HAND-OVER NOTE OF MALAM IBRAHIM SHEKARAU, SARDAUNAN KANO ON 29TH MAY 2011

FOR THE RECORD

Hand Over Notes

Research and Documentation Directorate Office of the Executive Governor, Government House Kano Posted to the Web on 26th May, 2011 By: Aminu Bashir Makama KANO STATE GOVERNMENT OF NIGERIA Hand Over Notes On the Activities of Kano State Government: 29th May 2003 to 29th May 2011 By Malam Ibrahim Shekarau May 2011 CHAPTER 1. PREAMBLE Operational Philosophy From inception in 2003, our administration avowed to be guided by the following as contained in the Transition Committee Report of 2003: • One of the foremost pledges of the government is that it would pursue a massive program of societal re-orientation so that the human capital of Kano State can once again take the path of sustainable growth. In order for this to take root we realize that government must work hard to instill in our people a sense of mission and moral purpose. No government can possibly do this detached and distant from the people. • Considering the dwindling size of material resources currently available to the government and given the huge size of our population, it is self evident that it is the destiny of the government to keep closely in touch with the people; that way the endowed and the professionals among our citizens can come forward and contribute to the development of our dear state. The leadership should be under no illusion that it can turn around the State alone. We envision that if the administration succeeds to make Kano State vibrant once again, it will be because the people work in concert with the government. • Recognizing that government is accountable to the people not only for the material resources entrusted to it but also for upholding the values of the people, and ensuring that these values will be lived up to in the way in which government decisions are made, the Government of Kano State must adopt a style of leadership through which these ideals can best be pursued. • The administration as a champion of societal reorientation should pursue a style of leadership that is both transactional and transformational: transactional, in the sense that working together with the people, government would find ways to make it possible for ordinary folks to earn their livelihood and become self reliant. Transformational, in the sense that government would strive to elevate our people to new levels of morality and to inspire them to stand up to their responsibilities to themselves and to society. • To achieve these aspirations, the government should run an open door policy. Our idea of an open door policy is not in the sense that the doors of governmental establishments shall be left wide open so that individuals can swamp government with insatiable demands, but in the sense that the administration will listen and accommodate a wide range of views from the people. Indeed, government should remain open because, we believe a government perceived as transparent is better able to command respect and cooperation and inculcate in its people those ethical and moral values that every citizen is today yearning for. • The government should endeavour to be accessible because history has shown that a detached, botchy, and haughty posture can ruin any government however well founded. An accessible and responsive government on the other hand, has a tendency to make the people cooperate and live up to their societal responsibilities. As first steps, the leadership should never allow itself to be so absorbed in the office that it becomes isolated from societal realities. Rather, the leadership should endeavour to go out to the field to mix and to listen to the people, and to participate in local activities and initiatives. In addition, the leadership should strive to appoint competent men and women to help run the affairs of our State because we believe there is a strong correlation between competence and performance. • For any open style of leadership to be meaningful, and indeed for the government programs to succeed, we realize that three campaigns must be launched and persistently pursued. First, there is a need to build a coalition of the government and the people able to champion and guide or patronize public programs. Two, there is a need for an ongoing campaign aimed at communicating to our people the need to work with the government as stakeholders and not as dormant service receivers. Third, there must be an ongoing campaign always ready to resist any move intended to frustrate government initiatives or alienate any community or group taking an active part in public affairs. • When all is said and done, we must remember that as believers we are all accountable to Allah who made consultation our heritage by describing true believers as those who "…conduct their affairs by mutual consultation…". Quran Chapter 42 Verse 38. Doing so, with Allah's help, we, as a people, may discover that the most important ingredients required for repulsing societal disorientation; restoring hope, order and respect for the individual;  as well as for re-building a new society based on social justice, equity, and the fear of Allah, lie within ourselves. Assumption of Office By the special grace of Allah (Subhanu wa Ta’ala), I assumed the mantle of leadership of our great State on May 29, 2003 taking over from the then Governor, His Excellency Dr. Rabiu Musa Kwankwaso of the Peoples Democratic Party, PDP, who served for a period of four (4) years, from May29, 1999 to May29, 2003 . And again by His divine providence, I was re-elected to serve another term of four (4) years, beginning May29, 2007, an unprecedented opportunity which I had the first privilege to enjoy. As is customary with all administrations taking the mantle of stewardship, we assumed Office in 2003 with a clear mandate and mission for our Party, the All Nigeria Peoples party, [ANPP] backed by the collective aspirations of our people as professed openly in their pre-election expressions. Thus, in our determination to set forth a credible blueprint to realize those aspirations, we, in consultation with all the relevant stakeholders, produced a Transition Report tagged the ‘Shekarau Transition Report 2003’ which identified and collated those aspirations and proffered appropriate recommendations towards accomplishment. First Term Policy Directions: Human Development Upon the constitution of the State Executive Council and the appointment of Special Advisers to the Governor, the team took a Retreat to Gusau, Zamfara State, where after critical appraisal of the recommendations of the Shekarau Transition Report and other sundry requirements of the people, produced a 10 – Point resolution tagged “Commencement Retreat Resolution, Gusau 2003”. These resolutions have come to serve as the springboard for our policies and programs, accommodating intervening needs and requirements of our society, viz: 1. That all Government  actions and programmes shall be guided by Shari’ah; 2. That all public officials shall conduct affairs of their offices on the principles of honesty, probity, openness and transparency; 3. That all heads of government organizations shall lead by good example; 4. That the primary focus of the administration shall be Human Development; 5. That Government is committed to a massive programme of Societal Re-orientation; 6. That all programmes and projects of the government shall be properly planned and timely executed earnestly; 7. That annual budgets shall be realistic and strictly adhered to; 8. That the executive arm shall maintain cordial relations with the legislative and judicial arms of government; 9. That there shall be synergy among the various agencies of the government, and; 10. That government priority projects include: Societal Re-orientation, mass Food Production, Water Supply, Security, Health and Environment, Commerce and Industry, Education, Women and Youth as well as Urban and Rural Infrastructural Development. Second Term: The Era of Long Term Planning Against the background of the accomplishments recorded and the challenges faced during the First Term of the administration, a critical appraisal of the policy direction the administration needed to pursue for its second term was undertaken. Thus, consolidating the achievements of our Administration over the first term [May 2003- May 2007] and the second term [May 2007- May 2011] our Administration committed itself to responsibly growing the economy of Kano State by promoting an enabling environment for manufacturing and commerce to thrive; an integrated agriculture program that would allow for all year round produce production and processing; a massive mobilization program for empowering women and motivating  youth to be engaged in productive pursuits; and  fully exploiting IGR to significantly reduce the State’s over reliance on the monthly Federation Account Allocation. In addition, motivated by the shari’a, we resolved to aspire to be one of the best managed states in the federation by providing a strong leadership, focused vision and ensuring a fiscally responsible government that is transparent and accountable and pursues programs with measurable objectives. Moreover we committed our Administration to the participative approach so that our citizens can contribute in shaping the future of our state, remain fully informed of and responsive to the development challenges facing us as a state in the Nigerian federation, and keep a check on the resources held in trust by their leaders. In the light of these commitments, our administration resolved to develop a medium term plan. This led to the preparation of two blueprints: the growth agenda, called the Roadmap for Economic Growth and the Four Year Rolling Plan 2007-2011, aimed essentially at anchoring focus and setting targets and building on what is there in social and public services sectors. Our Induction Retreat Resolutions, immediately following assumption of my second term in office and appointment of the Executive Council in 2007, were inspired by this   longer term outlook and targets even as they complement the 2003 Commencement Retreat Resolutions. For the purpose of clarity, records and guidance, I reproduce the resolutions hereunder: 1. Continue to be guided by the tenets of the Shari’ah in governance including exemplary leadership, honest, probity, openness and transparency; 2. Maintain human development and societal re-orientation programmes as cardinal pursuits of the Administration; 3. Ensure that all programmes and projects of Government are properly planned and budgets are strictly adhered to; 4. Conduct Government business in accordance with Due Process and observance of best practice; 5. Constantly monitor the implementation of Government programmes and projects, including services, through periodic measurements to ensure that outcomes are consistent with set out goals and target; 6. Maintain cordial relations with the legislative and judicial arms of government; 7. Nurture the spirit of teamwork on the part of Government functionaries and ensure synergy amongst the various agencies; 8. Employ appropriate strategies of address contemporary social and environmental problems through such measures as finding solutions to youth restiveness and ensuring compliance with town and country planned laws and regulations as well as according greater attention to environmental sanitation; 9. Accord special attention to women and youth development by evolving appropriate strategies for empowerment and job creation; 10. Adopt and work assiduously towards the implementation of the Four-Year Rolling Plan and the Economic Development Roadmap which focuses on Internally Generated Revenue, Integrated Agriculture, Quality Education and Manufacturing, Commerce and ICT; 11. Involve the Local Government Councils in embracing and sharing the new vision for the economic development of the State through partnership with the State Government and where relevant, the private sector to achieve the target objectives, and; 12. Encourage the pursuit of excellence in the Civil Service taking cognizance of its role as a vehicle for the formulation of policies and the implementation of programmes for the overall development of the State. Building on the afore- listed resolutions, may I once again indicate  that our administration had realized most of the goals of the mission enumerated while it encountered numerous challenges in pursuit of others. Highlights of these accomplishments and challenges encountered are presented in this first volume of the Handover Notes, while details regarding specific undertakings of MDAs are provided in the relevant Appendices. CHAPTER TWO KANO STATE ROADMAP FOR DEVELOPMENT 2010-2020 National Vision20: 2020 and Kano State Roadmap for Development [KSRD] As we prepared to commence implementation of our Economic Growth agenda and the Four Year Rolling Plan (2007 – 2011), Nigeria Vision20: 2020 was unveiled in 2008. Vision20: 2020 was for Nigeria a universal wake up call to grow the economy to attain the 20th largest position in the world by year 2020; all the three tiers of government and the private sector were key partners. With our roadmap for economic growth agenda and a four year rolling plan at hand, Vision20: 2020 was naturally a welcome development. Thus, for Kano State, being met while already on the way, all that was needed was to streamline and extend our plans from a medium to a long term plan, to cover 10 years. In streamlining and extending our twin plans, consistent with the national vision, we worked extensively with all key stakeholders in the state. It is also relevant to highlight to Your Excellency that the National Planning Commission and a number of Development Partners, especially the DFID, have come to support the development of our plan in line with Vision2020, and to meet our goals for a better Kano State. The Kano State Roadmap for Development [KSRD] 2010-2020, the product of that comprehensive effort, which is presented as Appendix [1a], is in my view a legacy document, made possible by broad consultations with our citizens and key stakeholders of the state. It is a plan for the people of Kano State, it is a plan that has no party affiliation and it is a plan that symbolizes Kano State’s contribution to the Nigeria Vision20 2020.  The implementation plan comprising of programs for 2011-2013 is presented as Medium Sector Strategy Appendix [1b]. And it is my wish to bequeath it to the government of Your Excellency on this occasion of my handover. The whole idea behind the Kano State Roadmap for Development is based on the understanding that Kano State required a non partisan Development Plan that enjoys collective ownership to serve as an enduring blueprint for all administrations to pursue in the overall interest of the State. It presupposes that the document is for all times (10 Years) that could be amended whenever the need arises, to accommodate the dynamics of the rapidly changing national and global operating environment. Our comprehensive efforts in governance reform; strengthening systems, including planning, justice, the doing business environment, civil society participation and our common national Vision20:2020 should provide an enabling environment for the KSRD to succeed. I hope it will prove possible for your Excellency to study and consider the KSRD. I firmly believe that if we uphold the KSRD over the next decade much can be achieved for Kano State and history will judge us all as forward looking compatriots. Allow me now to provide the vision statement of the KSRD and to highlight its structure. The full documents, again, are provided below as Appendices [1a and 1b]. The Vision Statement of the KSRD A vibrant, self reliant Kano State where every citizen can work and prosper, and one of the leading states in contributing to the national economy. The Structure of the KSRD The KSRD has 4-High Level Goals, covering all programs of government and its implementation is planned to be through 16 sectors, viz: High Level Goal 1: Sustainable Economic Growth 1. Agriculture and Natural Resources Sector. 2. Commerce and Manufacturing Sector. 3. Gender & People with Special Needs Sector. 4. Youth Development Sector. 5. Information and Communication Technology [ICT] Sector. High Level Goal 2: Quality Public Services 6. Education Sector. 7. Water Resources Sector. 8.   Transport Sector. 9. Health Sector. 10. Public Infrastructure. 11. Rural and Community Development Sector. High Level Goal 3: Environmental Protection & sustainable Development 12. Environment sector. High Level Goal 4: Value Driven Governance 13. Security & Emergency Services Sector. 14. Justice Sector. 15. Employment & Public Sector Management Sector. 16. Societal Re-orientation Sector. It is on this note that I once more invite the esteemed attention of Your Excellency to convey accomplishments of our administration over the last eight years in the succeeding chapters. Effort is made to present a global perspective of the stewardship in this text, highlighting where relevant, intervening challenges for guidance. I wish to underscore that details on specific undertakings are contained in the relevant briefs by implementing Agencies and which are appended to this Handover Notes in the relevant volumes. CHAPTER THREE ECONOMIC SECTOR Due to its significance and cross-cutting relationship with virtually every operations of government, the economic sector remains the foremost issue to report upon on occasions of this nature. The sector comprises undertakings covering activities by 27 agencies of government as enumerated on the List of Appendices attached to this Note. Some of the agencies include the Ministries of Planning and Budget, Finance, Agriculture, Commerce, Industries and Cooperatives, Science and Technology as well as such other relevant agencies of Government under the supervision of those establishments as presented in the succeeding paragraphs. 3.1 Planning and Budget. Consistent with our resolution that all programmes and projects of the government shall be properly planned and timely executed earnestly and that annual budgets shall be realistic and strictly adhered to, the erstwhile Planning and Budget Commission was upgraded to a cabinet status and a Commissioner appointed. In order to discharge the stated obligation the new Ministry of Planning and Budget was assigned enormous responsibility of providing leadership in all aspects of the State’s planning, budgeting and economic reforms initiatives.  This is in addition to coordinating the activities of all development partners in the State comprising bilateral and multilateral international and philanthropic bodies. In the course of these eight years, planning, budget and development coordination had made a significant mark in our strides towards good governance.  The hallmark of our accomplishments include the formulation of two key planning documents consistent with FGN, published annual budgets, attracted a large number of development partners as well as being perceived as foremost reform minded state. Detailed activities by this Ministry are contained in Appendix II (f) to this Note, while I highlight some of the key accomplishments as follows a. Key accomplishments: - I. Preparation and production of annual budgets of government as well as its dissemination to the public through the medium of open sales. This represents significant break from the past, where budgets were treated as confidential documents, rarely seen by even its supposed operators, the agencies of government; II. Co- ordination of Development Partner activities in the State to further promote accountability as enshrined in the Commencement Retreat Resolutions, 2003. The Department for Donor Co-ordination of the Ministry keeps an inventory of every activity by Development Partners in the State; III. Co-ordination of Economic Development Reform Initiatives, covering the State Economic Empowerment and Development Strategy, K-SEEDS, Vision 20:2020 and most recently, Kano State Roadmap to Development, KSRD as well as its implementation; IV. Co-ordination of the planning of the State Urban Infrastructure Renewal Programme aimed at providing key infrastructure in Kano metropolis to  aid the realisation of the broader objective of economic development; V. Major reform of the budgeting system including the development of a new chart of account for improved comprehensiveness, transparency and accountability in the use of government funds; VI. Capacity building of staff across the civil service, making it possible for the civil service to better understand their roles in proper planning and budget implementation and their obligations to the larger public they serve; VII. Carrying out of surveys of small industrial establishments, compilation of price indices etc, and; VIII. Regular publication of the State Statistical Year Book. b. Challenges. A major challenge relates to the need for regular capacity building in planning inspite of the significant achievement made: i. Medium term thinking also need to permeate and be embraced by agencies to enable them imbibe comprehensive planning; ii. Continuity of reform initiative by successive administrations, and; iii. Removal of mindset by operators, the Civil servants, many of whom perceive the reform as inimical to the routines. 3.1.1 Kano State Reform Programme Reform initiatives are the cornerstone of our administration in the last eight years.  This is consistent with the national reform initiative and supported by development partners and aimed to address challenges of weak governance structures and processes to pave way for quality leadership, efficient service delivery and pro-poor policies. So far Reforms in four areas was embarked upon as outlined hereunder: 3.1.2. Public Financial Management (PFM)  Development of integrated Financial Management System (IFMIS);  New Budget Classification and Chart of Account (BC&COA);  Approved Public Financial Management reform plan;  Establishment of State Debt Management  Unit (DMU);  Budget forecasting and profiling models, and;  Centralization of Bank Accounts 3.1.3. Policy and Strategy (P&S)  EXCO approved Kano State Roadmap for Economic Development (KSRD);  Development of sector strategies for 16 identified sectors;  Capacity development for Ministry of Planning and Other MDAs;  Capacity development on Policy Skill and project Management for over 400 Civil Servants;  Development of Kano State guide for medium term sector strategy, and;  Resource forecasting and determination of budget envelops. 3.1.4 Monitoring and Evaluation (M&E)  A draft vision and mission statement of Projects Monitoring and Evaluation Directorate developed;  A draft statistical master plan;  Finalization of key performance indicators (KPPIs) for 16 sectors;  Conduct of Joint Annual Performance Review of all works stream 2010;  Capacity strengthening on M&E for all DPRS;  Draft Public Procurement Document, and;  Draft Fiscal Responsibility Document. 3.1.5 Public Service Reform (PSR)  Setting up of Pillar Implementation Teams;  Conducting mandate mapping for all MDAs;  Carried out corporate planning workshop for six  pilot MDA, and;  Established EXCO reform State Steering Committees. 3.2 Finance. The Ministry of Finance is the custodian of all government finances and disburses such monies to the implementing agencies based on the budget provisions. In line with the administration’s pledge that all Government actions and programmes shall be guided by Shari’ah while public officials shall conduct affairs of their offices on the principles of honesty, probity, openness and transparency, the Ministry of Finance found it expedient to undertake urgent reforms to accomplish the foregoing objectives. The reform was also adjudged necessary for the State to attain the status of Global Best Practice in financial management to attract investors to the State. Appendix II (d) to this Note provides detailed activities in this sub-sector while highlights on key accomplishments are presented here under. a. Key accomplishments: - I. Public Financial Management Reform involving eleven(11) Pillars covering: Cash Management; Budgeting; IFMIS and IT support; Accounting Performance Management/ Reporting, Bank Reconciliation & Internal Control; Debt Management; Payroll and Personnel; Revenue base; Regulatory Framework; Managed Investment Portfolio and Records Management; II. Restoration of Central Payment; III. Rationalization of Government Accounts, giving rise to the identification of 786 accounts where 171 were certified as dormant and closed; IV. Establishment of Debt Management Unit and capacity building of staff; V. Preparation of Audited Accounts from 2003 to 2009, while that of 2010 which is in draft form will be finalised and forwarded to the Auditor- General, and; VI. Monthly briefing to citizens on the state of Government finances, covering revenue receipts, expenditure and balances. This is consistent with the doctrine of Shari’ah, transparency and accountability. As the custodians of the State’s finances, the Ministry reported the total cumulative receipt into Government coffers of the sum of N497, 251,637,311.32 over the eight year period beginning May 29, 2003 to date. Appendix II (d) to this Note provides details of the receipts, please. From this figure, Internally Generated Revenue covering Board of Internal Revenue and collections by Parastatals accounts for the sum of N54, 963,018,202.12. As most of the parastatals operate on contra- entry basis, revenues accruing to them are spent on their routine operations and projects. Tables I and II present the profile of earnings and expenditure by our administration: Table I: RECEIPTS S/N YEAR STATUTORY VAT EXCESS CRUDE IGR (accessed) MISCELLANEOUS TOTAL 1. May – Dec. 2003 11,050,681,510.23 1,759,989,006.56 -- 857,746,210.33 3,473,047,166.01 17,141,463,893.13 2. 2004 23,787,601,613.30 2,902,190,083.62 -- 1,992,576,884.44 2,338,709,015.66 31,021,077,597.02 3. 2005 24,754,385,971.50 3,442,931,911.20 3,888,133,658.11 2,245,533,168.65 8,751,667,160.91 43,082,651,870.37 4. 2006 27,936,007,108.44 4,716,305,097.86 6,648,974,192.81 2,655,301,922.79 8,866,868,513.60 50,823,456,835.50 5. 2007 30,041,671,916.81 5,754,786,518.18 6,639,090,392.30 2,832,977,121.81 12,743,402,691.47 58,011,928,640.57 6. 2008 38,029,019,006.21 7,932,577,348.59 13,397,908,737.10 4,548,290,574.25 42,392,263,248.73 106,300,058,914.88 7. 2009 26,895,017,498.86 8,802,054,381.33 16,109,000,417.52 5,146,095,012.35 25,448,020,894.69 82,400,188,204.75 8. 2010 38,437,305,511.48 10,614,635,569.52 11,567,174,040.99 6,552,950,421.02 12,196,755,559.61 79,368,821,102.62 9. Jan – April 2011 13,701,801,101.66 3,802,551,022.45 6,461,438,672.98 1,703,363,944.29 2,432,835,511.10 28,101,990,252.48 TOTAL 234,633,491,238.49 49,728,020,939.31 64,711,720,111.81 28,534,835,259.93 119,643,569,761.78 497,251,637,311.32 TABLE II: DISBURSEMENT OF FUNDS S/N YEAR PERSONNEL COST O/HEAD COST CAPITAL MISCELLANEOUS TOTAL 1. May – Dec. 2003 4,387,050,019.46 4,774,112,623.59 7,960,301,250.12 -- 17,121,463,893.17 2. 2004 7,127,507,565.25 12,106,249,143.73 11,471,869,008.67 -- 30,705,625,717.65 3. 2005 9,671,451,851.36 11,947,369,145.63 18,219,592,981.17 3,921,817,852.98 43,760,231,831.14 4. 2006 10,656,300,318.41 12,108,460,986.44 17,889,524,218.59 9,693,986,638.00 50,348,272,161.44 5. 2007 13,660,991,558.08 17,311,680,900.23 19,469,313,824.19 6,228,985,601.90 56,670,971,884.40 6. 2008 17,294,376,782.55 21,135,478,760.90 35,056,640,655.65 28,020,860,928.75 101,507,357,127.85 7. 2009 20,779,234,072.95 21,630,292,849.13 29,946,137,610.17 15,045,887,748.31 87,401,552,280.56 8. 2010 28,257,279,966.29 20,815,767,246.49 29,300,884,059.57 1,273,178,833.53 79,647,110,105.88 9. Jan – April 2011 9,692,203,559.95 4,261,695,530.31 14,411,354,629.78  26,329,729,871.83 TOTAL 121,526,395,694.30 126,091,107,186.45 183,725,618,237.91 64,184,717,603.47 495,527,838,722.13 It is important to highlight that the above receipts include the sum of $25,164,554.55 out of the claim of $202,715,648.55 filed by Messrs Global Straskills Consult Limited, our Consultants on behalf of the State against the Federal Government as amount wrongly deducted from the States allocations over the years in the course of Foreign Loans settlements. As at 27th May 2011 the sum of $81,704,959.65 has been reconciled with the Office of the Accountant General of the Federation, the Debt Management office and the Consultants as another money due to the State which can be paid anytime from now. The Consultant who was appointed in May 2010 is entitled to 20% of the recovered sum as success based fees as per the Agreement signed between the State Government and the Firm. On the expenditure side, the total disbursement to each Government agency, covering recurrent and capital undertakings can be provided by the Ministry of Finance. It is also relevant to highlight that due to certain exigencies of Government, the Ministry maintains the following Special Accounts: a. State/Local Government Joint Account; b. Joint State/ Local government Project Account; c. Interest Account; d. Fixed Deposit Account; e. Crown Agents Account (Foreign); f. Sub –Treasurer’s Account, and; g. EU WSSSRP Special Project Account. As at May 27th 2011 there was a credit Bank balance of N4, 361,905,917.15 and Cash Book balance of N5, 932,341,273.19 in the different accounts under the Treasury as detailed below: Table III: Treasury Bank and Cash Book Balances NAME OF ACCOUNT BANKS BANK BALANCES CASH BOOK BALANCES Main Account Oceanic Bank MM Way 3,361,881,428.90 3,867,549,852.98 Salary Account Oceanic Bank MM Way 36,448,943.31 36,448,943.31 Old Main Account Bank PHB Bello Road 7,933,976.46 7,933,976.46 Old Salary Account Bank PHB City Branch 99,350,421.57 99,350,421.57 Local Government Joint Account Unity Bank Sani Abacha 30,354,247.01 30,354,247.01 **State/L.G Joint Project Account Unity Bank Sani Abacha 7,989,249.44 1,072,756,181.40 Interest Account Unity Bank Bello Road 5,744,539.12 5,744,539.12 Sub-Treasurer’s Account Unity Bank Sani Abacha 57,678,261.03 57,678,261.03 WSSSRP Sterling Bank Niger Street 60,127,778.87 60,127,778.87 Ecological Fund Account Bank PHB Bello Road 14,397,071.44 14,397,071.44 Deposit Accounts Bank PHB KASTA Bello 160,000,000.00 160,000,000.00 GTB Bank MM Way 250,000,000.00 250,000,000.00 GTB Bank MM Way 200,000,000.00 200,000,000.00 UBA 70,000,000.00 70,000,000.00 TOTAL 4,361,905,917.15 5,932,341,273.19 Source: Ministry of Finance, 2011. NB *The cash book balance includes N1,019,091,203.82 Excess crude oil share for May 2011 for  the State that is yet to drop less N513,422,779.74 as un-presented Cheques. **The cash book balance includes N1,064,766,931.96 Excess crude oil share for May 2011 for the LGs that is yet to drop. Debt Balance/Repayment from 2006 – 2010 (in US$) The tables below provide the debt profile and management of the State: Detail/Year 2006 2007 2008 2009 2010 Debt outstanding 42,628,858 39,798,039 39,824,177 44,090,119 53,799,176 Principal payment 2,311,049 3,110,600 5,017,347 5,550,171 5,109,153 Interest payment 809,623 628,068 758,230 890,211 738,740 Total debt service 3,120,672 3,738,667 5,775,576 6,440,382 5,847,893 Note: Initially the base year established by DMO was 2002, subsequently FAAC reconciliation report of State’s External Debt of 2007, after the exit of Paris and London Club’s in 2005 and 2006 respectively adopted 2006 to be the base year. Debt outstanding as at December 31st, 2010 stood at $53,799,176 while principal and interest repayments from 2006 – 2010 were $21,098,320 & 3,824,872 which altogether amounted to $24,923,192. New Loans signed from 2007 – 2010 (in US$) S/N Year/description 2007 2008 2009 2010 total 1. Malaria Control Booster Project 17,500,000    17,500,000 2. State Education Sector Project  15,000,000  14,000,000 29,000,000 3. Commercial Agricultural Dev. Project   26,340,000  26,000,000 4. Health System Development Project II   3,500,000  3,500,000 5. Fadama III Project   7,852,530  7,852,530 Total 84,192,530 Note: The aggregate amount for all the new five loans signed from the year 2007 to 2010 amounted to $84,192,530 Draw Down on the new loans from 2007 – 2010 (in US$) year/description 2008 2009 2010 jan – april 2011 total Malaria Control Booster Project 1,428,260 681,298 2,610,331  4,719,889 State Education Sector Project 2,500,000 5,260,970 13,761,120 3,110,431 24,632,523 Commercial Agricultural Dev. Project  600,005 727,650 246,168 1,573,823 Health System Development Project II  260,000 139,598 246,024 645,622 Fadama III Project   1,370,355 543,240 1,913,576 Total 33,485,433 Debt Service FAAC Deductions from January 2005 to December 31, 2010 (in Naira) year monthly repayment deduction total annual repayment 2002 39,388,577 472,662,921 2003 32,221,910 386,662,921 2004 44,631,011 535,572,127 2005 44,631,011 535,572,127 2006 29,341,990 352,103,882 2007 38,686,809 464,241,703 2008 54,272,501 651,270,013 2009 79,103,835 949,246,014 2010 88,694,861 1,064,338,329 Total 9,428,442,105 b. Challenges a. Reduction, by significant proportion, the reliance by government on earnings from statutory federation accounts, to fund its development undertakings. From May 1999 to May 2003 for instance, the total sum of N4, 856,950,697.07   was realised as Internally Generated Revenue, covering earnings from Board of Internal Revenue, Parastatals and Bank Interest, against the sum N66, 576,601,835.80 from federal sources. Internal Revenue therefore accounted for mere 6% of the total income of N72, 457,627,980.40. Currently we strived, against several challenges, to improve the collection to N54, 963,018,202.12, from Board of Internal Revenue and Parastatals, against the total earning of N496, 251,637,311.32. This represents 11% of the earnings; b. Changing public mindset on payment of revenue/income tax in the State arising from the misconception of income tax as poll tax. Poll tax was abolished in 1979 as part of the electoral promises of the Peoples Redemption Party, PRP; c. Lack of sufficient database for tax payers, especially on ground rent, private schools, Direct Assessment, etc; d. Unrealistic budgetary proposals on Internally Generated Revenue by many agencies during budget preparations; e. Non declaration/remittance of revenue to the treasury by many agencies, thereby creating information gaps; f.  Non take off of the State Revenue Administration Law 2010 to allow for optimal collection, and; g. Shortfall in funding the full implementation of Roadmap projects due to significant drop in earning by the stakeholders, the 44 Local Governments. 3.3 Agriculture. Agriculture remains the mainstay of the state’s economy, employing 90% of the rural population. Despite its importance to the state economy the sector was faced with numerous challenges. Some of the challenges faced by the sector as at the year 2003 include: lack of farmers’ access to quality and subsidized agricultural inputs, weak extension service delivery, weak farmer organization and low level of agricultural production. In line with the administration’s pledge to “evolve strategies that will ensure self-sufficiency and improvement in the level of technical and economic efficiency in food production and active promotion of agro-allied industry to strengthen the linkage effect of agriculture on the economy”, series of programmes and projects were rolled out to grow the sector. These resulted to increased productivity and farmers’ incomes, and stimulation of agro-allied investments in the state. Appendices II (a), II (b) and II (c) to this Note provide details of  our policies, programs and activities, while I present highlights of the key accomplishments as follows. a. Key accomplishments: - i. Formation and development of 12,000 Smallholder Farmer Groups across the State (against 1,050 groups in 2003), through which improved agricultural technologies and input supports were passed to over 300,000 smallholder farmers annually; ii. Revitalization of the agricultural extension services to provide training and technical support to farmers across the State through the recruitment of 450 additional extension staff and regular training/retraining of 850 No. of Agric extension and other field staff annually; iii. Procurement of 300,077.65 metric tons of assorted fertilizers and subsequent sales to farmers at highly subsidized price of N1,000 per bag; iv. Provision of 5,154 metric tons of assorted improved seeds, 1,700 units of sprayers  and 350,000 liters of agro-chemicals/pesticides to farmers at 40% subsidy; v. Introduction of an alternative agricultural subsidy administration system in order to address the issue of subsidy and ensure that smallholder farmers get subsidized inputs. A total of 244,000 smallholder farmers benefited from 30,516 metric tons of assorted fertilizers and 17,000 liters of agro-chemicals under the scheme; vi. Maintenance of grain buffer reserve and the stocking of 28,319.99 metric tons of assorted grains; vii. Provision of 240 units of tractors in support of farmers towards agricultural intensification; viii. Accelerated maize production that gave rise to the production of maize all year round across the State, with appropriate varieties introduced for each production ecology including extreme northern part of the state.   Hitherto maize was only produced in significant quantities in the southern part of the State during the wet season only; ix. Promotion of smallholder and medium livestock/poultry farming, aquaculture/fisheries, orchard etc. for food and income; x. Increased crop production statewide from 1,900,000 metric tons in 2003 to 5,000,000 metric tons by May 2011; xi. Development of informal irrigation through the provision of 3,350 units of irrigation pumps, 347 tube well/wash bores for fadama farmers at 40% subsidy along with the introduction of rain water harvesting technology for drip irrigation in areas lacking fadama potentials. xii. Inventory of 13 Nos. state-owned dams preparatory to rehabilitation and provision of irrigation of infrastructure in support of the concept of commercial agriculture; xiii. Detail assessment and redesign of Magaga, Kafin Chiri and Tomas dams along with their associated irrigation scheme for rehabilitation and expansion. This included the preparation of concept designs and tender documents; xiv. Soil classification and mapping of 1,900 hectares of irrigable lands under Watari, Tomas and Magaga Irrigation projects as well as production of relevant soil map; xv. Promotion of Paddy Rice production under the State Rice Development Project through technology validation and seeds multiplication. A total of 412 metric tons of high quality seeds were produced, processed and packaged for sales to farmers; xvi. Commencement of rehabilitation works on Magaga Dam and the construction of 200-hectare Magaga Irrigation Project at the cost of N4.8 billion; xvii. Introduction of Commercial Agriculture Development Project, with the support of the World Bank aimed at boosting small and medium scale commercial agriculture along rice, maize and dairy value chains, and introduction of 3rd National Fadama Development Projects and its implementation in 200 Fadama Communities in 20 Local Government Areas of the State and; xviii. Rehabilitation and restocking of the Kano Zoo under the Zoological and Wild life Management Agency. b. Challenges. a. Inconsistent Federal policies and lack of protection for agricultural producers; b. Lack of effective quality control on agricultural inputs produced and or imported into the country; c. Despite the significant increase in crop production recorded over the years, the high rate of population growth poses serious threat to food security in the state; d. Provision of subsidized inputs, improved agricultural technology sourcing/dissemination and farmer groups empowerment required to sustain the higher level of production; e. Limited farmers’ access to affordable credit; f. Sustained funding for the completion of the Magaga Dam and Irrigation project and the rolling out of Tomas, Kafinciri and Watari projects as designed; g. Dearth of professional manpower due to retirements, and; h. Lack of competitiveness of the Kano State Agricultural Supply Company and inadequate working capital due to current economic realities. 3.4 Commerce and Industry Kano’s towering image as the centre for commerce and Industry entails that this sub-sector of the economy is accorded priority by any government.  Consistent with our vision and stated objectives right from inception of the administration which is to make Kano a formidable centre of commerce in the country again, by creating an enabling environment for manufacturing and commerce, our administration maintained unrelenting pursuit for those objectives.  These are contained in Appendices II (g), II (h), II (j) and II (w) to this Note. Highlights are presented as follows: a. Key accomplishments: - I. Re-construction/Rehabilitation of 114 roads and related infrastructure within Kano Metropolis to ease traffic flow, provide access to markets and enhance business transactions.  This covers rehabilitation/expansion of roads along the Bank Road, Ibrahim Taiwo Road, Niger Street, Kato Square, Abdullahi Wase (Ibrahim Taiwo, Plaza K/Mata axis and such other vital road network within Metropolitan District; II. Rehabilitation of major and specialized markets including Abubakar Rimi. Kantin Kwari, Kurmi, Yankaba, Yanlemo and scores of other markets; III. Credit support to small and medium scale entrepreneurs including empowerment of over 6,000 Youths to engaged in vocations for self reliance; IV. Completion of solid mineral development survey for the State to provide the required database for potential investment by local and foreign investors; V. Fast-tracking growth and development of commerce through public-private partnership, PPP on projects like the new Singer Market at Dangwauro, new Fish Market at Unguwa Uku, Ado Bayero Mall and Modern Shopping Mall at Zaria Road; VI. Promotion of Tourism following the unprecedented level of peace and security enjoyed by the State in the last 8-years; VII. Deployment of information technology, IT in Commerce preparatory to the promotion of e-commerce into the business practice of the Kano commercial community. b. Challenges a. Regulating the influx of Asians and other foreigners into trades that should otherwise be run by Nigerians; b. Reorienting Kano Citizens to change their mindset on certain trades and business practice; c. Facilitating access to credit by industrialists and entrepreneurs from banks and other Government agencies to assist at re-opening some closed down industries; d. Lack of sufficient power from the National Grid. 3.5 Information Communication Technology, ICT. Global trend in economic development indicates that the service sector which information communication technology plays a dominant role produces much more value and income to the societies that invest in such endeavors.  From Malaysia, Indonesia Singapore and many other Asian nations, Information Technology brings far much more income than any other undertakings.  Conscious of this and the fact that Kano is endowed with vast opportunities to invest and exploit to the maximum, the benefits of Information Communication Technology to generate income for its development,  our administration resolved to transform the state into a leading ICT player in the country. The vision is for Kano State to be both a major user of Information Communication Technology, ICT and also a leading player in Nigeria. It is also the vision of our administration to use Information communication Technology to promote good governance, advance knowledge and create wealth and jobs. It is in the pursuit of this objective that the Ministry of Science and Technology was established in 2009 and had since mobilized towards translating this vision into reality. The activities of this agency of Government are contained in Appendices II (a:b) to this Note while I present the highlight as follows: a. Key accomplishments: - i. Development of ICT Policy for the State; ii. Establishing an ICT Park located at Gidan Ado Bayero Kofar Nassarawa, Kano; iii. Several sensitization workshops to mobilize public support and understanding of the ICT concept so that our citizens would play the roles required of them; iv. Attracting potential investors, local and international, to Kano to invest in the first ever ICT Park in Nigeria.  Already leading ICT Companies like Microsoft, ICSL Consortium of South Africa, the Nigerian NICOMSAT United States Embassy and host of others have indicated interest at acquiring space in the Park; v. Establishment of State Databank project; vi. Commencement of networking of government establishments preparatory to e-governance; vii. Accomplishment of Government websites. b.  Challenges. a. Low level awareness by Kano public and civil servants on the opportunities in ICT; b.  Lack of sufficient electricity from the national grid; c. Sustained Standby Power for the ICT Park; d. Lack of International standard Hotels for the e- community. 3.6 INFORMATION AND SPORTS. a) Key accomplishments: - I. Construction of permanent NYSC Orientation Camp at Kusallah, Karaye Local Government Area; II. Renovation of Sani Abacha and Kano Pillars stadia for successful hosting of football competitions; III. Kano Pillars Football Club won National Football Premier League Championship for the first time by any club in northern Nigeria; IV. Establishment of ten zonal information offices and provision of vehicles to the officers; V. Provision of 50 kw Digital Harris Transmitter at Jogana TX Station which extends the area coverage of the transmission of Radio Kano well beyond the borders of the State; VI. Provision of AM Studio Mixer-Consul at Gidan Bello Dandago, and; VII. Provision of FM Studio Mixer-Consul at Gidan Bello Dandago. Appendices II (o), II (p), II (q), II (r), II (u) and II (x) to this Note provide further details on the activities and accomplishments by the relevant agencies. 3.7 INFORMATION DISSEMINATION: At the inception of our administration in 2003, and taking into cognizance the prevalence of ethnic and religious intolerance as well as other societal vices existing in the State, we understood and underscored the fact that the single most important contributing factor to this negative trait had been  the inability of citizens to exercise their fundamental human rights, particularly the right to free speech and expression. We noted that denying citizens the right to express their views on governance as well as on other happenings in the society contributed greatly to the escalation of violence and destructive tendencies. Consequently, through the relevant agencies, the State Ministry of Information as well as Adaidaita Sahu, the State Radio and Television Stations and the Triumph Publishing Company, we created an enabling atmosphere for free expression in the State. I am happy to highlight to Your Excellency that this posture assisted greatly in maintaining peace in Kano State. The period 2003 – 2011 will remain an important period in the history of governance in our dear State as the most peaceful. However, like any policy, this too has its own shortcoming. Even though free expression was allowed, unrestrained freedom of expression, carried with it nonetheless, the negative consequences of erosion of the virtues of restraint, civility and decorum. 3.8 GENDER MAINSTREAMING, YOUTH AND PEOPLE WITH SPECIAL NEEDS. In line with the administration’s human development policy and pledge to accord priority to gender issues and youth development, we charged a number of agencies with the task of implementing programmes and projects that will bring succour to these vulnerable groups. Due the significance of this sub-sector several Government Agencies are contributing to deliver quality service. Appendices II (a), II (b), II (g), II (l) II (m), II (p), II (q), II (r), II (s), II (w), II (x) are relevant. Others also include Appendices III (c), III (e), III (f) III  (i), III (j), III (p), III (w), and Appendices IV (b), IV (j), IV (k), IV (l), IV (m), IV (n) and IV (ae) refer. a. Key accomplishments: - i. Ongoing construction of Ultra-modern Women Centre at Kofar Naisa to provide skills acquisition and empowerment facilities for women; ii. 21131 women were sensitized/trained on religious issues and income generation activities; iii. Total of 1687 women benefited from entrepreneurship and business development skills; iv. 80 Women Cooperative Groups received agricultural loan (WOFEE); v. “Fansar ‘Yar Talla” programme under societal re-orientation where Girls hawkers are supported back to schools; vi. 12 Cottage Industries were constructed and equipped in 12 Local Government Areas, while 7 Cottage Industries were renovated and re-equipped; vii. 171 TOT on various skills using local resources in collaboration with JICA; viii. 1232 women groups (NGOs, Islamiyya schools and cooperative groups) received empowerment materials to sustain their activities across the 44 Local Government Areas; ix. Provision of facilities for continuing education for married women and divorcees in specialized schools and centres across the State; x. Abolition of school fees for all Girl, Child in all public Secondary Schools; xi. Introduction of Girl-Child Bus service for day-Girl Secondary Schools; xii. Free maternity for expecting mothers up to the point of delivery; xiii. Empowerment of 14577 youth for skill acquisition through Directorate of Youth Development and Ministry of Commerce as per the details in Appendix II (g) and II (m) to this Note. xiv. Other complementary youth empowerment by some agencies of Government covering KNARDA, Office of Special Advisers NGO, Disabled, and Women etc involving several thousand youth as contained in appendices. xv. In addition to above all the 44 Local Government Areas have also executed several pro-poor programmes targeted at women and youth and the details could be obtained in the Reports of the activities of the respective Local Governments; xvi. 18046 women received empowerment/cash assistance; xvii. Several women and children received medical treatment assistance locally and abroad, and; xviii. Social Welfare Officers treated and resolved/referred 1213 cases of family and marital issues. b. Challenges a. Lack of full acceptance of the programme on the part of the youth and the women, due to attitude of our populace; b. Drug abuse which often induced the beneficiaries of the schemes to dispose the equipment supplied to them; c. Mindset on skill/trades affecting all the women and youth; d. Cross border migration from neighbouring states and nations by women and youth who were in Kano in search of means of livelihood, and; e. Shortage of credible data base on unemployed youth. 3.9 ROADS AND ROADS INFRASTRUCTURE: Provision of Roads and related infrastructure in urban and rural parts of the state was a priority undertaking by our Administration. We consciously invested in these areas to engender growth and socio-economic development of the state. As Government is a continuous business we mobilized to complete all on going projects we inherited in 2003 and initiated over 300 new road projects. Many of the projects have been completed and commissioned while others are at various stages of implementation. Adequate Budget Provisions are made to complete them this year. a. Key accomplishments: - 3.1.9 Urban Roads. These involve Roads in Kano Metropolitan Areas whose details are contained in Appendixes II (v) and II (w) to this Note, while I present a summary of key accomplishments covering 121 new road projects by our Administration as follows: i. Construction of 79 roads within the metropolis; ii. Upgrading / expansion of 7major roads linking the major component of the city from single to double and triple lanes, and; iii. Rehabilitation of 35 road networks. 3.9.2 Intra-State Roads and Bridges Two Agencies of Government, Ministry of Works, Housing and Transport and Ministry of Rural and Community Development are responsible for delivering services in this important sub-sector. Details of their activities are contained in Appendices II (v), II (w) and II (x) to this Note, while I present the summary of the 188 new intra-state road projects as follows: I. Construction of 48 roads of 496km length in various parts of the state; II. Construction of 140 rural roads of 997km length; III. Rehabilitation works on 21 roads; IV. Construction of 20 bridges of 4.85km length; V. Rehabilitation work on three bridges; and VI. Design of 21 roads by consultants. b. Challenges I. Routine maintenance to engender longevity; II. Low level private sector participation in road infrastructure development in roads construction; III. Negative public attitude on public utilities, and; IV. Encroachment of right of way. 3.10  LAND USE The Ministry of Land and Physical Planning is the Agency charged with the responsibility of developing and implementing policies related to Land Administration in the State. Within this period a number of development projects were undertaken by the Agency as detailed in Appendix II (v) to this Note. I again present the highlights of some of the major accomplishments as follows: a) Key accomplishments: - i. 5,694 Certificates of Occupancy of industrial, commercial, agricultural and residential issued; ii. Acquired, surveyed, demarcated and implemented 22,173 plots of various categories and uses; iii. Construction of 58 No. Lock-up shops at Ibrahim Kunya Housing Estate; iv. Construction of 55 No. blocks/commercial outfits at different locations (Zoo Road, Airport Road/KabarinRaccah, K/Kaluga and Malam Kato Square; v. Resolution of 904 out of 1,686 complaints and petitions on land and related matters; vi. Establishment of Geographic Information System (G.I.S) to handle effectively and efficiently survey and Cadastral matters with the assistance of the Department of Foreign and International Development (DFID); vii. Removal of 8012 illegal structures, kiosks and containers in Kano metropolis; viii. Creation of 3 major markets and thirteen neighborhood shopping centers under the street clearance resettlement exercise; ix. Creation of 9.3 Km additional green areas along the major roads of the metropolis; x. Provision of 741 slots of garden areas creating job opportunities to the teaming youth, under the city beautification and urban landscaping programmes; and xi. Approved 5,221 number of building plans out of 7,196 applications. 3.11 HOUSING Provision of decent and affordable shelter to the citizens was one of the priority areas of our Administration and for many years attention was focused to construction of shelter within Kano Metropolis. Against the background of the surge in population in Kano and other semi urban areas of the State our Administration found it necessary to evolve strategies to provide affordable shelter to citizens across the State. The Agency charged with this responsibility is the Kano State Housing Corporation whose record of activities is contained in Appendix II (y) to this Note. Highlights are presented as follows: a) Key accomplishments: - i) Construction of 784 houses at Zawachiki, Danladi Nasidi and Enugu Road Estates as well as 42 shops in Enugu Road, Sabon-Gari and 159 houses are under construction at Wailari, Jido and Umarawa; ii) Rehabilitation of the Tukuntawa Sewage Treatment Plant which was hitherto abandoned and it is now fully functioning; iii) Construction of 2,000 Housing Units under the 1st Phase of 20,000 units medium and low income earners Housing Project at Umarawa/Rigafada Villages; and iv) Construction of 12 No. 2 bedroom houses in each of the 44 Local Government Areas of the State. b) Challenges: i) Proliferation of illegal structures as a direct of fall out of seven years of peace which encouraged migration into Kano from crisis prone states; ii) Difficulty in land acquisition by Government due to growing public clamor for land valuation based on market value; iii) Low level organized private sector investment in mass housing; iv) Inability of Government to access National Housing Fund due to the withdrawal of Kano State workers’ contribution to the fund. 3.12 RURAL ELECTRIFICATION AND WATER SUPPLY a) Key accomplishments: - I. Electrification 588 communities across the State; and II. Drilling of 889 assorted boreholes across the State. Appendices II (x), III (c ) and III (e) to this Note contain details of the activities of the different Agencies at delivering services in this sub-sector. 3.13  STATE INDEPENDENT POWER PROJECT One of the key challenges facing Nigeria today is the inability of the Nation to generate sufficient electricity to power its economy to meet its long term aspiration of joining advance economies by the year 2020. As part of measures to overcome this shortcoming both the Federal and State Governments are pursuing the option of generating electricity through independent measures to compliment the shortfall. Conscious of this our Administration established a State Committee on Independent Power under the Chairmanship of the Honorable Commissioner, Ministry of Works, Housing and Transport. The Committee had consulted widely with potential investors in the project at home and abroad, and has reached the stage of preparation of feasibility reports. Due to the complexities of the IPP Project, the degree of successful accomplishment of such objective nationwide is still at its lowest ebb. And because the geographical location of Kano is far off the Gas Pipeline establishing cost effective plant in Kano requires careful appraisal. 3.14  CONSTITUENCY PROJECTS Constituency Projects initiative is intended to fast track development of communities in the State through the medium of community based projects. Such projects evolved from the grassroots through the respective elected community representatives in the State House of Assembly, while Government provided funds to execute the chosen projects. Over 1882 projects covering construction of classrooms, mosques, health centers, drainages and erosion control were executed. Others include NYSC housing scheme, school buses, ambulances, irrigation infrastructure and provision of instructional materials as par the details in Appendix II (x) to this Note. However I present some of the highlights as follows: a) Key accomplishments: - i) Construction of more than 447 mosques (Juma’at and daily prayer) across the State; ii) Construction of 440 Islamiyya schools across the State; iii) Construction of additional 681 classrooms, and; iv) Construction of projects which include; 55 health centers, purchases and supplies of furniture and equipments. 3.15  PUBLIC TRANSPORTATION a) Key accomplishments: - i. Purchase of 1500 units of tricycles for ease of commuting by women and children; ii. Purchase of 12-seater buses (Adaidaita Sahu) and subsequent sale to the operators under owner operator scheme; iii. Purchase of 20No. new Toyota Hiace for Inter-state operation under public private partnership between KASTA and Bank PHB at the cost of N134,804,000.00; iv. Development of Kano Transport Master Plan; v. Procurement of 7No. High capacity buses for girl-child school transport in Kano metropolis, and; vi. Draft Bill for Traffic Control Agency. I invite the attention of Your Excellency to Appendices II (x) and II (ae) to this Note for further details. 3.15 FIRE SERVICE At the inception of our administration in May 2003, Kano Fire Services Department had only 2 functional fire stations at the Headquarters and Bompai. The Department had only 2 operational fire fighting vehicles with 175 officers. a) Key accomplishments: - i. Establishment of additional 34 functional fire stations across the state; ii. Purchase of additional 56 Fire fighting vehicles; iii. Recruitment of 118 additional fire fighting staff bringing the skilled workforce to 843; iv. Recorded 9883 rescue calls; v. Saved 112,886 lives; and vi. Trained fire men from several northern States, Nigerian Airforce and other federal agencies at the State fire training school at Dakata. Appendix IV (d) to this Note contains detail activities by this Agency. CHAPTER FOUR QUALITY PUBLIC SERVICES One of the priority areas of our administration is human development. The philosophy evolved from the consideration of the sanctity of the human person and basic needs he or she requires for dignified existence. This we abstracted from the sacred teachings of the Shari’ah which led us to conclude that according significant consideration to this undertaking constitutes the essence of any government. The human services sector otherwise known as Social Development Sector consists of such undertakings in healthcare delivery, education, water resources and numerous other pro-poor programs and projects that directly affect the everyday life of the ordinary citizen. As with other endeavours of government highlighted earlier, and consistent with our operational philosophy as outlined above, we strived to register quantum leap in the implementation of our objectives.  I again crave the kind indulgence of Your Excellency to highlight some of the key accomplishments recorded as well as the challenges encountered in the course of implementing those objectives. 4.1 EDUCATION: 4.1.1 Basic Education: For the eight years under review, Government programmes and activities in this sector have been geared towards providing access and equity to qualitative education in such a manner as to build and support the operation of qualitative schools that will provide a solid foundation for preparing highly motivated students to reach their full potential in higher education pursuit. These goals were pursued against a background of ever increasing demand for education viz-a-viz old and dilapidated school buildings most of which were heavily overstretched. Appendices III (e), III (h), III (i) and III (j) to this Note contain detailed activities on delivery in this sub-sector by the relevant Agencies. I however provide summary of some of the key issues as follows: a) Key accomplishments: - i.  Enrolment figures in primary schools rose from 1,264,636 in 2003 to 1,972,101 in 2010, representing 48% increase while in secondary schools the corresponding figures were 238,134 and 433,888 representing 82% increase; ii. Introduction of free tuition for girls in secondary schools. This, is in addition to other measures, was responsible for increased enrolment by 64% in primary schools and 113% in secondary schools from 2003 to 2010; iii. Construction of 2021 classrooms in primary and secondary schools in addition to 58 laboratories, 6 hostels, 90,521 three-seater desks, 4184 double beds, 14 wall fence, 113 pit latrines, 12 administrative blocks, 2 staff houses for which the sum of N5.99 billion was expended; iv. Rehabilitation of 680 classrooms, 150 laboratories, 7 hostels, 55 staff houses at N797.3 million; v. Construction of 189 solar powered boreholes and 404 VIP toilets at N1.52 billion; vi. Comprehensive school rehabilitation and provision of additional facilities in 9No. secondary schools (Road Map Project) at the cost of N3.2 billion; vii. Increased teaching staff in primary schools from 25,999 in 2003 to 45,145 in 2010 (74% increase) and correspondingly for secondary schools from 4500 to 13,806 (207%); viii. Upgraded 210 Junior secondary schools and established 42 senior secondary schools and 551 junior secondary/Islamic schools; ix. Systematic teacher training programmes introduced in collaboration with ESSPIN; x. Produced the Education Sector Strategic Plan (2009 – 2018) with ESSPIN technical assistance; xi. Implemented the State Education Sector Project, and; xii. 847 School Based Management Committees were empowered with N640 million as school grants. Challenges: a. To pursue more training and re-training programmes for the teaching and non-teaching staff of our schools; b. Most of the Zonal Offices are located in dilapidated structures others are in temporary offices; c. Shortage of professionally trained teachers; d. In adequate classrooms to cater for current population of students; e. Need for computer/software training to a large number of staff especially as we are in the computer age, and; f. Mass failure of WAEC/NECO examinations especially in the core subjects of Mathematics and English inspite of large sum of money invested by the Government. 4.1.2 Tertiary: The State has seven major institutions under this category. In assisting these institutions to carry out their mandate for the production of middle and senior level manpower for the State to support its development endeavor government paid special attention to the constitution of visitation panels and governing councils as well as attending to other constraints especially those regarding manpower and infrastructure. Appendices III (k), III (l), III (m), III (n), III (o), III (q) and III (r) are relevant, please. a. Key accomplishments: - i. Inherited two faculties with 88 students in the Kano State University of Science and Technology and expanded it to four faculties with student enrollment of over 4,000 and graduated 700 students in various disciplines. Facilitated the accreditation of 16 academic programs and attainment of 100% accreditation status of various programs of the University; ii. Re-accreditation and resource inspection of academic programmes of Kano State Polytechnic; iii. Facilitated the accreditation of academic programme at Sa’adatu Rimi College of Education, Kumbotso; iv. Establishment of Governing Councils to all the Tertiary Institutions in the State, and; v. Setting up of Visitation Panels and appropriate implementation of recommendations of the Panels. b. Challenges: i. Commensurate physical infrastructural development in view of ever increasing enrolment of students; ii. Persistent syndrome by State students to find admission outside their immediate environment thereby, failing to utilize opportunities outside the State and at the same time overstretching facilities at home; iii. Sourcing of qualified teachers against the backdrop of escalating wage bills, and; iv Establishing additional Colleges of Education to adequately meet the State’s teaching manpower needs. Scholarship Board: a) Key accomplishments: - i. Provision of scholarship to every prospective candidate/citizen of the State against the past practices of restricting it to limited courses; ii. Lifting of embargo on overseas training for eligible students and other civil servants desirous of further training; iii. 286,949 cumulative beneficiaries (made up of 221,287 males and 65, 662 females)  in Nigerian Institutions of higher learning enjoyed scholarship awards totaling N2,716,972, 931:00, and; iv. 764 cumulative beneficiaries eligible students enjoyed Government scholarship for studies in foreign universities/higher institutions at the cost of N638, 653,241.22. Appendix III (p) to this Note contains detail activities by this Agency. 4.2 HEALTH: Healthcare delivery is one of the focal areas of our administration. Because of its significance to our citizens, we pledged to accord priority to both preventive and curative aspect of healthcare delivery. The training of healthcare personnel as well as the provision and maintenance of secondary healthcare facilities form part of the policy thrust of this sector. Details of activities in this sector are contained in Appendices III (w) III (x) III (y) and III (z) to this Note while I present highlights of some of the key issues as follows: a. Key accomplishments: - i. A total of 225 projects were executed at a total sum of N6,902,120,250.11, while 50 secondary healthcare facilities were either rehabilitated or renovated at the cost of N154,234,881.41; ii. An average of 1960 women benefited from free maternal healthcare programme in the State daily, while between 10 and 12 caesarian operations are performed. There has been an average 118 daily normal deliveries in Government hospitals across the State. As a result the general improvement in maternal healthcare, maternal mortality rate has been reduced by 47%. iii. In 2003 there were 4508 medical personnel in the state service. Additional 4484 were recruited by our Administration. In 2003 there were only 130 Doctors, 19 House officers, 1104 Nurses, 1187 health attendants. By 2011 our Administration has recruited additional 342 Doctors, 313 House Officers, 702 Nurses and 1487 health attendants which has significantly improved the healthcare delivery in the State. iv. General renovation of Murtala Muhammed Specialist Hospital; v. In the area of capacity building we have established Post Graduate School of Family Medicine for training of Residents Doctors to become Consultants, School of Anesthesia for training of Doctors and Nurses in Murtala Muhammed Hospital and School of Nursing in Gwarzo respectively. Arrangements have also been concluded for the establishment of a Faculty of Medicine in Kano State University of Technology while a University of Medicine is under construction in Bichi under a Public - Private Sector Partnership initiative. vi. General Renovation and equipping of Muhammad Abdullahi Wase (Nassarawa Hospital) including a Helipad; vii. Establishment of the first ever Urology Center in Nigeria, the Abubakar Imam Urology Center, thus bringing relief to urology patients; viii. Ongoing construction of Ultra Modern General Hospital at Giginyu, and; ix. Ongoing construction of Pediatric Hospital at Zoo Road. xiv Facilitation of out of court settlement of the protracted disputes over Pfizer-Trovan Vaccination Test in the State. This out of court settlement culminated in the signing of Agreement between Kano State Government and Pfizer on 30th July, 2009. The provisions of the Agreement included among others: - a. Pfizer will provide the sum of $30 million for the construction of a Centre for Disease Control in Kano; b. Pfizer will re-imburse the State Governments legal expenses in the sum of $10 million; c. That two Boards of Trustees were to be appointed to manage the funds in item (i) above. It is gratifying to report that significant progress has been achieved in the implementation of the Agreement as summarized below: - a. A Board of Trustees for the construction of the Centre for Disease Control was appointed under the Chairmanship of Professor S.A.S Galadanchi. The State Government provided a site at the premises of the former International Cattle Market, Kwanar Dawakin Kudu. Work has reached about 40% completion stage, and; b. A Board for the payment of compensation to the participants of the 1996 clinical study was also appointed under the Chairmanship of Justice (Rtd) Abubakar Bashir Wali. The Board had since completed screening and sample collection exercise for DNA Test and positive results in respect of eight (8) claimants received from the laboratory based in the U.S.A. Out of the eight, the Board had approved the maximum payment of $175,000.00 allowed by the agreement to 4 claimants namely Umar Ismail, Ado Hussaini, Rabiu Isa and Abubakar Usman. The Board is awaiting submission of results of the remaining claimants from the laboratory for payment of entitlements to qualified participants. b. Challenges. a. shortage of skilled health manpower; b. High wage bill against the background of upward review of salaries of workers in the health sector nationwide; c. high rate of migration of Doctors and other medical personnel from the State service to federal medical centers due to the attraction of better pay; d. influx of patients from neighboring States and nations due to the absence of a credible system of verification of bonafide Kano citizens, and; e. high cost of training of medical personnel. 4.3 Water Resources: In line with the operational philosophy of our administration, special attention was placed on harnessing all water resources potentials in Kano State for socio-economic development. The aim is to ensure that water supply coverage is improved statewide to at least 80% by the year 2015 through coordinated effort involving the communities, other tier of Government, development partners and private sector. It is hoped that by the year 2025 all citizens in the state will have access to safe drinking water in a sustainable manner, at appropriate and affordable rate in accordance with the new Water Supply Policy. I present to Your Excellency details of activities by the relevant Agencies on water supply in Kano State vide appendices II (x), III (c), III (s), III (t) and III (v) to this Note while major highlights are summarized as follows: a. Key accomplishments: - i.  Improvement of Water Supply to Kano metropolis from 200mld/pd to 350mld/pd with completion of new Tamburawa Water Works; ii. Construction of new 75mld Water Works at Watari; iii. Improvement/upgrading of existing water works at Challawa treatment plant thereby enhancing supply to Kano metropolis; iv. Laying of new distribution pipelines and replacement of the aged/damaged ones to enhance supply; v. Provision of additional stand-by generators at water and regional schemes across the State to provide power for sustainable supply; vi. Procurement of water treatment chemicals to enhance quality of water supply for public consumption; vii. Rehabilitation of other regional water schemes across the State; viii. Improvement of Wudil regional water supply scheme through partnership with the British Department for Foreign and International Development (DFID) and MDG office Abuja; ix. Execution of 110 other water related capital projects at the cost of N12.1 billion; and x. Drafting of the State Water Policy Bill. b.Challenges: a. Lack of steady power supply from the national grid at the water treatment plants and other regional schemes; b. High cost of diesel and lubricants; c. Escalating cost of water treatment chemicals, and; d. Negative public attitude to settlement of water bills and negative public perception of water as a social service and not a commodity which should be paid for. CHAPTER FIVE VALUE DRIVEN GOVERNANCE One of the core aspirations of the electorates when we assumed office in May 29, 2003 was for the administration to run the affairs of Government based on the teachings of the Shariah. Thus while underlining the supremacy of Shariah in all our undertakings,s we made clear our commitment to “conduct the affairs of Government on the principle of honesty, probity, openness and transparency.” We also pledged to ensure synergy among various government agencies and maintain cordial relations with Legislative and Judicial arms of Government. To realize these objectives we also recognized the need for attitudinal change. Consequently, we embarked upon a programme of massive societal re-orientation under the acronym “A Daidaita Sahu”. Thirty eight (38) agencies of government are charged with various responsibilities to deliver services to effectively meet the goals of the sector. The list of these agencies is appended to this brief, while details of the activities of each is provided in the agency’s Report attached herewith as Appendix IV. I however wish to highlight some of the key accomplishments registered as well as challenges facing the sector: - 6.1 Shariah Implementation: I have already indicated that our administration has accorded priority attention to Shariah implementation in keeping with the popular wish of Kano populace. In this regard, our administration found it desirable to establish a number of agencies to facilitate implementation of key programmes so that Shariah can further take roots in the conduct of everyday life of the Kano society. These agencies include the Shariah Commission as an apex body, the Hisbah, Zakkat & Hubsi Commission, Films Censorship Board, Directorate of Societal Re-orientation and the Public Complaints & Anti Corruption Directorate.  Some of the key accomplishments recorded in the past eight years include: 6.1.1 Shari’ah Commission: a) Key accomplishments: - i. Institutionalization and standardization of procedure including commercial transaction, scales and measures, and certification of marriage contract; ii. Publication of Islamic Calendar; iii. Regulation of Islamic Preaching; iv. Public sensitization and awareness campaigns on virtues of peace and harmonious co-existence which gave rise to over 7 years of uninterrupted peace in Kano; v. Public lectures and symposia; vi. Validation of Shariah compliance Mutual Health Schemes; and vii. Resolution of issues affecting Shariah (Fatwa). Appendix IV (e) contains details of activities by this organ of Government. 6.1.2 Hisbah Board: The Hisbah was established under State Hisbah Law No. 4 of 2004. The Board is saddled with the responsibilities of enjoining good, prohibiting evil and resolving conflicts. It provides support to the public in areas of peace, security and compliments the activities of other security agencies at maintaining public law and order. Appendix IV (n) to this Note contains details of contributions by this organ of Government while I highlight some measure issues as follows: a. Key accomplishments: - i. Resolution of public disputes, marriage disputes and re-uniting missing persons with their families; ii. Apprehending of liquor and other intoxicants leading to the closure of on – and - off licenses in the State as well as destruction of thousands of bottles of assorted alcoholic drinks. Alhamdu Lillah, today in Kano alcohol is not consumed in full public glare and those who opt to do so are compelled to consume it under cover or through other strenuous circumstances and; iii. Elimination of brothels across the State and conversion of many into Islamiyyah Schools and Vocational Centers. 6.1.3 Zakat and Hubusi Commission As part of the human development endeavor of our Administration the Zakat and Hubusi Commission has extended several welfare packages and cash transfers to various categories of citizens. The following are some of the key accomplishments of the Zakat Commission from the total N1, 392,157,869:00 disbursed to the Commission by the State Government: I. N770 million was disbursed to 89,500 beneficiaries in 44 local government areas of the State; II. 50,000 food packages for 2,900,000 beneficiaries were distributed daily during Ramadan period (2009-2010); N30,000,000 was also disbursed to 18,000 beneficiaries, 10000 Imams received N10,000,000 and 10,000 Qur’anic Teachers also received N4,500,000:00, and; III. Medical assistance was extended to 25,235 beneficiaries and 23,400 beneficiaries received drugs for medication. 6.1.4 Films Censorship Board: The proliferation of uncensored films and music in the society, particularly the Kano community, poses a challenge to morality and societal harmony. Without prejudice to the rights of the individual guaranteed under the Constitution of the Federal Republic, the prevalence of such films can undermine the core teachings of Shariah, values and norms the Kano society holds dear. In order to reverse the drift, our administration empowered the Kano State Films Censorship Board and supported it to effectively discharge its duties in accordance with Censorship Law 2001. Alhamdu Lillah, the Board has, despite numerous challenges and obstacles, managed to regulate and often times, eliminate the scourge of those films. Details of the activities of the Films Censorship Board are contained in Appendix II (u) to this Note, while some of the Key accomplishments are enumerated hereunder: a. Key accomplishments: - i.    Confiscation of pornographic/video games items; ii.  The Board has secured the sum of N10 million as revolving fund which serve as a  soft-loan to teeming stakeholders in film industry, and; iii. A total of 3,279 films were screened by the Kano State Film Censorship Board for public viewing out of which 13 were banned while 493 were given corrections. In the same vein, a total of 421 albums were cleared and issued certificates and only one was banned. Also a total of 938 books, were previewed and issued with certificates and 120 were given corrections. 6.1.5 Public Complaints and Anti-Corruption: In pursuit of our resolve to poster accountability in public service and based on our commitment to the entrenchment of social justice through guaranteeing and protecting the rights of citizens, a Public Complaints and Anti-Corruption Directorate was established in April, 2005 with specific mandate to receive and investigate complaint(s) or injustice(s) and official ineptitude including administrative decisions anchored on errors, bias or abuse of office from members of the public against any individual, department, agencies and or functionaries of the State and Local Government. The Directorate was also saddled with the responsibility of mediating disputes between individuals, groups or corporate bodies among others. It is worthy to highlight that, within the 5 year period of its operations, the Directorate received and treated 3,245 complaints/petitions bordering on business and trade related conflicts, labour and industrial disputes, family and societal issues, human rights violations, judicial, police and administrative injustices, civil transactions, fraud/corruption allegations, breach of contracts/agreements, mal-administration and financial mismanagement/misappropriation. The details achievement recorded in this direction are contained in Appendix IV (k) to this Note. a) Key accomplishments: - i. Public sensitization and awareness campaign on corrupt practices and promotion of human rights; ii. Development of draft Kano State Anti-Corruption Policy Draft Bill; and iii. Development of draft Kano State Children’s Right Protection Law. 6.1.6 Societal Re-orientation Directorate: Your Excellency is aware of our Societal Re-Orientation Programme, A Daidaita Sahu, which has today become a household name in Kano State and beyond. I have already underlined the need for such a programme for attitudinal change to achieve good governance, morally upright and hardworking society. Indeed it is remarkable that several years after we have pioneered our own programme, the Federal Government of Nigeria under the late President Umar Musa ‘Yar-Adua found it desirable to enact a similar programme tagged “Re-branding Nigeria.” Our program of A Daidaita Sahu Programme was headed by my humble self with His Highness, the Emir of Kano as the Co-Chair. It is gratifying to also highlight that the programme has recorded modest accomplishments as detailed in Appendix IV (j) to this Note and summarized hereunder: - a. Key accomplishments: ii. Inauguration of Local Government and Ward Chapters of Adaidaita Sahu in 44 Local Government Areas of the State; iii. Establishment of Zauren Sulhu; iv.  Massive/Sustained public enlightenment drive on Shariah, governance and community/development issues; v. Leda Jari Programme under which youth and unemployed citizens are trained for self employment and survival; vi. Fansar ‘Yar-Talla Programme under which girl-child hawkers are dissuaded from the trade through incentives to the parents and the children enrolled into schools to pursue educational careers; and vii. Capacity building and advocacy for States like Bauchi and Zamfara as well as Sirra-Leone preparatory to the setting up of similar programme in those States and Nation. 6.3.6 GENERAL ADMINISTRATION: The entire activities of government require proper and careful coordination to ensure synergy between and among organization for the purpose of ensuring appropriate implementation of policies, projects and programmes.  The office of the Secretary to the State Government and the Office of the Head of Civil Service provide the necessary structure for this important undertaking.  Summarized hereunder are the major accomplishment of these offices and other relevant ones. 6.3.7. Office of the Secretary to the State Government a) Key accomplishments: i. Constructed a befitting office block accommodating the Secretary to the State Government and the Permanent Secretaries to ease years of perennial shortage of office accommodation in this establishment; ii. Provided a gateway for contact between the Government and the General Public in furtherance to the open door policy of our administration; iii. Coordinated and facilitated meetings of the owner-States of Northern Nigeria Development Company, NNDC within the period under review; iv. Established and coordinated the activities of 119 standing and ad-hoc committees on various issues of public significance; v. Coordinated relief assistance to special disaster cases including victims of religious crisis and fire outbreaks at Muhammad Abubakar Rimi Market, Sabon-Gari, Kantin Kwari, ‘Yankatako and other disasters through various committees appointed by Government; and vi. Provided medical, financial and educational assistance to 6,493no citizens/beneficiaries to undergo treatments at home/abroad including home/overseas training. 6.3.8 CIVIL SERVICE: When we assumed office on May29, 2003 we inherited a workforce of 27,843 on the Central Payroll with a total monthly wage bill of N466, 764,574.16. Since then we committed ourselves to addressing some of the problems of this all important sub-sector notable among which were low level morale, inadequate training and improvement of the operating environment. And against the background of the growing number of graduate and youth unemployment in the State, coupled with the purge of ‘non indigenes’ from the service, we were confronted with huge challenge of filling the gaps created, particularly in the critical areas of teachers of English, Mathematics, Sciences and healthcare delivery. The expansion and establishment of schools and hospitals and such other institutions of government to deliver our vision and meet the aspirations of the people, entail recruitment of skilled personnel. The intervening nationally inspired salaries and wages notwithstanding, our obligation to provide quality service to the populace remained a top most priority. Consequently, we set out reforming the Public Service to provide for our dear State “a dynamic public service which is responsive, effective, efficient and valued by the people, the Government of Kano State and which provides a great deal of satisfaction for public servants themselves.” On this occasion, I wish to also hand over to Your Excellency the Public Service Reform Document for perusal and request that you continue with implementation in the medium and long term interest of the State. The document is marked as Appendix VI to this Note and is a bye product of partnership between the State Government and British Department of Foreign and International Development, DFID/SPARC. I also hand over to you a total workforce on the Central Payroll of 41,213 personnel. This is made up of 37,870 regular staff, 362 staff on consolidated salary, 1,404 non-regular staff, 397 supplementary and 1,577 others on contract. The gross wage bill for this workforce as at April 2011 is N 2,675,663,376.14 a. Key accomplishments: i.  Restoration of 1009 downgraded staff and settlement of the entitlements of 585 there from totaling N33.2 million; ii.  Review of salary and welfare packages for Civil Servants by 12.5% in 2004; iii.  Introduction of Special Incentives to healthcare workers, educational personnel, judiciary and Assembly workers; iv.  Settlement of over N3 billion as bereaved family allowances, Ramadan and Ram Bonuses to civil servants; v.  Recruitment of 4499 healthcare Workers to improve healthcare delivery and close the manpower gap in this critical sector arising from the purge of ‘non indigenes’ and recurrent migration to Federal health care centers due to higher pay; vi.  Recruitment of additional 28,452 teaching staff for State educational establishments to fill in vacancies arising from the disengagement of non-indigenes staff as well as meet the intervening manpower needs arising from the establishment of new Schools and expansion of existing ones to accommodate additional intakes; vii   Capacity building of Civil Servants from all cadres to prepare them meet the society’s needs for development; viii  Implementation of Medical salary Structure (CONMESS) and consolidated Health Salary Structure (CONHESS) beginning from January 2011 with the implementation level currently at 70%; ix   Full implementation of consolidated Tertiary Institution Salary Structure (CONTISS II) to academic and non-academic staff of Al-Hassan Dantata University of Science & Technology, Wudil; x    Implementation since 2008 of CONTISS for Academic and Non-academic staff of Polytechnic and other Tertiary Institutions; xi     Implementation of new salary package CONPCASS and CONTEDISS for staff of Tertiary Institutions pegged at 35% and which is currently in contention; xii    Implementation of Consolidated Public Service Salary Structure (CONPSS) to the entire Civil Service and whose implementation has commenced following settlement of dispute; xiii  Introduction of WEIGH-IN allowance to members of Radio, Television, Theatre and Art Workers Union (RATAWU); xiv Enactment of Kano State Pension and Gratuity Law 2006 which facilitated the evolution of a home-grown and hitch-free pension scheme for the State workers; xv Settlement of all pension and gratuity arrears to State workers some, spanning over 20 years, thereby making Kano among the few State in the federation without pension liabilities; xvi Settlement of N22,283,898,479.80 as pensions and gratuity related entitlements to 74,416 beneficiaries, and; xvii  payment of the total sum of N2,060,318,091.64 as Car and motorcycle loans to 12,213 beneficiaries. b. Challenges: a. Sustaining payment of salary against the background of current State earnings; b. Implementation of the on-going Public service Reform, PSR, which also includes mandate mapping to rationalize roles and functions of agencies to eliminate duplication; c. Monitoring and Evaluation of reform and program implementation; d. Capacity building of staff, particularly in the area of e-governance, computerization, etc; e. Harmonization of the payroll, human resource, pensions data for planning and control. Already, a Report/ proposal to integrate all payrolls from the Local Governments, Primary Board, State civil service, Judiciary, pensions and other agencies of government has been produced and is with the Office of the Head of Service for consideration. 6.3.9 ADMINISTRATION OF JUSTICE The administration of Justice is key component of Governance.  This was facilitated by the State Ministry of Justice and the Judiciary (The High Courts and the Shari’ah Courts). Some of the key accomplishments by the sub sector are highlighted as follows: - a. Key accomplishments: - i. Appointment of Justice Sector Reform Committees; ii. Support to Hisbah Board in its operations; iii. Rights Awareness Campaign (incorporating with women empowerment); iv. Land Registry (Software); v. Establishment of the Multi-Door Court House; vi. Prisons Reform; vii. Protective Conflict Management; viii. Establishment of Community Law Centres; and ix. Training of Staff of Public Complaints and Anti-Corruption Directorate for Investigation. CHAPTER SIX ENVIRONMENTAL SUSTAINABILITY Your Excellency, while we envision for our State socio-economic prosperity under the KSRD long term plan, we are never oblivious of the associated cost to the environment in which we reside. That is why we accord priority to an environmental policy that will ensure sustainable development based on proper utilization and management of the entire environment (air, land and water) of cities, towns and villages in the State. This goal is being delivered principally by the Ministry of Environment, Refuse Management and Sanitation Board, Kano State Afforestation Project and Kano Sustainable City Project. As a cross- cutting issue however, the contributions of other sub-sectors like education, Information, Shariah, health and governance are required to achieve the desired impact. In pursuit of this goal, I also wish to highlight areas of notable accomplishments as well as challenges as follows: 6.1 Ministry of Environment. a) Key accomplishments: - I. Construction of drainages and erosion control projects across the State at the cost of N2, 723,477,794.24; II. Wall fencing and management of public grave yards across the State at the cost of N253,723,912.71, and; III. Erosion control projects across the State under Ecological Fund worth N434, 135,255.44. 6.4 Refuse Management and Sanitation Board. a.  Key accomplishments: - I. Procurement of 38Tippers; II. Procurement of 20 new Solid Waste Collection Tractors donated to Artisans Association as empowerment package; III. Procurement of 4 Refuse Compacting Vehicles; IV. Procurement of 2 additional Cat Loaders and 4 Skid Loaders; V. Procurement of 20 Skid Bucket Lifters; VI. Procurement of 240 Skid Buckets; VII. Daily refuse collection and management of collection centers and dump sites; VIII. Establishment of waste collection databank, including monthly waste collection analysis using the theory of constraint methodology; IX. Developing solid waste management roadmap for Kano; X. Designing a functional solid waste collection program on a public- private partnership; XI. Sensitization of Kano citizens on investment opportunities in waste management; XII. Formulation of Kano State Environmental sanitation Policy based on the National Environmental Sanitation Policy; XIII. Development of Kano State Waste Management Guidelines and Penalties; XIV. Formulation of an operational license for the provision of waste collection services for the State, and; XV. Developing work plan for Operating Community based Municipal Solid Waste Management Concept at Kabuga Housing Estate and Sabon gari. b. Challenges. a.   negative public attitude to indiscriminate dumping of refuse; b. review and evaluation of policies and laws to meet the rapidly  changing operating environment; c.  uncontrolled development due to the recent upsurge in migration to Kano metropolis; d. low level private sector participation/investment in waste management in the State; e. inadequate secondary waste treatment plants for management of liquid and industrial waste, and; f.  integrated Waste Management Program ( composting and re-use). 6.5 Kano State Afforestation Project. a. Key accomplishments. I. Production and distribution of 3.4 million seedlings for transplanting to stem the flow of desert; II. Development of four (4) new Nurseries; III. Establishment of 10ha of Gum Arabic Plantation and rehabilitation of another 10ha of existing plantation; IV. Re-stocking and upgrading of Apiaries with 1000 pieces of traditional hives, 200 pieces of modern hives and establishment of new Apiary at Karaye; V. Provision of 200 pieces of hives to 100 Beekeepers to enhance bee/honey production for income, and; VI. rehabilitation of 90km of shelterbelts in five(5) Local Government Areas. b. Challenges. a. low level public awareness on the dangers of desertification; b. regulating indiscriminate tree felling for energy and income; c. absence of national policy on desertification to address the scourge; d. mass poverty, most especially, at the northern fringes of the country which forces the vulnerable groups to employ illicit ways to make ends meet through tree felling, and; e. overgrazing of land due to uncontrolled movement of livestock from neighboring States and countries in search for pasture. Conclusion As I formally hand over to you the affairs of Kano State on this historic occasion, let me once again register my profound gratitude to Almighty Allah, who in His infinite mercy granted us the unique opportunity to render service to the good people of Kano State. I also immensely thank the people of Kano State for steadfastly supporting our Administration for eight good years. On this note I pray to Allah, the Beneficent, the Merciful to accord you the required health well being, wisdom, fortitude and perseverance to render selfless service for the betterment of Kano State and Nigeria at large. Ibrahim Shekarau Engr. Dr. Rabiu Musa Kwankwaso Sardaunan Kano Taking Over Handing Over Date       May 2011 Date        May 2011 LIST OF APPENDICES APPENDIX I Appendix I (a) - Kano State Roadmap for Economic Development (KSRD) Appendix I (b) - Medium Sector Strategy APPENDIX II - ECONOMIC GROWTH: Appendix II (a) − Ministry of Agric & Natural Resources Appendix II (b) − KNARDA Appendix II (c) − Zoological & Wild Life Management Agency Appendix II (d) − Ministry of Finance Appendix II (e) − KSIP Appendix II (f) − Ministry of Planning & Budget Appendix II (g) − Ministry of Commerce, Industries & Cooperatives Appendix II (h) − Muhd. Abubakar Rimi Market Management Board Appendix II (i) − Hotels Management Board Appendix II (j) − Tourism Management Board Appendix II (k) − History & Culture Bureau Appendix II (l) − Ministry of Women Affairs & Social Development Appendix II (m) − Youth Development Directorate Appendix II (n) − Kano State Sports Council Appendix II (o) − Kano Pillars Football Club Appendix II (p) − Ministry of Information, Culture, Intl. Affairs, Youth & Sports Appendix II (q) − Abubakar Rimi Television Corporation Appendix II (r) − Kano State Radio Corporation Appendix II (s) − Triumph Publishing Company Appendix II (t) − Government Printing Press Appendix II (u) − Kano State Censorship Board Appendix II (v) − Ministry of Land & Physical Planning Appendix II (w) − KNUPDA Appendix II (x) − Ministry of Works, Housing & Transport Appendix II (y) − Housing Corporation Appendix II (z) − Asphalt & Quarry Appendix II (ab) − Ministry of Science and Technology APPENDIX III – QUALITY PUBLIC SERVICE: Appendix III (a) − Ministry for Local Government Appendix III (b) − Local Government Staff Pension Board Appendix III (c) − Ministry of Rural & Community Development Appendix III (d) − Rural Electricity Board Appendix III (e) − Ministry of Education Appendix III (f) − Agency for Mass Education Appendix III (g) − Kano State Library Board Appendix III (h) − SUBEB Appendix III (i) − Senior Secondary Schools Management Board Appendix III (j) − Science & Technical Schools Board Appendix III (k) − Ministry for Higher Education Appendix III (l) − Aminu Kano College of Islamic Legal Studies Appendix III (m) − Audu Bako College of Agriculture, Dambatta Appendix III (n) − College of Arts, Science & Remedial Studies Appendix III (o) − Kano University of Science & Technology Appendix III (p) − Kano State Scholarship Board Appendix III (q) − Kano State Polytechnic Appendix III (r) − Sa’adatu Rimi College of Education Appendix III (s) − Ministry of Water Resources Appendix III (t) − Kano State Water Board Appendix III (u) − WRECA Appendix III (v) − RUWASA Appendix III (w) − Ministry of Health Appendix III (x) − Drugs and Medical Consumables Supply Agency Appendix III (y) − HMB (HQ and Zones) Appendix III (z) − Zone 7 MAWSH Appendix III (ab) − Kano State Transport Authority APPENDIX IV – VALUE DRIVEN GOVERNANCE: Appendix IV (a) − Projects Monitoring and Evaluation Directorate Appendix IV (b) − Emergency Relief & Rehabilitation Agency Appendix IV (c) − Special Services & Council Affairs Directorate Appendix IV (d) − Kano State Fire Service Appendix IV (e) − Ministry of Justice Appendix IV (f) − Law Reform Commission Appendix IV (g) − High Court of Justice Appendix IV (h) − Judicial Service Commission Appendix IV (i) − Sharia’ah Court of Appeal Appendix IV (j) − Societal Re-orientation Directorate Appendix IV (k) − Public Complaints & Anti-Corruption Directorate Appendix IV (l) − Shariah Commission Appendix IV (m) − Zakkat & Hubsi Commission Appendix IV (n) − Hisbah Board Appendix IV (o) − Emirate Council Appendix IV (p) − Chieftaincy Affairs Directorate Appendix IV (q) − Government House Appendix IV (r) − Research & Documentation Directorate Appendix IV (s) − Deputy Governor’s Office Appendix IV (t) − Guidance and Counselling Board Appendix IV (u) − Kano State House of Assembly Appendix IV (v) − Public Accounts Committee Appendix IV (w) − Admin & General Services Directorate Appendix IV (x) − Research, Evaluation & Political Affairs Directorate Appendix IV (y) − Special Duties Directorate Appendix IV (z) − Protocol Directorate Appendix IV (aa) − Kano State Liaison Office, Abuja Appendix IV (ab) − Kano State Liaison Office, Lagos Appendix IV (ac) − Pilgrims Welfare Board Appendix IV (ad) − S.A Education and Information Technology Appendix IV (ae) − S.A Non Governmental Organization Appendix IV (af) − Office of the Head of Civil Service Appendix IV (ag) − State Pension Fund Trustees Appendix IV (ah) − State Computer Centre Appendix IV (al) − Office of the Auditor General (State) Appendix IV (aj) − Civil Service Commission Appendix IV (ak) − Local Government Audit Directorate Appendix IV (al) − State Independent Electoral Commission APPENDIX V – GOAL: ENVIRONMENTAL SUSTAINABILITY: Appendix V (a) − Ministry of Environment Appendix V (b) − REMASAB Appendix V (c) − KNAP Appendix V (d) − Kano State Sustainable Projects Conclusion As I formally hand over to you the affairs of Kano State on this historic occasion, let me once again register my profound gratitude to Almighty Allah, Who in His infinite mercy granted us the unique opportunity to render service to the good people of Kano State, I also immensely thank the people of Kano State for steadfastly supporting our Administration for eight good years. On this note I pray to Allah, the Beneficent, the Merciful to accord you the required health well being, wisdom, fortitude and perseverance to render selfless service for the betterment of Kano State and Nigeria at large. Ibrahim Shekarau                                                      Engr. Dr. Rabi’u Musa Kwankwaso Sardaunan Kano                                                         Taking Over Handing Over                                                              Date May, 2011 Date May, 2011