Table of Content

INTRODUCTION ................................................................... Error! Bookmark not defined. ACRONYMS............................................................................................................................................. 3 KANO IN CONTEXT ............................................................................................................................. 5 ECONOMY INVESTMENT CLIMATE AND ENTERPRISE DEVELOPMENT.9 INFRASTRUCTURE, URBAN MANAGEMENT, WATER SUPPLY, SANITATION AND ENVIRONMENTAL ISSUES ............................................................................................ ..13 10 EDUCATION ........................................................................................................................................ 19 HEALTH ................................................................................................................................................ 23 POVERTY, WOMEN & YOUTH EMPOWERMENT AND ENTREPRENURIAL DEVELOPMENT ................................................................................................................................. 26 ADMINSTRATION, JUSTICE, LAW AND ORDER..29 GOVERNANCE AND ACCOUNTABILITY ..32 PARTICIPANTS .................................................................................................................................. 36 SECRETARIAT .................................................................................................................................... 38 ATTENDANCE..39

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 2

INTRODUCTION On May 24th 2011, a group of stakeholders from the public and private sector, international community and civil society met to develop a strategy for the future of Kano state. This meeting, referred to as the Kano Roundtable, featured presentations from these key development experts to the then Governorelect of Kano state, Dr. Rabiu Musa Kwankwaso. The main aim of this meeting was to provide a comprehensive and evidence based approach to development issues in the State. This initiative was purely voluntary and consisted of people highly motivated to bring about positive change in Kano state. The meeting took place at the Shehu Yaradua centre in Abuja. The Governor-elect was present for all the discussions. The discussions took place along seven key thematic areas; Overview of Kano, ECONOMY, INFRASTRUCTURE, EDUCATION, HEALTH, POVERTY, WOMEN AND YOUTH EMPOWERMENT AND ENTREPRENEURIAL DEVELOPMENT, SECURITY, LAW AND ORDER, GOVERNANCE AND ACCOUNTABILITY. Prior to the meeting, these key thematic areas were assigned to relevant groups who then prepared the presentations according to their areas of expertise. These presentations were then followed by spirited discussions and further depth was added to the prepared documents. At the end of each of the discussions, main recommendations were given. These discussions and recommendations were further synthesized and produced in this document. It is hoped that this document will provide an important blue print for the new administration of the State and it is the fervent wish of all the participants that the recommendations contained in this document will go a long way towards bringing about the much needed development in Nigerias most populous and dynamic State. Copies of presentations, materials and resources identified by various resource persons are included in the report as an addendum.

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 3

ACRONYMS ADB AIDS BPO BOI CBN CSO DFIs DFID DMO FGN FHA FIRS FMCT FMF GDP HIV ICRC ICT IGR JTB KACCIMA KAPEDI KNSG MAN MDA MM NCS NEPC NGO NIHOTOUR NIPC NOIC OPS PHC Africa Development Bank Acquired Immune Deficiency Syndrome Business Process Outsourcing Bank of Industry Central Bank of Nigeria Central Statistical Office Development Finance Institutions Department for International Development Debt Management Office Federal Government of Nigeria Federal Housing Authority Federal Inland Revenues Service Federal Ministry of Culture and Tourism Federal Ministry of Finance Gross Domestic Product Human Immune Deficiency virus Infrastructure Concession Regulatory Commission Information and Communications Technology Internally Generated Revenue Joint Tax Board Kano Chamber of Commerce, Mines and Agriculture Kano Peace and Development Initiative Kano State Government Manufactures Association of Nigeria Ministries, Departments and Agencies Maternal Mortality Nigeria Customs Service National Export Processing Zones Authority Non-Governmental Organization National Institute of Hospitality and Tourism Nigeria Investment Promotion Commission Nigeria Opportunities Industrializations Centers Organized Private Sector Primary Health Care
3

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 4

PPP REMASAB SMEDAN WHO UNCTAD

Public Private Partnership Refuse Management and Environmental Sanitation Board Small and Medium Enterprises Development Agency of Nigeria World Health Organization United Nations Conference on Trade and Development

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 5

KANO IN CONTEXT PRESENTERS: DR. ABBA Z. UMAR DR. DANJUMA MAHMOUD

Kano was established and created out of the Northern Region on the 27th of May 1967 by the administration of General Yakubu Gowon. Following the excision of Jigawa State in August 1991 by the administration of General Ibrahim Babangida, Kano was left with a total land area of 20,131 km2 making it the 20th largest state in the Federation. The state has the highest population at 9,383,682 (2006 National Census) in Nigeria representing an increase of 61% over 15 years, from the previous national census in 1991. Further demographic indicators show a current population growth rate of 9.8%, the highest in Nigeria and more than triple the national average of 3.2%. The population is evenly divided between the Northern and Southern divisions of the state and also shows a 52% to 48% male-female ratio. The state is also highly urbanized with a concentration of 40% of the population within the Kano metropolitan area. The states land area is primarily suited for agriculture. 92.81% arable with the most extensive irrigation works in the country. However, neither the agricultural nor demographic indicators have translated into economic growth. The state has a GDP of $12.4 billion representing a per capita GDP of around $1200-$1300. Compared to the other key commercial and industrial center in Nigeria, Lagos, Kano has less than half the GDP ($12.4 billion c.f. $33.7billion) despite a greater population size. The education sector in Kano State has witnessed a steady and dramatic decline over the last three decades. Currently, less than 40% of students in Kano complete basic education and factoring in the funnel effects, the rate of matriculation at tertiary level is significantly lower. In a recent assessment of teachers and students at Grade 4, students averaged 10% and 13% on tests for competency in English and Mathematics, even more troubling, 4 out of every 5 teachers scored between 0 and 25% in the same test.

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 6

Health indicators are also in a similarly parlous state with maternal mortality at 1750 per 100 000 live births and infant mortality at 217 per 100 000 live births. Various diseases such as meningitis and cholera, which were previously epidemic, have now become endemic within the state. These are indicative of underlying governance and structural economic problems within the state. Despite a past reputation as a commercial and manufacturing center, the state is now almost completely dependent on allocations from the Federal government. Total internally generated revenue (IGR) has hovered between 12-17% over the last nine years. The total IGR for the period represents around a quarter to a third of government recurrent expenditure. This situation exists despite or more accurately due to a proliferation of taxes at state and local levels which are inefficiently collected. At a more structural level, weaknesses in governance have stymied the process of reform and directing scarce resources to development and pro-poor areas. This has resulted in a budget that has a ratio of 3:1 in favor of recurrent expenditure. The agenda for change over the next four years should focus on key policies and programs that can alleviate poverty and drive economic growth. Key Recommendations:
Internally Generated Revenue

The administration should embark on a reform of the state revenue board with a view towards professionalizing the service and strengthening its ability to effectively collect appropriate revenues. This process should also include a rationalization of the complex tax system which places an onerous burden particularly on small and medium enterprises reducing the incentive to create jobs and economic growth. Clear targets should also be established to, at a minimum reach 40% IGR/revenue ratio with a long-term aim of reaching 75% self-sufficiency in revenue. The Kano State Government (KNSG) should also develop a plan to access the capital market as an option for long term financing of infrastructural projects and other programs that have clear commercial viability or provide significant multiplier effects in terms of stimulating economic growth and development.

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 7

Land Administration

The current system of land management is overly cumbersome and prone to abuse. Reform of the system should enable access to secure titles for the populace releasing the potential for access to credit and thereby stimulating growth. The KNSG should also aim to simplify the process of application and approval for construction permits and other physical development related processes.
Public Financial Management Reforms

Effective management of public finances can result in a more productive application of scarce revenues towards areas that stimulate growth. The management of these finances should be centralized to ensure effective treasury, cash management and optimal deployment of funds. The current proliferation of bank accounts presents a challenge to management and application of government resources. Achievement of the recommended quick wins will require a committed consolidation of government accounts at the central and MDA levels. Fiscal policies should also be enacted which provide a platform for the acquisition of debt by public agencies in a sustainable manner. The KNSG should also enforce and institutionalize the use of Medium Term Expenditure Frameworks and Medium Term Sector Strategies in developing a holistic, coordinated and sustainable approach to implementation of policy and budgeting. Public procurement and fiscal responsibility are two areas that will benefit from legislation to strengthen accountability and transparency as well as result in the inculcation of a culture of responsibility and value for money in procuring goods and services.
Investment Promotion

The KNSG should develop a holistic investment policy that will provide a framework for attracting private sector investment into key areas, particularly those that have the capacity to rapidly generate jobs.

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 8

A policy governing PPP should also be developed to provide a scheme within which MDAs will collaborate with the private sector for the delivery of infrastructure and services that will provide adequate value for money and protect the public interest. The KNSG should also consider strengthening key institutions, such as the State investment company, involved in attracting and promoting private sector investment. An outreach programme is also essential to sell the merits of Kano State as an indispensible investment destination based on the States investment policies and incentive policies, which attract private investment while protecting public interest.
Specific Manufacturing Intervention Areas

Kano State has a long history as a commercial and manufacturing center. The KNSG should therefore, use all means at its disposal to protect the interest of the OPS within critical industries where Kano has comparative advantage. A major industry is the meat and leather industry which despite providing substantial potential for revenue have remained at the level of primary production. Government incentives to provide a platform for the industry to move up the value chain and compete with foreign manufacturers should be implemented by the KNSG and advocated at national level.

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 9

ECONOMY INVESTMENT CLIMATE AND ENTERPRISE DEVELOPMENT DISCUSSANTS: DR. ABDU MUKTHAR MAL. MUNZALI DANTATA Kano has a long established tradition as a commercial centre dating from the middle ages when it was a key terminus of the Trans-Saharan trade routes all the way to the latter decades of the 20th Century when it was the industrial and commercial centre of the Northern Nigeria geographic region. The State is blessed with the natural advantage of a large population concentrated within the economically productive cohorts. The State is also strategically located at the nexus of trade routes between West and Central Africa providing access to a market of over 300 million. In the near past it was not uncommon to meet traders hailing from Senegal to the Central African Republic in one of the numerous markets in Kano. This stimulated the development of the second largest industrial and manufacturing centre in Nigeria. However, the city and the State have witnessed a dramatic and frightening decline in all economic indicators. This has been evidenced by the shuttering of over 90% of the industries located in Kano due to challenges rising from inadequate infrastructure, lack of government support, inefficient markets as well as policy inconsistencies at the Federal level. This state of affairs presents a clear and present challenge to any state administration and must be tackled with the urgency it commands. The demographic advantage hitherto identified, which Kano enjoys, also has the potential to be a time-bomb. Without generating substantial numbers of jobs over the next few decades, the State risks raising an army of un-employed and under-employed youths which form a fertile recruiting ground for criminal and extremist elements, this potential for widespread youth unrest could have a destabilizing effect not only on the State but also the region and the entire country. Furthermore, a depressed industrial and commercial environment reduces the potential for generating internal revenue to fund government capital and recurrent expenditure. This increases the already high dependence on allocations from the centre and exposes the State to shocks within the oil industry at global and local level. From a strategic point of view, relying almost entirely on federal subventions reduces the ability of the State to
9

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 10

negotiate effectively from a position of power with the Federal Government and other federating sub-national units, vis-a-vis the situation between Lagos State and the Federal Government from 2003 to 2007. At this point it should be obvious that immediate and drastic action is needed to develop a holistic and far-reaching programme to revive the economy of Kano State. The focus of this programme is to address the key challenge of generating jobs by focusing on high-employment industries such as agriculture and manufacturing where Kano has competitive advantage. The government should clearly identify and articulate its responsibility to create an enabling environment which allows the local economy to thrive, generate jobs and increase the revenue base. Clear goals such as tripling the per capita GDP over the next ten years, increasing IGR from 13% to 60% within four years, developing a strong SME sector providing at least 25% of the state employment within the next four years need to be established. This programme can only be achieved by developing the underlying physical infrastructure, boosting education and health as well as leveraging on national and international support. Key Recommendations
Physical Infrastructure

a. Improve quality of road infrastructure especially access roads for transfer of agricultural produce. b. Implement IPP/captive power plant for industrial zones (Sharada, Bompai etc). Leverage and extend government efforts to rehabilitate rail infrastructure especially for goods movement. c. Leverage and extend Federal Government efforts to improve international airports.
Enabling Environment for Private Investment

a. Establish One-Stop Investment Center. b. Develop Kano Private Sector Investment and PPP Policy. Establish Kano State Office for PPP Management.
10

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 11

c.

Transfer economically viable government services to private sector, e.g. transport, markets, housing etc.

Improve Internally Generated Revenue

a. Consolidate government finances and strengthen accountability and transparency. b. Strengthen and professionalize State Board of Internal Revenue. c. Establish State Debt Management Office. d. Obtain Credit Rating with a view to issuing local debt instrument.
Increase State Competitiveness

a. Designate Special State Authority for competitiveness. b. Develop Kano State Competitiveness Baseline. Benchmark leading national competitiveness indicators. c. Implement regional leading competitiveness programs.
Encourage SME growth and cluster development

a. Develop policy on SME development and employment generation. b. Encourage establishment of MFBs, PMIs, regional banks and Islamic finance institutions by waiving state and local government taxes for a period of two or more years. c. Identify key competitive industries. Identify potential locations for industrial parks/clusters with options for captive power. Establish three key clusters by end of administrations tenure. d. Implement SME development and growth fund administered by Kano State Investment Company.
Develop Tourism Sector

a. Identify and protect key tourism sites. Develop Kano State Tourism brand based on National Tourism policy. b. Exploit Kannywood and Nollywood by promoting production of movies in Kano. Leverage these productions to highlight Kano State tourism potential. Encourage establishment of new tourism sites, hospitality and entertainment businesses and zones. c. Develop, promote and publicize Kano State Tourism Master plan and Policy taking into consideration local cultural and religious norms.

11

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 12

Secure buy-in of populace by exploiting key cultural and religious institutions to explain the place of tourism in Islam. d. Develop the Bagauda/Tiga Tourism Zone on a PPP basis.
Implement State PPP Development Model

a. b. c. d. e.

Establish Kano PPP Office. Develop and implement Kano PPP Policy. Establish PPP led metropolitan transport service utilizing BRT model. Establish waste collection, processing and recycling service using PPP. Develop city infrastructure utilizing PPP option.

Agricultural Production

a. Promote formation of agricultural production cooperatives at the local level by easing access to credit and agricultural extension services. b. Improve quality of agricultural education at secondary and tertiary levels. c. Provide entrepreneurial education services to existing agro-prenuers and farmers. d. Introduce Kano Agricultural Management System and policy focusing on key risk factors including markets, climatic conditions and high growth and employment drivers. e. Support and spearhead development of regional agricultural development fund, tapping into national, regional and international funding. f. Professionalize, strengthen and build capacity for key public sector agricultural institutions including KNARDA and KASCO.

12

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 13

INFRASTRUCTURE, URBAN MANAGEMENT, WATER SUPPLY, SANITATION AND ENVIRONMENTAL ISSUES DISCUSSANTS: HAJ. FATIMA WALI. ENGR MANSUR AHMED

The major challenges pertaining to infrastructure, water supply, sanitation and environmental issues faced by residents of Kano State were discussed and recommendations were made on how to alleviate these problems using the best means possible to meet the set targets within a reasonable time frame. Infrastructure is a prerequisite to creating employment and income, reducing poverty and social conflict as well as improving health, education and social attitudes that will promote good citizenship and increase government revenues. Some of the challenges that were outlined include chaotic and congested traffic, poor sanitation, deteriorating roads, dearth of industry, uncontrolled urban sprawl, inadequate and over burdened infrastructure, rising poverty levels, unemployed/ unemployable labour force and inadequate security. Kano is the most important commercial and industrial city in northern Nigeria, with an estimated population of about 9.38 million (2006 census). With a population growth rate of 3% as well as high migration rate, the need for better facilities in terms of infrastructure, water supply, sanitation and other environmental issues were highlighted. The effects on all other sectors were noted and therefore this sector was regarded as a primal issue to be dealt with by the new administration. Key Recommendations: Water Supply Clean water supply is essential for the well being of any society and the health of its populace. The provision of this statewide is of utmost importance and
13

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 14

the challenges currently being faced include the poor execution of projects and illegal pipeline connections that lead to contamination of clean water by sewage. Other administrative problems are inadequate database required for planning and erroneous billing. It was suggested that there is a need for tighter regulations to control drilling of boreholes and connection of pipelines. In terms of executing projects, there is a need for such projects to be based on accurate information on the demographics of the community to ensure that the proposed projects yield adequate supply. Sanitation Sanitation is one of the fundamental issues the State faces today and this comprises of improper disposal of both household and industrial waste. This is an important environmental issue as well as a health issue and contributes to the spread of water and air-borne diseases like typhoid and gastroenteritis. 43% of household generated waste is said to be biodegradable matter, that compounded by its high moisture content and organic composition leads to increased decomposition with emission of hazardous gases. 80% of Kano residents have little or no access to waste collection, this in addition to narrow old city alleys limit waste collection resulting in uncollected and stagnant debris which in turn block drains and sewers. It was proposed that refuse management should be conducted at a Local Government level. This method factors in the varied waste products from urban to rural areas and recognizes the need to have different approaches in these areas. It will also ensure better control and management. Recycling is limited to the informal recycling consisting of about 25,000 scavengers in Kano Metropolis. There is the need to create a proper recycling unit, including appropriate collection of recyclable waste. This may be in the form of incentives or taxation for individuals and industries to promote this cause.

14

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 15

Transportation The current chaotic, unstable and indeed unhealthy urban transportation in Kano is a cause of concern for all. Kanos poor transport system is characterized by poor road networks, failed traffic lights, mountainous refuse dumps, over flooded gutters and roadside drainages and the encroachment into the road surfaces by itinerant traders and hawkers of wares. This of course, is in addition to the hazardous and unsustainable motorcycle and tricycle (A daidaita sahu) transport system that is continually multiplying. The inadequate mass transit system increases public dependence on use of privately owned vehicles and that coupled with the population explosion compounds the traffic congestion and stretches the capacity of the road networks. There is hence an urgent need improve the transport system to curb these problems. Key Recommendations Given the debilitating state of all forms of infrastructure in Kano, careful prioritization of projects is imperative to deliver early outcomes. There is also a need to focus on areas that will have the greatest multidimensional impact on the largest number of citizens as well as expand on the already existing projects to achieve the most substantial results. These include sanitation, water supply, transportation and electricity.
Sanitation

1- There should be provision of designated waste collection sites in every locality as well as designated time for collection. A phased introduction of recyclable waste collection from the urban to the rural areas should be commenced. 2- Biodegradable waste should be properly monitored and diverted into dumpsites and landfills and appropriate technology for processing this waste into bio-fertilizers or a source of green energy should be introduced. 3- Formal involvement of the government in informal waste collection will reduce youth unemployment and the volume of waste.
15

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 16

4- Promotion of waste recycling through consumer campaigns awareness programs for waste reduction and handling and the negative impact with regard to public health. 5- Guaranteed waste management services for a realistic fee. 6- Start a LGA management instead of a generalized State (REMASAB) approach. 7- Innovation of waste evacuation methods from narrow old city alleys normally inaccessible to waste collection vehicles (e.g. use of hand pushed carts). 8- Campaign on responsibility of people as waste generators, based on social and cultural characteristics of the community as well as introduction of fines to businesses and homes for littering. 9- A long term more sustainable approach will require a PPP such as the Cross River State model.
Water Supply

1. Review current ongoing projects and build on the progress. 2. Partner with organizations such as DFID for provision of water supply
and study projects already carried out by these organizations.

3. Community managed water schemes should be undertaken especially in

rural areas and small towns e.g. Wudil and Rogo models.

4. Regulations on borehole drilling and pipeline connections should be

made and enforced.

5. Provision of adequate reservoir facilities in line with water demand

versus pumping capacity.
Transportation 1- A quick win strategy will be to introduce Bus Rapid Transit (BRT) on

some key routes fully funded by KNSG for approximately the first 2 years.

16

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 17

2- This can be followed up by a medium to long term more sustainable

approach by inviting the private investors for a multi modal and integrated transport system. E.g. Lagos State model.
3- Rehabilitation of roads and improve road networks to decrease

congestion in areas of high traffic influx.

4- Enforcing and introducing more one-way routes and no-parking

regulations to decrease the chaos on the roads.

5- Government, using its relevant agencies, must endeavour to reclaim the

streets from vendors, hawkers, refuse dumps, mechanics, beggars and other unauthorized users, as well as mark out the streets for effective traffic management.
6- Update database for all vehicles registered in Kano State to assist in

tracking of traffic violators.

7- Engage vagrant youth (Yan daba) in enforcement of traffic control as a

means to empower, create employment as well as decrease traffic violations as was done in Lagos with Area boys.
8- A long-term approach would be the rehabilitation and utilization of the

existing rail lines to provide a means of local mass transit; this would also help decongest the roads.
9- The Traffic management report from a policy dialogue organized by

KAPEDI is a good resource for recommendations for the improvement of transportation in the State.
Infrastructure development 1. KNSG should review the FGNs critical infrastructure program and

identify those that will have the most benefit to Kano State in various areas.
2. There is a need for KNSG to work closely with the FGN at all levels

(Presidency, Ministries and other Agencies) to facilitate the infrastructure programs that will positively impact the State. It may be beneficial to appoint a Special Liaison Officer on infrastructure to take up this responsibility. The projects should include the following:
17

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 18

a. b. c. d. e.

Kano-Kaduna-Abuja and Kano-Maiduguri projects Lagos-Kano narrow gauge rehabilitation railway project Rehabilitation of Kaduna power plant and Tiga and Challawa dams Calabar-Ajaokuta-Kano gas pipeline Building of 600 000 housing units under PPP housing arrangement and 240 000 affordable housing units by the FHA f. Specialist hospitals in the 6 Geopolitical zones. g. Remodeling of Mallam Aminu Kano International Airport and construction of taxiway h. Rehabilitation Hadejia-Jamaare river basin
3. Consider extension of the FGN projects where appropriate; to maximize

the States benefit.

4. Encourage the Kano investor community to participate in these projects

to be implemented through PPPs.

5. Create an enabling environment for PPP through enactment of

appropriate legislation and policies.

6. Revive neglected infrastructures to utilize as a means of revenue

generation e.g. Kano State Library, Magwan Water Restaurant, Daula Hotel and Central Hotel etc. The challenges and recommendation are endless. There is therefore a need for the KNSG to carefully prioritize projects that are feasible, that would have a great impact on the population and on projects that would have a multiplier effect thereby stimulating additional developments in other sectors.

18

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 19

EDUCATION DISCUSSANTS: PROF. AWWAL H. YADUDU MR. STEPHEN BAINES The Education sector in Kano State is currently in a situation that is less than ideal. From the primary to the tertiary level the statistics and reports appear to be grim. The growth and development of any state is determined largely by its human resources. Therefore the role of Education in the development of Kano State can never be over emphasized. Primary and secondary schools in the State need to be rehabilitated and reequipped in order to upgrade them to provide a conducive and qualitative learning environment. A recent study showed 2 out 3 primary classrooms in the State have inadequate seating, 4 out of every 10 primary classrooms lack a useable blackboard and 1 classroom in 5 primary classrooms needs major repairs. The study also found there are 200 primary children per toilet in Kano State and in 8 Kano Local Government Areas, there are more than 100 children per primary classroom. This highlights the enormity of the infrastructural decay in the sector. It is therefore no surprise that the quality of students produced by the system has been generally poor. In a 2010 test of 4,800 Kano primary school children, grade 4 children were tested on grade 4 curriculum work and they averaged 10% in English and 13% in Mathematics. Also worrying is the transition rate from primary school to junior secondary school, which should be 100% in view of the compulsory status of basic education. A recent study showed only 4 out of 10 Kano children make the transition from primary to junior secondary school. In the Tertiary institutions the numbers of applicants available for admission are not commensurate with the population. As at 2005 only 3.5% of 18-25 year olds in Kano State (1.2 million as projected by the National Population Commission) were enrolled in a tertiary institution which is less than the
19

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 20

national average of 5%. It has been suggested that the minimum threshold level of tertiary education enrolment required for industrial take-off is 15% of the cohort. Kano State can seize the future by massively investing in higher education now in order to expand the system and improve its quality to match global standards. It is also important to note there is a large pool of eligible candidates who are unable to gain admission into tertiary institutions because existing places are insufficient. In view of this, it is important for the government to come up with schemes which will encourage middle level manpower training through schemes such as vocational and agricultural skills training for school leavers especially those who fall outside the training criteria of formal education institutions. The welfare and conditions of service of teachers must be improved if any progress is to be made in education in the State; as the saying goes, no educational system can rise above the quality of its teachers. This is also highlighted by a 2010 test in which 1,620 Kano primary teachers were tested on Grade 4 curriculum work, lesson planning and interpreting childrens marks. Four out of every five teachers tested scored between 0% and 25% and not a single teacher scored 75% or above. The test also found there was no statistical difference between qualified and unqualified teachers. The Education sector in Kano state is without doubt in serious need of urgent attention and action. It is imperative for the government to make the recovery of this sector a priority. While the government is the only entity that can drive this process it is important it understands it cannot alone, sort out problems of this scale. There is a need to work with other stakeholders including the Federal Government, other State Governments and Development partners amongst others. Key Recommendations 1. The government must set realistic budgets that conform to plans and that are based on accurate data.
20

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 21

2. The Government should accept education as her most important area of investment in human capital through which to secure a good future for the citizens of the State in an increasingly knowledge-driven global economy. 3. Primary and secondary schools in the State need to be renovated, rehabilitated and re-equipped in order to upgrade them to provide a conducive and qualitative learning environment. 4. Conduct regular performance and personnel audit, refresher courses and constant inspection using other quality control mechanisms. 5. The State University should revert to a conventional university model with a multi-campus structure where its mandate can be expanded. 6. To improve quality, the government should develop and publicise learning benchmarks for literacy and numeracy. 7. The quality in teaching and the schools in general must be monitored through regular and rigorous quality inspections. 8. Professionalise the workforce, providing improved and purposeful training, revising career structures. 9. Adopt an integrated approach to target resources. 10. Counteract lack of accountability by establishing school based management system where parents can hold schools to account. 11. Prioritising resource flows to schools to ensure funds flow to where they are needed by cutting down on bureaucratic inefficiencies. 12. The government must ensure it cuts down on waste and inefficiencies e.g. a study found there are more teachers on the payroll than there are in schools. 13. Ensure allocated funds are released on time so plans can be implemented. 14. Accessing sources of federal funds N2b un-accessed UBE IF 2008-10.
21

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 22

15. Come up with incentives for students by organizing competitions such as spelling bees and others which help to revive and encourage students interest in education. 16. Provide more alternative to formal education by establishing more vocational and agricultural training centers for school leavers especially those without certificates who usually fall outside the training criteria of formal education institution and who are consequently unemployed. Also ensuring trade certificates are issued to graduates as a quality assurance measure. 17. Government should take up the modest approach of identifying the realistic number of teachers that can be trained in each Local Government Area and ensuring they are trained. 18. The government must come up with specific policies to address the disparities in Educational development between urban and rural areas and by gender and socio-economic groups. 19. Establish a scheme for training secondary school graduates as teachers that can be employed at primary school level. 20. The science secondary schools should be re-tooled and revamped to restore them to their original glory as the fastest way to improve and expand the science base of the State school system. 21. Encourage more innovative ways of seeking funds from private Sector and development partners for the Kano State University. 22. Provide non-formal skills and apprenticeship training for adolescents and youth who have not had the benefit of formal education.

22

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 23

HEALTH DISCUSSANTS: DR. MUHAMMAD ALI-PATE DR. SANI GWARZO DR. NASIRU MAHMOUD Kano state faces grim statistics related to health indices of its citizens and being the most populous state in Nigeria further exacerbates these figures. This thematic area focused on the issues and strategies to deal with health challenges facing the State. As was highlighted, Kano State has amongst the worst health statistics in Nigeria. Maternal mortality (MM) is as high as 1 750/100 000 live births with an infant mortality rate of 217/1 000 live births. Lagos State has comparatively better figures at 500/100 000 and 101/1 000 respectively. These numbers are even more staggering when compared to countries like the UK where MM is 8.2/100 000 or Italy where MM is 3.9/100 000. Reduction of maternal mortality is one of the eighth Millennium Development Goals and for Nigeria as a whole to meet this, drastic changes are needed even at State level. It was also noted that there are inadequate health care workers in the State as shown by the doctor to population ratio of 2.5: 100 000 and nurse/midwife to population ratio of 10 to 100,000. Other health indicators include HIV prevalence, which has markedly increased from 2.9% in 2009 to 3.8% in 2010. The DPT3 (Diphtheria, Pertussis and Tetanus) uptake which the most important indicator for routine immunization, was 58% in 2010 which is one of the lowest in the country. The ineffective as well ill equipped health system was also a point of discussion. The primary health care centers, which have long been agreed are the backbone of any vibrant health care system, are inadequate and understaffed resulting in congested secondary and tertiary institutions, which are further rendered inept. There was an emphasis on the need to change current trend of the health expenditure, which is largely on curative medicine, with 74% of the health
23

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 24

budget being spent on this and very little on preventative medicine. It was suggested that preventive measures encompassing public health interventions such as immunization, improved sanitation and provision of basic infrastructure like clean water supply will go a long way to reverse the endemic nature of diseases like cholera, diarrhea illnesses, meningitis and measles. These are today, some of the biggest causes of infant morbidity and mortality. There is also a neglect of non-communicable diseases in strategic spending by the health ministry. These diseases and their complications are for the most part preventable, such as diabetes and hypertension. The following are some the key issues and challenges discussed as well as the recommendations for improvement. Key Recommendations
Primary Health Care (PHC)

PHC is the health service that plays a central role in the local community. It refers to the work of health care professionals who act as a first point of call for all patients. A well-functioning PHC system will provide accessible, affordable and timely care to people especially in the rural areas. Beyond that, it will decongest the hospitals and create employment. It is important to mention that about 17 Local Government Areas (LGA) within the State do not have a general hospital; this is in contravention with the national policy which stipulates at least one for each LGA.
Primary Health Care Agency

As well as revamping the PHC system, there is also the need to create a PHC agency in the State. This is to enable the State like many others to have access to the Primary health care Development fund as part of the recently passed health bill. The agency will also help provide guidelines for the PHC system.

24

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 25

AIDs Control Agency

There is also the need to establish an AIDs control agency to oversee matters related to HIV and AIDs awareness, prevention and control. This would help in decreasing the spread of HIV as well as the resulting morbidity and mortality.
Cigarette Smoking Policy

Currently there are no regulations enforced regarding the sale and consumption of cigarette in the State. There should be an age limit regarding its sale as in most countries worldwide. This will help decrease the detrimental effects of smoking on health especially in the younger and more vulnerable population. In addition it is necessary that is there a tighter control on production, advertisement and promotion of cigarettes within the State. This may also serve as a point of emulation for the entire nation.
Budgetary Allocation to Health sector

Budgetary allocation to the health sector is low. It has been significantly below the WHO recommended 15% as minimum for health. The little that is allocated is not managed efficiently because of misplaced priorities, poor planning and corruption Also health care workers are attracted to the Federal ministries and other States because their employment benefits are better. Hence there is a need to review this and make employment within the State as competitive nationwide. Other issues as highlighted in other thematic areas such as illicit drug use, insecurity, lawlessness also have a significant impact on the health of the society as a whole. It is clear that a lot of the problems are intertwined hence the need to have a holistic approach to tackling these problems.

25

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 26

POVERTY, WOMEN & YOUTH EMPOWERMENT AND ENTREPRENURIAL DEVELOPMENT DISCUSSANTS: MRS. RABI ISMA MRS. AMAL HASSAN MRS. MARYAM UWAIS DR. MUSTAPHA ISMAIL The key challenges faced by women and youth in Kano State were discussed and recommendations were made on potential entrepreneurial avenues to be created for the empowerment of the most disadvantaged groups in society. It was noted that there is a 60% rate of unemployment in the State, coupled with a high incidence of poverty (64% living on under $1 a day), this dire situation is compounded by the fact that 37% of the population has no formal education which has led to a 47% illiteracy rate (female literacy rate is half that of male rate). This grim picture is even more so for youth and women, who are the societys most vulnerable members. Kano is the most populous State of the Federation and with an ever-increasing population; the need to empower women and youth has never been more critical. With the declining state of educational system and lack of basic amenities including healthcare, change is needed now. Women In Kano State there are about the same number of men to women (4.8 million men and 4.5 million women) however, these statistics drastically change when looking at the percentage of each sex in waged employment: 91.9% of men to only 8.1% of women. The litany of problems faced by women which were highlighted included: lack of access to (quality) education, early marriage, lack of adequate healthcare, lack of protection from spousal abuse and lack of access to financial independence/empowerment.

26

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 27

Youth The looming crises of the ever-increasing army of almajirai and yandaba as well as the plight of the highly disaffected and disenfranchised youth were also discussed. Poverty was seen to lead to a myriad of problems for children, including low school enrolment rates, lack of healthcare, increase in substance abuse and violence. The exploitation of the children through the almajirai system was also seen as a challenge. Many contributing factors including poverty/ignorance of the families who send their children into the system, exploitation by Mallams whose care they are placed in and their exclusion from basic western education, resulting in youth who leave the system with little or no future prospects. Key Recommendations: 1. The need for statistics to enable proper planning to tackle challenges was a resounding conclusion of the discussion. It was also noted that the different categories of the underprivileged required their own set of solutions through various initiatives and programmes. It was recommended that the Government liaise with NGOs, CSOs, Local Government Chairmen, community leaders etc. in order to collate this data on literacy, numbers of almajirai, percentage of women in employment, etc in order to begin planning of interventions. 2. ICT is an essential tool that must be exploited to empower women and youth and other underprivileged groups and thereby bring about development in the State. The benefits of ICT including its attraction of investors and its role in cutting the cost of development were discussed. The creation of a Business Process Outsourcing centre, on a PPP basis, was identified as a quick win project for the new administration; its benefits include the creation of thousands of jobs, the increase in skills of the participants as well as revenue generation for the State.
27

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 28

3.

The need to engage with the Ulama in order to gain a consensus on many of the issues plaguing the underprivileged in society was stressed. The Ulama, having an influential role in society are crucial to bringing about change in dispelling traditions that are used to suppress the rights of women and youth. A gathering of the Ulama to come up with a contextual and progressive interpretation of the Shariah is vital especially in areas such as divorce, women and child rights. A recommendation was made for the creation of an Islamic Centre to promote and instill enlightenment, positive change of identity and purpose for the Muslim population.

4.

To tackle the scourge of the growing drug abuse problem in Kano State amongst the youth, a Rehabilitation Centre was identified as a quick win project for the State, to be developed in conjunction with a reputable and skilled international organization. The enactment of the 2003 Childs Right Act was highlighted as another quick win strategy and a way of enforcing the protection childrens rights. The need to engage the Ulama with regards to the pegging of the age of marriage, which is the most contentious issue in the Act, was deemed to be crucial to the passing of the Act and the enlightenment of the society regarding the imports of the legislation.

5.

6.

The Creation of a state Poverty Reduction Team was seen as another vital tool in assisting in alleviating poverty and empowering the underprivileged. Monitoring and Evaluation were said to be the key components for any sustainable and successful programme. It was suggested that this be outsourced to CSOs in order to gain a clear and unbiased picture of the success of the reforms.

7.

28

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 29

ADMINISTRATION OF JUSTICE, SECURITY, LAW & ORDER DISCUSSANTS: PROF. AWWAL H. YADUDU PROF. MUHAMMAD TABIU A. B. MAHMOUD (SAN) The key issues and challenges facing the Justice sector and the strategies on dealing with public safety, security, law and order were discussed and recommendations were made on how to deal with these issues. Key Recommendations:
Administration of Justice

There is the need for regulators to put in place useful laws that have positive impact on the society and also create an environment supported by the laws.
Law & Order

The criminal justice system has a palpable negative impact on the underprivileged. Citizens belonging to this class are subjectively arrested, put in jail and remain detained without being charged to Courts. In other words they lack access to justice due to their social standing, as this hardly happens to the highly placed in society. A recommendation was made for the Government to partner with other institutions such as DFID to expand and further enhance existing initiatives such as Access to Justice. The Government should engage in case management with collaborative efforts of the Police, Ministry of Justice etc.
Issue of Shariah in Kano

There are undoubtedly institutions put in place for Shariah and legislations. Legislations could certainly be improved but the issue of implementation is still a problem. It seems unnoticed that there are a lot of convictions under the Shariah Code for example stoning to death which have been awaiting
29

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 30

execution. There have been no execution of the judgments nor have there been appeals and the convicted persons have been left languishing in jail. What is essentially needed to deal with this is making the right choices and having the political will to do so. It was also suggested that reference could be made to the way such cases were handled by the neighboring Shariah States. Cases such as convictions for cutting the hands for theft were appealed and the Shariah Courts decided to release the convicts until the Government is ready for the execution.
Safety & Security

The key issue is how the legal system and security impacts on the society generally. There is already an existing initiative by DFID which is a successive programme. The Government could support such initiative to put in place strategies that will have positive impact. The police and the stations should be made more complaint friendly. This can be effectively achieved by involving the general public. Enhance access to justice by improving the capacities and facilities of the courts laying emphasis to the grassroots level. The decorum of Courts can be improved and they should be situated in more conducive environment. The linkages between the Justice Institutions should be improved for effective administration of justice. One of the setbacks is that there is lack of Governmental involvement. It seems the Government is reluctant when it comes to matters that affect the Judiciary. The Government should show interest in this sector for positive changes.

30

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 31

Justice Sector Reforms

It is apparent that for various reasons recent reforms in the criminal justice sector have not made much impact. Despite the reforms sentences are still not carried out, cases in courts still take very long periods etc. However, the Government should recognize the progress of the Justice Reform Sector team. For example there is an existing draft for the Child Rights Act which has undergone consultation with various religious agencies and additions have been made to cover more areas not covered by the original draft.
Justice Sector & the Economy

The government should encourage commercial dispute resolution by fast tracking the launch of the Kano Multi Door court. The perception of isolating legal issues to only lawyers and judges is a problem noteworthy. The Executive should participate actively in the justice sector to study how resources are being utilized and monitor the utilization.

31

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 32

GOVERNANCE AND ACCOUNTABILITY DISCUSSANTS: DR. MOHAMMED SAGAGI ALH. GIDADO MUKHTAR MRS. AMINA AZ-ZUBAIR DR. JIBRIN IBRAHIM

Kano State is one of the most important economic centers in Nigeria with diverse natural, economic and industrial resources. In the past, the State was a pride in agriculture, agro-allied industry; textile, hide and skin with robust commercial activities. The State has a population of about 9.2 million (Census 2006) with 44 Local Governments. However, despite enormous potentials, the State is currently faced with significant socio-economic problems, and is ranked below its contemporaries in most of the socio-economic indices. There is a continuous dearth of infrastructure and social amenities as well as a comatose industrial sector with poor social service delivery and most alarming, inability to sustain itself, making it highly dependent on allocations from the FGN. The principal problem has been the failure of the government to commit itself to development programs, with the lack of a master plan and inefficient implementation of the existing ones. There is failure of the public service on all levels and in all sectors causing an ineffectual and inefficient provision of services, Health and Education due to inadequacies and lack of capability coupled with rapidly growing population, which the State has the highest rate in the country. Insufficient resources makes it more challenging to provide the much needed services due to inability to generate revenue internally, which presently stands at an average of 13% of total for over 10 years despite huge potentials. Policy development in the State is not commensurate with current development in national and international level, creating an obstacle that hinders the utilization of other funding opportunities from Federal Government like the National Primary Health Care Fund and other NGOs,
32

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 33

which could have reduced State funding requirement for project development. Financial mismanagement becomes obvious with the government operating multiple accounts (about 600) adding to the problem of accountability. Cost of governance is outrageously high, with only five government units Cabinet Office, Office of Governor, Office of HOS, SHoA responsible for between 25% and 38% of state-wide recurrent costs of N9.8 billion, exceeding the capital investment spending of 7 MDAs (N8.878) (in 2009). Waste of resources is rampant with resultant corruption menace aggravating the problems of insufficient resources. The situation is worrisome when compared to other States with similar socio-economic potentials like Lagos which can sustain itself through revenue generated internally. These problems are attributed to poor governance and lack of accountability that has been the order for decades. All these problems adversely affect the ability of government to provide an environment conducive for the private sector to be involved in development of these services, filling the vacuum left by State in order to provide most essential services, as it is not feasible to provide every service solely to the general public. Governance, being the central process through which all other services are planned and executed, is regarded very significant to the issue. It is therefore most imperative that governance of people and management of resources be addressed in a way that will turn around the economic fortunes of the State as desired and assumed its leadership position in the country it once was. Hence, it becomes imperative for the incoming government to address the issues highlighted above as it concern governance. Governance should include respect for rule of law. Political will is the first most important aspect of governance that needs to be developed as this will ultimately define the governments commitment to all other development initiatives, including giving due consideration to competency and integrity whilst appointing assistants that will oversee government Ministries, Departments and Agencies (MDAs).

33

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 34

Defining the set of objectives to be achieved will allow government to prioritize and concentrate more effort on the most important sectors, e.g. health, education, which will make significant impact on the life of its citizens. Adequate planning of policies and strategies- has to be developed specific to each objective that needs to be achieved, to enable adequate monitoring and evaluation. Governance reform in the area of public service and financial management needs to be completed to promote accountability and prevent waste of resources. There is an urgent need to build capacity, integrity and professionalism in public service delivery. Re-evaluate resource allocation strategy to give more preference to funding capital expenditure for development infrastructure and provision of other essential services and minimize overhead cost. Revive sectors that will generate additional revenue for the State like Textile, Hide and Skin, Cotton and Agro-allied and other high value industrial sectors in the State and across other States in the region. This will generate employment opportunities and generate confidence in the general public. Develop and review policies that will promote private sector participation in the development of other sectors like Tourism and Culture and to allow the State explore other funding opportunities in the Nation through federal government programs and other non-government organizations (NGOs). Stakeholder engagement is a must for the government to involve other development partners; Federal Government, other State Governments, NGOs, in evolving policies and programs that will deliver valuable services to the State and the nation in general. Awareness campaigns are also necessary to educate citizens about government development initiatives and also include them in the decision making process. For effective results, monitoring and evaluation of government projects and policies needs to be improved, and where necessary, review of existing projects to conform to the current realities and improve efficiency.
34

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 35

Key Recommendations: 1. Planning: Government should clearly set the developmental objectives that it intends to achieve, accompanied by adequate planning to enable it to concentrate and strategize on the most important sectors. Monitoring and evaluation plan should be made to ensure the success. 2. Governance Reform: Ensure the completion of public service reform to assist government in improving efficiency of public service delivery, financial management and improve accountability. This will improve the value of resources, drastically reduce waste and allow government to deliver more. 3. Re- evaluates resource allocation formula to ensure that capital expenditure which will be used for funding most of the developmental projects get a greater percentage of the total allocation. It is advisable that three- quarter () of the State resources be allocated for capital expenditure. 4. Review policies and provide a conducive atmosphere that will promote private sector participation in the State. Such policies should be directed towards reviving the valuable sectors such as Hide and Skin, Textile and Agro- Allied Industries. This will create employment for the teeming populace and increase internal revenue generation. 5. Embark on campaign awareness to cultivate public confidence on government policies, initiatives and programs. The government should encourage the participation and cooperation of the public in the developmental agenda as a primary stakeholder.

35

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 36

PARTICIPANTS: RESOURCE PERSONS Engr. Mansur Ahmed Director General, Infrastructure and Concession Regulatory Commission Dr. Mohammed Ali-Pate Executive Director, National Primary Health Care Development Agency Mrs. Amina Az-Zubair Senior Special Assistant to the President on Millennium Development Goals Mr. Stephen Baines DFID Alh. Aliko Dangote Chairman Dangote Group Mal. Munzali Dantata Director General, National Institute for Hospitality and Tourism Mrs. Nguyan Feese ESSPIN Dr. Sani Gwarzo Federal Ministry of Health Mrs. Amal Hassan Managing Director and CEO, Cape Source Technologies Dr. Jibrin Ibrahim Centre for Democracy and Development

36

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 37

Mrs. Rabi Isma Director Marketing and Communications, British Council Nigeria Dr. Mustapha Ismail Bayero University Kano/ CRHI Prof Munzali Jibril Bayero Univeristy Kano A. B. Mahmoud SAN Managing Partner, Dikko & Mahmoud, Solicitors Dr. Nasiru Mahmoud Kano State Ministry of Health Dr. Danjuma Mahmoud UNDP Dr. Abdu Mukhtar Managing Director, Abuja Investments Company Limited Alh. Gidado Mukhtar KAPEDI Dr. Mansur Mukhtar Former Minister of Finance, Executive Director, World Bank Mr. David Morley State Team Leader DFID, State Partnerships for Accountability, Responsiveness and Capability (SPARC) Dr. Mohammed Sagagi KAPEDI/ Bayero University Kano

37

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 38

Mal. Sanusi Lamido Sanusi Governor, Central Bank of Nigeria Dr. Kole Shettima Africa Director, MacArthur Foundation Prof. Mohammed Tabiu, DFID/ Bayero University Kano Dr. Abba Z. Umar Head of DFID, Northern Nigeria Haj. Fatima Wali FilmoRealty Mrs. Maryam Uwais Wali, Uwais & Co. Prof. Awwal H. Yadudu Bayero University Kano SECRETARIAT 1. 2. 3. 4. 5. 6. 7. 8. 9. Ibrahim Hamza Sadiya El- Rufai Wali Mohammed Shahid Ahmed Aisha Ado Abdullahi Dr. Zainab Mahmoud Habiba Jambo Sadiq Mahmoud Yusuf Abubakar Ruqayya A. Dabo

38

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 39

Attendance List 1. Engr. Rabiu Musa Kwankwaso 2. Dr. Mohammed Ali-Pate 3. Mrs. Amina Az-Zubair 4. Mr. Stephen Baines 5. Mal. Munzali Dantata 6. Dr. Sani Gwarzo 7. Mrs. Amal Hassan 8. Dr. Jibrin Ibrahim 9. Mrs. Rabi Isma 10. Dr. Mustapha Ismail 11. A. B. Mahmoud SAN 12. Dr. Danjuma Mahmoud 13. Dr. Abdu Mukhtar 14. Alh. Gidado Mukhtar 15. Mr. David Morley 16. Dr. Mohammed Sagagi 17. Dr Kole Shettima 18. Prof. Mohammed Tabiu, 19. Dr. Abba Z. Umar 20. Haj. Fatima Wali 21. Mrs. Maryam Uwais 22. Prof. Awwal H. Yadudu 23. Dr. Danburam Abubakar Nuhu 24. Arc. Aminu A. Dabo 25. Rabiu Suleiman Bichi 26. Ahmed Garba Bichi 27. Dr. Richard Montgomery 28. Ibrahim Hamza 29. Sadiya El- Rufai Wali 30. Mohammed Shahid Ahmed 31. Aisha Ado Abdullahi 32. Dr. Zainab Mahmoud
39

Governor-elect, Kano state

DEVELOPMENT STRATEGY ROUNDTABLE WITH THE GOVERNOR-ELECT OF KANO STATE 40

33. Habiba Jambo 34. Sadiq Mahmoud 35. Yusuf Abubakar 36. Ruqayya A. Dabo 37. Bello A. Abdullahi 38. Nasiru G. Sule 39. Usman Mahmoud 40. Salim Mahmoud 41. Nafisa S. Mukhtar 42. Safiya Ado Gwaram 43. Fatima Ado Gwaram 44. Bello A. Yakasai 45. Mohammad Jamu Yusuf 46. Umar Uba Akwau 47. Lawan A. Kenken 48. Abdullahi Abbas 49. Joe Abah 50. Dr. Audu Grema 51. Mukhtar Mohammed Shehu

40