concurrent functions are largely in the realm of • Timely preparation of budget, as well as
approval, implementation and reporting of
social services: primary education, health,
same
agriculture, which frequently require the
• Provision of support relevant security
assistance of other tiers of Government. agencies to strengthen their
Local Government administration in the last five effectiveness.
years has witnessed several transformations.
During the implementation of 2016-2020 State
Challenges
Development Plan, governance reforms focused Despite these achievements, certain challenges
on public financial management, policy & strategy still need to be addressed to further improve on
and monitoring and evaluation. These significantly the sector’s achievements. These include
improved service delivery at local level. interference of the political class in the activities of
Among the achievements recorded in the sector the local government; low capacity of Local
are restructuring of the local government Government Inspectors to effectively conduct
administration; development of policy documents oversight and inspectorate functions.
which provide guidelines and directions for
achieving the mandates of the local government; Broad Strategies
increased staff efficiency in discharging their • Strengthening the capacity of LG level for
improved performance in various
official responsibilities; and establishment of
spheres, including internal revenue
citizens engagement platforms for plans and
generation (IGR).
budget formulation and implementation. Other • Implementation of Governance Reforms
achievements include strengthened fiscal at Local Government to improve service
sustainability through the implementation of Local delivery.
Government Fiscal Transparency Accountability • Strengthening of citizens’ engagement at
and Sustainability (LFTAS) programme35 and LG level.
introduction of tax codification and consolidation • Efficient delivery of service through
law, and review of nomenclature of traditional effective supervision of internally
institutions. Inspection of programmes and generated revenue.
projects; the positive attitude of citizens to • Establishment of effective Monitoring and
government programmes, and concerted effort to Evaluation framework.
fight insecurity in some LGAs. • Strengthening of the collaboration
between the LG and security agencies to
Objectives of the Sector curtail insecurity.
The main objective of the sector is to create the
right organizational and decision making
structure.

81
Expected Outcomes
• Improved Local Government service
delivery.
• Increased Local Governments’ Internally
Generated Revenue.
• Enhanced impact of Local Government
governance.
• Reduced frequency of inter-communal
clashes.
• Improved budget preparation,
implementation and reporting process.
• Improved socio-economic and
sustainable development of rural
communities through the provisions of
infrastructure and access to social
services.

82
Results Framework
S/N OUTCOMES OUTCOME INDICATORS BASELINE Annual performance Benchmark (YoY)
2019 2021 2022 2023 2024 2025
(ACTUAL)
1 Increased access to % of households with N.A 40% 45% 45% 50% 55%
potable water and access to potable water
reduced prevalence of Prevalence of the
water borne diseases following water borne
diseases:
• Typhoid N.A 8% 7% 5% 5% 4%
• Cholera N.A 3% 3% 2% 1.5% 1.5%
Volume of potable water N.A +5% +5% +20% +15% +10%
per capita
Total volume of potable N.A +5% +5% +25% +25% +20%
water per annum (million
litres)

83
Financing the Plan

Fiscal Constraints and Resource Envelope for the SDP. • KSDG will aim to achieve a 60:40 capital
The Kaduna State Government recognizes the need to recurrent expenditure ratio. Any budgeted
or actual ratio falling outside +/- 5 per cent
adopt a policy stance that is consistent with the core
of 60 per cent in favour of capital will be
principles of Public Financial Management (PFM), namely:
justified, in writing, to the Appropriations
• Aggregate fiscal discipline. and the Public Accounts Committees of the
• Allocation of resources to priority needs State House of Assembly.
• Efficient and effective use of resource to • Aggregate annual salary increments by
deliver public services and create assets. MDAs will not exceed inflation unless based
To enhance the state’s ability to adhere to the above on the implementation of a new policy
principles, The Kaduna State Government updated initiative.
and passed several PFM laws over the last five • Centralization of procurement of core items.
• KDSG will aim, by the end of the SDP
years, including:
implementation period (i.e., 2025), to fund
• Fiscal Responsibility Law. all recurrent expenditure (including debt
• Public Procurement Law. servicing), through IGR while FAAC
• Public Finances (Control and Management) allocation and VAT receipts will be used for
Law. capital development.
• Tax Codification and Consolidation Law. • Ongoing projects will be given priority
• Audit Law. during budget preparation and
In support of the implementation of the provisions of implementation. All capital expenditure
these laws, KDSG has also established the (projects) proposals must include explicit
following institutions: justification for inclusion in the budget
based on contribution to the outcomes of
• Planning and Budget Commission (PBC) this State Development Plan.
(formerly the Ministry of Planning and • KDSG will, through the Kaduna State
Budget). Economic Intelligence Unit (EIU),
• Economic Intelligence Unit (EIU). undertake its own research and form its
• Public Procurement Authority (PPA). own estimates of Federation Account
• Debt Management Department (DMD); and revenues based on prudent
• Fiscal Responsibility Commission (FRC). macroeconomic and mineral assumptions.
The analysis and justification for these
These along with the existing institutions (KADIRS, estimates will be contained within the
MOF, OAG, and OAUG) are charged with state’s annual rolling MTEF documents and
overseeing the delivery of the above principles of other EIU research publications and will
PFM. allow for reasonable buffers against short-
term fluctuations (price, production).
Fiscal Policy Direction Reassessment of these assumptions
To achieve the above principles of PFM, KDSG will be undertaken and presented, with
adopts the following policy positions in regard to the modifications as necessary, in the annual
aggregate financing estimates for this plan through budget.
Medium Term Expenditure Framework (MTEF) and • Kaduna State Government will set aside
(unappropriated) a contingency reserve
Annual Budget processes over the period 2021-
of not less than 1 per cent of recurrent
2025: revenues (IGR and Federation Account).
• The annual deficit to GDP ratio will be
capped at 3 per cent based on the latest

84
available state GDP statistics and rolling MTEF documents and will be
national growth and inflation forecasts. monitored by a committee chaired by the
This does not include a one-off Commissioner of Finance.
restructuring of debt. The Kaduna State Government will also undertake
• All revenues of the State, including of a PEFA assessment to enhance the core principles
parastatals, will be recorded, and of PFM.
managed under the purview of the
Account General through the Treasury Revenue Projection
Single Account (TSA) process. All The five-year frame for the implementation of the
expenditures, including grant and loan- State Development Plan creates a challenge in
financed projects with external financing, terms of revenue forecasting, particularly in the
will be executed through the State light of recent global developments (i.e. COVID-
Integrated Financial Management
19). Forecasting over such a long-time frame is
Information System (SIFMIS). This and
other initiatives to ensure efficient use of highly susceptible to error. Therefore, revenue
cash will be laid out in a Cash projections in this chapter should be considered
Management Policy for the state. somewhat tentative and will be superseded by the
• To protect future generations and ensure rolling Medium Term Expenditure Framework
inter-temporal efficiency, KDSG will aim (MTEF) and annual budgets. It should be noted,
not to exceed the following Debt Liquidity however, that the rolling MTEFs and annual
and Solvency Ratios within the budgets will be based on a consistent Fiscal Policy
implementation period of the plan: framework as laid out above.
 Debt Stock to GDP Ratio of 25
per cent. Kaduna State Government has a number of
 Debt Servicing to Recurrent sources of revenue as well as other financing
Revenue Ratio of 25 per cent. opportunities (these are discussed later in this
 Domestic-Foreign Debt Ratio chapter). The resources of the State can also be
within the range of 40-60 per cent. supplemented by contributions from local
• The Kaduna State Government will government councils, development partners and
establish a sinking fund to repay the other interested stakeholders.
principal on any interest only debts.
• Within the first year of the Plan, KDSG will Federation Account
clear 30 per cent of existing expenditure Federation Account revenues – made up of
arrears through various debt financing
crude oil and gas (minerals), companies income
initiatives and will proactively limit the build-
up of new arrears–this requires tax (CIT), customs and excise (C&E) and value
commitment control, a strict limit on the added tax (VAT) – are beyond the control of
carry forward of payment vouchers (and Kaduna State Government. However, they
other creditor balances) between fiscal represent a significant proportion of the available
years and tight Due Process to ensure sources of revenue accruable to the State. As
contractors do not invoice until the work demonstrated in 2016 and, more recently because
completion is verified. KDSG will aim to of the COVID-19 pandemic, Nigeria is prone to
limit the stock of expenditure arrears at the external shocks that resonate through crude oil
end of the fiscal year to 2 per cent of total prices but extend into a broader array of variables
budgeted expenditure for the year (in line – inflation, GDP, exchange rates and ultimately
with PEFA Dimension 22.1 Grade A score) revenues.
with any breach of this percentage having
to be justified in writing to the Parliamentary Mineral revenues dropped sharply in early 2020 as
Accounts Committee. crude oil prices dropped to less than US$20 per
• Fiscal risks will be analyzed in the annual barrel, caused by the COVID-19 pandemic and

85
Saudi-Russia oil price war. This has a knock- on • Clear and Fair Tax Revenue Policy.
effect on the economic and the non-mineral • Achieve KDSG’s revenue collection targets.
sources of revenues. It reinforces the need for • Minimize compliance costs for tax payers.
Nigeria, and Kaduna State, too, to diversify its • Provide a legal and regulatory framework.
economy and move away from its reliance on
crude oil for economic stimulus and government
revenue. Also noteworthy is the fact that the
Excess Crude Account and Sovereign Wealth
Fund are not sufficiently funded to provide any
meaningful buffer against short-medium term
shocks.
The monthly distribution of statutory allocation,
VAT, and other Federation Account distributions
(excess crude, exchange gain, NNPC refunds etc.)
is presented in Figure 15.4.
Table 15.2 lays out the mineral sector and national
macroeconomic assumptions as the basis for
estimating Federation Account revenues. As earlier
indicated, at the time of developing this State
Development Plan, the impacts of COVID-19 were
difficult to forecast with any degree of certainty.
Hence, the assumptions detailed in the Table will
be superseded in the rolling MTEFs and annual
budgets based on prudent forecasts.
An estimate of KDSG allocations for the Federation
Account, based on the above assumptions, is
provided in Table 15.3. The Table also includes an
estimate of the Federation Account allocations to the
23 Local Government Councils in Kaduna State.
Kaduna State IGR comes from various tax and non-
tax sources. Typically, PAYE makes up around half
of the IGR receipts. The State Government has
grown these receipts quite significantly over the last
four years, more than doubling the figures posted
between 2015 and 2018. This has largely been due
to the governance reforms adopted over the last four
years. The trend of annual IGR and IGR to GDP ratio
is presented in Figure 15.5.
In 2019, the State’s IGR stood at N44.2 billion,
implying a likely IGR to GDP ratio of 1.37 per cent (a
significant growth from the 2018 figure). The State is
in the process of formulating a Medium-Term
Revenue Strategy (MTRS) that seeks to achieve the
following:

86
Table 15.2 National Macroeconomic and Mineral Sector Assumptions
Item 2021 2022 2023 2024 2025

Mineral Ratio 28% 30% 32% 34% 36%

Bonny Light Price (Benchmark) 40 40 55 55 55

Crude Oil Production (Benchmark) 1.7 2.0 2.0 2.0 2.0

NGN:USD FX Rate (Official) 360 360 360 360 360

National Inflation (CPI) 12.0% 11.5% 11.0% 10.5% 10.0%

National Real GDP Growth 0.0% 1.0% 2.0% 3.0% 4.0%

Table 15.3 Estimate of Federation Account Revenues (Billion Naira - Nominal)


Item 2021 2022 2023 2024 2025
State Statutory Allocation 45.30 61.20 73.38 79.70 86.37
State VAT 20.16 33.37 37.09 41.42 46.45
Total State FA Revenues 65.46 94.56 110.48 121.12 132.83
LGC State Allocation 35.48 49.25 59.06 64.15 69.52
LGC VAT 18.93 25.37 28.21 31.50 35.33
Total LGC FA Revenues 54.41 74.63 87.27 95.65 104.84
Total State and LGC FA Revenues 119.87 169.1 197.74 216.77 237.67
9

87
Based on the MTRS, it is forecast that KDSG can Capital expenditure has been subjected to
achieve an IGR to State GDP ratio of 2.0 per cent fluctuation because of revenue shocks and has
by the end of the State Development Plan risen above the 50 per cent threshold (of total
implementation period. If Kaduna State’s expenditure) only once. Historical data is
economic growth is in line with the broader Nigeria presented in Figure 15.6.
economy, this would imply the following IGR
figures.

Expenditure Profile
As with all governments, KDSG must allocate its
resources on what is effectively a matrix structure
– this is commonly referred to as the Chart of
Accounts. The Chart of Accounts allows for multi-
dimensional presentation of budgets and actual
expenditure.
From a top-down perspective, the State has
considered two critical dimensions:
• Expenditure by main Economic
Classification. This draws out the funds
needed to service obligatory payments
(salaries, pensions and gratuities, debt
service) with the remainder available for
operation and maintenance (commonly
known as overhead); and capital
investment.
• Expenditure by Sector. This informs the
preparation of Sector Implementation
Plans (SIPs).

From a historical perspective, personnel and


overhead costs have been growing steadily over
the last five years (at 3 per cent and 7 per cent,
respectively) although personnel costs were
bound to jump in 2019 and 2020 because of the
implementation of the National Minimum Wage.

88
Table 15.4 Estimate of IGR (Billion Naira - Nominal)
Item 2021 2022 2023 2024 2025

State GDP Forecast 3,843.41 4,231.21 4,682.68 5,209.02 5,823.68

IGR to GDP Ratio 1.60% 1.70% 1.80% 1.90% 2.00%

State IGR 61.49 71.93 84.29 98.97 116.47

Table 15.5 provides an estimate of the funds certain criteria into consideration. These include
available for new policy expenditure. It takes the social impact, age of the debt, cost, risk, currency,
aggregate recurrent revenues (from the Federation creditor, and value. Depending on the nature of the
Account and IGR, as outlined above) and deducts arrears, payment will be prioritized in a way that
the cost of implementing all existing projects and allows contractors to be paid first, followed by
policies, allowing for inflation in personnel and salaries, pension and gratuity and judgment debt, in
overhead costs (at the CPI inflation rate from Table that order.36 To ensure debt sustainability, further
15.2 above), cost to complete all capital projects in borrowing should be guided by the ratios laid out in
the 2020 budget (due to the likely short-fall in the fiscal policy statement discussed earlier on in
funding in 2020 it is assumed that the 2020 capital this chapter.
budget will be perpetually carried forward with a 50
per cent reduction each year), and debt servicing of
existing debt portfolio. The balance, which can be
supplemented by loans, grants, local government
contributions and other receipts (sale of state
assets, refunds, etc.), would be available to fund
new initiatives under contained within the SDP.

Debt Position and Debt Sustainability


The State Government has affirmed its commitment
to timely repayment of domestic and foreign debts.
Despite recent and ongoing reform of the PFM
system, the government will continue to finance part
of its capital programme with internal and external
loans obtained on concessional terms. In addition to the above statistical synopsis, in 2018
KDSG undertook a Subnational Debt Management
The current debt position as at 31st December Performance Assessment (SN DeMPA), which
2019, including Solvency and Liquidity Ratios, is revealed several areas for improvement. If the
presented in Table 15.6. The ratios show that proposed improvements in the State’s debt
Kaduna State Government has surpassed several management institutions, policies, and practice are
solvency ratios, albeit the increase in IGR in 2020 achieved, the State’s ability to borrow from the
will have a significant positive impact. KDSG should domestic money and
look to diversify its debt portfolio around domestic
and foreign creditors, as noted above. The State,
while clearing debt, will be transparent and put

89
Promotion Agency, will continue to sensitize
members of the organized private sector to the
capital markets may also improve. It could also priorities of governments and the need to key into
improve the State’s Fitch rating, which should result the State’s quest to achieve the Plan objectives.
in lower borrowing costs (all things being equal).
These priorities will be showcased in the annual
Mobilization of External Resources for Plan Kaduna Investment Summit (KADInvest) as a
strategy to mobilize resources from local and foreign
Implementation investors to help achieve the Plan objectives.
While implementing this Plan, the State will seek
to mobilize resources from external sources, Development Partners
particularly Aids and Grants, in accordance with
the State Donor Coordination Guidelines to During the implementation of this Plan, the State
ensure effective Plan implementation. will mobilize resources based on the principles of
engagement where each partner makes various
Furthermore, in line with the Paris Declaration on commitments towards undertaking the necessary
Aid Effectiveness, the State will discourage the responsibilities that would contribute to actualizing
use of a separate Programme Implementation the high-level results contained in the Kaduna
Units (PIUs) by Development Partners and International Development Cooperation Framework
(DCF).
introduce a Project Management Units
(embedded) in the relevant MDAs. This allows for Development partners will be expected to provide
a more integrated and coordinated approach to technical and logistic support across the sectors of
resource management, thereby reducing their interest by ensuring necessary reforms that
need to take place to enable timely achievement of
transaction costs through sharing of the Plan objectives are available.
functions.37While mobilizing resources,
procedures outlined in the guideline will be strictly Others Grants and Capital Receipts
followed.
Grants and capital receipts made up of substantial
Private Sector part of the State’s total revenue. Therefore, this
makes it imperative for the State to strengthen
The State will strengthen its public private relationships with all governmental and non-
governmental institutions that provide grants
partnership (PPP) with clear conditionality to throughout the Plan implementation period.
encourage the private sector participation in the
implementation of the Plan. Furthermore, the
Commission, together with Kaduna Investment

90
Fiscal Risks and Management Matrix
In the face of global and national financial crisis, a
comprehensive identification, analysis, and
management of fiscal risks can help ensure sound
fiscal public finances and macroeconomic stability.
Therefore, nations and sub-nationals need a good
understanding of potential threats to their fiscal
position. It is against this background that the fiscal
risk matrix below is develop.

91
92
Plan implementation is perhaps the most SDP-SIPs-Budget link
important step in the Plan development process The structure of the planning and budgeting
because no matter how ambitious and pro-poor a system in the State is shown in Figure 16.1.
Plan may be if it fails at the implementation stage
– for whatever reasons – the whole exercise is a It shows the relationships between the main
waste. Hence, Plan implementation is very crucial elements of the system, namely, the SDP, the
to the achievement of the vision and objectives set Medium-Term Expenditure Framework (MTEF)
out in a Plan. Implementation this Plan, therefore, and the annual budget. The structure provides a
will require a strong and focused leadership, an clear mandate and framework for services through
efficient and effective team, and a functioning proper planning, budgeting, and State priorities.
system. The Five Policy Councils will be At the top is the SDP. The Plan outlines the key
instrumental in coordinating the implementation of policy objectives and strategies of Government.
the Plan through quarterly presentation of sector The Plan presents broad statements of intent and
achievements in their respective Councils. Other provides guidelines on the range of acceptable
stakeholders, such as private sector, non- approaches and strategies with which to
governmental and community-based implement the policies. The State is conscious of
organizations, international development the opportunities and threats in its environment; it
partners, and the entire citizenry will serve as key is also possessed of the awareness of its
players, providing technical and other support for strengths and weaknesses. The weaknesses
the timely implementation of programmes and include human and financial resources
activities at sector levels. The role of the constraints.
Legislature as an arm of Government in
performance assessment is also key. On annual The MTEF is the main vehicle for operationalizing
basis, the legislators are expected to conduct the SDP in terms of policy implementation and
oversight functions to assess the annual targets budgeting. The MTEF consists of three parts – the
outlined in the result framework. Above all, there SIPs, the Medium-Term Fiscal Framework (MTFF)
is a need to properly articulate the implementation and the Medium-Term Budget Framework (MTBF).
framework that will ease the implementation of the SIPs are tools to deliver the outcomes specified by
Plan. the SDP. As shown in the Results Framework, the
SDP has specific outcomes (which can be termed
“policy objectives”) and outcome KPIs for the
various sectors/MDAs. In developing their SIPs,
sectors/MDAs take the outcomes specified for them
in the SDP and break them down into programmes
and then develop projects/activities for each
programme with a view to achieving the outcomes
as specified in the SDP. In that way, there will be
alignment between SDP and SIPs, sector
objectives, outcomes and KPIs.
The major output of the MTEF is a Fiscal Strategy
Paper (FSP). The paper determines aggregate
State resource availability for policy programming
and implementation. Specifically, the paper:
• Evaluates and analyses the previous

93
budgets and presents an overview of the State Executive Council
debt position and potential fiscal risks. The Executive Council, chaired by the Governor,
• Estimates the number of overall resources will be responsible for coordinating all efforts
that are expected to be available to the related to the implementation of the Development
Treasury for the budget over the medium Plan, to ensure that all stakeholders work together
term.
towards a common set of priorities. The Council
• Provides an analysis of Government’s key
will thus ensure that Government’s strategic
policy priorities to which resource allocation
will be made, and priorities are supported appropriately by the
• Indicates resource envelopes or indicative Sector Implementation Plans (SIPs) and budget;
budget ceilings for the respective MDAs for determine the timelines for implementing key
that medium-term period. initiatives; prioritizing the initiatives based on
expected project impact and degree of complexity;
track and regularly monitor the plan initiatives
The major output of the MTBF is the Budget Policy
under execution and take corrective actions when
Statement (BPS). The BPS presents broad
necessary. All development partners supporting
strategic economic and fiscal policy and structural
Kaduna State will be required to align their
reform measures underlying the MTEF. The
strategies with the priorities articulated in this
overriding policy thrust of the BPS is to stimulate the
Plan.
State economy through budget realism. It does the
up scaling of investments in critical socio-economic Policy Councils
sectors and physical infrastructure, sustainable Next to the Executive Council is the Policy
debt management as well as deepening of Councils. These Councils seek to overcome
structural reforms in governance. It goes further to operational silos that have hampered
upgrade public financial management, public collaboration, information- and experience-
service, and business regulation. sharing among sector MDAs of government.
These silo and territorial mentalities have
Institutional Framework for Plan sometimes resulted in waste of resources,
Implementation duplication of functions and reduced effectiveness
Implementing this SDP requires the effort and in the implementation of government policies.
contribution of relevant stakeholders and Each of the Councils has different focus but all are
institutions. This section outlines the key intuitions working to attain the overall state objectives as
that will be involved in the Plan implementation outlined in the Plan.
and their respective roles.
To properly implement the Plan, all the Councils
To deliver on the SDP, Government will make the has developed a roadmap and sit once weekly to
best use of its MDAs and LGAs for improved strengthen collaboration, information sharing and
service delivery. It has restructured its Ministries minimize deviations during the Plan
with a view to enabling each Agency to have clear implementation. Each Council may take
mandates to enhance the efficiency and decisions, approve MDA proposals and report via
effectiveness of the public. memoranda to the Executive Council for
The key institutions that will be responsible for the consideration, approval, or ratification as the case
SDP implementation are State Executive Council, may be.
Policy Councils, Legislative Services, Delivery Moreover, the Policy Councils will seek to
Units, Ministries’ Monitoring and Evaluation Units, integrate policy and fiscal planning and ensure
and other critical stakeholders. that policies are implemented as intended. The
Councils will see to the preparation and
submission of evidence-based reports which will
94
in turn be forwarded to the Governor at the monitoring MDA implementation and incentivizing
quarterly State Executive Council meeting. performance by linking the Sector Implementation
Plan (SIP) with the budget on annual basis. The
Legislative Services Units will ensure that all necessary guidance and
The role of the Kaduna State House of Assembly support system is in place for the MDA and track
in implementation would be in the context of their progress to ensure that milestones are achieved
regular oversight functions. In addition, within the stipulated timeframe. The Unit will also
appropriate administrative processes and be responsible for documenting quarterly
procedures and clear reporting structures within achievements and lessons learnt in preparation
the Public Service will be provided. The for the sector’s annual performance review.
administrative processes and procedures will
extend from the highest level of State Other critical Stakeholders
administration to the MDA level where The implementation of the Plan will adopt a
programmes and projects are implemented. participatory approach by engaging all critical
stakeholders, such as development partners,
Delivery Unit CSOs and the private sector, in monitoring the
The State will further strengthen its Result implementing the Plan, as well as in reporting and
Delivery Unit (DU) which shall be interfacing with providing feedback. This will ensure effective
Monitoring and Evaluation desk officers across mobilization of the stakeholders to promote
the sectors. Furthermore, the Unit will also ownership and necessary buy-in for sustainability.
maintain a close collaboration with M&E The role of each stakeholder is defined below.
department of the Planning and Budget
Commission to monitor the performance of each Civil Society Organizations (CSOs)
sector against key performance indicators and CSOs will be effectively engaged for advocacy,
facilitate the conduct of Annual Sector sensitization and mobilization of communities on
Performance Assessment throughout the plan the implementation of the SDP. They will also be
implementation period. useful in monitoring the opinions of communities
about the implementation of the SDP and
The DU will focus on breaking the silo mode of
providing necessary feedback through the active
operation in government to ensure seamless and
involvement of citizens in the development
effective delivery, debottlenecking; doing the
process.
analysis, coordination, and facilitation to unravel
the problems that occur in the implementation Private Sector
across MDAs. It will lead the rapid assessment of The Kaduna State Government will encourage
matters considered strategic and potentially inhibit public private partnership (PPP) by maintaining an
or even speed up governance, and then propose investment friendly and stable socioeconomic
any necessary amendments to the Governor for environment that is safe, conducive, and attractive
approval. to the growth and development of private
It will liaise closely with the Monitoring and enterprises. Private sector investment will be
Evaluation Department in the PBC to receive encouraged and prioritized in areas of the State
reports on budget implementation and key economy that will improve the general business
performance indicators. environment; and necessary infrastructure will be
provided to boost production in core and
Ministries’ Monitoring and Evaluation supporting sectors.
Units
The Units shall maintain close collaboration with
M&E department of PBC and be responsible for

95
Development Partners
In recent years, Kaduna State has benefitted
immensely from financial and technical support
from development partners, which have in no
small measure resulted in landmark rapid
development of the State in many areas of the
economy. The various programmes were aimed at
improving institutional performance in service
delivery, improving health service delivery and
healthy living of citizens, industrial development,
as well as natural resource exploration and
poverty reduction. In implementing this SDP,
Kaduna State will continue to engage and partner
with development partners towards a successful
execution of proposed programmes, especially in
the area of public financial management, water
and sanitation, environment, agriculture, health,
education, mining and human capital
development.
The Planning and Budget Commission
coordinates the activities of many development
partners that are supporting the State. Therefore,
the Commission will be further strengthened to
optimize the support of the development partners
in implementing the SDP. Any development
partner supporting Kaduna State will be required
to align its support to relevant aspects of this SDP.
Annex 3 presents a list of development partners
operating in Kaduna State and their respective
areas of support.

Manpower Development Strategy


A very critical factor in the implementation of the
SDP is availability of quality and well-motivated
manpower. To get the right people with requisite
skills, experience, and commitment to implement
the SDP, priority will be placed on training and
capacity development of State Officials. Training
needs assessments will be carried out across the
sectors to identify staff complement gaps and
training requirements of staff involved in
implementing the SDP. This will be delivered by
the Governance Pillar – the Institutional
Development Council.

96
Monitoring and Evaluation
The State Government realized that to ensure the Further evidence revealed that monitoring of the
achievement of tangible results, its approach to 2016 – 2020 SDP was largely done at output level,
monitoring and evaluation of policies, projects, making it difficult to assess the actual
and programmes, is crucial. This necessitated the performance of the Plan in terms of outcome and
establishment of a Monitoring and Evaluation impact across the Sectors. While implementing
Department in the Planning and Budget this, the M&E Department, together with the
Commission and the replacement of the traditional Bureau of Statistics and other relevant
M&E system with a Results-Based M&E Policy in stakeholders, will ensure the conduct of annual
2017. The primary objective of the policy is to assessment to measure performance across the
institutionalize a results-oriented approach to sectors. Though a key objective of the M&E
governance by defining realistic expected results, system is to ensure that programmes and projects
monitoring, and reporting progress towards are monitored and evaluated to inform policy and
achieving these results and integrating lessons management decision making, this was largely
learned from the process into management not achieved under the SDP of 2016- 2020 due to
decision making. As a demonstration of its limited sectoral performance reviews.
commitment to implementing the policy,
and few outcomes monitoring reports. The sector
government established a robust electronic
monitoring that was done reported activities and
monitoring and evaluation system known as the
outputs through the electronic dashboard. No
Eyes and Ears Project in the M&E Department of
evaluation was conducted either for the sector or
the PBC to serve as the hub for coordination of
State Development Plan.
M&E activities across MDAs and the LGAs in the
State. However, it was soon realized that field For this SDP of 2021-2025, the State is
officers could not cover the over 5,000 projects in determined to change this narrative by ensuring
the scale, depth, and time we wanted due to the revitalization of its M&E system to generate
obvious limitations of personnel & funding. timely reports to feed the decision-making
Citizens’ engagement was our solution to process. Therefore, the M&E framework for this
democratizing and broadening access to SDP will focus on a functional and sustainable
information so that citizens can be our “Eyes and results-based M&E system with strong emphasis
Ears” in tracking implementation in more depth on evidence-based reporting to inform decision
and scale than Government could. This led to the making. To operationalize the framework, certain
establishment of citizens’ engagement platforms activities need to be implemented. These include:
such as toll-free lines, interactive radio
programmes, and an online application known as • Review of the Results Based M&E Policy.
In addition to the development of an
Kaduna Citizens Feedback (CitiFeed). With this
implementation plan, the review will aim
strategy, the Department can support the five at strengthening the policy’s alignment
newly established Policy Development Councils with the Eyes and Ears Project and other
by feeding them with periodic reports that may implementation tools. It will also clearly
serve as vital input to high-level decision making define the inter-relationship between the
in addition to the regular reports submitted to the PBC on the one hand and other MDAs
Governor. and the LGAs on the other.
• Development of an M&E Manual. The
Meanwhile, during the DFID supported PERL- purpose of the manual is to enhance
ARC governance assessment of 2017 and 2018, understanding of M&E practices. The
it was found that only few MDAs used sector manual will guide the preparation of the
outcome targets in reporting on their performance. sector M&E plans; enhance the

97
understanding and development of M&E the PBC is to serve as the hub for coordination of
indicators; strengthen M&E data M&E activities across MDAs and the LGAs in the
collection, analysis and utilization of State. However, it was soon realized that field
results; guide the preparation of sector officers could not cover the over 5,000 projects in
programme and project progress report; the scale, depth and time period we wanted due
and enhance the dissemination and to obvious limitations of personnel & funding.
communication of M&E results;
Citizens engagement was our solution to
• Upgrade and expand the Eyes and Ears
democratizing and broadening access to
Project to all MDAs and LGAs. As a step
towards ensuring a comprehensive information so that citizens can be our “Eyes and
tracking of the performance of the revised Ears” in tracking implementation in more depth
at outcome and impact levels, the State and scale than Government could. This led to the
has commenced the expansion of the establishment of citizens’ engagement platforms
Eyes and Ears Project to 39 MDAs and 23 such as toll-free lines, interactive radio
Local Governments in the State. programmes, and an online application known as
• Capacity Development on Evaluation to Kaduna Citizens Feedback (CitiFeed). With this
provide adequate M&E skills and strategy, the Department can support the five
knowledge that will be needed for newly established Policy Development Councils
implementing the SDP M&E framework; by feeding them with periodic reports that may
and serve as vital input to high-level decision making
• Adequate M&E budget provision.
in addition to the regular reports submitted to the
The State Government realized that to ensure the Governor.
achievement of tangible results, its approach to Meanwhile, during the DFID supported PERL-
monitoring and evaluation of policies, projects and ARC governance assessment of 2017 and 2018,
programmes, is crucial. This necessitated the it was found that only few MDAs used sector
establishment of a Monitoring and Evaluation outcome targets in reporting on their performance.
Department in the Planning and Budget Further evidence revealed that monitoring of the
Commission and the replacement of the traditional 2016 – 2020 SDP was largely done at output level,
M&E system with a Results-Based M&E Policy in making it difficult to assess the actual
2017. The primary objective of the policy is to performance of the Plan in terms of outcome and
institutionalize a results-oriented approach to impact across the Sectors. While implementing
governance by defining realistic expected results, this, the M&E Department, together with the
monitoring, and reporting progress towards Bureau of Statistics and other relevant
achieving these results and integrating lessons stakeholders, will ensure the conduct of annual
learned from the process into management assessment to measure performance across the
decision making. As a demonstration of its sectors. Though a key objective of the M&E
commitment to implementing the policy, system is to ensure that programmes and projects
government established a robust electronic are monitored and evaluated to inform policy and
Provides picture storyline of project development management decision making, this was largely
from inception to completion and also not achieved under the SDP of 2016- 2020 due to
geospatial/satellite imagery of project progress for limited sectoral performance reviews and few
construction type projects Provides a citizen outcomes monitoring reports. The sector
feedback component to integrate feedback from monitoring that was done reported activities and
citizen’s on project performance under the 2016 outputs through the electronic dashboard. No
capital budget. evaluation was conducted either for the sector or
Monitoring and Evaluation system known as the State Development Plan.
Eyes and Ears Project in the M&E Department of

98
99
Endnotes
1. Kaduna State 2016 – 2020 SDP 24. 2019 Health Sector Strategic Plan
2. Kaduna State In-Perspective Centenary 25. 2018 Health Facility Census Report
Edition (1917 – 2017) 26. National Health Policy (Ward Health System)
3. Kaduna State Population Dynamics, 27. World Bank Staff estimates based on the United.
Projection & Estimate 2015– 2030 28. Nations Population Division’s World
4. Kaduna State 2019 Investment Opportunity Urbanization Prospects: 2018 Revision and
5. Kaduna State 2018 GDP Report Kaduna State 2018 Population Demographics
6. Kaduna State 2016 -2020 SDP 29. 2019 Kaduna State Structuring and Staffing
7. Kaduna State 2017 Agricultural Survey Order
Report 30. 2017 – 2019 Social Sector implementation Plan
8. 2018 Kaduna State GDP Report 31. Kaduna State Population Dynamic, Projections
9. World Bank Ease of Doing Business Report and Estimates 2015 – 2030
10. Kaduna State Infrastructure Master Plan 32. Memorandum for the Establishment of Policy
11. Kaduna State 2017 GDP Report Councils
12. 2017-19 Sector Implementation Plan 33. 2016 Kaduna State Public Service Revitalization
13. Kaduna State Industrial Plan 2019 and Renewal Project
14. Kaduna State 2019 Restructuring and 34. World Bank Digital Economy Diagnostic Report,
Staffing Order 2019, p.26
15. Kaduna State Industrial Plan 35. 1999 Nigerian Constitution (as amended)
16. New Mandate Establishing the Sector 36. Kaduna State 2017 Mid-Term Impact Report
17. Kaduna State School Census Re- port 37. Kaduna State Arrears Clearance Framework
2017/2018 (2019)
18. Annual School Census Report 2018/2019 38. Kaduna State Development Aids Coordination
19. Kaduna State Population Dynamic 2018 Guideline, 2018
20. Kaduna State 2017 Mid-Term Impact
Report
21. Education Sector strategic Plan 2019 -2029
22. Education Sector Strategic Plan 2019-2029
23. Law establishing Kaduna State Mining
Development Company

100
Annexes
Annex 1: Results
Result Framework

Goal
(Impact Target
Impact Indicator
)
Actual

2019 2021 2022 2023 2024 2025

Improved GDP per 314,251 329,964 346,462 363,785 381,975 401,073


capita
Quality (naira)
of life of
Kaduna
citizenry

Poverty 84.9 82 80 78 76 74
rate
(Income)
Life expectancy 54.81 57 58 59 60
(years) 56
Human Devel- 0.532 0.55 0.56 0.56 0.57
opment
Index
0.55
Adult 62 63 64 64 65
literacyrate 63

Agriculture

Outcomes Outcome Actual Unit Targets


Indicators of
Measureme
nt
2019 2021 2022 2023 2024 2025

101
Kaduna State Development Plan 2021-2025

Increased yield of Maize mt/ha 2.5 2% 2% 2% 3.3% 6.5%


ma- jor crops in yield
metric tonsper
hectare (maize, soya
beans, sorghum,
ginger, rice, ground-
nut, fonio (acha), and
millet)
Soyabean mt/ha 0.9 2% 2% 2% 2% 2%
yield

Sorghu mt/ha 2.5 2% 2% 2% 2% 2%


myield

Ginger yield mt/ha 3.84 2% 2% 2% 2% 2%

Annual mt/ha 13.85 2% 2% 2% % 2%


yieldof rice

Groundnu mt/ha 0.7 2% 2% 2% 2% 2%


tyield

Fonio mt/ha 1.5 2% 2% 2% 2% 2%


(Acha)yield
Millet yield mt/ha 1.5 2% 2% 2% 2% 2%

102
Increased capacity 1. No.of Number 50,000 80,000 120, 0009 150, 000 150, 000 200, 000
and adoption of youth
goodagricultural trained ofYouth
practices among
and
youths and women
(1). Increased 2. No. Women
capacity for good of
agricultural practices wome trained
among youths (2) n
Increased capacity for (Number
trained
good agricultural )
practices among 3. No of
women
(4) Increased youth
adoption of good
agricultural practices 4.No of
among youth women
(4) Increased that
adoptionof good
agricultural practices
among women adopt-
ed…….

103
Annexes

Increased productivity Share of GDP 37.4 38 38.5 39.4 40 41


of agricultural Agriculture in
produce (N’Bn)
the
State
GDP
Farmers have informa- Nos of farm- Number 10% 25% 30% 32% 35% 37%
tion and adopt proven ers with
technology to agricul-
tural practices Knowledge
of new
Technology
To
agricultural
practices.

No of farmers
Adopting
the new
Technology
0 2 1 1 1 1
Weather station Number
established and of
maintained at all the weather
four zones
stations
of the State and state
established
headquarter
and0
(Weatherstation
(number)
established at all the
four zones of the maintained
state)
Full meaning of GAP Quantity of N/A (Mt)
GAP certification farm produce
for all agricultural that obtain
produce
GAP certifica-
tion

Functional engineer- Proportion % 10 15 16 17 19 20


ing services available of registered
to farmers farmers that
have access
to functional
engineering

104
services
Increased production Livestock % 7 10 12 15 17 20
and yield of livestock production
growth rate
in the state

Increased support Proportion of % 1 2 3 4 5


forfarmers
registered
farmers
supported
with finance
Proportion of
registered
farmers
supported
with
insuranc
e
subsidy
Rehabilitation of Number Number 4 2 2 1 1 1
Stategrazing ofgrazing
reserves
reserves
re-
habilitated
Retracing and Distance Kilometer 500 500 550 600 650 700
demarcation of the ofcattle
State cattle routes ( an
routes
activity )
(km)
retraced
and
demar-
cated (an
output )
Increased Fisheries % 5 7 9 11 13 15
productionand yield productio
of fisheries n
growth
ratein the
State

105
Increased Numbers Number ??
productionof fruit offruit trees
trees
produced

Increased numbers Numbers Number ??


oforchards in the of
state orchards
in the State
Increased in the Increase % 10 15 20 20 25 25
production of inhoney
beekeepingfarmers in
productio
the state
nthe state

106
Veterinary facilities are Proportion of % 20 25 25 30 30 35
available for livestock
and fishery farmers registered
farmers that

have access
to

chemicals
and

livestock
vaccines
Storage facility avail- Number of % 10 15 17 20 25 30
able for farm produce farmers

that have
access to

storage
facility.

Number of
storage

facilities in
the state
Data Source: KDBS, MoA

Business, Innovation and Technology

Outcomes Outcome Indicators Actual Unit of Actual


Measurement Targets
2019 2021 2022 2023 2024 2025
Increased sectoral Sector’s percentage % 10.74 12% 22% 24%
share of GDP contribution to 15% 18%

GDP

Developed Number of people Number 5000 10,000 20,000 40,000 60,00 80,000
digital withe-commerce Entrepre- 0
economy skills. neurs
10 20 30 40 50
No. of e- Number
commerce ?
businesses
registered
5 MDAs
Digitization of Number
govern-ment
operations
% of newly % 20 22 32 52 75 80
Improved job employedby
opportunities SMEs
Raised ease of Ease of doing 10 20% 30% 50% 70% 90%
doingbusiness index businessindex
(re- phrase)

Percentage share 2 3% 5% 12% 20% 40%


ofthe sector in
total
employment in
theState
Number of NA 2% 4% 6% 8% 10%
businessclinics.

Number of trained
entrepreneurs.
Number of 4% 1% 2% 3% 4% 5%
equipped ICT
centres

Education
Sector Objective: To improve quality of education at all levels; improve access to learning opportunities for all; expand and
upgrade education infrastructure; and ensure that education is relevant to the labour market and enhances productivity.

Outcomes Outcome Actual Unitof Targets


Indicators Mea-
surement
2019 2021 2022 2023 2024 2025
Improved Percentageof % WAEC – 30 35 40 45 50
learning candidates 27.88
who passed
outcomes with at least
5 credits,
including
English and
Math-
ematics
in WAEC,
NECO &
BECE
Improved Percentageof % NECO – 50 55 60 65 70
learning canddates 48.45
outcomes who

passed
with at
least 5
credits,
including
English
and

Mathe-
matics in
WAEC,
NECO

& BECE

Percentageof % BECE - 92.23 94 95 96 97 98


Improved candidates
learning who
outcomes
passed
with at
least 5
credits,
including
English
and

Mathe-
matics in
WAEC,
NECO

& BECE

. Primary Ratio 1:78 1:65 1:60 1:55 1:50 1:45


Improved Qualified
quality of Teach-
er:Pupil
teach- Ratio
ing at all
levels
Improved JSS Quali- Ratio 1:68 1:65 1:60 1:55 1:50 1:45
quality of fied Teach-
er:Pupil
teach-
ing at all Ratio
levels

Improved SSS Ratio 1:29 01:29 01:29 01:29 01:29 01:29


quality of Qualified
Teacher:
teaching Pupil Ratio
at all
levels

increased Primary % M-100/F-97 100/100 100/100 100/100 100/100 100/100


access at NER
all
levels for
males/
females

increased JSS NER % M-40/F-36 44/40 48/45 52/49 56/54 60/58


access at
all
levels for
males/
females

Increased SSS NER % M-23/F-20 29/26 34/30 40/36 45/40 50/45


access at
all
levels for
males/
females
Increased Primary % M-116/F-113 100/100 100/100 100/100 100/100 100/100
access at NER
all
levels for
males/
females
Increased JSS GER % M-56/F-52 60/56 64/60 68/64 72/68 76/72
access at
all
levels for
males/
females
Increased SSS GER % M-32/F-28 38/34 43/40 49/46 55/51 60/56
access at
all
levels for
males/
females
Increased Enrolmentof Number M- 18237/ 20061/ 22067/ 24274/ 26701/
access at under- 16,579/F 11,513 12,664 13,930 15,323 16,855
all graduate 10,466
levels for students
males/
females

Increased Gender Ratio 0.97 1 1 1 1 1


access at Parity Index
all (GPI)
levels for Primary
males/
females

Increased Gender Ratio 0.93 0.93 0.95 0.96 0.97 0.98


access at Parity Index
all (GPI)JSS
levels for
males/
females
Gender Ratio 0.88 0.9 0.92 0.94 0.96 0.98
Parity Index
(GPI)SSS

Increased Completion % M-69/F-66 76/74 80/78 84/82 88/86


comple- Rate (CR) 73/70
tion Primary

rate at all
levels for
males and
females.

Increased Comple- % M-58/F-53 62/57 66/61 70/65 74/69 78/73


comple- tion Rate
tion (CR)JSS

rate at all
levels for
males and
females
Increased Comple- % M-27/F-23 31/27 35/31 39/35 43/39 47/43
comple- tion Rate
tion (CR)SSS

rate at all
levels for
males and
females
Increased Transition % 72 75 78 81 84 87
transition Rate (TR)
rate at all Primary-
levels. JSS

Increased Transition % 47 50 53 56 59 62
transition Rate (TR)
rate at all JSS-SSS
levels.

Increased Number of Number 419 430 450 460 470 480


number of Schools
schools established
JSS

Increased Number of Number 354 365 375 385 395 405


number of Schools
schools established
JSS

Improved Pupil: Ratio 96:1 80:1 70:1 65:1 55:1 45:1


educa- Classroom
tional Ratio
(PCR)
infra-
Primary
structureat
all levels of
education

Improved Pupil: Ratio 88:1 83:1 70:1 65:1 55:1 45:1


educa- Classroom
tional Ratio
(PCR)
infra-
JSS
structureat
all levels of
education
Improved Number of Number 41 40 40 40 35 35
educa- lecture
tional theatre or
infra- equivalent
structureat provided
all levels of annually in
education
the 3 tertiary
institutions

Improved Percentageof % 150 6 6 6 6 6


educa- classrooms
tional with
insufficient
infra- seating :
structureat Primary
all levels of
education

Improved Percentageof % 78 75 70 65 60 55
educa- classrooms
tional with
insufficient
infra- seating:
structureat JSS
all levels of
education

Improved Percentageof % 79 70 65 60 55 50
educa- class-
tional rooms with
insufficient
infra- seating:
structureat SSS
all levels of
education

Improved Percentageof % 67 65 60 55 50 45
educa- schools
tional without
functional
infra- water
structureat facilities:
all levels of Primary
education
Improved Percentageof % 27 15 10 5 0 0
educa- schools
tional without
infra- functional
structureat water
all levels of Facilities:
education JSS

Percentageof % 23 10 5 0 0 0
schools
without
functional
water
Facilities:
SSS
Percentageof 0
Schools that
offer digital
skills

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