The project has three components:
Component A will support three main activities:
(1) Carrying out of small public works and institutional strengthening to generate youth employment in urban areas;
(2) Carrying out technical, vocational and agricultural training by providing grants to TVT and agricultural training institutions and (b) State ministries responsible for education and agriculture; and
(3) Carrying out of eligible Community Development subprojects by providing grants to (a) FCAs and (b) CSDAs. Component B will support reforms by the participating states of their public finance management systems, processes and institutions. Component C is Project Implementation Support and Coordination, including providing logistical and technical support to NPCU and SPCUs, and support the federal ministry responsible for Niger Delta Affairs. Component A: Youth Employment and Access to Socio-Economic Services.
As noted above, youth unemployment and lack of access to services are major challenges in the Niger Delta which feeds into the militancy and violence in the region. The objective of this component is to provide support to activities that promote employment and access to socio- economic services in the participating states. The component is based on the experiences and approaches that have been tested in other Bank-funded projects in Nigeria, including FADAMA and Community Social Development Project (CSDP), Lagos Urban Transport and LAMATA and Lagos EKO Project. Component A will support three main activity areas:
(a) Youth employment through small public works contracts and institutional strengthening
(b) Grants to public technical, vocational and agricultural training institutions
(c) Grants for community driven development initiatives
A mechanism for citizen participation, monitoring and feedback in the allocation and implementation of grants has been established to ensure transparency, community involvement and oversight of activities. The mechanism for doing has been provided in the Project Implementation Manual (PIM), and adapted relevant aspects of the Lagos EKO project manual.
A.1. Youth Employment through small public works contracts and institutional strengthening
This sub-component will (1) Carry out public works and institutional strengthening to generate employment for the youth, including labour intensive small public works such as
(a) road and drainage maintenance, maintenance of public spaces,
(b) collection, disposal and sorting of refuse. Small contracts will be competitively awarded to private contractors who will be required to employ youths from the state; and
(c) study visits to similar youth employment schemes by selected Youth Employment Technical MDAs and Committee members.
Key results will include: (i) number of people directly employed under SEEFOR public works.
A.2. Grants to technical, vocational and agricultural training institutions
This will provide grants to: (a) existing public technical, vocational and selected agricultural training for, inter alia,
(i) acquisition of instructional materials and other learning
(ii) selective rehabilitation and furnishing of selected TVT and agricultural training institutions,
(iii) starter packs for graduates of TVT and agricultural training institutions;
(iv) technical education fairs, competitions and prizes
(v) developing strategies for skill development programs and information and communication technology for learning and teachinG
(vi) training of trainers and remedial courses for teachers
(vii) partnership with private sector for job placement and industrial attachment;
(viii) entrepreneurships development programs and training for graduates of TVT and agricultural institutions; and
(b) State ministries responsible for education and agriculture for, inter alia, strengthening their capacity for management and supervision of TVT and agricultural training institutions, including reviewing and monitoring grants to institutions; development and use of education management information system; planning and strategy development for TVT and agricultural education policy for the state; study visits for TVTs and agricultural training institutions.
Key results will include:
(i) improved quality of skills acquired by graduates; and
(ii) increase number of courses achieving national accreditation in the participating states.
A.3. Grants for Community Driven Development (CDD) initiatives
The four states already have CDD type projects either in the form of CSDP and/or Fadama III. This sub-component will therefore work with existing institutional arrangements at the state level to carry out eligible Community Development subprojects by providing grants to:
(a) FCAs and (b) CSDAs, for, inter alia: rehabilitation and construction of feeder roads, primary schools, health centres, water points; and small socio-economic infrastructure for community use such as rural markets, storage and small scale irrigation and drainage systems. In the case of Delta and Rivers where there is no CSDP, the relevant government ministry/agency responsible for community development, and agreed with IDA, will be used to oversee implementation with
capacity development support provided by the project. Details of activities to be implemented in all the sub-components are in Annex 2 has been further elaborated in the PIM.
Key results will include: (i) increase in the number of people with access to services supported in targeted communities; (ii) increase in number of people employed in selected communities; and (iii) increase in the income of rural farmers supported by SEEFOR project.
Component B: Public Financial Management Reforms
SEEFOR project will support a menu of PFM reform activities to be implemented by states based on their PFM reform action plans. Thus not all PFM activities will be implemented in all states.
The menu of activities is elaborated in Annex 2 and will include:
(a) review of existing financial management legislation and regulations, drafting of new legislation and regulations where necessary, and organization of sensitization seminars on public finance reforms;
(b) strengthening budget execution, institution of multi-year budget frameworks, and institutions for budgeting in the public service;
(c) review and modernization of the accounting and financial reporting system and revenue and expenditure forecasting;
(d) review and restructuring of the office of the state auditor-general, consolidation of the state external audit function and capacity building for members of the public accounts committee of the state legislature;
(e) review and strengthening systems of control and functionality in public financial management with support to integrated financial management information systems (IFMIS) in states that are assessed to be capable of implementing IFMIS.
(f) review and strengthening of public procurement processes, practices and institutions and engagement with civil society; and
(g) strengthening of state tax administration in selected states.
The component will also support the development of social accountability mechanisms in key areas such as planning, budgeting and public procurement and will involve the public in the oversight for use of public resources. Specific activities will vary from state to state, however, a common commitment will be made to provide public access to basic fiscal information.
Key results will include: (i) percentage deviation of actual aggregate public expenditure from budgeted expenditure in the participating states; (ii) increase in the percentage of public contracts above threshold awarded through competitive process; (iii) increase in internally generated revenue in selected participating states.
It is important to clarify that there is no direct causal linkage between components A and B of the project. In the context of the amnesty program, there is need to demonstrate some short- term results, hence the youth employment and community driven development sub-components.
PFM challenges will take time to address and may not immediately and directly translate into improved access to services in the short term. However, addressing budget execution and expenditure management will provide the foundation for better allocation of resources for priority service delivery and infrastructure areas in the medium to long term. As noted above, the states have on their own initiated and provided resources for a number of PFM and youth employment programs, which provide the basis for achieving sustainability of the activities supported by the SEEFOR project. Component C: Project Implementation Support and Coordination
C.1 Federal Level Project Coordination. This sub-component will provide technical and logistical support required for the coordination of the project at the federal level. These will include training staff of the National Project Coordination Unit (NPCU) and SPCUs on procurement, financial management, monitoring and evaluation activities; external auditing of project implementation, carrying out selected number of priority and relevant cross-state studies, including impact evaluation on employment, to be agreed with IDA during project
implementation of SEEFOR project. The NPCU will also establish facilities to enable public access to information about the project (e.g. project website). This sub-component will also provide capacity and logistic support to the Federal Ministry of Finance in its oversight role in IDA portfolio and monitoring of the project, including participation in SEEFOR implementation support missions.
C.2 Project Management and Coordination at State Level . This sub-component will provide technical and logistical support required for the management, coordination and supervision of the execution of the project at the state level. This will include training of staff of SPCUs on procurement, financial management, M&E, environmental and social safeguards); monitoring and evaluation of project implementation, social and environmental safeguards, public access to information and complaint handling mechanisms and
C.3 Support to the Ministry of Niger Delta Affairs . The MNDA was created to play a coordinating role for federal government programs in the Niger Delta region. During project preparation specific request was made to support the MNDA in two areas:
(i) development of a public investment strategy for the Niger Delta Region and
(ii) strengthening the capacity of MNDA in monitoring and evaluation, including training of the staff. SEEFOR will support the MNDA in design and implementation of these two activities. It is expected that
the MNDA will coordinate with other agencies such as the NDDC to build synergy and avoid duplication, especially on public investment.