Strategic Planning For Nbg Real)

FIRST DRAFT OF THE STATE STRATEGIC PLAN 2007-2011 NORTHERN BAHR EL GHAZAL STATE

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

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

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List of Acronyms AIDS CANS CBOs CCSS CPA CSO FAO GoS NBGS GOSS GONU GTZ HIV HQ ICSS IDPs IT JAM LG LGRP M&E MDGs MOA MOFEP MOH MSD MSF-F NGOS NPA OCHA PACT PEST PHCC PHCU Qty SAF SPLM/A SSRRC SWOT TB EP&R ERT FTR OVC CCC DPT NID TT

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =

Acquired Immuno-Deficiency Syndrome Civil Authority of New Sudan Community Based Organizations Coordinating Council of South Sudan Comprehensive Peace Agreement Civil Society Organizations Food and Agriculture Organization Government of Sudan Northern Bahr el Ghazal State Government of Southern Sudan Government of National Unity German Development Organization Human Immuno-Deficiency Virus Headquarter Interim Constitution of Southern Sudan Internally Displaced Persons Information Technology Joint Assessment Mission Local Government Local Government Recovery Program Monitoring and Evaluation Millennium Development Goals Ministry of Agriculture, forestry, animal Resources and fisheries Ministry of Finance and Economic Development Ministry of Health Ministry of Social Development Missions sans Frontiers - France Non Governmental Organizations Norwegian Peoples Aid Office for Coordination of Humanitarian Affairs Private Agencies Cooperating Together Political, Economict, Social and Technology Primary Health Care Center Primary Health Care Unit Quantity Sudan Armed Forces Sudan Peoples Liberation Movement/Army Southern Sudan Relief and Rehabilitation Commission Strengths, Weaknesses, Opportunities and Threats Tuberculosis Emergency preparedness and response Emergency response team Family training and re-unification Orphans, vulnerable & Children Core Commitment to Children Diphteria, pertassis and tetanus National Immunization Day Tetanus

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MMC VCT PMTCT ARV PLWHA TV UN UNDP UNICEF UNMIS USAID VSF-France WES WFP WHO

= = = = = = = = = = = = = = =

Mass Measles Campaign Voluntary counseling and Testing Prevention of Mother to Child Transmission of HIV/AIDS Anti-retroviral People living with HIV/AIDS Television United Nations United Nations Development Programme United Nations Children Fund United Nations Mission to Sudan United States Agency for International Development Veterinary sans Frontiers Water and Environmental Sanitation World food Program World Health Organization

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Table of content Part A: -----------------------------------------------------------------------------------------9 Chapter 1: Introduction 1.1 Purpose of the plan 1.2 Scope of the plan 1.3 Sources of information and the process 1.4 Arrangement of plan Chapter 2: Background Information---------------------------------------------------10 2.1 Location 2.2 Economic base 2.3 Political environment 2.4 The question of abyei 2.5 Southern Kordofan Chapter 3:County Mapping Profiles ------------------------------------------------------- 12 3.1 Objectives 3.2 Strategy Chapter 4: Ministries and State Organs -------------------------------------------------- 17 4.1 State Ministry of Education 4.1.2 Current situation 4.1.3 Challenges 4.1.4 Current school infrastructures 4.1.5 Proposed strategies 4.2 State Ministry of Physical Infrastructure -------------------------------------------20 4.2.1 Situational Analysis 4.2.2 Objectives 4.2.3 Challenges 4.2.4. Proposed Strategies--------------------------------------------------------------------21 4.2.4.1 Roads and Transport 4.2.4.2 Bridges 4.2.4.3 Proposed International Airport 4.2.4.4 Trains 4.2.5 Water and Sanitation Directorates ---------------------------------------------------24 4.2.5.1 Situational analysis 4.2.5.2 Proposed strategies for water provision 4.2.5.3 Urban water supply 4.2.5.4 Mediuma and long term strategies---------------------------------------------------25 4.2.5.5 Sanitation 4.2.5.6 Challenges 4.2.5.7 Proposed Strategies -------------------------------------------------------------------26 4.2.6 Electricity and Gas 4.2.6.1 Challenges 4.2.6.2 Proposed strategies 4.2.7 Housing -------------------------------------------------------------------------------28 4.2.7.1 Challenges 4.2.7.2 Proposed Medium and long term strategies -------------------------------------- 28 4.3 State Ministry of Health -----------------------------------------------------------29 4.3.1 Current situation 4.3.2 Challenges 4.3.3 Aweil Civil Hospital – challenges 4.3.4 Proposed strategies-------------------------------------------------------------------34

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4.4 State Ministry of Agriculture----------------------------------------------------35 4.4.1 Current situation 4.4.2 Challenges 4.4.3 Strategic proposals-agriculture--------------------------------------------------36 4.4.4 Revenue generation strategy-agriculture 4.4.5 Strategies -------------------------------------------------------------------------- 38 4.5. 1 Ministry of Social Development ---------------------------------------------39 4.5.2 Situational Analysis 4.5.3 Challenges 4.5.4 Social issues facing the returnees 4.5.5 Proposed strategies -------------------------------------------------------------- 40 4.6 State Ministry of Information and Communications---------------------42 4.6.1 Introduction 4.6.2 Current Situation 4.6.3 Challenges 4.6.4 Proposed strategies ---------------------------------------------------------------43 4.7.1 State Ministry of Local Government and Law Enforcement --------- -44 4.7.2 Situational Analysis 4.7.3 Challenges 4.7.4.Proposed strategies----------------------------------------------------------------45 4.8.1 State Ministry of Finance, Development and Economy------------------49 4.8.2 Situational Analysis 4.8.3 Challenges 4.8.4 Proposed strategies----------------------------------------------------------------47 4.9.1 Legal Affairs Office -------------------------------------------------------------49 4.9.2 Situational Analysis of case statistics 4.9.3 Challenges 4.94 Strategic proposals----------------------------------------------------------------49 Chapter 5: Development Partners--------------------------------------------------50 5.1 United Nations Children’s Fund-------------------------------------------------- 50 5.2 Private Agencies Cooperating Together -----------------------------------------54 5.3 International Rescue Commission-------------------------------------------------54 5.4 World Food Programme -----------------------------------------------------------56 5.5 Amanda Marga Universal Relief Team (AMURT)-----------------------------57 5.6 Save The Children Sweden--------------------------------------------------------57 5.7 Food and Agricultural Organisation----------------------------------------------58 5.8 International Organisation for Migration ---------------------------------------59 5.9 United States Agency for International Development-------------------------59 5.10 UN Return, Reintegration and Recovery-------------------------------------- 60 Part C: Strategic Analysis Chapter 6: Identification and Prioritisation of key issues -------------------- 61 Part D: Strategic Direction (philosophy) Chapter 7: Strategic Philosophy-----------------------------------------------------62 Part E: Setting Strategies ---------------------------------------------------------------63 Chapter 8:Formulating strategic goals---------------------------------------------63 Part F: Action Planning----------------------------------------------------------------- 65 Chapter 9: Objectives for each sector---------------------------------------------- 65 Part G: Implementation Plan -----------------------------------------------------------66 Chapter 10: Capacity building to implement the strategic plan --------------66

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Chapter 11: Monitoring and Evaluation ------------------------------------------67 Chapter 12: Conclusion--------------------------------------------------------------- 68 Annex 1: Action Planning ---------------------------------------------------- ---------69 Annex 2: SWOT Analysis ------------------------------------------------------------- 87 Annex 3: PEST Analysis ---------------------------------------------------------------89

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PART A:

INTRODUCTION AND BACKGROUND

CHAPTER 1: INTRODUCTION 1.1 Purpose of the Plan The strategic plan for Northern Bahr el Ghazal is being designed and developed in order to give the state a five-year development planning perspectives. The planning process has enabled the state to identify the challenges facing it, analyse those challenges and design long term strategies to address them. 1.2 Scope of Plan The first strategic plan for Northern Bahr el Ghazal is developed against the background of lack of comprehensive statistics and macroeconomic data at the state and county level. The figures for the population are those that date back to 1980s which are hardly reliable as they have not been updated. The ministries, however, managed to gather some information to enable the plan to be developed which could be updated as more realistic data becomes available in the ministries and counties. The plan has focused on the basic challenges facing the state and how those challenges can be addressed. 1.3 Sources of information and the process The information for this plan has been obtained through meetings with the state ministries and directorates in July 2007, and two workshops that were held in 2006. The ‘’Aweil Urgent Physical Infrastructure Needs Assessment Draft of June 2006’’,CPA, the GoSS guidelines and consultations with the NGOs operating in NBG and UN agencies on the ground were credible sources of information. The state consultation workshops that were held in Aweil in August 2006 and also in November 2006 were attended by the state Governor, representatives of various ministries, other stakeholders in the state with the objective of gathering information that would help the drafting of the strategic plan of the state. The county mapping for Northern Bahr el Ghazal is still not complete but another comprehensive round of consultations with the ministries were held in the month of July which helped to generate information for the first draft. 1.4 Arrangement of Plan The strategic plan for NBG is arranged into five parts and 12 chapters. The first part (A) comprises the two chapters on introduction and background. These two chapters give an insight into the purpose of the strategic plan and the background information on the state and the counties. Part B comprises chapters 3,4, and 5 which highlight the county mapping, situational analysis of the sectors and other development partners operating in Northern Bahr el Ghazal. Part C deals with the strategic analysis whilst part D elaborates on the strategic direction of the state. The mission, vision, the SWOT analysis (annex) are highlighted in part D. Setting strategies and action planning are contained in parts E and F whilst part F is mainly on implementation plans.

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CHAPTER 2:

BACKGROUND INFORMATION

2.1 Location Northern Bahr el Ghazal neighbours South Kordofan to the North, Warrap and Western Bahr el Ghazal are located East and South East respectively. The state is one of the largest in South Sudan in terms of population but smallest in size with an estimated area of 33,559km². It has a total population of about 2.8million who are located in the 5 counties and Aweil Town. The area is also blessed with a cattle population of about 13million. Aweil, the capital city lies very far north of Southern Sudan and is located along the railway route that links Wau and Khartoum but passing through Babanusa in Northern Sudan. Most parts of the state particularly Aweil are located in a flat plain that is dusty and hot in the summer. Due to the absence of any drainage systems, the town becomes flooded and muddy during the rainy seasons. The town lies 1,150kms from Khartoum, 2,000kms from Port Sudan, 980kms from Juba and 1,160kms to the Ugandan border. Currently the road linking Aweil and Wau becomes impassable during the rains though plans are on the way to start the construction of that 180km road during the dry season. The town of Aweil is about 3km² and the residential area cover 2.0km² which is about 67% of the entire town. With the impending arrival of an estimated 300,000 returnees this year, most of who might decide to stay in Aweil town, the capital is expected to grow very fast putting lot of pressure on the physical infrastructure. 2.2 Economic base Northern Bahr el Ghazal is predominantly an agricultural area and the ministry of agriculture indicates that if all the lands were de-mined and farming implements made available, the area can easily supply the rest of South Sudan with rice. There is a tremendous potential for rice production. The fact that the region gets at least 6 months of continuous rainfall has made the state a potential agricultural zone. The Governor is determined to stimulate small holder and domestic agriculture in order to boost agricultural production. Currently 90% of the average income of the population is spent on food and thus any self-sufficiency in food production will be a major boost to local savings, investment and growth. The prospects of EU/GoSS funding to revitalise the rice scheme will be a good step in the right direction. Almost every county has a large reserve of timber, livestock, fishery potential and bee keeping. These are agro-based industries which, if fully exploited, could create a strong economic base for the state in the near future. The economic prospects are being further boosted by the prospect that there could be a large oil/gas reserve in Manduany just about 6 kilometres from Aweil Town. 2.3 Political Environment Being very close to Khartoum, made NBG vulnerable to frequent attacks and overruns during the war. Some parts of the state were overrun so many times by Khartoum and people were living in perpetual fear. During the war, there was virtually no productivity and the few administrators in the city were being paid and administered by Khartoum. Women were encouraged to stay in Aweil town not to follow SPLA in the bush by paying them salaries every month. This practice continues even today and it has now become politically sensitive to lay off that unproductive work force without creating an incentive for them. Currently they constitute about 5,832 and costing the state of Northern Bahr el Ghazal a sum of USD$629,015 Per month and USD$7,548,184 per annum. The political atmosphere is calm but there are fears that if the various border issues are not resolved, tension could re-emerge. It was not a coincidence that the Speaker of the State Legislative Assembly, Angelo Marac Thiik, on Saturday 2nd August 2007 appealed to GoSS through the GoSS Finance Minister to suspend the rehabilitation of the railway linking Aweil to the North until the pending border issues are all resolved in accordance with the CPA provisions. This is a clear manifestation of the growing tension which is causing a lot of unease in this state of Southern Sudan.

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2.4 The question of Abyei This is a border issue dating back to pre 1956 border demarcation just before the British left Sudan. This area of Northern Bahr el Ghazal was inhabited originally by the Dinka speaking population but left in the hands of the northerners when the British were leaving. Now the Masariya Arabs have also settled there and there are frequent clashes between the two ethnic groups. The southerners are claming back the area but the whole issue became more complicated when a large deposit of oil was discovered there. Northern Sudan is also claiming Abyei as part of north and that push and pull may have to continue beyond the 2011 referendum. It could be a breeding ground of political tension and a possible conflict in years to come if the two sides failed to resolve the issue amicably. 2.5 Southern Kordofan This territory which is located in the north of NBG has been encroaching into the southern territory well beyond the 1956 border demarcation. The Bagara Arabs who are mainly nomads have also been crossing into the South to grace their cattle against the wishes of the southerners. They were also claimed to have sided with the northerners during the war to kidnap children and women from the south and took them to the north. These coupled with the belief that there could a deposit of oil/gas in Rumaker area have all not helped to ease the political tensions.

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PART B :

SITUATIONAL ANALYSIS

Chapter 3: County Mapping Profiles 3.1 Objectives: The County Capacity Mapping exercise has several objectives: •

To inform planning, to better articulate and document the baseline reality of each county. To familiarize the stakeholders with the unique features, county characteristics, development issues and challenges. • To establish a consensus on the information on the County. • To generate a collection of maps, diagrams, and structured information that will serve as the primary source material for use for future planning. • To provide a learning exercise for continued mapping updates. • To provide baseline information for State Government to use for developing the State Plans. 3.2 Strategy: The County Capacity Mapping exercise comprises two parts: (i) County Administration Mapping: a mapping of current institutional capacity that will provide State and County level authorities with key basic information on its human resources, physical infrastructure, equipment and furniture, transport, communications, resources and revenues, administrative and finance systems, planning systems, social services, and justice/law and order. •

(ii) Community Capacity Mapping: a more intensive mapping of the County that will assess the assets, services and resources available to communities, assess the views and practice of communities concerning governance and decision making, analyze community efforts to access social capital, identify formal and informal county and community institutions/organizations that exist, and analyze relationships between communities and institutions, both local and external. This mapping is over a longer period, is more participatory and is conducted by the county mapping team. The format that this mapping takes is decided jointly by participating stakeholders.

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Table 1. COUNTY PROFILES Counties County Commissioner:

Aweil Town Albino Madhan Anei

Executive Director: Police Chief

1 Major Garang Kuoch Mayom 850,000

Population (estimate) Administration(Payams) County size: County headquarters: Law and Order (Courts) Police and Prisons Ethnic structure Returnees (IDPs and returnees) Livelihood: Schools Teachers School Enrolment Health facilities Food Security Water points Natural resources

Aweil East Manot Mareng Akueny 1 Cpt. Aturjong Daw Anyuon 400,000 10 payams

Aweil Centre George Awad Wol

Aweil South Keneo Awadh Wol

Aweil North

Aweil West Dut Akol

1 1st L.T Tong Deng Aguot 250,000 7 Payams

1 1st L.T Matem Lual Matem 336,000 9 Payams

1 1st L.T Dut Wieu Mawien 335,000 5 Payams

1 1st L.T Ather Deng Pethi 360,000 9 Payams

Aweil Chiefs, county court, town chiefs

Wanjok Chiefs, county court, town chiefs

Aroyo Chiefs, county court, town chiefs

Malek Alel Chiefs, county court, town chiefs

Gok Machar Chiefs, county court, town chiefs

Nyamlel Chiefs, county court, town chiefs

Exists Falatas, Dinkas, Luos and Arab traders 17,000

Exists Dinkas, Bagara Arabs traders

Exists Luos, Dinkas, Falatas

Exists Dinkas

Exists Dinkas

Exists Dinkas

53,794

18,845

12,802

9,195

19,511

Farmers and seminomads 14 356 8,760

Farmers and seminomads 106 662 23,082 25 Food insecure 83 Timber, Gum-Arabic, Fisheries and livestock

Farmers and seminomads 54 200 12,722 7 Food insecure 52 Timber, fisheries and beekeeping potential.

Farmers and seminomads 59 252 14,901 6 Food insecure 42 Timber, bee-keeping and fisheries

Farmers and seminomads 140 250 14,932 11 Food insecure 77 Timber, fishing, limestones,

Farmers and seminomads 131 362 33,254 23 Food insecure 118 Potential for oil, iron ore, limestones, forestry, timber, fisheries and livestock.

Arab Nomads coming with guns to grace their livestock. Continuous tensions in search of gracing land along River Kirr. Wild life present

Tibal tension between tribesmen of Gokrial West and Aweil South is a source of continuous tension. Wild life present

Arab Nomads coming with gun to look for gracing land for their livestock along River Kirr.

Food insecure 10 Timber , oil potential in Manduany,fishing and livestock

Security issues

Wild Life

Wild life present

Sources of revenue

Local resources

Main trading centres:

Aweil Town market,

Warawa,Wany Njock,

Aroyo market,

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Malek Alel market,

Wild life present

Adal market,

Wild life present

Nyamlel market and

Navasa market and Malon Aweir market

Infrastructure (Roads): Key challenges

Priority needs:

Possible interventions

Sector departments in place

Actors Financial reporting County Budget:

IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate budget and overstaffing. PHCS, schools, trained teachers, hospitals, ambulances, power station, running water and sanitation

Malual Kon market, Akuem Kou market and Mangaraguei market

Road construction on going by EYAT IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate and overstaffing.

Milo and Taraliet market

Mangaratel, Gokmarchar Akuic market market,Kirr Aden market,Pamel market, Marol Deng Geng market,Arath market, Pandret and Mayen Wuiem market

Road construction on going by EYAT IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate budget and overstaffing. PHCS, latrine, schools, professional, teacher training, hospitals, ambulances, power station, r and sanitation

PHCS, latrine, schools, professional, teacher training, hospitals, ambulances, power station, and sanitation Roads, offices, capacity building, health infrastructure, education services

IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate budget and overstaffing. PHCS, latrine, schools, professional, teacher training, hospitals, ambulances, power station, and sanitation Roads, offices, capacity building, health infrastructure, education services

IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate budget and overstaffing. PHCS, latrine, schools, professional, teacher training, hospitals, ambulances, power station, and sanitation Roads, offices, capacity building, health infrastructure, education services

IDPS, lack of professional staff, poor infrastructures, poor health facilities, no office structures, poor communication facilities, inadequate budget and overstaffing. PHCS, latrine, schools, professional, teacher training, hospitals, ambulances, power station, and sanitation Roads, offices, capacity building, health infrastructure, education services

Health, education,

Health, education,

Health, education,

Health, education,

Health, education,

Health, education,

Administration

Administration

Administration

Administration

Administration

Administration

Finance

Finance

Finance

Finance

Finance

Finance

Physical infrastructure Government & Partners

Physical infrastructure Government Partners

Physical infrastructure Government Partners

Physical infrastructure Government Partners

Physical infrastructure Government Partners

Physical infrastructure

Not done Done for 2008

Not done Done for 2008

Not done Done for 2008

Not done Done for 2008

Not done Done 2008

Not done Done 2008

Roads, offices, capacity building, health infrastructure, education services

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Roads, offices, capacity building, health infrastructure, education services

Government Partners

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Chapter 4: Ministries and State Government Organs 4.1 Ministry of Education Science and Technology Introduction The ministry of education is mandated to provide quality education accessible by the population of Northern Bahr EL Ghazal State. The state education system is designed to produce qualified people who can take on the challenges of socio-economic development of the state and improve their own livelihood. Mission statement To make basic and higher education accessible to every citizen in Northern Bahr el Ghazal. Vision To ensure that the state lays down good foundation for a sustainable educational system that would give the citizens of NBG a better future. 4.2 Current situation Being a garrison town during the two decades of war, this state had missed out a lot in formal education. It has a large population of youths who have never been to school at all. Those who were lucky to go to school had been educated in Arabic but now finding it difficult to adjust in a new educational set up. The ministry therefore has the double task of making education accessible to all and at the same time providing English classes to those educated in Arabic to prevent them from being marginalised. The state educational system is struggling to meet the demands for an increase in the number of schools and provision of educational materials because of lack of adequate resources at the state level. 2007 budget Estimates: Salaries Estimates --------------------- -$8,448,648.00 Capital Expenditure Estimates---------$3,540,840.00 Operational Cost Estimates---------------$274,758.00 Grand Total ------------------------------$12,264,246.00 4.3 Challenges Some of the challenges facing the state ministry of education, science and technology are: • Inadequate learning spaces for school children • •

• • •

•

Lack of text books particularly for upper primary schools. Curriculum for senior secondary schools. Lack of educational offices at the county and state level. Lack of communication facilities between the main education office and county education officers. Serious shortage of black boards. Lack of physical structures to accommodate officers and teachers both in the counties and the headquarters.

4.4 Current school infrastructure The school going age is currently between 7 and 8 years for primary schools and 3 to 6 for nursery schools. The total number of schools in the state, according to the latest statistics, are 497 for primary schools, 7 for senior secondary schools with a combined number of student population of 105, 694. The statistics for girls attending school is quite low compared to the number of boys. The current statistics is: 1. 16,204 for girls 2. 89,490 for boys This gives an uncomfortable ratio of 6 to 1.

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Table 2. Distribution of primary schools according to counties and gender: COUNTY NO. OF SCHOOLS NO.OF BOYS NO.OF GIRLS Aweil Town 10 6,025 1,830 Aweil North 140 13,100 1,332 Aweil South 58 13,812 985 Aweil West 130 27,031 5,960 Aweil East 105 18,984 3,913 Aweil Centre 54 10,533 2,189 Total

497

89,490

16,204

Table 3. Distribution of senior secondary schools as per county and gender: NO.OF COUNTY NO. OF SCHOOLS BOYS NO.OF GIRLS Aweil Town 04 811 94 Aweil North Aweil South 01 117 7 Aweil West 01 252 11 Aweil East 01 180 5 Aweil Centre Total

07

TOTAL(3+4) 7,855 14,932 14,797 32,991 22,897 12,722

1,360

105,694

TOTAL(3+4) 905 124 263 185

117

1,477

Table 4. The number of teachers in the whole state stands at 2,082. The distribution is as follows: Teachers Teachers TOTAL COUNTY Primary Secondary (4+5) Female Male Female Male Total Aweil Town 27 253 12 64 356 Aweil North 7 243 250 Aweil South 19 221 12 252 Aweil West 37 313 12 362 Aweil East 38 612 12 662 Aweil Centre 30 170 200 TOTAL

158

1,812

12

100

2,082

The state and working partners (NGOs and UN agencies) have been working hard to improve accessibility to primary and secondary education by constructing more schools. So far 27 schools have been built all over the state. The distribution is as follows: Table 5. Distribution of completed schools County Primary Constructed by schools Aweil Town Aweil North 4 NRC/UNICEF Aweil South Aweil West 11 CONCERN/UNICEF Aweil East 12 AMURT Total

Secondary schools -

Constructed by

27

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Total constructed 4 11 12 27

Table 6. The distribution of ongoing school construction programmes Town County Quantity Constructed by Blocks Majak Akoon Aweil East 1 Gordhiem Aweil East 1 Baal Aweil East 1 Makuach Aweil East 1 Amurt Mangar Tong Aweil East 1 Amurt Romathai Aweil East 1 Amurt Dhokkuol Aweil East 1 Amurt Madhol Aweil East 1 Save The Children United Kingdon Warawar Aweil East 1 Save The Children Sweden Wung lay Aweil East 1 Private individual Mdyak Pawil Aweil East 1 Amurt Aweil South 8

Status Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing

4.5 Proposed strategies: • To employ 1,146 teachers in both primary and secondary schools to alleviate the problem of acute shortage of teachers. • To organise in-service training courses for 1,243 teachers in the next five years to build cacpacity. • Capacity building of 60 teachers shall take place during this summer holidays. • • •

• •

• • •

•

• • •

• •

Already 745 teachers have been trained and financed at a cost of USD$93,120.00 by Multi-Donor Trust Fund and Amurt (local NGO) and the programme took 5 weeks. To construct three boarding senior secondary schools in the next five years. Construct 3 primary boarding schools in the next five years. To construct 4 vocational training centres for both boys and girls. To establish 2 training centres for teacher training. 10 senior secondary schools will be constructed, 2 per county, to address the problem of senior secondary school shortage. Provision of adequate school and learning materials for both primary and senior secondary schools. To build permanent structures in the state office, Payams and counties. To encourage formation of Parent Teacher Associations who would be dealing with the schools in planning and developing every aspects of the schools including the school infrastructural developments. Mobilisation of the community for meaningful participation in school development projects. Hold regular co-ordination and information sharing meetings with partners in education so as to co-ordinate our activities. To open 84 centres in the next five years where alternative education will be provided to enable adults and those children above the school going age who missed out from formal school education because of the war. 13,059 male and 5,063 female adults will benefit from this venture in the next five years. Intensive courses in English will be organised for 60 participants from 1st July to December 2007. This will be funded by UNICEF. Concern Universal had already funded a four-month intensive English language course from which 74 benefited.

19 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4.2 Ministry of Physical Infrastructure Introduction The Ministry of Physical Infrastructure is one of the biggest ministries in the state with 5 directorates. Each of these directorates is to have good representation at the county level in order to facilitate the delivery of effective services to the people in the form of electricity, water, road maintenance, housing, surveying, transport and sanitation. The directorates include: (1) Water and Sanitation, (2)Transport, (3)Admin & Finance, (4) Electricity & Gas and (5) Housing. Mission To provide good network of roads and other infrastructures necessary to kick-start the state of Northern Bahr eL Ghazal within five years.

economic growth in

Vision To provide good infrastructural support and public utilities to the state that will encourage sound investment and economic growth. 4.2.1Situational Analysis: Most of the projects of the ministry of Physical Infrastructure such as water and sanitation are being financed and implemented by Unicef and other partners in the state with advice from the ministry. The partners have set themselves targets to sink 200 boreholes and pit latrines in various counties and in Aweil to the tune of $3,350,000 and the state is drilling 200 boreholes at the tune of $2,600,000. The sanitation in the city is just about to be improved with the intervention of the partners but still there is no running water or electricity for domestic and industrial use. The provision of utilities on a longer term basis will require a massive investment by the state and the GoSS. The ministry is handicapped by lack of funding of the budget and the untrained manpower. It has no graduate and worst of all most of the staff do not seem to be trainable. Directorates such as electricity, roads and housing are desperately in need of qualified professionals but there is no hope that such a line of professional team shall be made available soon. The total staff number of the ministry is 272 as at January 2007 and out of that 75% (204) are all unclassified whose continuous employment adds no value to the operations of the ministry but yet costing the ministry USD24,040 per month and USD288,480 per annum in wages. There are directorates whose work is essentially technical and they cannot afford to operate without trained professionals in the long run. About 80% of this unclassified staff ministry are not adding any value to the ministry’s productivity. The GoSS has undertaken the financing of the major roads and bridges to ease communication in the state to the tune of USD$228 million for the next three years. The construction of the new international airport is also to be part-financed by GoSS to the tune USD20 million (being 75% of costs). The balance of 25% will be borne by the state. The current budget of the ministry of Physical Infrastructure 2007 budget estimates USD$ • Salaries ------------------651,780.00 • Capital expenditure estimates ----------------- 14,225,416.00 • Operational Costs ---------------431,856.00 ------------------Total budget 15,309,052.00 -------------------

20 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4.2.2 Objectives: 1. Roads and Transport Directorate • Facilitate transportation of goods and people across the state. •

Establish good network of roads linking Aweil Town to all county capitals in the state.

•

Ease transportation of goods and food items from other states. Facilitate inter-city and inter-state communications. Dredging of some of the rivers to make them navigable.

• •

• Connect the cities through river transport providing ferry boats 2. Electricity and Gas • Provide power stations and good generators to generate power for both industrial and household use for the five counties too. • Maintain supply of electricity by training qualified professionals. 3. Housing • Providing housing facilities to every citizen. • Ensure government houses are re-located and built. • Survey all the available lands and distribute them accordingly. • Plan the cities accordingly and reduce city slumps. 4. Water and Sanitation • Provide good drinking water to all. •

Provide good drainage systems in the city of Aweil and county capitals. Drill large number of boreholes to ensure adequate water supply to returnees. • Improve sanitation facilities in the whole of Northern Bahr EL Ghazal. 4.2.3 Challenges: • Lack of adequate funds to reposition the ministry. • Lack of trained manpower. In the whole ministry, there is no trained professional. •

• • • • •

• • •

Over employment of unproductive personnel. Currently over 76% of staff are unclassified. This is 215 in absolute terms. Out of the 62 staff who are classified, only 3 have qualified up to a vocational diploma in electricity and 4 in vehicles, trucks and buildings. Lack of ability to solve this over-employment that is draining the meagre resources of the ministry. Lack of good network of roads. Inadequate sanitation facilities making inter-city and inter-sate communication difficult. Inability to install the generators delivered to the state by GoSS. This makes provision of electricity impossible for both domestic and industrial. Lack of skilled personnel in the housing and survey directorates. Aweil airstrip is too small and there is continuous encroachment by animals and people thus a need to relocate the airport.

4.2.4 Proposed Strategies (priorities) 4.2.4.1 Roads and transport To address some of the challenges facing the state, the ministry assigned the Kwezi V3 Engineers who carried out ‘’Aweil urgent infrastructural needs assessment’’ in June 2006 came up with a lot of recommendations. Some of the recommendations are now being implemented.

21 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

The GoSS has approved a sum of USD$228million for construction of good network of roads and 11 bridges in the state of Northern Bahr EL Ghazal. The contract for the roads have been agreed and documents signed by GoSS and the contracting party, EYAT. The contract which was signed last year is to run from August 2006 to July 2010 and involves construction of 615kms of roads and 11 bridges in the state of Northern Bahr EL Ghazal. The internal roads of Aweil city will also be done by the same company. This project which is also inclusive of the current contract is commencing this year. Table 7. Distribution of major road links (inter-city and inter-state): Locations Status Meirian (Southern Kordofan) linking Aweil Town (168kms) Aweil Town linking Nyamlel (Aweil West) In progress Wany jok (Aweil East) linking Akon (Warrap state) In Progress Wanjock (Aweil East) linking Gokmachar (Aweil Yet to commence North) Gokmachar (Aweil North) linking Marial bai (Aweil Yet to commence West) Marialbai (Aweil West) linking Aroyo (Aweil Centre) Yet to commence Aroyo (Aweil Centre) linking Barmayen (Aweil Yet to commence Centre) Barmayen (Aweil Centre) linking Tiaraliek (Aweil Yet to commence South)

Completion date By end of 2008 By end of 2008 By end of 2008 By end of 2008 By end of 2008 By end of 2008 By end of 2008 By end of 2008

4.2.4.2 Bridges : Many towns and villages in NBG are linked by small rivers which are not bridged. This makes communication and travel between communities not only difficult but also very expensive. In order to ease communications and boost local economies in these areas, 11 major bridges will also be constructed by EYAT as part of the road construction agreement agreed between GoSS and EYAT company. Table 8. Proposed sites for the construction of 11 bridges in Northern Bahr El Ghazal State: Name of the bridge County Time 1 Akuem bridge Aweil East 2007-2009 2 Lol (Halbul) bridge Aweil East 2007-2009 3 Wakabil bridge Aweil East 2007-2009 4 Lol (Wathok) bridge Aweil West 2007-2009 5 Nyamlel bridge Aweil West 2007-2009 6 Muorwel bridge Aweil West 2007-2009 7 Peth bridge Aweil East 2007-2009 8 Kuom bridge Aweil South 2007-2009 9 Alok bridge Aweil South 2007-2009 10 Wathmuok bridge Aweil South 2007-2009 11 Mol bridge Aweil Centre 2007-2009 Total costs including 2006/2007 inflation at a rate of 20% And 20% contingency. Original costs ($3,624,000X1.2X1.2)

USD $5,218,560

In addition to the above 11 bridges, the Ministry of Physical Infrastructure has planned to build the following bridges: • Kirr Dem river wich lies between NBG and Southern Darfur. • Mairalbai linking Akuak kar • Kol Alek and Malek Alel

22 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

Kol Alel and Djiak bridge Gok machar and Marialbai (Akon River) which will link Aweil North and Aweil South.

To be able to construct other roads and maintain the ones being constructed, the ministry has planned to carryout the following purchases as a priority. The proposed purchases include materials and equipment requirements of the housing directorate for the next five years.

Table 9. Purchases requirement for the Ministry of Physical Infrastructure Items Descriptions Quantity Costs estimates (USD) 1 D8 caterpillar grader 4 495,000.00 2 Excavator 3 495,000.00 3 Caterpillar tipper 5 500,000.00 4 Bull dozer 4 495,000.00 5 Scrapper 4 500,000.00 6 Toyota pick – ups 6 35,000.00 7 Motor bikes for Inspectors 14 2,500.00 8 Cement mixers 2 75,000.00 9 Lorry trucks 2 162,840.00 10 Fork lift trucks 2 116,820.00 11 Dumper trucks 4 495,000.00 Total Costs

Total costs (USD) 1,980,000.00 1,485,000.00 2,500,000.00 1,980,000.00 2,500,000.00 210,000.00 35,000.00 150,000.00 325,680.00 233,640.00 1,980,000.00 13,379,320

4.2.4.3 Proposed International Airport for Aweil Town Even though GoSS is responsible for all the international airports in Southern Sudan, Northern Bahr EL Ghazal has sought and secured the permission of GoSS and the Civil Aviation Authorities of Sudan to replace Aweil Airstrip with an international airport in order to respond to the mounting demand on air travel. The objective of the project is to make Aweil as accessible by air from all directions as possible. This project which is just about to commence, will cost an estimated USD$27million. It is being cofinanced by GoSS and the state of NBG. About 75% ($20.25 million) of the costs will be borne by GoSS and NBG state will provide 25%($6.75 million). The strategy is to build an airport complex that is of international standard with the state-of–the-earth technology. The airport area is 4kms long and 2 kms wide and will be fenced on both sides. It is to be strategically located 10 kms West of Aweil Town to avoid any possible encroachment by people and animals. When completed it is expected to handle large aircrafts and big cargo planes. It will have a ground way, apron, ware house, VIP guest rooms, restaurants and other guest rooms. The lead time for the completion of the airport is 12 months. Table 10. The existing airstrips Town County Status Malual Kon Aweil East To be relocated Marialbai Aweil West To be relocated Gok Machar Aweil North To be relocated Malek Aweil South To be relocated Arroyo Aweil Centre To be relocated The existing airstrips will be relocated because of their poor location and the dangers they pose to the planes and the general population. The followings are the proposed new airstrips which are designed to handle lighter aircrafts and helicopters. They are expected to alleviate difficulties in domestic travels.

23 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Town Wanjok Malek Alel Gok machar Nyamlel Arroyo

Table 11. Proposed airstrips County Status Aweil East New site Aweil South New site Aweil North To a new location Aweil West To be relocated Aweil Centre To a new location

Revenue estimates: It has not been possible to estimate the income that could be generated from the proposed new international airport and the string of airstrips since no tariff has so far been set. But it is confirmed that any revenues generated will be shared amongst GoSS, the State and the Counties. No income is currently being realised from the airports. 4.2.4.4:Trains To facilitate the transportation of heavy equipment, goods and other essentials to and from the states, the GoS has started the rehabilitation of the dilapidated rail net work which passes through Aweil Town. The de-mining of the runway from Bahanusa in Northern Sudan to Wau in Western Bahr EL Ghazal is now complete. The rehabilitation of the runway will commence in October 2007. The State government of Northern Bahr el Ghazal is very uneasy with the rehabilitation of the railway line without the North first implementing all the protocols of the peace agreement. Northern Sudan’s continuous hesitance to recognise the delineation of the Southern Kordofan-Bahr el Ghazal border by the Abyei Boundaries Commission (ABC). The Speaker of the State National Assembly has appealed to the GoSS through the GoSS Minister of Finance to suspend the rehabilitation of the railway line until all the expectations of the peace agreement are met. 4.2.5. Water and Sanitation Directorate 4.2.5.1 Situational analysis The issue of water within the state is managed by the Director of Water and Sanitation under the Ministry of Physical infrastructure, Northern Bahr EL Ghazal State. The department is struggling with limited staff and no proper institutional set up. They have neither the tools nor the transport facility to enable them deliver water points on a large scale. Lot of NGOs are helping in the area of borehole drilling and also individuals sink their own wells. The NGOS are consulting with the Ministry of Physical Infrastructure but individuals just sink wherever appropriate without proper co-ordination from the Ministry. The NGOs meet the ministry every 3 months to give progress report on water and sanitation and the plans for the next quarter. For monitoring and implementation purposes, the ministry divided the directorate of water into rural water and urban water supply. With the expectation that at least over 100,000 returnees will arrive in Aweil this year, the state proposed to drill about 200 boreholes in various counties to meet the demand for water. The average depth of a borehole is 45 metres. From March 2007 to October 2007, 200 boreholes have been under construction to the tune of USD$2,600,000.00 all paid by the GoSS Ministry of Finance at an average cost as indicated below. Unicef has budgeted USD$1,777,000 for 2007 only to construct emergency latrines, permanent latrines, drilling of boreholes fitted with hydraulic pumps and water treatment system. Table 12. GoSS funded boreholes drilling County Number of Average cost boreholes per borehole (USD)

24 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Total cost USD

Aweil East Aweil North Aweil West Aweil South Aweil Centre Aweil Town Military Total

76 28 28 27 27 10 4 200

13,000 13,000 13,000 13,000 13,000 13,000 13,000

988,000 364,000 364,000 351,000 351,000 130,000 52,000 2,600,000

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

15 15 40 15 7 25 7 25 20 50 7 24

4 7 17 6 2 16 7 3 0 23 3 12

Total

250

93

Unicef IEC Save The Children IOM Concern Universal IOM Pact IRC Cord Aid Oxfam Government

195,000.00 195,000.00 520,000.00 195,000.00 91,000.00 325,000.00 91,000.00 325,000.00 260,000.00 650,000.00 91,000.00 312,000.00 3,250,000.00

4.2.5.3 Urban water supply: Current challenges Aweil town has currently no clean urban water supply and the city is depending on boreholes and numerous hand-dug wells. Most of the boreholes fitted with hand pumps are not functioning. The hand-dug wells are not protected and not being monitored either. The increasing arrival of new returnees and building of new settlements is increasing pressure on the limited water supply. The water directorate lacks the infrastructural support such as transport and the basic tools for repairs and maintenance of pumps and boreholes. No policy blue print on how to handle the high demand for water in the state. Most of the staff in the counties have been working without pay. 4.2.5.4: Proposed strategies (medium and long term priorities) The recent needs assessment of Aweil water requirement indicates that the city needs nothing less than 2,800 cubic metres of water per day and less than 10% of that is being met by the current protected water sources in the city. The Ministry of Physical Infrastructure will as a matter of ministry’s strategy:

25 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

Conduct a comprehensive hydrological and hydro geological survey, source development, and development of pumping station including treatment of facilities. Construction of water testing laboratory.

•

Purchase of 5 water purification machines (already delivered by GoSS).

•

Construction of 10 water tankers in the city that are to be connected with pipes for households and public taps that is capable of delivering over 2,800 cubic metres of treated water for Aweil town and the immediate environs. Drill 5 boreholes in the city of Aweil.

• • • • • •

•

Provide spare parts, train Government personnel on basic repairs, revenue collection, billing, and general water supply operation. Provision of vehicles for water supply maintenance. On-the-job training for staff at the directorate of rural and urban water who will be managing the whole water system of the state. The ministry plans to look at the provision of metered consumer connections. Installation of measuring meters at the treatment plant to control water usage and also generate revenue for the state. Finance to be provided by GoSS.

Table13.COST SUMMARY FOR PROPOSED WATER SUPPLY IN AWEIL TOWN – ESSENTIAL WORKS Reference: Aweil Infrastructural needs assessment. Item Description Amount (USD) 1 Water treatment plant site 3,120,900 2 Main transmission pipelines 830,000 3 Water storage 3,450,000 4 Distribution pipework 589,750 5 Pipe repair materials and equipment 190,000 6 Requipments for borehole development and equipping 135,000 7 Sub-total 8,315,650 8 Add 20% for contractors preliminary and general costs 1,663,130 9 Add 20% contingencies 1,995,756 10 GRAND TOTAL 11,974,536 11 Funding by: GoSS Ministry of Housing, Land & Public Utilities 100% 4.2.5.5: Sanitation Sanitation generally comprises of solid waste management, semi-liquid waste management, wastewater management and a slaughter house. 4.2.5.6 Challenges • No transport facility to collect and safely dispose refuse from domestic or commercial sources. •

•

Too much plastic bags, textiles, wood, papers etc scattered all over the place. Lack of adequate staff to make the directorate functional. Poor general provision of sanitary facilities. Public latrines found only in institutions.

•

Lack of adequate slaughter houses for the increased number of residents.

• •

• No legislation or regulation enforcing non-pollution of the environment. 4.2.5.7 Proposed strategies • Recruitment of adequate professional staff to handle waste collection, transfer and treatment. • The construction of 15 additional brick solid waste collection bays located at strategic positions. • Provision of 3 additional tractors and 6 trailers for collection and transportation of solid waste.

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Solid waste disposal site to be located in an 8ha of land at least 5 kms south east of the town. Provision of adequate machines to manage solid waste. • Construction of 805 pit latrines in the counties. • Complete abolition of pit latrines in the Aweil town. • Procurement of at least 6 vacuum tankers to empty septic tanks and pit latrine sludge and transport to treatment site. • Within Aweil city, there will be 36 public toilet facilities all with waste collection tanks. • Build more slaughter houses within the city and in the counties. • Enough land to be put aside for future expansion of slaughter houses. • 25 water points planned for animals in 2007. • Proposed to put 1 water point for every 10kms Table 14. Distribution of proposed pit latrine construction as per agency: Organisation Quantity of latrines Costs Status proposed 1 UNICEF 75 337,500 2 Internal Rescue Committee 400 1,800,000 3 Save the Children U.K 30 135,000 4 Concern Universal 100 450,000 5 Cord Aid 200 900,000 Total 805 3,6225,000 • •

Table 15. Proposal for sanitation and waste disposal in Aweil Town Cost Summary Item Description 1 Town Sewer Reticulation 2 Waste stabilisation ponds for wastewater, pit latrines & septic tank 3 Solid waste Disposal 4 Slaughter house along Wau Road 5 Public Toilets 6 Sub-total 7 Add 20% for contractors preliminary and general costs 8 Add 20% contingencies 9 10

Grand Total To be funded by

Amount 4,186,500 1,758,668 1,553,060 579,114 828,000 8,905,342 1,781,068 2,137,282 12,822,692 Not yet determined

4.2.6 Electricity and Gas Current situation In March 2006 Government of Southern Sudan delivered the following generators from Khartoum: 1. Two 605kva generators meant for Aweil town. 2. Two 205kva generators for Aweil East county. 3. 600 electrical poles delivered by GoSS for electrical installations. 4. United Nations Mission for South Sudan (UNMISS) donated 250kva generator to the state. None of these generators have been installed for lack of funds to build installation infrastructures. The state has no comprehensive policy designed for electricity distribution neither to domestic or commercial consumers and there is no concrete detail on a plan for fuel storage tanks. Shortage of funding has affected the building of generator houses. Cables could not also be purchased to commence wiring. There are not plans laid for institutional capacity development to maintain and operate the network to ensure sustainability. 4.2.6,1 Current challenges: • Neither a power house nor any central generation or distribution of infrastructure.

27 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • • • • • • • •

State is depending on a hand full of generators which are limited to specific government office. Private individuals or companies also have their generators. No electric engineers at professional level. Only 3 members of staff qualified at diploma level from Khartoum. No centre for training in electricity at the state level. No electrical workshops and tools. Inadequate operators. No transportation facilities. The Gas department is not functioning.

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

Costs (USD)

Electricity 1 2 3

Generation Distribution Reticulation

5,100,000.00 410,000.00 368,000.00

4

Sub-total

5,878,400.00

5

Contractor’s preliminary and general costs (20%)

1,175,680.00

6

Contingencies (20%)

1,410,816.00

7

Total costs

8,464,896.00

These costs exclude the cost of installing electrical infrastructural requirements of counties outside ofAweil. 4.2.7 Housing

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Lot of developments are currently taking place in the housing and land distribution. The following plots of land have so far been surveyed in Aweil Town: 1 2 3

Number of plots surveyed First class 1000 Second class: 2000 Third class: 3000 Total

Dimension per plot 30 X 40 metres 30 X 25 metres 20 X 20 metres

Cost per plot $150 $125 $100

6,000

Total costs (USD) $150,000.00 $250,000.00 $300,000.00 $700,000.00

In addition to the plot surveyed in Aweil, the ministry has surveyed 20,000 plots for each county which shall be given to applicants. This number could increase drastically if the staff number in counties should increase. However, the cost per plot has still not been determined. 4.2.7.1 Challenges: • No official policy on housing and house planning as people build any how they want. • • • •

•

No official policy on town planning as town development continues unco-ordinated. Most of the institutional and residential buildings of government officers are designs of 1909. No proper office building for major government institutions. No proper buildings for sectors in the counties.

•

Many offices are residing under trees in the counties. No funds to build ministry and county headquarters.

•

Some buildings are totally not habitable since they got destroyed by the war.

•

Roof truses, and battens have rotted as the result of water leakages and termite attack. • Sanitary fittings and pipes work of most of the government houses are damaged and in very poor working conditions. • Most of the offices are badly lit without proper lighting facilities. • Most of the electrical and mechanical equipment are beyond repairs but no funds to replace them. • The whole directorate is badly staffed. • No single graduate or housing professionals to carry out the day to day repair works. • No quantity surveyor who is capable of coming up with a comprehensive strategic plan for the housing directorate that will look into the future needs of the state’s housing system. • No allocation of budget to the directorate to purchase the right tools and establish a workshop. • No comprehensive capacity building programme being initiated. 4.2.7.2 Proposed medium and long term strategies • Restructure the housing directorate to fit the purpose of providing the state with adequate and modern housing facilities for office and residential purposes. • Recruit professionals for various housing sectors such as planning, designing and quantity surveying. • Prepare a comprehensive capacity development initiative for existing staff. • Establish a workshop fully equipped with the right mechanical tools. • Provide transport facilities. • Develop the newly acquired 40,000 square metres of land for new government offices. • • •

Get budget approval for the housing directorate. Survey all the land and institute proper planning mechanisms. Undertake repairs and maintenance work on those buildings that are not beyond repairs but this has to be done at minimal costs.

29 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

To demolished all condemned houses in the next few years. Replace institutional building not suitable for the specific purpose.

•

Create new office space and residential accommodations.

•

•

Reduce unqualified and unproductive staff in order to give jobs to professional cadre. 50 of the 83 employees of housing directorates are unproductive. Table 17. Summary of costs of office and official residential building requirements Items Descriptions Cost estimates (USD) 1 State buildings 17,433,729 2 Ministry Office Buildings 28,124,787 3 Staff Housing 14,717,438 4 County Buildings 1,552,445 5 Hospital Buildings 9,669,013 6 Temporary accommodation during construction 2,000,000 7 Sub-total 73,497,412 8 Contractor’s Preliminary and General costs: 9 Contingencies 14, 699, 482 10 Grand total 88,196,894 11 Source of funding Not yet determined 4.3 Ministry of Health Mission Basic health facilities to be made accessible by all citizens of the state within five years. Goal To improve health services and reduce infant and maternal mortality in the state of Northern Bahr el Ghazal. Vision Provide health infrastructures for a sustainable health care delivery in the state. 4.3.1 Current situation The primary health centres of Northern Bahr el Ghazal are being currently run by the NGOs. Most of the PHCs and PHCUs are being constructed and run financially by the Concern Universal, Christian Solidarity International, Cord Aid, AAA,Unicef, IRC, Tear Fund, Dioceses of Rumbek and Medecin San Frontiere who built the hospital in Aweil West. These NGOs pay the salaries of some of the health care workers in the counties. Most Medical Officers considered as CANS in the counties are not even on the pay roll and thus not receiving any salaries. The ministry is paying salaries of those members of staff who are based in Aweil and also working in Aweil Civil Hospital. The ministry supplies drugs to the clinic and the health centres but there is no fund to either provide the basic health infrastructures or generators for the centres. Unicef alone is spending USD$635,905.00 in health and nutrition in Northern Bahr el Ghazal in 2007. The ministry has 373 staff on its pay roll and 185 of those are unclassified. Instead of the medical officers in the counties being paid regularly, the unclassified staff sitting in Aweil are receiving salaries which is costing the ministry $23,000 per month and $280,248 per annum. The ministry is over-staffed with employees who cannot add any value. The total salary bill of the ministry stands at $1,301,592 per annum. 2007 budget estimates Salaries ----------------------------- USD $1,301,592.00 Capital Expenditure estimates ---------------- USD$14,474,594.00 Operational Expenditure estimates ---------- USD $158,214.00 Total Expenditure estimates for 2007 ----USD$15,934,862.00 4.3.2 Challenges

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•

• • • • • • • • • • •

The health ministry is classified as a line ministry meaning that its budget allocation should be paid directly to the ministry’s account by the GoSS. But this has not been the case and thus the ministry has no funds to even pay the Community Health Workers in the counties. Most of the health facilities in the counties are being run by NGOs. No transport facilities for the health workers in the ministry and counties. No ambulance for Aweil hospital and the counties. Distance between the primary healthcare units and the primary health care centres are at times too far. No adequate drugs in the counties. No county administration office established. No motorbikes for health officers and workers. Poor communication facilities. No health reporting systems being developed. No enough trained manpower for the health ministry. No computers in the ministry head quarters and in the counties.

4.3.3. Aweil Civic Hospital Challenges: • No adequate medical doctors. •

Insufficient mid-wives.

•

No power supply in the hospital during the day. Power is available for only 6 hours in every 24 hours in Aweil main hospital. Inadequate wards in the main Aweil Civic hospital.

• •

• •

The main theatre in Aweil hospital is considered too small for operational use. Inadequate doctors.

•

No consultant in the hospital.

•

No anaesthesia in the whole hospital.

•

Inadequate outpatient labs/places. No section for physiotherapy. No regular supply of drugs in Aweil hospital. No adequate water supply for the hospital. Inadequate power supply in the hospital. No houses for Doctors. No post-mortem room in the hospital.

• • • • • •

• •

• • • • •

No statistical unit in the hospital making research and analysis difficult. No computers in the hospital. Lack of qualified general staff in the whole hospital. Serious shortage of staff in all areas of the hospital. No modern equipment for minor and even major operations. No computer facilities for data analysis and monitoring patients. No vehicle for the hospital.

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Table 17.Current health facilities in the counties: Items

Descriptions

1 2 3 4 5 6 7 8

Primary health care centres Primary health care units Hospitals Referral centres Mobility Primary health care workers Trained health care workers Maternal and child health care workers Support staff Clinical officers Nurses Laboratory technicians Vaccinators Supervisors on Expanded Programme on Immunisation State supported Primary health care centres International Rescue Committee supported units Tearfund supported PHCU Dioceses supported units Christian Solidarity International supported units

9 10 11 12 13 14 15 16 17 18 19

Aweil West 3 18 1 1 0 5 13 0

Aweil North 2 9 0 0 0 20 2 4

Aweil Centre 1 6 0 0 0 8 0 3

Aweil East 2 23 1 0 0 50 0 3

Aweil South 2 4 0 0 0 6 0 4

Total

5 4 2 1 5 2

0 0 0 0 0 0

9 1 2 0 0 0

0 0 17 0 0 0

13 0 3 2 0 0

27 5 24 3 5 2

6

0

6

0

2

14

8

0

0

0

0

6 1 1

0 0 0

0 0 0

0 0 0

0 0 0

32 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

10 60 1 1 0 89 15 14

8 6 1 1

19 20 21 22 23 24 25 26 27 28 29 30 31

PHC centres + Units supported by Concern Universal, Cord Aid and AAA PHCU not functioning Traditional Birth Attendance Untrained CHWs Expanded programme of immunisation (EPI) County health HQ staff Health reporting systems Pharmacist Dispenser Staff being trained as clinical officers Cord Aid pays salaries of International Rescue Mission pays salaries of NGO supported NGOs

0

11

0

0

0

11

0 0 0 0

0 0 0 0

3 10 6 0

8 115 0 54

0 0 0 4

11 125 6 58

0 0 0 0 0

0 0 0 0 0

22 0 0 0 0

24 0 0 0 0

0 0 1 1 3

46 0 1 1 3

0 0

0 0

0 0

35 3

0 0

35 3

0

0

0

7

0

7

Table 18.Facilities at Aweil East hospital Items Descriptions Quantity 1 Community Health Workers (CHWs) 30 2 Nurses 6 3 Clinical Officers 12 4 Cleaner for the hospital 40 5 Maternal Child Health Workers 10 6 Laboratory Assistants 2 7 Drivers 1 8 Number of hospital beds 120 9 Drug supply Regular 10 Vehicles (mobility) 0 11 Generator set 12 Motorbikes 0 13 Fuel supply 14 PHCU staff not being paid for 5 months 6 15 Staff morale Low 16 Distance travelled by some patients to reach the hospital 72kms 17 Ambulance for the hospital 1 The Aweil East hospital was built by Medicin Sans Frontier (Medicine Without Borders) in the year 2000. The hospital is now being supported by CSI. Table 19.Aweil Civic Hospital – Basic facilities: Items Descriptions Quantity 1 Medical male ward 1 2 Medical ward for female 1 3 Paediatric unit 1 4 Optriast ward 1

33 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 10 21 22 23 24 25

Gynaecological unit Emergency ward Nurses under training Mid-wives mainly TBAs Doctors (geneal practicners) Laboratory Technologists Laboratory Technicians Laboratory Assistants Medical Assistants Radiological Technician Ambulance not functioning Generator of 4kva Drug supply Theatres (minor ) Traditional Birth attendance (TBA) but without drugs and not functioning. Screening facility for HIV & hipatitis Outpatient clinic Training facilities for nurses Anti-natal clinic Drug store Blood transfusion facility

1 1 40 25 7 2 1 3 5 1 1 1 Too small 1 1 1 1 0 1

4.3.4 Proposed strategies ( medium and long term) • The ministry of health to come up with a comprehensive health policy with a clear direction. •

•

Design a comprehensive policy to train and employ more medical doctors for an expanded health programme. Design a comprehensive policy to train and employ more nurses for the next 5 years. Build a well supported training school for health and medical practitioners. Apply for funding from GoSS and Multi-Donor Trust Funds to support health infrastructure in Northern Bahr el Ghazal. Build one hospital per county as a referral centre. Provide 2 ambulances per county hospital for emergencies. Train and deploy more mid-wives to the counties.

•

Provide two 50 kva generators for Aweil Civic Hospital to maintain a steady supply of electricity

•

Provide every county with two 30 kva generators to maintain continuous supply of power.

•

Increase the number of outpatients in the hospitals. Increase the number of antenatal and post-natal clinics in the hospital. Build a proper drug store for the hospital that will store drugs for counties before transiting. Build 2 more minor and major theatres for the hospital.

• • • • •

• • •

• •

• • •

Upgrade Aweil hospital to a modern hospital complex. Train and employee more community health workers for the counties. Design and build more PHCs and PHCUs in the counties to reduce the number of kilometres that people from remote areas travel to get treatment. Build children’s ward in the hospital. Provide adequate running water for the hospital.

34 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • • • • • •

• •

• • •

• • •

• •

Ministry of health to take more control of the health facilities in the counties by supporting them financially. Ministry of health to take full charge of its budget and lobby for direct transfer from GoSS. Provide regular payment of all staff in the medical sectors. Ensure that CANS working in the health centres are put on the payroll. Provide adequate computers for all the health units in the counties. Provide every county health unit with 2 motorbikes. Provide every PHCs with one vehicle. Build offices for county health headquarters in each county. 25% of persons in the State have access to PHC services; 10,000 additional children in the State are treated. 3 to 4 MC1 health facilities to be established by Unicef. To allow SMOH to participate in drafting of the next annual work plan of the health sector. To establish routine EPI activities in the State To construct county health facilities and cold chains by involving the community to provide red bricks. To recruit more health cadres in the State (SMOH) To upgrade Aweil Hospital To design a proper planning and reporting system for the health sector. To design proper co-ordination system for the implementation of health projects.

4.4 Ministry of Agriculture Mission : to make Northern Bahr el Ghazal self-sufficient in food. Goals: to increase yields of agricultural produce by increase use of mechanised agriculture. 4.4.1: Current situation. The ministry of Agriculture and Animal Resources is categorised as a line ministry meaning that its funds are supposed to be paid directly to the ministry’s account for execution of its projects. This has so far not been the case as the ministry is struggling even to pay the basic salaries of the employees for 5 months now not to mention the availability of cash to purchase the right machinery for the projects. Agriculture particularly the rice production scheme was badly damaged by the years of continuous conflict and the laying off thousands of mines in the fields. Despite the financial constraints including the challenges indicated below, the ministry is still trying to keep some of the key projects alive.

• • •

•

2007 Budget Estimates Salary Estimates ----------------- 1,176,360.00 Capital Expenditure Estimates --------- 2,082,000.00 Operating cost Estimates ---------------- 332,205.00 ----------------Total budget --------------------------------3,590,565.00

35 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

-----------------The ministry currently has 391 employees on the pay roll as at 31st January 2007. Out of this number, 69% (271) are unclassified staff of little productive value to the ministry. They cannot be laid off by the ministry so as to free up cash for capital development projects because they were inherited from the old set up. It would require the authorisation of the Governor and the State Council of Minister to lay off any of them. As we went to press, the ministry staff have already gone on strike over delayed payment of salary arrears. 4.4.2: Challenges: • No comprehensive policy blue print for agricultural development. • Lack of financial support from the state and GoSS to provide the right agricultural machinery. • Lack of professional staff in the ministry. • No ability to rehabilitate the saw mills. • • • • •

• • • •

The ministry is over-staffed with lot of unproductive employees and yet it does not have the ability to lay them off. Lack of funds to employ and train Agricultural extension workers. Some of the fertile rice fields are still not de-mined which is greatly hampering the cultivation of those fields. Agricultural inputs are not readily available. Employees are de-motivated as they have not been paid for the past five months. Continuous cutting and burning down of trees for settlement and farming leading to soil erosion and environmental damage is now becoming a threat. Lack of finance to promote fishing as an industry. Inadequate slaughtering houses all over the state. Serious lack of transport facilities for all directorates.

4.4.3: Strategic proposals (priority needs)- agriculture • Ministry of Agriculture to seek help in drafting a comprehensive agricultural development policy for Northern Bahr el Ghazal. • To make meaningful investment in manpower training in fisheries, agriculture, veterinary science, forestry, animal husbandry and new rice production skills. • At least 20 people to be trained from every county and 30 in Aweil in agricultural extension work. • •

•

•

An agricultural centre to be established in every county which will be used to train farmers. Tractor drivers will also be trained in those centres before tractors are distributed. Every county has now been supplied with 1 tractor and they are each cultivating 2000 peddans. The ministry is planning to purchase 5 more tractors making 6 tractors for each county for cultivation which is expected to increase the number of peddan cultivation to 10,000 peddans per county. Every county will have an adequate number of Senior Inspectors, Inspectors, Extension Officers and Extension Agents who will be working with the agricultural communities directly.

36 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

• • •

To encourage irrigation system of farming so as to reduce dependence on rain-fed crops. To achieve this, the ministry has plans to purchase and distribute to farming communities mechanised agricultural inputs including pedal pumps which do not rely on generators and fuel. The ministry in the next five years will urge for multi-cropping and crop rotation in order to increase productivity and guarantee food security for all. A training programme will be conducted for farmers once a year about how to make composite manures from animal dung. The agricultural training centre in Aciek will be further developed and replicated in other counties.

•

To women self reliance, the ministry will assist women financially and technically to establish vegetable gardens in every Payam. Assistance in the form of vegetable seeds, fencing of gardens and provision of hand pumps and boreholes for gardening shall be provided by the ministry.

•

•

4.4.4: Revenue generation: directorate of agriculture: 1. Each county with 6 tractors will have capacity to cultivate 12,000 peddans. 2. For the tractors to cultivate one peddan, the farmer is charged a sum of 40 sudanese pounds (US$20.00). 3. If one peddan is US$20.00 then the proposed cultivable 12,000 peddans will earn the ministry a sum of USD240,000 per annum per county. 4. The five counties together will earn the ministry a sum of (USD240, 000 X 5 counties) USD$1,200,000.00. 5. Farmers who hire tractors are responsible for the payment of fuel in addition to the amount they have to pay per peddan cultivated. Strategies for Aweil Rice Development Project: This project is to be revitalised with funding from GoSS and European Union to the tune of USD10million. The plan is to produce rice sufficient enough for exportation to other states in South Sudan. The project will be handled by GTZ who will provide tractors to the rice growers.

•

The project shall start with the cultivation of 5,000 peddans of land by September 2007.

• •

The rice project has the potential to cultivate 11,000 peddans of land with an expected turnover of 14,000 tons of rice. The project will provide insecticides, herbicides and irrigation facilities for full time rice cultivation.

•

Strategies for Veterinary/livestock production:

•

To vaccinate 9,750,000 heads of cattle in the next 6 years. This could protect 2,950,000 house holds from major diseases. In 2006/2007, 1,950,000 heads of cattle were vaccinated and 590,000 house holds protected.

•

•

•

To build 12 butcher houses (2 in every county and 2 in Aweil) to meet the increasing demand for meat. This construction of the slaughtering houses would roughly cost, USD50,000.00.

•

Strategy for revenue generation for livestock: 1. On average 25 heads of cattle are slaughtered in Aweil, 10 in Warawa and 7 in Mangar-ater each day. This gives a total of 42 heads of cattle per day. 2. The directorate of Livestock currently earns USD30.00 per head of cattle. Table 20. Proposed revenue computation Items Descriptions USD 1 Average number of cattle that is slaughtered per day in: Aweil ------------ 25 Warawa----------10 Manger-ater------7

37 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Total -------- 42 heads of cattle. If one head of cattle is generating a sum of US$30.00. Therefore 42 heads of cattle will be (US30.00 X 42) US$1,260.00 The annual total income is $1,260 X 365 days

2

The five year income projection for the directorate (assuming that this number increases by 25%) shall be: Year 1: 42 heads of cattle Year 2: 66 heads of cattle X $30 X 365 Year 3: 82 heads of cattle X$30 X 365 Year 4: 103 heads of cattle X $30 X 365 Year 5: 128 heads of cattle X $30 X 365 Total expected income after five years Transportation of cattle from Aweil to Khartoum: 600 heads of cattle transported per month to Khartoum at a fee of US$5.00 each. Current monthly earnings is 600 heads of cattle per month XUS$5.00 ($3,000). The expected annual earnings therefore will be: $3,000X12months) The five year expected income from transportation will therefore be obtained by assuming that the transportation of cattle will also increase by a conservative margin of 25% (600 per month X 12 and compound 25% to 5 years). Year 1: 7200 heads X $5/head Year 2: 11,250 heads X $5.00/head Year 3: 14,0625 heads X $5.00/head Year 4: 17,578 headsX $5.00/head Year 5: 21,973 headsX $5.00/head Total earnings Sale of hides: The projection here is based on the assumption that the number of hides to be sold out will positively correlate with the number of cattle being slaughtered: Year 1: 42 heads of cattle Year 2: 66 heads of cattle X $5.00 X 365 days Year 3: 82 heads of cattle X $5.00 X 365 days Year 4: 103 heads of cattle X $5.00 X 365 days Year 5: 128 heads of cattle X $5.00 X 365 days Total expected income after years The five year income projection from transportation of cattle US$768,325.00

3

Income projection from cattle vaccination. The directorate proposes to vaccinate at least 9,750,000 for the next five years. Each head of cattle is charged a sum of 100 Sudanese Dinars. The total income will be 100 X 9,750,000/200

459, 900.00

459,900.00 722,700.00 897,900.00 1,127,850.00 1,401,600.00 4,609,950.00

36,000.00

36,000.00 56,250.00 70,315.00 87,890.00 109,865.00 360,320.00

76,650.00 120,450.00 149,650.00 187,975.00 233,600.00 768,325.00

4,875,000.00

The income generation strategy of the directorate of livestock is estimated to generate a sum of US$10,613,595.00 ($4,875,000+$768,325+$360,320+$4,609,950) 4.4.5: Proposed strategies:Dairy and Poultry Production

38 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

• •

•

The ministry shall train 15 meat inspectors in the next five years. To develop the poultry sector by purchasing 6 new generators and 6 hatchery machines. To maintain sustainable development of the poultry sector and meet the demand in Aweil and counties. 30 poultry management staff would be trained and appointed between 2007 and 2011.

•

The directorate of veterinary will establish 8 livestock dispensaries (1 in each county and 2 in Aweil town). The cost of constructing the small dispensaries plus the cost of vaccines and veterinary instruments is estimated to be USD400,000.00 in the course of 5 years. To facilitate livestock raring, directorate will construct 40 wells, 40 pools and 40 canals in the state. To establish livestock training centres where 30 people will be trained every year for the next five years. With over 13, 792,000million heads of cattle in NBG, the directorate of veterinary will establish 6 dairy farms ( I dairy farm per county and 1 for Aweil). Each dairy farm will initially have 50 heads of cattle.

•

The budgeted cost of constructing the dairy farms is estimated to be USD1,200,000.00.

• 1. 2.

Strategies for fishing directorate: To campaign for establishment of licenses for fishermen. To design capacity building programme for the staff in the fisheries department and employee fishing specialists. Provide fishing tools and gears that can be made available to fishermen. Help build strong association of fishermen. Strengthen the fishing department so that it could be an income generating unit for the ministry. Strategies for forestry directorate – despite its financial constraints, forestry directorate has plans to : Plant more trees and provide communities with seeds and seedlings. Encourage the state to come up with laws that will prevent cutting and burning down of trees. Devise awareness training programmes for returnees so that they will not be cutting down trees wherever they intend to settle. Train communities in tree planting techniques. To renovate Pongo Aweil and Mathiang Saw Mills and purchase the required saw mill equipment. Purchase of tractors with trailers Train communities in bee hive farming as an income generating project.

•

• •

3. 4. 5. •

1. 2. 3. 4. 5. 6. 7.

4.5.1

Ministry of Social Development

Mission : To transform Northern Bahr el Ghazal into a welfare state where the rights and privileges of women and socially excluded children will be preserved.

39 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Goals : Provide services that would improve the socio-economic conditions of citizens of the state. 4.5.2 Situational Analysis: The ministry of Social Development is repositioning itself into an effective institution in order to deliver services to the people. The ministry has been finding it difficult to undertake this transformation mainly due to financial constraints but thanks to UNICEF’s Child Protection Unit, some basic projects designed to protect the interest of children and women have now taken off the ground. The agency has budgeted USD77,337.11 in its 2007 annual work plan for NBG and 36.5% of this has already been committed. The ministry of Social Development is now launching an awareness campaign in the city of Aweil and in the counties to make people understand the content of the proposed child protection bill for social reform. The ministry is currently taking the burden of paying the salaries and benefits of 102 disabled people, orphans and widows who are not a productive workforce. There are efforts to put a stop to this trend in order to free up funds for providing social services to the people of NBG. The whole ministry currently has 281 members of staff and out of that 204 are unclassified and 77 classified. The unclassified, mainly unproductive, are costing the ministry a monthly wages of USD 8,494.00 and USD 101,928 annually representing 17.2% of the overall ministry budget for 2007. The ministry’s budget for 2007is as follows: Descriptions Amount USD • Salaries 592,092.00 • Capital expenditures 661,640.00 • Operational expenditures 72,290.00 • Total estimate 2007 1,326,022.00 The state has what is called the ‘’Red Army’’ (Child Soldiers) who were trained and engaged during the war. Most of these soldiers are now without a job and many of them have gone off age for schooling. The ministry is concerned that since these trained and well armed soldiers are now melting into the society, they can be of a great social problem in the near future. The ministry in collaboration with development partners are actively looking into the possibilities of sending some of them to school (7-14 year olds) and those between 14-17 to be sent to vocational training centres to learn trade that can provide them with a source of decent livelihood. 4.5.3 Challenges: • There exists no comprehensive policy blue print on social, cultural, religious and youth development. • No strategy has so far been laid down or documented for the ministry to move forward. • • • • • • •

• • •

•

The ministry lacks professional manpower in all the directorates. Lack of funds to finance basic activities apart from paying salaries. No sports stadium and centres for youth development. No plans for the development of cultural institutions. No museum for tangible and intangible cultural heritage and artefacts. No financial means to develop and promote traditional arts and cultures. No office buildings for the ministry both in the state and in the counties. Social welfare department could not post staff to the counties because of lack of office space and means of transportation. No database for child offenders. This gives the offenders the chance to re-offend without being traced. No emergency response teams for the state. Only five staff have so far been recruited for the department of child welfare. Severe shortage of staff is threatening the effective establishment of most directorates.

40 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

• •

• •

• •

No working materials could be purchased for the directorate for the past 2 years. No centre for children due to lack of funds. Social diseases such as trauma, extremism, inferiority complex and intolerance have started to affect lot of children and thus becoming a threat. Only two staff employed for the religious affairs directorate. No strong women groups or associations in the state with strong financial base. No gender awareness centre in the whole state. Gender directorate only able to employee 3 staff. No transport facilities.

4.5.4 Social issues facing the returnees • No educational facilities for children of returnees. The returnees are sometimes taken to towns and villages where there is no facility for their children. Sometimes children could be in grades that are not available in those schools. • Most of the returnees are Arabic speaking and the children find it difficult to integrate into the current school curriculum. • No adequate agricultural kits for the new returnees as some of them arrive unannounced and also during the rains. • Serious shortage of clean drinking water for the returnees. Some of the boreholes being drilled for them are all not complete and worse of all, some have dried up. • Some social issues are cropping up in the area of land dispute between the returnees and the residents in some localities. • No adequate health facilities for the returnees. The current health infrastructure could not handle the number that came. • Insufficient food rations also create some social tensions in some locations. 4.5.5 Proposed Strategies (medium and long term) • Hire a consultant to develop a comprehensive policy on youth development strategy, sports promotion and development, religious policy, culture, gender and social policies for the state ministry. • To recruit 30 professionally competent staff in the next 5 years. •

Seek funds to build the capacity of 130 existing staff.

•

State and the community to provide piece of land for youth centres, gender centres and stadiums and sports complex. To build 5 vocational training centres in the next five years.

• •

• • •

• •

The blacksmith apprentices to be integrated into the new vocational training centres. This initiative has been started by the IRC. The blacksmith centres will be developed into full training centres for youths and other skills such as carpentry and masonry. The centres will be provided with a set of curriculum by the Ministry of Education, Science and Technology with the objective of training the youths to be self-employed. These centres are planned to produce 1,200 graduates in the next 4 years. This means every centre will have to produce 200 graduates. Establish a training scheme for the rehabilitation of juvenile delinquents and other social fallouts. A State wide literacy campaign will be organised within 5 years to raise people’s cultural consciousness. Encourage research into our cultural heritage and strengthen the institutional capabilities to preserve them.

41 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

• •

• • •

• • • • •

A new ‘’cultural foundation complex’’ will be constructed in Aweil. The complex which is estimated to cost $950,000 shall have the following facilities and the project is agreed to be funded mainly by the citizens of NBG who live overseas. 1. Museum that will keep the records of state and community events. 2. Keep the artefacts of all important cultural heritages. 3. Theatre rooms shall be available. 4. A large conference hall. 5. Information technology centre where youths can be trained in IT. 6. Serve as a library to provide foreign investors with up-to-date information on the state. 7. There will be a cafeteria mainly for state functions. This is expected to be self-financing. Establish a skills development centre for women groups in the counties. Establish 6 social centres (1 in each county and 1 for Aweil town). Establish a centre for the homeless and street children particularly those who are not able to trace their parents. Establish 1 women centre for every county including Aweil town (total of 6). Establish micro finance schemes for women groups in each county. Devise a religious policy that will strengthen the secular state of NBG and avoid any potential clash of religious cultures. Every county will have 2 religious affairs officers. To lay off religious staff so as to separate religion from the state. Lay off 18 pupils who are still on the pay roll. Lay off 6 students and 30 elderly people who are above 65 years of age. The 102 disabled staff shall be handed over to the state.

42 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4.6 Ministry of Information and Communications 4.6.1 Introduction: The ministry of Information and communications in NBG comprises of five directorates namely Radio, TV, Information, Telecommunications and Postal Services. The ministry is designed to: • Establish and promote media in peace time South Sudan. •

Institute regulations that will lead to the establishment of free press and independent news media houses and broadcasting stations that will facilitate social and economic development. • Prioritise the establishment of a complete networking system of telecommunications services. • Address sectors of population that can afford services. This is expected to be achieved by means of private public partnership. • Establish market through regulations whilst at the same time addressing affordability. 4.6.2 Current situation All the directorates under the ministry are supposed to be represented in the counties but lack of funding for the ministry is affecting growth in operations. The ministry has only one car and that is the one being used by the minister himself. There is only one generator which runs for only four hours during in the day. The ministry currently has 213 members of staff and out of that only 42 are classified and 171 are unclassified. At least 80% of unclassified staff are those who stay at home and just report to the ministry to receive their wages at the end of every month. They cost the ministry USD244,812.00 per annum in terms of wages representing 11.8% of the total budget for the ministry. This is 1.8% above the state figure for unclassified staff to total state budget. The ministry is still being considered as seriously under-staffed because it has a lot of unproductive staff who adds no value to its operations. The expenditure budget of 2007 shows. Note that the 2007 budget estimates have never been passed and finance: Salaries being paid per month : USD 37,603.00 Annual total salaries : USD 451,236.00 Capital expenditure estimates: USD1,498,510.00 Operational expenditure : USD 129,184.00 Total budget estimates …...... USD2,078,930.00 The private sector has established mobile networks such as Mobitel and Gemtel is also currently erecting their antennas in the city of Aweil. The ministry announced that a private FM radio station is being set up in Malual Kon. Already there is Sudantel and Sudani landlines operating in the city but the revenues being generated by them and the license fees being paid are all collected by GoSS. The state ministry is not realising any income from the private firms yet. Because of lack of current difficulties, the ministry is not able to collect revenues for its operations and for the state. There are potential internal sources of revenues for the ministry of information and communications as indicated below: • Private commercial FM radio license fees • Postal services, stamps letter boxes and stamp duties. • • •

Charges for internet connectivity. Rentals from V-sat and licenses fees from V-sats. Telephone lines and bills.

43 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• Advertisements from TV and Radio 4.6.3 Challenges • There is a complete lack of infrastructures in the ministry.

• • •

• •

No equipment for the telecommunications sector to kick-start the establishment of a sound telecommunications system. No equipment for the TV station and the radio to be established. There is no postal system in the state and counties and funds are not readily available to create some. There is no budget allocation for the ministry to operate in terms of delivery of services. The only thing happening is payment of salaries. Vehicles and motorbikes for operational purposes are not available.

•

Lack of qualified manpower, • There is over-employment. • Inability of the ministry to collect revenues from licenses as GoSS is claiming everything. 4.6.4 Proposed strategies Assuming that funds are made available, the ministry intends to adopt the following strategies in order to address some of the challenges highlighted above: • Infrastructure 1. to construct office buildings in the ministry headquarters and counties. 2. build studio complex for the state Television station. 3. build postal service offices in Aweil and in every county headquarters. 4. build a radio station (FM) in Aweil and link them to the county headquarters. • Equipment 1. purchase equipment for the establishment of print media. 2. purchase equipment for the broadcasting stations in Aweil and counties. 3. purchase equipment for the journalists. • Capacity building 1. establish a training centre and furnish it for the training of journalists and technical staff such as radio engineers, Tv engineers and other technicians. • Appointments 1. appoint staff who are professionally qualified and competent to deliver. 2. work with the public service to design proper ways of laying off the unproductive staff and replace them with the professionally trained ones. This will free up funds for meaningful development projects to be undertaken.

44 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4.7.1 Ministry of Local Government and Law Enforcement Local government is a community government that is close to the people and exists below the subnational level of government. Its authority is devolved closest to the people whereby they have the power to rule themselves. The objective of local government is not only to institute democracy and provide services to the people but also enable people to participate meaningfully in matters of governance that directly affect their own lives. 4.7.2 Situational analysis The local government Minister in Aweil is also the Deputy Government of the state of Northern Bahr el Ghazal. He is assisted in running the office by one Director General and five other directors all stationed in the ministry headquarters. The ministry has four buildings including the office of the minister. One of the buildings was recently refurbished by PACT Sudan but the other two are in serious disrepair. The Aweil town council is also housed in the same ministry complex. The level of crime in the city is rising but the ministry is content that there are enough security forces to handle offenders. UNPOL are working closely with the police on a daily basis providing them with on-thejob training. The Rule of Law, UNDP is also mounting lot of capacity building initiatives to create awareness in human rights as provided for in the Interim Constitution of Southern Sudan and the content of the CPA. The people affected by this UNDP capacity building package are the community based organisations, the local chiefs, and the Payam administrators. Since the signing of the CPA and the establishment of states, the ministry of local government in Aweil has not been able to deliver much on service delivery. The ministry is not able to mobilise the necessary resources to deliver services effectively to the people in Aweil and in the counties. Local government has the highest number of staff on the pay roll as at January 2007. The number is 3,188 out of which only 560 are considered classified and productive representing 17.6% of the total. About 2,628 members of staff on the pay roll are all unclassified at least 80% of whom just report to work only to collect salaries and then disappear. This represents 82.4% of the staff number costing the ministry a monthly salary bill of USD264,958 and USD 3,179,500 per annum. Most of the resources of the ministry is thus tied up in effecting salary payments to that unproductive number of staff. The counties are being run by the Civil Authorities of New Sudan (CANS) but they are not receiving salaries at the moment and instead the money is paid to unclassified staff in Aweil. Table 21: 2007 budget estimates of local government ministry and counties: Items Descriptions 2007 Budget estimates 1 Salaries 6,019,165.00 2 Capital Expenditure Estimate 9,192,110.00 3 Operational Expenditure 345,011.00 4

Total budget estimates

45 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

15,556,286.00

There is no accountability for the revenue being collected but the following sources of revenues are at its disposal in addition to the grant from the GoSS through the state. There is no transfer of funds from the state or ministries to the counties even-though this is provided for in the budgetary forms 2 & 3. 1. auction fees 2. royalties 3. trading license fees 4. fees from executive chief courts 5. 30% of Payam court fees 6. rates 7. butchery fees 8. slaughtering fees 9. land and survey fees 10. restaurant fees 4.7.3 Challenges • The lack of local government act is affecting the ability of the ministry to move on steadily with decentralisation and to give local orders. • The local government officers (CANS) are not being paid salaries and yet they are the ones working in the counties. • Local government officers are operating without offices. They operate from under the trees. • •

•

The capacity of staff are below standard and lack of funding is affecting the ministry’s ability to carry out effective capacity building programme for the existing staff. The ministry headquarter is in a state of disrepairs

•

The ministry is not able to transfer efficient staff to or from the counties to headquarters because the county staff are not receiving monthly salaries. Nobody wants to go to counties if he or she is not going to receive salaries. Serious shortage of transport.

•

Serious case of over-employment which the ministry is not able to resolve.

•

The ministry has no funds allocated to it for its operations apart from salaries.

•

No dumper trucks to help in the collection of refuse from the town. The whole Aweil town is relying on one tractor for refuse collections. Lack of authority to mobilise the local revenues for the ministry and the counties.

•

•

•

Inexperienced Payam administrators have all over the Payams. The only qualifications they have is being SPLA fighter. Inexperienced and unqualified Commissioners. No proper financial systems available in the ministry and the counties. Nobody is accounting for the resources being mobilised in the counties. Neither an Internal Auditor nor internal control procedures exit.

•

Appointments are politically influenced.

• •

•

No appointment on the basis of merit and internal vacancies are not advertised for the public to compete. 4.7.4 Proposed Strategies • To upgrade the management skills of Payam administrators by training 127 of them in the next five years. This training will centre on administration, understanding basic criminal codes and procedures, basic finance and bookkeeping, basic law and order. • A multi-purpose training centre will be built for staff training and conferences. •

Organise training for 880 members of staff in revenue collection, filling of financial forms. Each year 176 will be trained.

46 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

•

Construct two buildings of five rooms at every county headquarter and to provide accommodation to the staff at the county level. Construct one building of 3 rooms plus a conference and documentation rooms in the Payams. Construct a local government headquarters in Aweil.

•

To renovate 26 buildings of the Town Council that spread across the town of Aweil.

•

•

For effective delivery of services, there shall be a creation of two rural councils in Aweil town and each will have a block of five rooms. To seek approval of state budgets so as to secure funds for capital and operational costs. To enable the ministry to work efficiently, the vacant positions of five directors shall be filled.

•

A study tour shall be organised for local government administrators.

•

The ministry shall push for the ratification of the drafted local government act to give way to the full establishment of local governments. Mobilisation of resources to fight organised crime that is in the rise in the city of Aweil. Work with the public service to design personnel policies that will help regularise public service appointments in the state and particularly the ministry of local governments. To facilitate movement of officers, 3 cars will be bought for the ministry. 2 tippers shall be bought for refuse collections. 2 vehicles shall be bought for the fire services.

•

•

• • • • •

• •

4.8.1

2 pick-ups shall be purchased for the rural council. Computers to be purchased for both the ministry and the rural council. Ministry of Finance, Development and Economy

4.8.2 Introduction: The ministry of finance has the responsibility of establishing and maintaining stable macroeconomic framework with low inflation. It should provide funds to the public sectors and counties to facilitate the provision of services to the communities. 4.8.3 Situation analysis The ministry of finance in Northern Bahr el Ghazal is overwhelmed by the number of staff on the government pay roll most of whom are unclassified and unproductive. This number has mounted to 5,832 about 60% of the total work force for the state which as at January stood at 9,791 employees. They are costing the state USD7,548,184 per annum and USD629,015 per month. The ministry is faced with the task of stream-lining such a large workforce in order to free up valuable resources for socio-economic development of the state. With the total annual salary being USD24,223,045 per annum (according to pay roll analysis of January 2007), the state has not been able to transfer any funds to the counties for provision of services. The ministry has not yet been able to mobilise local resources to finance the provision of services. The revenue is not being properly collected and accounted for as desired but a commission has been set up to look into the manpower situation in the whole state including the counties with the objective of addressing over employment which is costing the state so dearly. A revenue committee has also been formed to look into the revenue situation and collection processes. Table 22: The 2007 budget estimates for the Ministry of Finance is: Costs (USD)

Estimates

Items

Descriptions

1

Salaries estimates

2,877,162.00

2

Capital expenditure estimates

1,871,320.00

47 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

3

Operational expenditures

4

Total expenditures

406,037.00 5,154,969.00

The staff number of the ministry of finance is 1,583 and out of that only 317 are classified staff representing 20% of the ministry’s manpower. The 80% of employees in the ministry are those who are unclassified and they cost the ministry USD127,683 per month and USD1,532,196 per annum. This shows that the ministry can lay off 1,200 staff and still employ 60 professional staff. 4.8.4 Challenges: • The ministry has no professional or qualified staff. •

There is serious over employment in the ministry and the state council of ministers.

•

Lack of proper financial procedures to stream line control procedures.

•

Lack of professional auditing staff to institute internal control procedures.

•

Audit staff not available at the county level to monitor revenue collection accountabilities. The head of Audit Directorate is educated in Arabic with very little understanding of English.

•

• • • • • • • • • • • •

•

Lack of taxation legislation from GoSS and an uncertainty as to whether every state will have to come up with its taxation laws or it would be a unified one. Taxation rates not determined. No taxation experts in the finance ministry. Members of finance staff who have basic knowledge in accounting and finance are all Arabic educated. The Director of taxation is not a technical person and does not understand basic English and thus with little chance of understanding taxations laws which might all be written in English. No funds to finance comprehensive capacity building for accounting staff in the ministry No computerisation of government ledgers and basic books of entry No accountability to the state legislative assembly Revenues in the counties being collected and pocketed by individuals Lack of proper procedures to monitor the flow of revenues being collected Lack of procedures of how the county local revenues would be shared Inability to prepare financial statements at the year end

•

Still the state is resorting to cash accounting method for public finance which reveals nothing about the valuable state assets. No policy on the depreciation of fixed assets of the state Public service procedures have not yet been changed to reflect the changing circumstances Staff being appointed without proper interviews and screening No proper building for Council of Ministers and the ministry of finance Lack of transportation facilitation for the staff particularly revenue collectors in the state and counties The state budget of 2007 not yet presented to State Legislative Assembly Lack of comprehensive work plan for the ministry

•

No clear policy on how the CANS would be treated in the new budget of 2008.

• • • • • •

4.8.5 Proposed strategies • Development and execution of sound economic and financial policies for the state. • To provide sound public financial management systems and controls at all levels of government. • To ensure that consolidated accounts of government are produced at the end of every fiscal year. • To institute proper internal control procedures in all government institutions and particularly at the revenue collection points.

48 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • • • • • •

• • • • • • • • • • • • • • • • • • •

To make arrangements for short and medium term loans on behalf of the state government at reasonable rates in order to finance development projects. Establish a credible taxation regime for the state of NBG. To account for all revenues collected by customs, taxation departments, industry & mining, and housing units etc. To assist the State Legislative Assembly of NBG to come up with laws on personal taxation system. Advise the State Legislative Assembly on the drafting of capital gains taxation rates on landed properties sold at above original cost. To maximise tax and revenue collection in markets and commercial centres all over the state. To facilitate the appointment of an Auditor General who would be responsible for an independent Central Audit with the legislative powers to refer cases of economic and commercial crimes to the Directors of Public Prosecution. Ensure that audited consolidated accounts are submitted to the State Legislative Assembly by the Auditor General annually. Establish the directorate of taxation with statutory powers to deal decisively with cases of tax evasion. Develop and establish cost-effective and transparent policies and procedures. Ensure the work of the contractors and service providers to the state are monitored and that they comply with the contractual obligations in terms of quality and cost. Establish planning and budgeting committees in every ministry and county for the planning and budgetary co-ordination. Oversee the preparation, implementation and evaluation of the state and county annual budgetary plans. Create a framework that will encourage investment and boost growth in the economy. Provision of finance for the training and development of staff. Control and co-ordinate the income and expenditure accounts of the state. Enhance the role of directorate of budgeting. Manage budget execution and evaluation. Facilitation of large money transfers on behalf of the state. Provision of good office spaces for a better working environment for staff. Provision of mobility and logistics for official work Computerisation of financial records and other working documents of the ministry. Initiate a survey on the public service personnel. Help to draft a sound and vibrant public service laws for the state. Formulate a sustainable capacity building and institutional development programmes. Formulate and develop pension laws and policies that are sustainable and responsive to the needs of the retired employees.

49 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4.9.1 LEGAL AFFAIRS OFFICE A new office of the Legal Affairs has just been opened in the state. The office is located in the state council of ministers and staffed by 10 qualified lawyers. These are Public Prosecution Attorneys who will be responsible for all investigations both criminal and civil matters (concerning the government and government officers). Cases investigated by them will be handed over to the judiciary of Northern Bahr el Ghazal for appropriate actions. The institution is being raised to the level of a complete administration and a directorate of the Ministry of local government and law enforcement. 4.9.2 Situational analysis of the case statistics • the level of criminal incidents in Aweil town are very high and growing • the town prison is in a complete disrepair •

police jails are very small and in poor conditions

•

police jails cannot accommodate female, adult and minors separately and thus all crammed in one jail. the investigators are poorly trained and the process they use is very inadequate and inappropriate the investigators do not know English police lack all the necessary registers and forms required for their investigations

• • •

4.9.3 Challenges: 1. lack of offices for the headquarters of the legal administration 2. lack of offices for the Public Attorney in Aweil counties 3. lack of government houses and high cost of rents 4. complete lack of support staff and tools for the work to commence 5. no transport facility to travel to any of the counties 4.9.4 Strategic proposals (priority needs)

50 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

1. Conduct an intensive training for the Legal Counsels before they are distributed to counties. The training shall focus on how to: • receive and deal with petitions •

how to conduct an investigation how to appear before the courts • and how to apply the criminal procedures in accordance with the criminal procedure 1991, • how to open criminal cases • evaluation of criminal cases appoint 6 classified staff (four clerks and two accountants) appoint 8 unclassified staff appoint 6 Advisors purchase enough furniture sets for Aweil town and other counties financial support to rent a house for the Legal Counsels living in Aweil town provision of eight computers with printers and one photocopying machine provision of two laptops with printer and fax machines provision of six vehicles •

2. 3. 4. 5. 6. 7. 8. 9.

Chapter 5: Development Partners 5.1 .United Nations Children’s Fund (UNICEF) Unicef is one of the key partners to the state government in Northern Bahr el Ghazal and operate mainly in the areas of education, health and nutrition, child protection, water , sanitation and hygiene and HIV/AIDS. For the year 2007 the organisation has budgeted over USD$3,973,479 to spend in these key intervention areas: Water and Sanitation: Programme outcome: to contribute to ensuring that children and women of NBG state have sustained and equitable access to safe water, basic sanitation, and live in a hygienic environment. Safe water supply project: • Construction/rehabilitation of 100 safe water sources in Rural, high returnee areas and host communities. • Construction of safe water supply in 15 schools and 4 health centres. •

Enhancement of capacity of community structures on Operations and Maintenance.

•

Support construction of 10 new safe water sources in Guinea Worm Endemic villages.

•

Construction of 5 water yards (boreholes with motorised Pump and elevated water tank) in Rural, high returnee areas and host communities. Sanitation improvement • Construction of sanitary latrines at 4 health centres •

Promoting construction of 300 household latrines

•

Constructing 120 latrine compartments in 15 schools

•

Constructing 16 latrine compartments in 4 health centres

51 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Sub-Project 04: hygiene promotion • Developing communication strategy and plan • Training 12 hygiene promoters in PHAST techniques • Promoting hand-washing for 8,600 school children people • Support implementation of hygiene promotion to reach 50,000 families with hygiene message and key information on HIV/AIDS prevention. • Support establishment of 15 environmental health Clubs for promotion of hygiene practice in 15 schools. Emergency Preparedness and Response - Developing EP&R Plans at State level - Procuring and pre-positioning supplies - Establishing/equipping one ERT in the state - Conduct a 3 day training for 15 (3 State and 12 County) staff on Emergency Preparedness and Response. - Support monitoring of EP & R activities for accelerated implementation in times of emergency interventions. Table 23: Achievements for the first 6 months Description of new Planned Boreholes drilled Returnees 30 And Way Stations School Children 15 Guinea Worm 10 Endemic villages Health centres 4 Total 59

Achieved 12

Number of People served 6,000

Supporting Agency UNICEF

6 0

3000 0

UNICEF UNICEF

1 19

0 9,000

UNICEF

Table 24: Operations and Maintenance (O&M) Hand pump repairs Major Minor repairs repairs 12 298

Platform Repairs Rehabilitation 12

-

Hand pump status Not Functioning functioning 44 430

Total

F%

474

91

125 simple house hold latrines have been constructed in Aweil East, Aweil West and Aweil North. About 42,786 have been reached with hygienic messages. Table 25: Emergency Preparedness and Response: Activity Description Number 1 2 3 4 5 6 7

Construction of emergency latrines Construction of permanent latrines Drilling of boreholes fitted with hydraulic pumps Emergency Bath rooms Construction of permanent showers Kiradem water treatment system Positioning of supplies

Use/Location

4 10 1

Way station/Warawara Way station/Warawara Way station/Warawara

Supporting Agency UNICEF UNICEF UNICEF

4 10 1 30 h/h

Way station/Warawara Way station/Warawara Returnees /Kiradem Emergency response

UNICEF UNICEF UNICEF UNICEF

Table 26: Unicef 2007 approved Water and Sanitation Budget for Northern Behr el Ghazal

52 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Sub-Projects

UNICEF Contribution

Sector Policy and Planning Safe Water Supply Sanitation Improvement Hygiene Promotion Emergency Preparedness and Response Programme Support

RR 0 0 0 0 0 0

Total

Government Contribution US$

OR 176,000.00 1,069,400.00 162,600.00 49,000.00 89,000.00 231,000.00

0.00 0.00 0.00 0.00 0.00 0.00

Total contribution US$ RR+OR+GoSS 176,000.00 1,069,400.00 162,600.00 49,000.00 89,000.00 231,000.00

1,777,000.00

0.00

1,777,000.00

Water and Sanitation Project: challenges facing Unicef:  Delay in receiving funds from the head office which delayed the start of the project implementation.  No efficient means of transport for rural water division staff at county level to promote their activities.  Delay in integration of rural water division staff into public service.  Lack of motivation among the RWD staff.  Limited number of WASH implementing/supporting partners in the state.  Inadequate qualified cadres/technical personnel.  Inadequate information on WASH existing facilities.  Logistical problems.  NBG state being in an area with high returnees (300,000) and short dry season, considered to be a priority area for running water and sanitation projects by as early as February each year.  Support level to RWD increased to promote their effectives in the field.

1. Child Protection The child protection project is currently carrying out the following activities in NBG:  Child Protection Working Group (CPWG) has been initiated and is being proven to be a valuable forum for information sharing.  Baseline study on protection issues carried out in NBG with Save the Children U.K.  Common assessment tools under development in area office.  Stakeholder meeting on causes of violence held.  Clothing and sporting equipment pre-positioned in Aweil.  Representatives from NBG participated in Regional WG meeting in Wau.  Information dissemination on the proposed child bill is being carried out.  Initial communications with the police have taken place regarding the establishment of women’s and children’s desks.  The project is developing on Care and Protection for children without Primary Caregivers.  Funding agreement has been reached to support extensive Child Protection activities of Save the Children U.K.  Capacity building support in proposal design given to local NGO.  For children affected by armed conflict, 67 have been registered in Pariak barracks together with SSDRC and Save the Children U.K.  Co-ordination with SSDDRC and FTR agencies to complete demobilisation is ongoing.  On mine risk education, materials for MRE have already been pre-positioned in Aweil.  MRE trainer to visited Aweil in August and carried out trainings and material distributions. 53 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Table 27: Programme Budget for 2007 Descriptions 1 2007 Annual Budget Total 2 Funded as at 30th June 2007 3 % of Total Budget Funded 4 Obligated as at 30th June 2007 5 Expenditure as at 30th June 2007 % of Funds Spent

Budget 77,337.11 77,337.11 100% 28,227.04 18,871.04 24.4%

3. Basic Education Project Unicef is actively engaged in the development of basic educational infrastructure in NBG by working with the ministry of education of NBG. It also works with other partners such as AMURT (local NGO), Norwegian Refugee Council, Save the Children U.K, Concern, IAS, and Windle Trust. This project has a budget of US$589,301.00 approved for NBG alone for 2007. In addition to this 2007 budgeted figure, the project spent US$265,000.00 to complete the construction of 11 classroom blocks in Wany jok (NBG) which was started by Canadian Aid Foundation in 2006. The Wany jok construction is now being completed by the Dioceses of Rumbek with Unicef funding. The project has so far commenced the following activities:  Capacity building of 60 state education planners and managers enhanced in leadership, school mapping and school micro-planning this year.  An additional 50,000 out of school boys, girls and OVCs including returnees are enrolled and participating in education at basic level in NBG state.  About 37,500 school children (girls and boys, OVCs and adolescents) will be participating in CFS and demonstrating core competences and basic skills for lifelong learning in NBG state by end of 2007.  Increased capacity for emergency preparedness and response to fulfil CCs across NBG state by end of December 2007.  A seven-day fast track teacher training was held in Meridi in Western Equatoria. The training focused on interactive teaching methodologies and child psychology. 3 tutors were trained in this particular workshop.  The 3 qualified tutors from Meridi trained 12 teachers in Wau this year.  The number of trainers then increased from 3 to 15 who were later sent to Wany jok and Nyamlell where they trained 60 teachers in each location.  Girls education movement has been formed whereby young girls are trained to mobilise out of school children to come back to school. 80 and 60 young girls and boys were trained in Aweil town and Aweil South respectively. Plans are being made to train more young girl campaigners in other counties as well. Health: The Unicef health project for Northern Bahr el Ghazal has a budget of USD$635,905 1) Immunisation activities being undertaken: • Zero polio cases reported and 90% coverage in the state through 2 rounds of polio NIDs • •

• •

• • •

40% of children under one year receive 3 doses of DPT in the State 20% of pregnant women in the State receives two doses of TT vaccines 90% measles coverage of under-15 year olds in the State, and 75% of under 1 year vaccinated against measles. MMC coverage in Aweil North=108,312(79%) MMC in Aweil West county = 136,446 (90%) MMC in Aweil Centre and South Counties is just starting MMc in Aweil Town = 15,270 (50%)

54 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

1st NID in Aweil Town = 7,893 (61%)

•

2nd NID in Aweil Town = 10,823 (83%)

• Construction of Central cold chain in Aweil is soon to take off the ground. HIV (Human Immunodeficiency Virus) HIV/AIDS: Strategies: Commission has been set up in Aweil and the process is under way to co-ordinate HIV/AIDS issues in Northern Bahr el Ghazal State. • One VCT centre in Tierliet is functioning under Tear-Fund • One counsellor has been trained in Nairobi • The training of 15 peer educators is in progress. • One week workshop shall be conducted for 15 youths as peer educators in the State. • To provide financial support to 1 youth group to carry out Life Skills. • To assist the education section to introduce Life Skills education in Schools. • To establish 2 VCT centres in 2 counties to provide free voluntary and confidential counselling and HIV testing services. • To organise 1 workshop to train 8 counsellors in voluntary pre/post counselling by conducting rapid HIV tests and performing community outreach activities. • To establish or strengthen 2 PMTCT sites in Aweil North and Aweil South counties to provide an estimated 23,895 pregnant women with information on mother to child transmission of HIV/AIDS. • To organize 1 skills building training for 6 maternal health care providers on the safe delivery of health care of infants born to HIV+women. • Organise 1 workshop to train 8 counsellors to provide pre/post test counselling to pregnant women at 2 PMTCT sites. • Organize 1 workshop to train 8 counsellors in providing pre/post test counselling to pregnant women at 2 PMTCT sites. • To do a follow up care services incorporated into services delivery in Aweil South. • To organise 1 training on ARV programme management for 4 technical and administrative staff at one ANC site. • Organize one workshop for 3 medical providers to receive training on administering paediatric doses of AVR and protocol for treating opportunistic infections. • Conduct social mobilisation campaign to decrease discrimination and stigmatisation of PLWHA implemented in Aweil North and South. • Assist the Protection Section to identify surveyors to conduct vulnerable Children Baseline Survey and monitor data collection. 5.2 PACT PACT is a local non-governmental organisation that is working as a partner of the state and the UN agencies. The main source of finance of PACT comes from the UNDP through the Local Government Recovery Programme and the Common Humanitarian Funds which is administered by RC’s office.

 Progress: despite limitations of manpower, finance and logistical difficulties in NBG, PACT has been able to carry out the following activities in the state:

 Built offices of 4 rooms in Aweil North and South and currently doing the wiring of the offices.  They are also providing 1. Generators to Aweil North and South. 2. 2 lap tops to each of the counties 3. 2 laptops to the ministry of local government and law enforcement.

55 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

4. Diesel and petrol generators have already been supplied to the ministry of local government headquarters. 5. 1 motorbike shall be supplied to each of the counties in Aweil North and South. 6. Provide stationeries to each county at a total cost of US$1,448.22.  One of the buildings in the ministry of local government is being renovated by PACT.  A radio is being constructed in the ministry of local government and each county shall be provided with a radio and 2 for each of the counties.  20 members of staff have attended a radio operation training in the ministry next week.  CPA dissemination to the new returnees was carried out in 2007. This activity was carried out through Community Development Agency (CDS) and Bahr el Ghazal Youth Association. The CPA dissemination took place in Aweil West, North and East.  It has been participating and partly financing UNDP sponsored county planning and budgeting for 2008. The county mapping simultaneously taking place. 5.3 International Rescue Committee Projects being carried out: The IRC is implementing lot of projects in the state of Northern Bahr el Ghazal and prominent of them are health, sanitation and environment, capacity building with civil society organisations, child protection and livelihood: • Sanitation: 400 family latrines have been planned and being built across the state. Families dig the latrines and IRC provides materials for lining and finishing. • Constructed 8 pit latrines for Kuom school. •

8 pit latrines in Zerra Primary School.

•

8 pit latrines for Ariendid. This is now on-going.

•

6 pit latrines and 3 pits have been constructed in Elbrial-ir.

•

Provide health education through the community health workers.

•

Train communities in how to maintain their own latrines.

• •

Water : 20 boreholes are being drilled in Aweil centre and they would all be fitted with hand pumps. 15 boreholes are planned to be rehabilitated.

•

Training to be conducted for people who will take care of the pumps and hand pump (mechanics).

Health : 13 PHCUs and 1 PHC have been completed in: • Aweil East (8), Aweil West (1), Aweil North (3), Aweil Centre (2) • •

• • •

• •

IRC is supporting 28 Community Health Workers and 12 Primary Health Care Workers. 54 vaccinators for the Expanded Programme of Immunisation (EPI) have been recruited and paid for the campaign. 100 Traditional Birth Attendants have been trained and distributed to various catch-ment areas. Under the child survival projects, children with childhood diseases are being targeted and community distributors have been trained to go from house to house to give medicine to children. The localised institution capacity building for Southern Sudan (LINCSS) is supporting 10 partners who are being trained and given financial and material support. The partners are in Aweil East (7) and Aweil North (3). IRC has provided 2 mobile clinics staffed with four personnel to attend to emergencies. They are currently providing services to victims in the flooding areas. IRC has no immediate plans to expand but instead to upgrade the existing health care units to centres if requested by the ministry of health.

56 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Child Protection • Aweil has a large number of street children and IRC is extending funding to those organisations that have programmes designed for the rehabilitation of those children. • 58 street children have been identified who are currently being placed into vocational training sites to learn skills for 5 months • These centres have basic tools on carpentry and mechanics •

Street children are also being taken to centres to learn how to repair motorbikes and pedal bikes

•

Protection and rule of law: currently carrying out assessments on protection issues of returnees and host communities. • Organising return and protection working groups. • Finding out the gaps in service delivery and protection concerns that might arise. • Family training and reunification is another area to be exploited. • The issues of separated children but these findings shall be forwarded to Save the Children. IRC is funding Civil Society Organisations who are conducting the following activities in Northern Bahr el Ghazal • Capacity building in finance and book keeping, • Proposal writing, project design and project evaluation • • • • • • • • • • • •

Red bricks production, the benefits of which goes to IDPs and also to their own accounts First aid training in all the five counties Maintenance of boreholes and underground water Health education to communities Training and income generating programmes designed to empower women Programmes that target the rehabilitation of returnees Vegetable gardening and dry season activities for women Dissemination of the CPA to larger communities Youth training Conflict resolution and mitigation within our communities Cleaning campaigns and environmental protection Water and sanitation

5.4 World Food Programme The WFP has been operating in Northern Bahr el Ghazal to provide food to the vulnerable people in order to save lives. The following groups of people are currently being targeted by WFP supplies: Returnees, DDR, IDP, Education, School children, and inpatients.

57 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

FOOD DISTRIBUTION TABLE OF WORLD FOOD PROGRAMME 2007 Projects Returnees Demobilisation, Disarmament and Reintegration IDPs Food for Education Food for Training Food for Work Food for Girl/Child incentive Food for Recovery Supplementary Food for inpatients Food for Therapathic Total

Actual number Of people targeted

Actual metric Tonnes delivered 7,400 N/A

Original targeted population 77,761 N/A

Targeted tonnes

25,000 17,820 12,000 11,059 8,000

1,215 374.40 493 509 57

2,000 6,792

405 748.80 822

10,667 4,920 6,500 3,468

305.06 457.2 157.96 109.87

77,000 12,000 6,500 3,468

439 225 1,139.64 505

148,434

3,678.49

107,760

4,284.44

160,000 Beneficiaries not clearly identified.

metric

N/A

57,000

FOOD DISTRIBUTION TABLE OF WORLD FOOD PROGRAMME PLANNED FOR 2008 NORTHERN BAHR EL GHAZAL DESCRIPTION OF PROJECTS TARGETED POPULATION TONNAGE TO BE DELIVERED (IN METRIC TONNES) 1 RETURNEES 57,718 648 2 DISARMAMENT, DEMOBILISATION AND REINTEGRATION 3 IDPS (CONTINGENCY PLAN) 3,000 425 4 FOOD FOR EDUCATION 90,000 9,072 5 FOOD FOR TRAINING 12,000 822 6 FOOD FOR WORK 11,059 509 7 GIRL/CHILD INCENTIVE 74,100 8 FOOD FOR RECOVERY 10,667 505.06 9 SUPPLEMENTARY 4,920 457.2 10 FOOD FOR INPATIENTS 6,500 1,139.64 11 THERAPATIC 3,468 505 TOTAL 273,432 14,082.90

CHALLENGES BEING FACED BY WFP IN NBG • The WFP is finding it very difficult to know how many people they are supposed to feed as compared to their plans.

58 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • • •

The figures submitted to them before the actual delivery of food to vulnerable are often highly exaggerated. Is difficult for them to identify who are the real returnees as lot of other residents try to claim to be returnees in order to access food. Inaccessibility of the roads is making it difficult for food to be delivered to some areas. Co-ordination becomes difficult for WFP when state governments come up with their own plans as opposed to the organised returns being agreed by GoSS, GoS, and the UN. This makes planning difficult for WFP.

5.5 Amanda Marga Universal Relief Team (AMURT) AMURT is an International NGO that has been operating in South Sudan since before the peace agreement. It is very active in providing educational, agricultural support and some vocational training programme in Aweil East and Aweil North. • Current activities: • 8 Primary Schools of 4 rooms are being constructed in Aweil East county. • 6 of the 8 class rooms are completed and are about to be handed over to government. •

Other classrooms are still under construction.

•

AMURT is this year supplying educational materials to 53 primary schools but they plan to reduce this to 20 for next year due to lack of adequate funds. Vocational training is established in Mobil in Aweil East county to train youths in tailoring, basic English. Primary school teachers are trained there as well. Provide food to primary schools in partnership with the WFP. Run food for work scheme in the county. Support 12 primary school vegetable gardens with materials and equipment in terms of construction of vegetable gardens, seeds and tools. Provide micro-credit loans to women to start petty trade. These are revolving loans which are paid and they are extended to other group members. Over 600 women have benefited from these schemes with almost $200 each.

• • • •

• •

• 40 pit latrines have been completed for primary schools. Proposed strategies: • AMURT will continue to extend micro credit to women groups and extend their coverage. •

•

To construct a demonstration farm just near Wony jok . An initial capital of USD120,000 has been received for this project. Lot of women shall be given beds in this vegetable farms to grow dry season vegetables as income generating venture. Planned to train 42 teachers this month in Mobile To train 100 teachers in 2008 for a period of 9 months in order to upgrade their skills

•

Planned to build a proper Teacher Training Centre near Wany jok.

•

5.6 SAVE THE CHILDREN SWEDEN Current activities – child protection • Organising workshops for children groups to enlighten them on their rights • Unifying children separated from their parents during the war. 14 children were unified with their parents in 2006. • Organise awareness workshops in the community of how not to harm children especially when circumcisions are being performed. Education • A youth education centre has been built in Malual Kon for training in areas like carpentry, masonry, agriculture and tailoring.

59 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • •

Live skills such as numeracy and literacy. 118 children are enrolled for 9 months training programme. The centre provides tool kits for a start up after the completion of the training.

•

Constructed schools in Kuem, Watchok, Teachers’ Training Centre in Gok Marchar, a Youth Education Centre in Malual Kon and a Primary School in Warawar. These schools will soon be handed over to the government. Proposed strategies • Conduct 1 workshop for state level senior officials on child rights. • Follow up workshops with the military officials on child protection issues. • Liaise with and sensitise health care providers on how to support victims of sexual abuse through co-ordination meetings and other forums that bring together NGOs and government officials. • Lobby for the establishment of special units for handling cases of sexual abuse within the hospitals/clinics. • Advocate and lobby government to have policies as well as enforcement measures that promote community based models and support systems to provide care and protection to children without sufficient adult support. • Develop strategies of creating community support systems for children without sufficient adult support in collaboration with CBOs and Civil Societies. • Conduct one workshop on the training of army officers on SPLA policy on prevention of child recruitment and for the military officers to support the dissemination of the SPLA draft policy on prevention of recruitment of children into the army. • Continue the awareness campaign on the importance of education particularly that of girls and the socially excluded. • Work with children to produce and disseminate child friendly rights materials. • Support the children to share their views through the local media including community forums and gatherings. 5.8 Food and Agricultural Organisation • The FAO operates in the area of food security in NBG. It has been distributing seeds, seedlings to the returnees, host communities and vulnerable resident households by preserving and improving food security. The number of returnees being targeted by the FAO for reintegration in 2008 is about 100,000 which represent 20% of the total estimated returnees for the whole of Southern Sudan for 2008. •

The organisation shall also undertake recovery and development programmes by offering assistance to the host communities, small scale farmers, returnees and local producer associations. It will also support the capacity building of sector partners and promote environment for sustainable agricultural development. Strategic proposals • Provide basic farming implements, fishing gears, vaccines and seeds to the returnees, and vulnerable resident households. • Provide financial assistance to vulnerable groups to stock livestock. • Provision of vegetable gardens to women groups. • Provision of fruit tree nurseries. • Beekeeping equipment and uniforms. • Training of seed growers so as to produce seeds of high quality. • Train 20 members of staff of the ministry of agriculture in two separate workshops on extension work. • Train 35 participants in Sudanic gum tapping. • •

Provide desk top computers to the agricultural training centre. Train five members of the Civil Society Organisations and Community Based Organisations.

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5.9 International Organisation of Migration (IOM) IOM in NBG state is: • Facilitating the movement of returnees, internally displaced people and refugees. • Preventing the trafficking of the people. • Facilitate the registration of returnees. • Facilitate the transportation of returnees from the point of departure to the drop off point. • Provision of non-food items to organised and spontaneous returnees. • Providing protection to convoys up to their last destination. Current activities: Tracking and monitoring: • IOM focuses on spontaneous returnees by providing support to SSRRC to identify those people. • •

• •

When the spontaneous returnees are identified, the list is sent to IOM for inputting into the database. This Information is then handed over the government for their planning purposes. Provide training to the SSRRC directors, secretaries and numerators in every Payam. Provide them with tools to collect data, training materials and tracking forms.

•

Carry out community needs assessments to see the basic facilities are available at where people have arrived. This information is made available to the government. • This year IOM assisted 16,188 organised and 1,601 spontaneous returnees respectively. Protection monitoring: • IOM follows returnees to ensure that they are living freely in their new homes like any other person. Integration: the organisation seeks funds to implement projects particularly in areas of integration. • It has dug 14 boreholes in Aweil East and Aweil North. • Designed and installed water distribution systems in Rumaker, Aweil East. The system is provided with 14 stand posts and each has 2 taps totalling to 28. Strategic proposals: • The organisation proposes to build 1 water distribution plant in Aweil North. • Construct 10 boreholes in Aweil North and Aweil West • To improve 30 hand-dug wells in Aweil North, Aweil East and Aweil West. • •

• • • •

Subject to availability of funding, IOM plans to undertake livelihood projects which are to be identified together with the communities in a needs assessment exercise. Possible areas are: food security, provision of milling machines, building of schools, women community centres, provision of building materials to returnees, training programme on inter-lock brick making. It also hopes to conduct training programmes for mechanics and plumbers in pump repairs, hygiene promotions. Trainees will be provided with tools at the end of the programme. In September 2007, IOM shall meet UN partners in preparation for new wave of returnees. The tentative figures are expected from Khartoum by end of September 2007. In October and November the road assessment will take place to enable movement to commence in November through to May 2008.

5.10: United States Agency for International Development (USAID) Current activities: • Provided prefabricated buildings to 17 counties.

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•

Providing office infrastructures such as tables, cupboards and chairs to ministries.

•

Drilled 59 boreholes in NBG.

•

Repaired 34 hand pumps in the state of NBG.

•

Funded another 34 boreholes through partners in NBG. Conducting training for the youths and providing sports coaches and shoes.

•

• • •

• • • •

Providing continuous support to partners in the area of agriculture and food security. Provision of infrastructural and social services to the returnees. Launched interactive radio programme on the short wave to supplement classroom teaching. 44 primary schools have been affected by this programme and over 17,000 students are benefiting. This enabled English courses to be accessed through the short wave radio programme. Provided $3million to NGOs for water and sanitation projects. Providing support to the CSOs and disadvantaged vulnerable groups.

•

Plans: to launch a five-year USAID local development programme to support small projects in the counties and larger projects in the states. • Counties and states to prioritise areas of funding. Return, Reintegration and Recovery (RRR) Current activities: • Co-ordination of returnees/returned. • Track returnees at their places of new residence to see if all is going well with them. • Monitor registration at the source. • Monitor returnees on arrival and follow them to their destinations. • Ensure that they receive the food and non-food items from various agencies. • Follow up returnees to ensure their children get to proper schools. Challenges: • Difficult to track as there are people with more than one card. • • • •

There exists a danger of double registration. People who are registered to come normally fail to come. Service deliveries like water is not adequate in most of the places before the arrival of returnees in some areas. County reception committees are not very proactive.

• Many returnees want to go back to Khartoum as they find life extremely difficult here on arrival. Plans for 2008: • To update the matrix on returnees. • Commence registration and verification of potential returnees in Khartoum jointly with IOM. •

Finalisation of returnee convoys by end of September 2007.

•

By 15th of October, approval and notification shall be given to the returnees by IOM and Unicef. RRR to co-ordinate with the state whilst Unicef shall lead the information campaign.

•

• • •

Refugee repatriation plan due in September will be drawn by UNHR. Food and non-food aid arrangements are drawn up by WFP and UNJLC. The returnee conveys shall be departing Khartoum by November 2007 and it continues until May.

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PART C : STRATEGIC ANALYSIS Chapter 6: Identification and prioritisation of key issues (challenges) During the consultation and planning process, the state ministries and development partners identified key issues and needs that are their priorities. The state of Northern Bahr el Ghazal has eight planning sectors who all indicated their priority needs as indicated below: Table 28: Sector Sub Sector Key Issues Education 1.1 School Inadequate space in the schools and some schools are overconstruction crowded. 1.2 School Despite unicef intervention, shortage of school equipment like materials blackboards and text books are a serious concern. 1.3 Communication The head office cannot communicate to the schools in the counties equipment by means of telephone or radios. 1.4 Lack of comprehensive curriculum for senior secondary schools. Health 2.1 Health facilities Poor health facilities in the counties and inadequate PHCs and units 2.2 Drugs Inadequate and late delivery of drugs to the counties. 2.3 Hospital Inadequate referral hospitals/centres in the counties 2.4 Civil hospital Lack of consultants and doctors in the hospital. Infrastructur 3.1 Roads & County capitals and the city of Aweil not linked by network of roads e bridges 3.2 Office space No proper office structures in both the state and counties 3.3 housing No official policy on house planning and building 3.4 Electricity & gas No power generation house built yet. 3.5 Water & No running water supply while sanitation facilities are still sanitation inadequate. Agriculture

4.1 Food security 4.2 Fisheries 4.3 Livestock 4.4 Forestry& environment

Land mines affecting extensive cultivation of land Inadequate fishing materials Inadequate water points for livestock and under-staffing Both the two saw mills are not functioning

Finance

5.1 Macroeconomy 5,2 Finance 5.3 Control

Ensure stable economy and low inflation rate

5.4 Investment

Establish a sound financial system that will ensure fiscal stability Design workable financial control systems that will ensure accountability Design economic policies that will encourage investment and

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Local Gvt

5.5 Revenue 6.1 Counties 6.2 Law enforcement 6.3 Capacity building 6.4 Facilities 6.5 Staffing

Information

Social Developmen t

vibrant economic growth. Ensure state revenues are effectively collected and accounted for Lack of Local Government Act is affecting the pace of decentralisation Security sector lacks the basic facilities to fight organised crime Existing staff lack the required capacity to function efficiently Office structures not available The ministry is over-staffed and nothing is being done about it.

7.1 Information 7.2 Telecomm 7.3 Postal services 7.4 Radio 8.1 Gender

There is no print media No equipment to start building the telecommunications Lack of funds to establish postal services Lack of equipment to establish a state radio and TV station Lack of comprehensive gender policy

8.2 Culture 8.3 Religion 8.4 Child protection 8.5 Youth

Lack of policy strategy on cultural development Lack of adequate staff for the directorates Lack of centres for children No facilities for development of youths

Strategic Analysis: The Swot and PEST analysis were carried out as part of the strategic analysis in order to high light some of the favourable political, economic, social and technological factors that can encourage investors to invest in the state considering its high population and its strategic location (between North and South). The SWOT analysis was carried out to be able to determine the existing strengths of the state that can be built on, the inherent weaknesses that can be resolved, opportunities that can be exploited and how potential threats that might undermine the efforts to achieve the social and economic development can be averted. See the attached annex for PEST and SWOT analysis. PART D: Strategic Direction (Philosophy) Chapter 7: Strategic Philosophy The Northern Bahr el Ghazal state has a very clear vision, mission and well defined and realistic goals which helped to mould its strategic philosophy for the next five years. 7.1 Vision : An economically sound, financially transparent, sustainable democratic institutions, selfreliant, peaceful and prosperous state by 2011. 7.2 Mission: A sustainable educational infrastructures, reduced child and maternal mortality rates, agriculturally dependent economy, reliable physical infrastructures and accessible medical care to all by the year 2011. 7.3 Value statements • Construction and maintenance of high standard physical infrastructure • Become a rice exporter in the region • Provide food security to all • •

Encourage agriculture and agricultural production on a large scale to make the population of Northern Bahr el Ghazal self-reliant in food. A positive attitude towards the environment

•

Access to health facilities by all and maintenance of better health quality

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• • • • •

Establish and institutionalise a free press throughout the state Encourage independent media Strengthen democratic institutions throughout the state Uphold the state constitution and maintain rule of law Establish gender equality and freedom for women

•

Establish a free and just society where the rights of women will be safe-guided Development of right policies for the development of youths • Preservation of our cultural heritage Plan period Since the whole of South Sudan will go for a referendum in 2011 to determine the future of the nation state, it was prudent for Northern Bahr el Ghazal to restrict its planning period to five years (2007-2011). This period includes 2011. •

Planning model and sector co-ordination The planning model in Northern Bahr el Ghazal state is based on the sector approach. The state government designs and develops projects along its various sectors which fit well with the line ministry set up in the states. Cross-cutting issues are found in various sectors. The gender issue is covered by the policies of social development, the returnees are covered in the policies of social development, the education and health sectors, the issue of child soldier is contained in the policies and strategies of social development and that SSRRC whilst the natural resources and policies on environment are contained in agriculture sector. PART E: SETTING STRATEGIES Chapter 8: Formulating Strategic Goals Northen Bahr el Ghazal has identified the following strategies for its overall development initiatives as indicated in the state’s vision, mission, goals and core values: Table 29: Items Sectors Key strategic goals 1 Education To make basic education accessible to all citizens of Northern Bahr el Ghazal by 2011. 2 Health Develop the state health infrastructures and make basic health facilities accessible by all citizens of the state at an affordable cost. 3 Finance Institute proper financial measures, accountability and probity in all spheres of the economy, direct the state economy to a sustainable growth. 4 Infrastructure Construct roads, bridges, international airport, connecting airfields, electricity power stations, water and sanitation facilities by 2011. 5 Information Establish a free press for mass education, development awareness, provide effective postal services and telecommunications infrastructures by 2011. 6 Social Development Protect the rights of children, promote gender equality, social justice, youth and sports development. 7 Local government Provision of law and order and services in the state capital and the counties.

1 2

Formulation of Strategic goals for key sub-sectors Table 30: Sub Sectors Key Issues Roads Construct trunk and feeder roads that will link Aweil with all county capitals, Aweil with other states in the South and link Aweil with Northern Sudan. Bridges Construct bridges across small rivers to link communities and ease communication.

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3

International airport

4 5 6

Office buildings Housing Survey

7

Electricity

8 9 10 11 12

Gas School enrolment School materials Learning materials Teachers

13

15

Teacher capacity building Health infrastructures HIV?AIDs

16

Drugs

17

Food security

18

Livestock

19

Fisheries

20

Forestry

21

Capital assets

22

Finance

23 24

Investment promotion Governance

25 26

Law enforcement Security

27

IDPs/Returnees

28 29

Population Census Information

30 31 32

Communication Gender Youth

14

Construct an international airport to facilitate air transportation and relocate the existing 5 airstrips that are closer to the towns. Construct office buildings in the new government yard. Provide the state with a comprehensive housing policy. Survey all the land in Aweil and the environs for proper distribution to the residents and the returnees. Construct power stations in Aweil and all county capitals for proper and reliable generation of power supply for domestic and industrial use. Exploit the gas potentials in the state. Increase school enrolment by constructing more permanent classrooms. Provide adequate school materials. Ensure there is adequate learning aid for children in the lower classes. Ensure more teachers are employed to alleviate the shortage of teachers in the schools particularly the female ones. Provide continuous training to existing teachers to upgrade their capacity. Establish health facilities so that health becomes accessible to all in the city and in the remotest parts of the Payams. Conduct awareness campaigns in HIV/AIDs and promote a change in people’s behaviour. Ensure there is adequate and continuous supply of drugs to all the health centres in the counties and in Aweil hospital. Provide adequate farming tools and encourage modernisation of agriculture in order to provide food self-sufficiency. Ensure the state becomes self-sufficient in milk, meat and eggs by encouraging livestock breeding, dairy farms and poultry farming. Promote fish farming by training fishermen and providing them with credit to buy fishing materials Rehabilitate the 2 saw mills in the state and promote the practice of reafforestation. Purchase cars, bikes, trucks, tractors to create a capital base of the sectors for better productivity. Institute financial control procedures that shall make everyone accountable and safe-guard the assets of the state. Establish infrastructures that will encourage foreign and domestic investors to be attracted to the state. Ensure free and democratic governance that will promote capacitization of women. Ensure that the rights of individuals are protected under the rule of law. Provide adequate facilities to enable security forces to discharge their duty of providing maximum security to the citizens of the state Ensure proper planning is made for the returnees in terms of accommodation, food rations, water, health and education facilities Provide maximum support to the census commission. Provide regulations for the establishment of independent media houses in the state. Establish state radio and TV stations that will be accessible to all. Provide a comprehensive policy on gender equality. Provide youth centres and football stadiums to encourage sports and meaningful youth development.

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PART F: ACTION PLANNING Chapter 9 : Formulate objectives for each sector Action Planning: This section which is presented in the form of an annex, highlights detailed plans of action for each sector resulting from the situational analysis, strategic analysis, and the formulation of goals that have been carried out. The action plan is presented in a tabular format highlighting: • The eight Sectors in Northern Bahr el Ghazal • Sector objectives • • • • •

Inputs/activities required for the output to be produced Outcome indicators Costs of inputs that are required for output production Time frame which indicates when the activities are to be carried out Responsibilities – shows who is either financing or implementing the project

Table 31: Development objectives Items Sectors Objectives 1 Provide infrastructural support to the farming community for increased Agriculture food and cash crop productivity. 2 Provide physical infrastructures such as good network of roads and Physical Infrastructure bridges, airport, running water and power to help kick-start economic growth. 3 Make education accessible by all the citizens of Northern Bhar el Education Ghazal by increasing enrolment in primary and secondary schools. 4 Make health facilities available to all by constructing more primary Health health care units and centres 5 Provide basic services to the local communities in the towns and Local government counties and ensure security of every citizen. 6 Design social programmes that will improve the conditions of the Social Development vulnerable and disadvantaged groups and children. 7 Establish democratic institutions that are transparent and accountable Governance and would ensure sustainable economic growth. 8 Design financial systems and procedures that would ensure Finance accountability and transparency. 9 Information and Provide infrastructural support for the establishment of state run media Communications and a prosperous independent press. 10 Design a comprehensive training programme for classified staff in

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Capacity Building

order to improve their performance at work.

PART G: IMPLEMENTATION PLAN Chapter 10: Capacity building to implement the strategic plan The shortage of capacity in Northern Bahr el Ghazal is quite acute and throughout the planning period, all ministries emphasised the lack of trained manpower and the need to build the capacity of the existing staff. The Governor and the rest of the council of ministers realised that unless the partners intervene to help the state to develop a comprehensive capacity building programme, there would be a problem with the implementation of the plans being formulated in the strategic plan. The ministry of education together with its partners have planned to conduct a series of in-service training courses for the primary and senior secondary teachers. These courses shall be held in the summer of every year when the schools are closed. Most of the teachers are not qualified professionals and hiring new teachers immediately has proven to be a difficult process. The ministry of agriculture is planning to train a reasonable number of extension workers and agricultural inspectors on an annual basis. This newly trained staff will in turn help build the capacity of farmers in various farming techniques. The annual training programme for livestock inspectors is also being designed and the fisheries department is already organising training sessions for the fishing communities. Finance is one key area where on–the-job-training cannot easily produce high calibre professional accountants. The training has to be long term and the trainees must have had good foundations to be able to go through the professional course. The ministry in its plans for the next five years incorporated not only on-the-job training for the existing staff but also hire qualified professionals to help run the finance departments effectively. The ministry’s objective of instituting accountability and probity at all levels in the state is being undermined by serious lack of professionals to carry out the right reforms. The whole ministry does not have a professional accountant. The ministry of Physical Infrastructure is even worse off in terms of lack of capacity. The minister plans to seek funds for capacity building but at the same time it is considering the idea of hiring professional people from the neighbouring countries to help run the ministry for some years to come. This is a short term measure being thought of whilst the long term plan of training existing staff is being contemplated. Professional capacities need to be built in the areas of housing, electricity, surveys, gas, quantity surveying etc. The state ministry of health has plans to build training centres for state nurses and medical staff in the counties. These centres will be designed to train new set of medical staff and also upgrade the existing

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staff in the counties and in Aweil Civil Hospital. The shortage of medical officers, doctors and consultants cannot easily be resolved without enough capital but the ministry is trying to create a budgetary provision to attract qualified people to the medical profession. The Ministry of Social Development has also got a strategy of designing training programmes that will help empower women and vulnerable groups within the state. The capacity building for the staff of local government and law enforcement is well underway. The UNDP office has sent the Commissioners to South Africa for a training programme and another batch of Director Generals are preparing to go for capacity building overseas. An intensive training course for the state parliamentarians across all the states took place last year. The ministry of local government is planning to design a comprehensive training programme for the training of Payam Administrators in house. The Executive Directors and Local Government Officer were trained in Rumbek in March this year and there is a plan for UNDP to replicate such a training as a follow up and for those who did not have the chance for the first time. The UN agencies and NGOs in the state are financially and technically supporting the capacity building programme of the state. The World Bank and the GoSS are also releasing funds to complement the partners’ efforts for a sustainable capacity development programme. Chapter 11: Monitoring and Evaluation The formulated strategies for addressing the identified development issues in Northern Bahr el Ghazal State are liable to change due to changing socio-economic and political environments. Reliable and easily measurable indicators will be identified during the implementation of this plan so as to measure the progress towards achieving the goals and objectives. In the short term, this strategic plan will be widely disseminated internally at State headquarters and counties as well as externally to development partners including UN agencies, NGOs, research institutes and donor agencies. It will form the basis of resource mobilization and allocation. The implementation of this strategic plan will be regularly monitored by the State. 11.1 Purpose of Monitoring and Evaluation The success of implementing this strategic plan will depend on a systematic accounting and auditing, which ensures that the strategies and priorities identified achieve the desired outcomes. The Monitoring and Evaluation (M&E) system will provide a continuous tracking and feedback mechanism to all stakeholders in the process. Most critical is the extent to which such a mechanism will empower communities at county level to question the faithfulness in implementation of identified priorities. Monitoring the Plan entails measuring progress towards planned objectives, implementation of strategy and priority actions, and production of expected outputs within a given timeframe. 11.2 Priorities, Responsibilities/roles, Indicators and Timing The M&E system will be undertaken within a state-wide framework with the original Task force at three levels of the economy:  The State level will involve: i. National policy making organs in Government, the National Stakeholders Forum, Thematic Groups. Sector Working Groups and Development Partners. ii. Implementing agencies including, but not limited to, ministries, civil society organisations, the private sector, local authorities.  The County level will involve: the County commissioners, County sector departments NGOs, CBOs, and religious organizations and other private sector stakeholders.  Community level will include community chiefs, opinion leaders, women and youth groups. The M&E process will be undertaken bi-annually to assess outputs, outcomes and impact of intervention. Evaluation will provide an opportunity for all those involved in the implementation of the strategy to gain valuable insight into various aspects of the process and how such information could contribute to improving policy in future. 11.3 Strategy for further adjustments

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In an annual time frame, a larger stakeholders’ forum should examine the M&E with a view to revise the Strategic plan; in particular assign new priorities in the light of changing social, political and economic environment. Other refinement and incorporation would include budged estimates. This would be the responsibility of state planning and budgeting staff. It is possible that UNDP staff seconded to the State could be available to assist in providing technical backstopping to the refinement of the plan. 11.4 Monitoring and Review The M&E strategy in the Plan embraces the principle of participatory monitoring and evaluation by the stakeholders including the public sector, civil society, the private sector and the community. This monitoring strategy will seek to: i. Assess whether priorities agreed upon in the State receive the required resources necessary. ii. Assess efficiency in the allocation, implementation/utilization of the budget. iii. Assess the effective participation of all stakeholders in the implementation of the Plan. iv. Carry out periodic impact assessments of the various interventions and programmes undertaken by stakeholders in the process. 11.5 Monitoring Indicators Monitoring of the implementation process of this strategic plan will be based on a basic set of indicators derived from the action plans, which in turn reflects the priorities set out in the Plan. Although it will not benefit from any previous benchmark it will be based on estimates which should be confirmed by census results expected to be conducted by end of 2007. Chapter 12: Conclusion Strategic planning is a process that is dynamic and its objective is to guide the state and partners to draw their annual development plans and budgets. It serves as a reference point for all development planners in the state. This means that the annual plan which is done in every 12 months enables the state to review the strategic plans on a rolling basis as economic and development dynamics change. What took place in NBG is a rational approach which involves careful and deliberate formulation, evaluation, selection and analysis of strategies to attain designed development objectives for the planned period. The document indicates the three main stages of strategic planning. The chapter on strategic analysis highlighted the current location of the state in terms of development (where we are?) and the desired location (where do we want to go?). How the state will move from its current location to the desired location is described by the strategic choice. There are many methods to travel in order for the state to reach its desired locations in terms of development but the choice of appropriate method is where our intervention is relevant. A full chapter has been devoted to implementation of the strategies which is the final stage of the planning and it indicates our actual travel to the desired location. The strategic planning analysis of NBG has highlighted in great detail the environmental variables as well as competitive forces and how they could influence the development process of the state now and in the future. SWOT analysis was applied for the internal appraisal purposes to enable the state to know its strengths, weaknesses, opportunities and threats and how to deal with them. In addition to the SWOT analysis, in the case of NBG, an analysis of the political, economic, social and technological environment was appraised which is hoped to give the much needed information to potential investors in the state. The PEST analysis has been elaborative enough. As an emerging state, an internal and external appraisal of its environment is highly required to give the state and the external investors the much needed information about the state in order for them to analyse and isolate the risk factors. The strategic plan of NBG does not only indicate the activities and action plans to be carried out in the next five years but it also highlighted where possible the resource availability of some key ministries. A comprehensive analysis of potential resources of the ministry of agriculture, animal resources and forestry is given. The potential projects to be financed by the ministry of physical infrastructure does not only indicate the lines of expenditure but it also states where possible how those expenditures will have to be financed and when such funds will be made available.

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Annex 1: ACTION PLANS FOR THE 2007- 2011 STRATEGIC PLAN MINISTRY OF FINANCE, DEVELOPMENT AND ECONOMY: NORTHERN BAHR EL GHAZAL Objectives Input/activities Costs Outcome indicators 1 2

3

4

5

6

Development and execution of sound economic and financial policies for the state. To provide sound public financial management systems and controls at all levels of government.

To ensure that consolidated accounts of government are produced at the end of every fiscal year. To institute proper internal control procedures in all government institutions and particularly at the Revenue collection points. To make arrangements for short and medium-terms loans on behalf of the State government at reasonable rates in order to finance development projects. Establish a credible personal taxation regime for the state of NBG.

- Employ staff of sound economic and financial background and experience. -Appoint 1 professional accountant in every directorate. - Contract a firm of professional accountants to design a suitable financial system for the state. Procure appropriate accounting packages to computerise finance. - Develop a mechanism for the submission of all financial statements by the 15th of January of the following fiscal year. - Contract chartered accounting firms to design efficient and effective internal control procedures. -Train 50 revenue collectors on basic revenue collection techniques and accountability. - Prepare a monthly cash flow requirement of the state and determine when cash will be required. - Obtain loan quotations and their implicit interest rates. - Contract a firm of Chartered Accountants to design comprehensive taxation systems for the state. -Advise the State Assembly to enact the appropriate taxation laws that are

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- Increased employment. -$400 a day for 30 days ($12,000)

economic

growth

and

Increased professional competence in preparation of accounting records.

Time/responsi bility 2007-2011 Ministry of Finance 2007-2011 Ministry of Finance 2007-2011 Ministry of Finance

2007-2011 Ministry Finance

Improved accountability

- $30,000 -$6,000 for 3 training sessions.

Increased accountability of public funds.

Ministry of finance &GoSS 2007-2011

Increased efficiency in cash management system of the state.

$15,000

Increased taxation.

revenue

from

flow

personal

of

2007-2011

State & GoSS 2007-2011

7

8

9 10 11 12

13

14

To account for all revenues collected by customs, taxation departments, industry & mining, and housing unit etc. To assist the State Legislative Assembly of NBG to come up with sound laws on personal taxation system. Advise the State Legislative Assembly on the drafting of capital gains taxation rates. To maximise tax and revenue collection from markets and commercial centres all over the state. To facilitate the appointment of an Auditor General. Ensure that audited consolidated accounts are submitted to the State legislative Assembly annually. Establish the directorate of taxation with statutory powers to refer cases to Public Prosecutors for those found guilty of committing economic and commercial crimes. Develop and establish cost-effective and transparent contract and procurement policies and procedures.

enforceable. - Organise 2 training sessions on revenue collection and accountability for 25 custom and taxation officers.

$4,000 for 2 training sessions.

- The designed taxation laws and systems to be enacted into law. -Chartered Accounting firms to be contracted to design regulations on capital gains taxation. - Train 20 inspectors from the existing staff to be spot-checking collectors in all places of revenue collection. - Establish a directorate of Central Audit. - Appoint an Auditor General who must be a qualified Chartered Accountant. - Appoint 12 Internal Auditors in the Central Audit. - Carry out detailed auditing exercise in all directorates annually. - Provide 3 training sessions for auditors. - Appoint a Commissioner of Taxation - Appoint 20 qualified staff in the directorate - Provide 5 training sessions to the newly appointed taxation staff in tax laws and collection procedures. Establish Central Purchasing Committees at the State and County levels. -Organise 3 training sessions on tender processes and standard purchasing

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Increased efficiency in tax collection at the state and county levels. Increased taxation revenues personal income taxation.

from

-Increased revenue from capital gains taxation and land sales properly documented. -Tax and other revenues from the market maximised.

- $6,000 $12,000($1 000X 12) $2,000(500 X12X20) $10,000(5X $2,000) - $6,000 (3 sessions X $2000)

Ministry of Finance 2007-2011 State Assembly

- State and county internal control procedures strengthened and reports produced regularly. Increased scrutiny of the public accounts by the State Legislative Assembly. -Increased accountability of taxation revenues - 70% of required staff appointed. - increased in trained manpower.

Increased effectiveness in handling public procurements and tender systems.

2007-2011 2007-2011 Ministry of finance 2007-2011 Directorate of taxation 2007-2011 Ministry of Finance 2007-2011 State legislative Assembly/Minis try of Finance 2007-2011 Ministry Finance

of

2007-2011 Ministry Finance

of

15

Establish planning and budgeting committees in every ministry and county for planning and budgetary co-ordination.

procedures designed by GoSS Ministry of Finance. -Form major and minor tender boards with clear and explicit guidelines as per GoSS Procurement Manual. -Institute internal control procedures for purchases and provision of services for the State and Counties. -Sensitise ministries and counties on the need for planning and development committees. - Consult stakeholders in the states and counties. - Form planning and development committees Form planning and budgeting committees for preparation of annual plans and budgets. - Create a directorate of investment at State level.

17

Create a framework that will encourage investment and boost growth in the economy. Provision of finance for the training and development of staff.

18

Enhance the role of directorate of budgeting.

- Provide financial reports - Carry out variance analysis - Disclose fund balance periodically.

19

Manage budget evaluation

- Directorate of budgeting and budget committees to monitor budget execution.

16

execution

and

- 10 ministry staff to be trained in various professional areas overseas.

74 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Increased performance monitoring systems.

$20,000

and

quality

Better co-ordination of state and county planning and budgeting.

2007-2011 Ministry of Finance. Ministry of Local Government and Law Enforcement

Increased investment activities in the state by institutions and private investors. Increased staff output.

2007-2011 Directorate of Commerce 2007-2011 Ministry of Finance 2007-2011 Directorate of budgeting/Minis try of Finance

-Provision of financial reports better coordinated. -Monthly variances analysed for senior management decision. - Fund balances in the treasury reported on time. Effective execution of plans and budgets.

2007-2011 State Planning and Development

20 21 22

23

Facilitation of large money transfers on behalf of the State.

- Create a monthly cash flow analysis to determine cash requirement.

Provision of good office spaces for a better working environment for the staff. Provision of mobility for logistics and other official transactions.

- Construction of 4 office blocks for all the directorates.

Computerisation of all financial records and other ministry working documents.

-Purchase 30 personal computers for the ministry. -Conduct 4 training sessions in basic computing for 40 members of staff. -Carry out a head count of all public service personnel. - Create an electronic database for the public service employees. - Contract Statistical Experts to conduct the survey and create a workable but simple database. - Contract consultants to draft a sustainable public service laws for the State.

24

Initiate a survey on the public service personnel.

25

Help to draft a sound and vibrant public service laws for the State.

26 27

Formulate a sustainable capacity building and institutional development programmes. Formulate and develop pension laws and policies that are responsive to the needs of the retired employees.

-Purchase 6 toyota cars for various directorates Under the ministry of Finance.

- Contract a consultant to help determine the capacity needs of the public service. - Contract consultants to draft pension laws for the State.

75 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Increased transportation facilities for staff members for essential duties.

committees 2007-2011 Ministry Finance 2007-2011 Ministry Finance 2007-2011 Ministry Finance

$2,000X30 =$60,000.0 0

Timely and qualitative production of accounting records and other official documents.

2007-2011 Directorates under Finance

$48,000.00 (2 experts at $400 per day for 2 months)

An increased efficiency in recruitment procedures in the state public sector.

2007-2011 Directorate of Public Service

Increased savings from overdraft charges as a direct result of effective cash management system. -$336,000 (84,000 X 4 buildings) .$36,170 X 6 cars ($217,020)

$15,000.00

$15,000.00 $15,000.00

Increased access to better working conditions.

Increased statutory powers of Public Service directorate.

Increased professional capacity Public Service employees.

of

A sound and efficient pension scheme for retiring employees.

of of of

2007-2011 Directorate of Public Service/Ministry of Finance 2007-2011 Directorate of Public Service 2007-2011 Public Service

State Ministry of Education, Science and Technology Item s 1 2 3

Objectives Increase enrolment

Inputs/activities school

Alleviate the acute shortage of teachers Build the capacity of teachers

-Construct 39 primary schools -Construct 3 senior secondary boarding schools -Construct 3 primary boarding schools Employ extra 1,146 teachers across the state -Sponsor in-service training courses for 1,243 teachers. - Construct 2 training centres

Costing USD -2,457,000 -

Outcome indicators Increased enrolment into primary and senior secondary schools. Improved student/teacher ratio.

-Capacity of teachers improved. 63,000

Time/responsibil ity State,Goss and Partners 2007-2011 2007-2011 State/partners 2007-2011 State/MDTF/Part ners

-Teacher training facilities made available. 4

Provision of learning materials.

Purchase of adequate learning materials Improved teaching quality.

6

Increase participation of communities in schools Provide schools with adequate text books

7

Provide centres for Alternative Education

Construct 84 centres in all the counties and in Aweil for Alternative Education.

8

Provide vocational training to youths

Construct 4 vocational training centres for both boys and girls.

5

Form Parent/Teacher Association in all schools

Increased participation of communities in school administration and development.

Purchase of school text books Improved literacy rate among the adult population.

2007-2011 State/unicef Partners NRC/state/partne rs

-Increased number of youths with valuable skills. - reduced number of youths in the streets.

2007-2011 State and Partners

Improved teaching quality.

Notes: 1) One classroom @ $63,000 with a dimension of 25ms X 9. 2) One training centre at $63,000 3) One centre for alternative education @ $16,800 4) One vocational training centre of dimensions of 10mX15 ($42,000)

76 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

1,411,200 @16,800 per centre 168,000 @ 42,000 per centre

2007-2011 State Partners 2007-2011 State/Partners

State Ministry of Physical Infrastructure

1

Objectives

Input/activities

Costs

Outcome indicators

Facilitate transportation of goods and people.

Construction of 615kms of roads linking Aweil to all state capitals and Aweil linking other states. Construction of 11 bridges across the state rivers. To build power stations in Aweil and all county capitals: - generators of 605kva for Aweil Town - two 205kva generators for Aweil East county - -250kva generator for the state council of ministers - 600 electrical poles Construct a complex of government offices and quarters in 1km square metre land.

$228million

Improved road communication.

network

Improved communications.

inter-community

$5.2million

2007-2011 GoSS/State

$8,464,896

Increased access to electricity in Aweil and in the counties.

2007-2011 GoSS/State

$88.2million

Office and residential facilities made available.

2007-2011 State/GoSS

Facilitate river transportation 2 3

4 5

Provide adequate electricity supplies for domestic & industrial use.

Ensure government ministries are properly housed. Provide accommodation to residents and returnees.

6

Provide good drinking water for all.

7

Provide good water drainage Systems.

Allocate land to all the returnees and residents and in accordance with the laid out plans. Sink 450 boreholes in the counties

-Construct 10 tanks of 2,800 cubic metres in Aweil and running water in county capitals. -Provision of consumer meters -Purchase of vehicles for water supply

77 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

and

Increased access to residential property by residents and returnees. $5.9million

Increased access to clean drinking water in the counties.

Time /responsibility 2007-2011 GoSS/State

2007-2011 State 2007-2011 State/unicef/IEC/co ncern/IOM/IRC/PA CT/Cord Aid/Oxfam/Save The Children U.K 2007-2011

$11.975million

Increased access to running water in

GoSS/State

8

Improve sanitation facilities in the city and counties

10

Provide water livestock

points

for

11

Improve air travel in the state

12

Recruit qualified staff

13

Build capacity of staff

maintenance -Provision of spare parts -Drill 5 boreholes in the city -Construct water testing laboratory -Construct 805 pit latrines -Construction of 15 additional bricks of solid waste collection bays -Provision of 3 additional tractors and 6 trailers for collection of solid waste -Construct solid waste disposal sites at least 5kms south east of Aweil -Procure 6 vacuum tankers to empty septic tanks -Construction of 36 public toilet facilities with waste collection tanks -Construct more slaughter houses in Aweil -Construct 25 water points for animals -Construct 1 water point for every 10kms -Construct new international airport about 10 kms from Aweil -Relocate five of the present air strips -Employ more graduates Provide training to existing staff so as to upgrade their skills

78 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Aweil City and in county capitals

$12,822,692 Improved sanitation system for all.

325,000

Increased access to water points by livestock

$27million

Increased access to Aweil by air. Increased professional efficiency and Productivity. Skills of existing staff upgraded.

2007-2011 State Unicef IRC Save the children Concern Cord Aid

2007-2011 State Unicef 2007-2011 GoSS 75% State 25% 2007-2011 State 2007-2011 State/GoSS

State Ministry of Health Time /responsibility Item 1

Objectives Provide more referral centres in the counties

2

Increases access to PHCCs

3

Provide adequate drug supply Provide high quality treatment

4

5

Upgrade Aweil Civil hospital

6

Provide capacity building

7

Improve emergency services

8

Increase access to medical facilities

Inputs / activities -Construct a hospital in every county -Construct and equip more primary health care centres. -Build a drug store in Aweil hospital -Build drug stores in the counties -Purchase adequate drugs -Employ more doctors -Employ consultants in the hospitals -Employ more nurses and dispensers in the hospital and health centres -Construct more wards -Construct a modern theatre -Purchase a generator for the hospital -Construct water tank and provide running water -Add more buildings to increase the number of admissions. -Construct an outpatient for children -Construct a training centre for the training of nurses and medical officers - Provide additional ambulances - Provide regular fuel supply for the ambulances - Construct a proper emergency ward

-

Construct more primary health care units in Payams.

79 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Costs Estimate

Outcome Indicators Increased access to centres Increased access to health care centres. Steady supply maintained

of

referral primary drugs

Improved access to high quality medical treatment -

Modern facilities made available - More patients admitted - Access to a major theatre - Increased access for children to medical facilities Increased access to training facilities by medical staff. -Pregnant women and children have increased access to emergency services

Patients from remote locations have increased access to PHCUs.

2007-2011 State /Partners 2007-2011 State/partners 2007-2011 State/MDTF Partners 2007-2011 state 2007-2011 MDTF State Unicef

2007-2011 State /Partners

2007-2011 State Partners

-Employ more health workers for the PHCUs 9

Provide transport and communication facilities to the health workers in Aweil and counties.

-Purchase 2 cars for Aweil hospital. -Purchase 5 cars for each of the county health head office. -Purchase 1 car for the ministry of health headquarters. - 25 motorbikes to counties. - Purchase radio communication equipment and Thuraya for health offices

10

Provide salaries to staff

11

Improve health infrastructures in the counties

- Budget salaries of medical workers and staff who are working in the counties. -Build permanent structures in the county health centres and headquarters. -Provide 2 generators to each county health head quarters. -Provide a small generator to each primary health unit. -Provide a computer to each primary health care unit.

80 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

8 cars X $33,000 = $264,000.00

Increased access to transport facilities and communication.

2007-2011 State Partners

Medical staff motivated

2007-2011 State

25 TS motorbikes XUS$2,500 =US£62,500.00 -

-$144,000 for 5 offices in the counties -$25,000 for 10 generators in the counties -$40,000 for 20 small generators for PHCUs -$10,000 for 5 computers.

Increased access to health infrastructures by medical staff and patients.

State Ministry of Agriculture and Animal Resources

1

Objectives Draft a comprehensive agricultural policy

Inputs / Activities Hire a consultant to draft a comprehensive state policy on agriculture

Invest in capacity building

-Construct an agricultural training centre -20 staff members to be trained per county -30 staff members to be trained from Aweil -Training shall be provided to tractor drivers -Training farmers in modern agricultural techniques once in a year -Train staff in the Fishery department -Train farmers how to make composite manures from animal dung

2

4

5

6

Encourage cultivation

larges

scale

Employ adequate staff

Extend areas of irrigation

-Purchase 6 tractors for every county -Every county to cultivate 12,000 peddans of land -Generate an income of US$1.2million from charges -Encourage multi-cropping to boots production -Purchase irrigation pumps for farmers -Employ 100 extension workers i.e 20 per county -Employ 25 agricultural inspectors(5 per county) -Employ people with the right skills in rice production techniques -Employ 30 tractor drivers (6 drivers per county) -30 poultry management staff shall be employed -Employ 18 livestock specialist and train staff in house -Employ fishing specialists in every county -Provide farmers with pedal pumps -To irrigate land without depending on power supply

81 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Costs

Outcome Indicators US$20,000

6 tractors X$240,000 =$1,440.000 -Salary cost of $600,000 -$150,000 p.a

Comprehensive agricultural policy formulated

Time /Responsibility 2007-2011 State /Partners

Increased availability of capacity in the ministry.

2007-2011 State/Partners

-Increased productivity

2007-2011 State

-US$1.2million raised in charges

Increased accessibility professionally competent and greater productivity.

to staff

2007-2011 State /Goss

-$72,000 p.a -$126,000 -$75,000 Increased yields from the use of irrigation pumps by farming

2007-2011 State /Partners

7

8

9

Provide income generation projects to women Revitalise Project

Aweil

Rice

from generators Establish 1 vegetable garden in each Payam (39 Payams) as a pilot scheme. Provide training to vegetable garden growers in new gardening techniques -GTZ to purchase enough tractors for the project -Train rice cultivators on various forms of rice production -Cultivate 5,000 peddans of rice land before September 2007 -Cultivate 11,000 peddans of rice in Aweil rice fields

Ensure the livestock population keeps medically fit

-Vaccinate 9.750,000 heads of cattle -Train 15 meat inspectors -Establish 8 livestock dispensaries

Provide enough butcher houses with inspectors

-Build 12 butcher houses -Construct 40 wells, 40 pools and 40 canals all over the state -Establish 1 dairy farm in each county

communities. Increased income for vegetable gardeners.

Aweil attained self-sufficiency in rice

$400,000 10 12 13

14

15

Provide counties with dairy farms Strengthen industry

the

fishing

Protect the environment

Revitalise the Saw Mills

-50 heads of cattle per dairy farm -Introduce licenses to fishermen -Purchase fishing tools and fishing gears -Initiate the formation of strong association of fishermen -Plant more trees -Purchase seeds and seedlings -Introduce laws that will prevent cutting of trees -Train communities on tree planting techniques Renovate Pongo Saw Mill Renovate Mathiang Saw Mill Conduct annual training in bee hive farming

82 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

All heads vaccinated appointed

of cattle timely and inspectors

-$50,000.00

Increased access slaughter houses.

6 diary farms will cost $1,200,000

Increased products

production

to of

2007/2011 State/Partners

2007-2011 GoSS /European Union

2007-2011 State

safer

2007-2011 State /Partners

dairy

2007-2011 State /Partners

Fishing industry regulated

2007-2011 State /Partners

Expanded fishing community Increased plating of trees and thus desertification averted

Increased income from the saw mills

2007-2011 State/Partners 2007-2011 State/Partners

State Ministry of Social Development Items

Objectives

Inputs/Activities

1

Develop a comprehensive policy on social development

-Contract consultants to design a policy on social welfare, religious affairs, and gender. Employ 30 professional staff - Train women and youth leaders -Organise training for 130 members of existing staff both local and overseas

2 3

4

5

6

Recruit professional staff Conduct capacity building programmes Build gender centres

Promote youth and development policies

Provide vocational programmes

child

training

-Construct 6 gender centres for women -Provide women with microfinance schemes for women’s group -Purchase materials for skills development for women -Build child centres in Aweil and in the counties -Construct a football stadium in Aweil -Construct football stadium in each county -Build social centres in each county -Disseminate the proposed child protection bill in the counties and in Aweil -Deploy social welfare officers to monitor and promote the interest of children -Build 5 vocational training centres -Blacksmith apprentices to be integrated into the new training centres -Centres to be provided with new curriculum by Education Ministry -Train 1,200 trainees

83 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Costs

Outcome Indicators

US$20,000

Production of a policy blue print for the ministry.

2007-2011 Time /Responsibility 2007-2011 State/Partners

$180,000 p.a

Increased professional competence

State/Partners

Improved waste

2007-2011 State/Partners

US$72,000

efficiency

and

reduced

to

2007-2011 State/Partners

Increased awareness of youth development and child protection

2007-2011 State/Partners

Increased number of self-employed youths

2007-2011 State/ Unicef

Increased ability generate income

of

women

7 8

9 11

Keep youths out of streets Create cultural consciousness

Preservation of cultural heritage Encourage religious tolerance

Design a special training schemes for youths who are delinquent -employ professional staff -organise cultural awareness campaigns -Organise cultural festivities in each county and in Aweil once a year. -Construct a cultural foundation complex in Aweil -Employ religious affairs officers in each county and in Aweil -Organise 2 workshops a year on religious consciousness

84 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Reduced number of children in the streets Increased awareness of cultural diversity and cultural sensitivities. Cultural secured

heritage

and

Increased religious tolerance

artefacts

200702011 State/ Partners 2007-2011 State/Partners 2007-2011 State/Partners 2007-2011 State /Partners

State Ministry of Information and Communication Item s

Objectives

Inputs / Activities

Establish and promote media

Construct information house in Aweil and counties. Purchase modern equipment for a print press. Assist private individuals to invest in print media. Design statutory laws to encourage press freedom. Facilitate the establishment of independent press. -Construct telecommunications house in Aweil -Construct telecommunications house in every county -Construct a TV station in every Aweil -Construct a TV station in every county -Construct radio stations in Aweil and build boosters in each county -Install local radio stations in every county -Purchase modern equipment for a broadcasting station and TV -Purchase equipment for state telecommunications -Purchase computer for full computerisation of Telecommunications system

1

Promote free press in the state 2

3

4

Establish effective telecommunications system in the state

Promote Partnership

Private

Costs

Outcome indicators

Time /responsibility

Access to print media established.

State /Partners

Increased access to independent media

State/Partners

Increased accessibility by telephone lines and mobiles Increased access county radios

to

sate

and

Increased access to Television and news

Public Encourage private investment telecommunications industry.

Establish and maintain postal

85 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

in

2007-2011 State/Partners

Increased access to media market by private entrepreneurs.

2007-2011 State /Partners 2007-2011

5

services Build capacity of staff

6

Construct postal houses in each county Construct postal houses in Aweil Town Employ competent staff Appoint and train government journalist on a continuous basis Establish a training school for journalists and media personnel Establish a technical training school for telecommunications Organise 2 workshops per annum for existing staff

86 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Increased access to postal system

State /Partners

Increased professional competency

2007-2011 State/Partners

State Ministry of Local Government and Law Enforcement Item s

Objectives

Inputs /Activities

Provide law and security to all citizens

-Provide security personnel with the basic transport facilities -Purchase basic communication equipment for securities on patrol -Purchase cars for the law enforcers -Increase the number of police on patrol especially at night -Provide specialised training for the police -Conduct on-the-job training for the police -Build modern police stations in Aweil and in the counties -Build enough and proper cells for criminals -Build and develop prison cells for those sentenced -Construct a well-defended concrete prisons in every Payam (39 prisons) -Divide Aweil into two rural councils -Purchase 3 tractors for Aweil rural council for refuse collections -Construct drainage system for Aweil -Help individuals to construct pit latrines in their homes -Purchase 3 cars for the ministry headquarters -Purchase 2 vehicles for the fire brigades -Purchase 2 pick-ups for the rural council -Purchase computers for the ministry and

Provide services in the city and counties

87 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Costs

Outcome Indicators -Reduced crime in the city and counties

Time /Responsibilities 2007-2011 GoSS /Partners

-Citizens feel more secured

-Improved sanitation and hygiene in the town and villages. -Increased access to basic utilities in town and villages

2007-2011 State/Partners

Upgrade the management skills of Payam Administrators

for the counties -Lend support to the ministry of physical infrastructure for town road construction -Work with physical infrastructure for providing basic utilities in Aweil and county headquarters -Mobilise local revenue to finance the local government budgets -Request budget approval from the state governor for capital and operational costs -Conduct intensive training programmes for 127 Payam administrators on administration, basic criminal codes and procedures, basic financial applications, basic bookkeeping and law and order.

-More efficient staff employed -Increased outputs Administrators

from

2007-2011 State/Partners Payam

-Employ more qualified Payam Managers Employ highly professional staff

skilled

Provide structures for ministry headquarters counties

the and

-Resolve the problem of overstaffing with the state government -Employ highly skilled professionals to take up the jobs - Resolve the question of non-payment of the salaries of the CANS -Request Public Service to streamline the appointment procedures of staff. -Every Payam to be provided with a building of 3 rooms for administration -Construct 2 buildings of 5 rooms each for all county staff Renovate 26 buildings in Aweil that belong to Aweil town council

88 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Unproductive labour force laid off

2007-2011 State /Partners

Employment system streamlined

Increased access to offices and facilities required for greater productivity

2007-2011 State /Partners

Improve facilities

communication

Build capacity of staff

-Purchase radios for the field staff -Establish a radio room in the ministry -Buy thurayas for the county staff -Construct a multi-purpose training centre with a conference room in the ministry headquarters -Train 880 revenue collectors on how to complete financial forms and collect revenues effectively. -176 staff shall be trained every year -organise a study tour for local government administrators at least twice a year

89 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

Increased communications with county staff

2007-2011 State /Partners

Increased access to training facilities

2007-2011 State/ Partners

Increased level of trained manpower

Annex 2: SWOT ANALYSIS 1. Strengths • Immense contribution from the UN agencies and NGOs • Good co-ordination between the NGOs and the state government • Striving local markets which are good sources of revenues. • Good network of roads being constructed by GoSS. • Goods abundantly available in the markets because of closeness to Khartoum. • Roads leading to Khartoum completed. • Railway network passing through Aweil and is being rehabilitated. • Abundant rainfall over the whole state. • Well positioned for agriculture and rice production. • • • •

• • •

Over 13 million heads of cattle Committed political leaders. Democratic institutions being established. A large population CPA is a great source of inspiration Availability of interim and state constitutions Community involvement in development process

2.Weaknesses • •

• • • • • • •

• • • • • • • • • • •

• • • • •

Inability to collect local revenues effectively Lack of trained manpower in the ministries Most employees are educated in Arabic and with little understanding of English Poor sanitation and hygiene facilities No power supply for domestic and industrial use Inadequate senior secondary schools Low enrolment of girls into primary and senior secondary schools Poor road networks in some counties Poor telecommunications facilities Inadequate basic health facilities Inability to upgrade Aweil hospitals Lack of bridges isolates some communities Rivers overflowing their banks Overstaffing in the public sector All resources being spent on salaries Inadequate police force in the streets and thus high crime rates Lack of facilities for the security forces No office facilities for public servants No proper recruitment system for the public sector No proper accountability of public funds No financial statements being produced for the block grants No cash flow analysis for government to be well informed of the spending trends Internal control procedures do not exist at all A very weak internal audit unit with no facilities and no staff in the counties No taxation payments being made by the public service

90 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

No taxation law has been formulated yet and state losing millions per year in tax revenues The head of taxation is not a qualified accountant and speaks little English

3. Opportunities • • • • •

•

Potentials for oil wells in Manduany Potential for further market development along the railway line thus increase revenue for the state More NGO intervention in the development process Bee keeping potentials in all the counties Fish farming potential in all the counties including Aweil town

•

A cattle population of over 13 million thus potential for dairy farming Fertile lands for agriculture Potential to be self-sufficient in rice and export rice to other states Potential revenue sources from the markets

•

All counties have good markets with great potential for future expansion

•

Good network of roads about to link all the counties stimulating greater economic activities The state with highest population and thus a potential market of its own

• •

•

4. Threats • • •

• •

• • • • • • •

• •

•

The unresolved political questions of Abyei that could sow seeds of discontent if not resolved amicably. The unresolved political questions of Southern Kordofan remains a potential source of tension.. Khartoum opening up Northern Bahr el Ghazal so soon before the implementation of all the protocols of the CPA. Aweil may become an easy target to Khartoum war machinery in case of any war because of its proximity to the North and now easy accessibility. Over employment in the public sector A large number of child soldiers not being speedily reintegrated and thus melting into mainstream social life with arms Workers union organising too much strike actions over delayed payment of salaries of workers. Over protection of unproductive work force. Lack of adequate infrastructural support to some returnees The rising street and organised crimes Lack of adequate finance to implement development budgets Lack of running water in the city of Aweil Lack of electricity supply in the city of Aweil and the county headquarters Large scale returnees overstretching the already meagre resources in terms of water and sanitation Lack of feeder roads connecting key villages and towns

•

Too many crimes against married women Presence of technology not the least felt

•

Hospital being run without steady power supply

91 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• • • •

Flood threatens the population every summer Lakes and rivers do overflow their banks A very rigid cultural tradition Very low level of literacy

Annex 3: PEST ANALYSIS: 1. Political •

The State has a democratic constitution

•

There is multiparty system and democratic institutions are being built. There is political stability since the signing of the CPA

•

• • • • • • •

•

Lot of investment on peace building and trainings are undergoing to strengthen peace efforts. The question of oil rich Abyei and the borders of Southern Kordofan remain unresolved and the political leaders are sometimes very tensed. There exists a strong workers union and numerous civil society organisations SPLA is the strongest political movement on the ground but there are NCP supporters. The government comprises of SPLM and NCP members and State Legislative Assembly is also a mix of both parties There is freedom of speech and association and rule of law is being established all across the board There is no policy blue print on environmental protection Trade with Northern Sudan is intensifying as the roads are opening up and so the political relations.

2. Economy •

• •

• •

•

State interest rate has not been established yet as it does not have its own central bank (it may never have). The interest rates set by the Central Bank of Sudan may continue to rule. There is no means of establishing an inflation rate but prices are going down as roads open up for supplies to reach Aweil by cheaper means. There is no strict price control and thus the market forces of demand and supply determine commodity prices. A free market economy is being encouraged at all costs with its consequences of marginalising the poor at its very best. There is massive over-employment though efforts are being made by the State to downsize the public service work force. With lot of people earning salaries whether working or not, there is bound to be lot of money circulating in the economy. The economic consequence of this is high prices since the higher the disposal income, the higher the people’s purchasing power. And since they are competing for few commodities, the prices can sometimes sky rocket.

92 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

•

•

• •

• •

• •

• • • • • • • •

Lack of energy for both domestic and industrial use is having its mark on the local economy as everybody tends to rely heavily on the most expensive but easily accessible means of providing electricity (generators). There is no taxation system yet to help reduce income disparity amongst various income earners or to provide the much needed resources to government to finance its development activities across the state. The state has more than 10 major markets that are economically viable. It has a very large reserve of timber in almost all the counties which can be mined on commercial basis. Almost all the counties have access to a river which can be used for commercial fishing by small scale farmers. There is large potential for bee keeping on a commercial basis. It has a cattle population of over 13 million which is the main source of income for most families. It has fertile land for all kinds of agriculture including rice production. The State has the potential to be one of the largest producers of gum-sudani which is an export commodity. There seems to be a prospect for oil in Maduany about 6 kms from Aweil Town which if explored and drilled could help revolutionize the lives of the people. An international Airport is being constructed which, if completed, could help kickstart economic growth. The state has no credible banking system. It relies on the bank of Khartoum and Nile Commercial Bank which all face liquidity crisis at times. The commercial banks so far has no lending facilities that the state can use to borrow money to finance some state run development projects The commercial banks are not credible enough to inject funds into the state economy to kick-start economic growth. There is no means of measuring the rate at which the state economy is growing There is no department of economic or social research and statistics vital for major economic decision making are not available

3.Social • The State has a population of over 2.8million, one of the highest amongst the 10 states in Southern Sudan. • Greater part of the population is young but there is no means of giving accurate statistics. • It is a multi-cultural and multi-religious society with high degree of respect for each other’s cultural and religious sensitivities. • A high population of returnees from Khartoum who are trying to settle down. • A high population of internally displaced people from Darfur. • A high number of socially excluded children turning to street lives. • The state has the highest number of street children. • A high number of child soldiers (red army) melting into the community but still armed. • A high number of women being sent to prisons when there are no prison spaces. • A high level of crimes against women, too. • Inadequate educational facilities with only few senior secondary schools. • A high level of uneducated labour force. 4. Technology

93 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

• •

• • •

There is no research and development going on with the objective of technological innovation. Computers are few in the whole state. All offices except for few depend on outdated type writers and stencils for the day to day work and official correspondences. Only few officers know how to use computers. Speed of technology transfer is too slow and thus efficiency of working method is being affected.

94 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan

95 Prepared with the technical support of Support to the States Programme, UNDP, South Sudan