Activating Community Agency in Kwaya Kusar LGA

Peta Ward in Kwaya Kusar Local Government Area serves as a critical commercial hub, drawing over 10,000 people every Sunday. However, beneath this economic activity, the community faced severe structural deficits in education and public health. The introduction of the Ward Development Support Committees (WDSCs) through the Social Cohesion Project marked a turning point. Rather than waiting for external rescue, the people of Peta leveraged the WDSC platform to mobilize their own human and financial capital, proving that sustainable development is most effective when driven from within.

Case Study 1: Bridging the Education Deficit

Theme: Quality Education, Volunteerism, and Local Governance
Details of Persons Interviewed:

  • Fadimatu Hamma (58): Assistant Head Mistress, Peta Central Primary and Junior Secondary Schools.
  • Sani Mallam Yakaya: Volunteer Teacher (Computer Science) and Coordinator.
  • John Emmanuel Dalkwa, Abubakar Aliwakil, Bitrus John, Hauwa Wakilia, Kamal Bawa, Salisu Umoru, Suleiman Abubakar: WDSC Volunteer Teachers.

The ‘Before’ Situation: Peta Central Primary and Junior Secondary Schools were operating in a state of severe crisis. Since the 2019/2020 academic session, the schools suffered a drastic decline in staffing, leaving only four government-employed teachers (including the Principal and Headmaster) to cater to a student population of 500. This created an alarming teacher-to-student ratio of 1:125, falling drastically short of the UNESCO global standard of 1:30. The overwhelming workload forced the few available educators to juggle multiple subjects without adequate teaching aids or laboratory apparatus, leading to a sharp drop in student attendance (falling to as low as 15 to 20 consistent students) and a collapse in parent confidence.

Oxfam’s Intervention and Support: Through the formation and training of the Peta WDSC, Oxfam provided the structural framework for the community to organize and advocate for themselves. The WDSC leadership, headed by Chairperson Musa Buba, recognized the education crisis as a primary threat to their future. Utilizing the skills gained through the Community Development Planning sessions, the WDSC initiated a community-wide mobilization strategy.

The ‘After’ Situation (The Change): The WDSC successfully recruited 18 volunteer teachers from within the community, including 9 NCE holders, 4 University Degree holders, 1 HND holder, and 4 SSCE holders. This massive influx of qualified human capital immediately stabilized the schools. Students now arrive early, parent confidence has been fully restored, and classrooms are active again. Volunteers cover specialized subjects ranging from English and Business Studies to Computer Science and Agriculture, significantly reducing the burden on government staff.

Why the Change Happened (Digging Deeper): This intervention succeeded because it was rooted in deep communal obligation and strategic local advocacy. Volunteer Coordinator Sani Mallam Yakaya and the WDSC did not stop at recruitment; they engaged the Parents Teachers Association, Traditional Leaders, and the LGA Chairman to shift the cultural value placed on education. The volunteers themselves are driven by profound personal stakes. John Emmanuel Dalkwa, a local business owner who sponsors four students, stepped in because he could not watch his alma mater fail. Hauwa Wakilia, a recent graduate, returned to teach basic English to ensure the next generation did not suffer the same learning gaps she experienced. Abubakar Aliwakil sacrifices his full weekdays as a photographer to teach Islamic Studies. This is not charity; it is a community fiercely guarding its future.

Case Study 2: Sanitation as an Economic Driver

Theme: Public Health, WASH (Water, Sanitation, and Hygiene), and Economic Sustainability
Details of Person Interviewed:

  • Musa Buba (35): Chairperson, Peta WDSC.

The ‘Before’ Situation: The Peta New Market is the economic heartbeat of Kwaya Kusar, pooling over 10,000 traders and farmers weekly. However, the lack of functional sanitation facilities led to rampant open defecation and the accumulation of dirt humps in and around the market area. This posed a severe public health risk, threatening disease outbreaks in a highly populated commercial zone, a danger compounded by the fact that the market shares a fence with the local schools. Existing public toilets built in 2015 by the IFAD WASHCOM had fallen into complete disrepair.

Oxfam’s Intervention and Support: Equipped with capacity-building training from the Social Cohesion Project, the Peta WDSC identified this health hazard as a critical priority. Instead of requesting funds, they utilized their training in stakeholder engagement to broker a co-management partnership with the community head, market leaders, and the existing IFAD WASHCOM structure.

The ‘After’ Situation (The Change): The WDSC pooled NGN 45,000 from their own pockets to rehabilitate the dilapidated facilities. They purchased cleaning agents, water storage drums, kettles, and stationed refuse baskets for organized waste disposal. Today, the market area is clean and sanitary. The committee established a NGN 100 usage fee, generating an average of NGN 10,000 in weekly revenue. The community now conducts pre-market cleanup exercises to ensure the environment is hygienic before trade begins.

Why the Change Happened (Digging Deeper): The success of this rehabilitation lies in its brilliant sustainability model and high-level local buy-in. The WDSC understood that infrastructure repair without a maintenance plan is futile. By splitting the weekly NGN 10,000 revenue three ways (paying a dedicated facility manager, covering running costs for supplies, and depositing the remainder into the WDSC savings account), they created a self-sustaining micro-economy. Furthermore, securing the backing of the community head ensured compliance, as local vigilantes were directed to enforce the usage fees and prevent irregular refuse disposal. As Musa Buba noted with pride: "I feel very fulfilled that my community is now taking ownership of cleanliness. Unlike before, the market area was so dirty and littered."