Overview of Development in the Water & Sanitation Sector in Taraba State

February 8, 2021
February 8, 2021 TAWASCO

Overview of Development in the Water & Sanitation Sector in Taraba State

Water supply and Sanitation services in the space called Taraba State dated back to the colonial times.
Towns like Jalingo, Wukari, Takum enjoyed pipe-dome water supply schemes in the 60s and 70s which later became dilapidated and finally grounded to the point that the taps stopped running for years.

The then Gongola State Government embarked on massive investment in water infrastructure between 1985- 1988 through a turn-key Contract executed by APROFIM NIG. Ltd. in order to ameliorate the situation and this resulted in the construction of new water schemes in lbi to serve lbi and Wukari towns, Jalingo, Numan, Jimeta, Mubi and several others.
On State creation in 1991, Taraba inherited 12 water supply schemes which are still being used for water supply today in those communities where they are sited, most of which are in deplorable conditions. Previous governments have made several attempis at maintaining the existing water schemes with little impact which could not cope with the ever increasing population. The most pragmatic attempt was during Late Danbaba’s regime when he approached the African Development Bank in 2008 for a loan facility to increase production capacity, storage, distribution and improve water supply and sanitation in the city of Jalingo.
This project suffered take-off setback fill 2012 due to bureaucratic bottlenecks. However, the project impacted positively on water supply to Jalingo. The project is nearing completion and closure.
The coming of His Excellency, Arc. Darius Dickson Ishaku revolutionized WASH sector in the following thematic areas.


Creating enabling environment backed by strong political will from the Executive Governor himseif through the foilowing instruments: –
  • Commitment to AfDB, USAID E-WASH and other DPs on rewash reforms in Taraba State 1st WASH Policy approved in 2015 supported by UNICEF, revised and launched in 2019 supported by USAID E-WASH.
  • Water, Sanitation and Hygiene (WASH) Law No 7 of 2019 established.
  • Establishment of TAWASCO, STOWASA, RUWASA and TAWASREC, each with specific roles and responsibilities.
  • Appointment of Governing Board for TAWASCO
  • Stakeholder engagements through the inauguration of the Integrated State Steering Committee on WASH.
  • Infrastructure expansion/Service improvement.

AfDB intervention:

Aimed at expansion of production capacity, distribution and senvice coverage from 30% to 80% of facilities in Public places (Health facilities, markets and moro parks) Jalingo Primary water supply scheme (N8Billion) to increase water production, storage and distribution by 28million litres/day.
  • Continuous support for Operation and Maintenance
  • Institutional Reform and Capacity Building
  • Redefining corporate philosophy (vision, Mission and core values)
  • Redefining organogram, job description and scope
  • Department/staff rationalization
  • Granting of autonomy (managerial and financial)
  • Customer enumeration
  • Adopting Performance based model of management with motivation and sanctions
  • Creation of Quality control and Sewerage services
  • Dept Training of staff through courses, workshops, seminars and study tours
  • Commercialization Metering of customers
  • Installation of the water ATM
  • Establishment of Customer care unit
  • Computerization of operation and work environment
  • Deployment of electronic payment platforms (pay direct, POS, Bank transfers, etc.)
  • Installation of meter testing machines
  • Financial Management
  • Deployment of the ERP for financial management Revised Templates for financial control and reporting.
  • Increase in revenue generation (average of 5 milion per month)
  • Centralized procurement to curtail wastage Monitoring and Evaluation
  • Establishment of sound M&E unit with appropriate staffing for effective monitoring, evaluation and reporting to aid management decision.


  • Manpower shortage to cope with the expanded infrastructure (use of over 500 Casual staff to cover gap).
  • High rate of population growth and city expansion
  • More funding for capital project
  • Chemical requirements Vandalism of pipes
  • Customers unwillingness to pay, especially the highly placed in the society.


May I at this juncture humbly plead with His Excellency to consider absorbing the casual staff to permanent status so as to boost their morale and the commitment to duty in order to increase the overall performance of the Corporation.


I humbly plead with the public to support the government in her effort to provide potable water to the people by paying their monthly water bill to sustain service delivery to the people.