Annex V Training Report SIP.pdf

This workshop is funded by the European Union within the framework of the 10th EDF Project “Promoting Better Management of Migration in Nigeria”

“ Promoting Better Management of Migration in Nigeria” FED/2012/287-141

REPORT OF CAPACITY BUILDING ON STRATEGIC PLANNING

FOR NATIONAL COMMISSION FOR REFUGEES, MIGRANTS AND IDPS

AT

KINI COUNTRY GUEST INN, AKWANGA, NASARAWA STATE

2-5 DECEMBER, 2013


Disclaimer

This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of author and can in no way be taken to reflect the views of the

European Union.


TABLE OF CONTENTS

1. CHAPTER 1 BACKGROUND 1.1 Background 1.2 Terms of Reference 1.3 Overall Workshop Objectives 1.4 Key Deliverables 1.5 Key Benefits 1.6 Agenda

2. CHAPTER 2 SESSIONS 2.1 Session 1: Opening and Practicalities 2.2 Session 2: Expectations and Fears 2.3 Session 3: Review of existing Strategic Implementation Plan (SIP) 2.4 Session 4: Developing NCFRMI’s Vision, Mission and Values 2.5 Session 5: Environmental Scan (PESTLE ANALYSIS) 2.6 Session 6: Organisational Scan (SWOT ANALYSIS) 2.7 Session 7: Stakeholder Analysis

3. CHAPTER 3 STRATEGIC FOCUS 3.1 Departmental Focus and Work Streams 3.2 The Implementation Plan 3.3 M&E Plan

4. CHAPTER 4 CONCLUSIONS AND RECOMMENDATIONS 4.1 Risks and Assumptions 4.2 Issues and Challenges 4.3 Conclusion and Recommendations

5. APPENDICES I. NCFRMI Organisational Structure

II. SWOT Analysis III. NCFRMI Corporate goals and Objectives

6. TABLES Table 1 Workshop Programme

Table 2 Result of the Environmental Scan

Table 3 Stakeholder analysis


ABBREVIATIONS AND ACRONYMS

BO Budget Office

NCFR, ETC Act Cap. N21 LFN (2004) -

Formerly Decree 52 Of 1989

COP Cost Operational Plan

CPI Commission Plan Implementation

CSO Civil Society Organisations

ECOWAS Economic Community of West African States

10th 10 EDF th

FEC

European Development Fund

Federal Executive Council

FMJ Federal Ministry of Justice

FMLP Federal Ministry of Labour and Productivity

GL14 Grade Level 14

GOs Governmental Organisations

HFC Honourable Federal Commissioner

HOS Head of Service

HRD Human Resource Department

ICT Information Communication Technology

IGOs International and National Governmental or Non-Governmental Organizations

IOM International Organization for Migration

KPIs Key Performance Indicators

M&E Monitoring and Evaluation

MDAs Ministries Departments and Agencies

MFA Ministry of Foreign Affairs

MIA Ministry of Internal Affairs

MSD&IGA Minister of Special Duties and Inter-Governmental Affairs

NAP National Action Plan

NBS National Bureau of Statistics


NCFRMI

National Commission for Refugees, Migrants and Internally Displaced Person

NPC National Planning Commission

NPopC National Population Commission

NEMA National Emergency Management Agency

NV20:2020 Nigeria Vision 20:2020

NGOs Non Governmental Organisations

OSGF Office of the Secretary to the Government of the Federation

OSU Operation Support Unit

PESTLE Political, Economic, Social, Technological, Legal and Environmental

PMU Performance Monitoring Unit

PRD Planning, Research and Documentations

R&M Refugees and Migrants

SIP Strategic Implementation Plan

SWOT Strengths Weaknesses Opportunities and Threats

TOR Terms of Reference

UNHCR United Nations High Commission for Refugees


CHAPTER 1: BACKGROUND

1.1 BACKGROUND

There are diverse definitions, terms and approaches to strategic planning. Despite the failing in determining a universal agreed description, this limitation presented both a challenge and an opportunity during the process of determining a new strategic plan for the National Commission for Refugees, Migrants and Internally Displaced Persons (NCFRMI). Following a baseline survey during the inception of the 10th European Development Fund (EDF) project, NCFRMI requested for support to strengthen its institutional capacity in order to fulfil its role as a coordinating agency on migration and development.

Through the 10th

A peaceful, equitable, harmonious and just society where every citizen has a strong sense of national identity and belonging, is truly valued by the state, and is adequately empowered and motivated to contribute to the task of nation building.

European Development Fund project titled “Promoting Better Management of Migration in Nigeria”, IOM organised a capacity building workshop to facilitate the development of NCFRMI 2014-2016 strategic implementation plan. A consulting firm, Yazal Consultants Limited was engaged and the workshop was held from 2 – 5 December 2013 at Kini Hotel, Akwanga, Nassarawa State of Nigeria. The Strategic Plan as a final product of the process was essentially the future course of strategies and actions outlined by the National Commission for Refugees, Migrants and Internally Displaced Persons to move it from its current position to where it desires to be in the future.

Different participatory tools and methods were used during the capacity building workshop. A participant-led approach was adopted as well as group work was structured along departmental, cross-departmental, senior and junior management lines, individual work, gallery walks, energizers, presentations, plenary feedback and session debriefs. The aim was to organize the strategic planning process in a way that the NCFRMI would not only plan to be more efficient, effective in delivering its services, but would also learn and gain critical skills that would be used for organisational growth and development as well as develop future strategic implementation plans.

The selection of strategic goals and objectives emerged from an analysis of the external and internal environments the Commission operates in. The analysis led to identification of a number of priority or key focus areas, which the Commission needed to address in order to adequately deliver against its purpose. A major consideration for developing the ensuing strategies also stemmed from a summary of key focus areas identified in the situational and stakeholder analyses at the workshop as well as the international and national obligations of government as enshrined in the Nigerian Vision 20:2020 (NV20:2020 - “Enhance national security and improve the administration of justice”, pages 76 – 77). The vision states that “the insecurity of lives, property and citizen’s rights has escalated…thus for the majority of the people especially the poor and vulnerable groups …access to justice is largely constrained”.

The strategic initiatives of the third pillar of NV20:2020 which is on fostering of sustainable social and economic development, include among others, promotion of the culture of Human Rights and the Rule of Law and the activation of the of a National Action Plan (NAP) for the promotion and protection of Human Rights as a response to the Vienna declaration of 1993. NCFRMI links part of its strategy to the Nigeria Vision 20:2020 and maps some of its protection, care and maintenance activities to the achievement of the social dimensions of Pillar 1 of the NV 20:2020, which are:


A healthy and economically productive population that is growing at a sustainable pace, supported by a healthcare system that caters for all, sustains a life expectancy of not less than 70 years and reduces to the barest minimum the burden of infectious and other debilitating diseases

A modern and vibrant educational system that meets international standards of quality education; is accessible, and adequately aligned to the changing needs of the society and the demands of industry.

1.2 TERMS OF REFERENCE (TOR)

The following Terms of Reference (TOR) was developed and published by IOM: • Develop a strategic planning process through which the NCFRMI will produce its 2014-2016

Strategic Plan • Develop the overall workshop objectives • Adopt the use of internationally acceptable and participatory methods and tools for planning • Produce a 2014-2016 strategic plan for the NCFRMI • Produce a workshop report for IOM

1.3 OVERALL WORKSHOP OBJECTIVES

• To review the previous strategic plan, draw lessons from the review that will inform the new strategic plan

• To assess and develop the vision, mission and values that will underpin the new strategic plan • To assess the key international (external) issues that may impact on the success or failure of

the strategic plan (environmental scan) • To assess the internal strengths, weaknesses, opportunities and threats of the NCFRMI (i.e.

Organisational SWOT) • To identify each department’s focus, work streams, activities and responsibilities • To develop an implementation plan • To develop an M&E plan

1.4 KEY DELIVERABLES

• A strategic plan is developed, to include implementation and M&E sub-plans • Pre-workshop meetings are held with IOM and NCFRMI • A workshop is held • A report on the workshop is produced for IOM • A Strategic Plan is developed

1.5 KEY BENEFITS

• NCFRMI to be a more efficient, effective in delivering its services after the workshop and the strategic plan is produced

• Learning and skills development sessions incorporated into the planning process • Organisational growth and development included as part of the workshop.


CHAPTER 2: SESSIONS

2.1 SESSION 1: OPENING AND PRACTICALITIES

OBJECTIVES

• To set the context of the workshop • Provide the overarching objectives of the workshop • Define expectations of donors, IOM and other key stakeholders

The workshop began with the opening session on 2nd December 2013, with 28 participants, 3 staff of IOM, 2 key stakeholders (i.e. the National Planning Commission, NPC and United Nations High Commission for Refugees, UNHCR) and 2 Consultants in attendance. The acting Chief of Mission, IOM, Ms Lily Sanya, set the context of the workshop in her welcome address. Acknowledging the generous financial contributions from the EU through the 10th

The United Nation High Commission on Refugees (UNHCR), represented by Bunmi Olaonipekun presented a paper in which she articulated the work of the UNHCR as well as the new thinking in migration and development. Her address engaged participants to think more strategically about the issues of migration and development in Nigeria.

European Development Fund (EDF) for better migration management, the acting Chief of Mission said support to the NCFRMI was based on the wider mandate given to the Commission since 2009, which include the responsibility of migration coordination and as well as the administrative management of databases of internally displaced persons.

Ms Sanya noted that NCFRMI has an important role of contributing to the improvement of migration management. IOM promotes the view that migration if well managed can contribute to poverty alleviation and the growth and prosperity not only of individuals but also of both countries of origin and destination. IOM believes migrants are potential agents of development who strengthen cooperation between home and host societies.

Planning, according to Ms Sanya, begins with today’s realities but must focus on tomorrow’s opportunities. She enjoined participants to remain fully engaged and to contribute actively to the sessions and to ensure a clearly articulated strategy is developed at the end of the workshop.

The whole essence of the workshop was captured in an opening statement to participants by Hajia Hadiza Sani Kangiwa, Honourable Federal Commissioner (HFC), NCFRMI. According to her, “The purpose of this workshop is to provide an opportunity for the Commission to have a retrospective assessment of its operations in the past four years, the opportunities, prospects and challenges as well as lessons learnt. As a Commission, we have an opportunity now to redefine new area of priorities; and ultimately to incorporate the implementation frameworks of both the IDPs and National Migration Policies into a comprehensive strategic implementation plan for the Commission”.

GOODWILL MESSAGES BY KEY STAKEHOLDERS

The National Planning Commission (NPC), the government agency responsible for coordinating development assistance in the country, recounted several instances in which IOM had demonstrated its commitment and support to Nigeria. NPC applauded IOM for its unrelenting efforts in building the capacity of federal government agencies such as NCFRMI and enjoined IOM to provide more of such support. The Migration Desk Officer urged NCFRMI to take full advantage of IOM’s support.


2.2 SESSION 2: EXPECTATIONS AND FEARS

OBJECTIVES • To understand and manage the expectations and fears participants have of the workshop

and its outcome METHODOLOGY This session explored the expectations and fears participants had of the strategic planning process and its outcome. In a plenary session, led by Ms Uche Hilary of IOM, participants were asked to express their fears and hopes for the session Participants hoped that the process would lead to the development of a plan through which the NCFRMI shall implement its mandate in a more strategic way. A sizeable number of the participants wanted the process to help assist then in gaining the strategic planning, organizational development and monitoring and evaluation skills. There were expectations that the headquarters and zonal offices would have better clarity of their roles and responsibilities.

Most participants feared that they may not see the final draft of the new plan in the same way that they had very little to do with the previous Strategic Implementation Plan (SIP). They said they had not seen the latest copy of the previous SIP until it was being reviewed at the workshop. There were also fears that the Commission would fail to implement the new strategic plan, opting instead to operate as previous.

SESSION CONCLUSION

To ensure skills development, the planning process included capacity building such as lectures and hands on activities. Participants were reassured that the strategic plan would usher in a new paradigm shift and also that the planning process would ensure greater ownership of the plan.

2.3 SESSION 3: REVIEW OF CURRENT STRATEGIC IMPLEMENTATION PLAN OBJECTIVES

• To create basic understanding of strategic planning, plan features and planning tools • To review the existing strategic plan of the NCFRMI and evaluate the progress so far made in

achieving the plan • To collate the lessons learnt from implementing the existing plan • To use lessons learnt to improve our organisation and services

The aim was to carry out a thorough review of the existing NCFRMI strategic plan. A four year Strategic Implementation Plan (SIP), which according to Hajia Hadiza Sani Kangiwa, HFC, was “randomly and hastily put together out of a critical need for a blue print for operations” was the main driver of the operations and activities of the Commission from 2009 to 2012. The SIP was anchored on six pillars namely capacity building, prevention and protection mechanism, durable solutions/humanitarian coordination, cross cutting issues, research and documentation, as well as migration and development.

METHODOLOGY A presentation on “Strategic Plan, the what, why and how” established the parameters, through which the NCFRMI assessed its existing SIP, then two exercises were used to help participants engage in a critical evaluation of the SIP.


Participants were divided into two randomly selected groups to examine what worked or did not work in the SIP and why. Each department further interrogated the role it played in the successful implementation or not of the SIP in a follow up exercise where participants were four groups, along the lines of the departments in NCFRMI. CRITICAL QUESTIONS CONSIDERED Is there an existing plan? Has it been reviewed? What key lessons have been learnt from the existing strategic plan? SESSION CONCLUSION In the absence of a strategic plan, the SIP was a valuable document for guiding the work of the NCFRMI from 2009 to 2012. It was not essentially a Strategic Plan, in the real sense and at the time of the workshop in December 2013, the SIP had not been reviewed and the level of implementation not evaluated. The content and value of the SIP as the bedrock of organisational operations was also not clearly understood by majority of the staff.


2.4 SESSION 4: DEVELOPING NCFRMI’s VISION, MISSION AND VALUES

OBJECTIVES • To visualise NCFRMI in the next 5 years • To identify key steps NCFRMI must take in order to get to the vision of the next 5 years • To develop the values, beliefs and approaches that will underpin all that NCFRMI does

(Organisational Culture)

A strategic plan must necessarily seek to enable the Commission optimally deliver its statutory mandate. The NCFRMI was originally established by Decree 52 of 1989 now Cap. N21 LFN (NCFR Act 2004).

During the development of this strategic plan, a new request has been submitted by the NCFRMI to the Federal Executive Council (FEC) to consider the expansion of its mandate to include the protection of and assistance to IDPs and the coordination of Migration and Development related issues in Nigeria.

Presently, the Commission has the mandate to determine and advise the Government of the Federation on matters relating to refugees, migrants, internally displaced persons, stateless persons, and so on. The detailed objectives, functions, powers and structure of the Commission are outlined under sections 4 and 5 in the proposed version of the Establishment Act.

The current organization structure has the Honourable Federal Commissioner (HFC) as Chief Executive. There are four (4) main Departments with two (2), namely the Refugees and Migrants (R&M) and Internally Displaced Persons (IDPs) as the main operational hubs. The others are the Human Resource Department (HR) which provides the critical services that underpin successful achievements of core work of the Commission and the Planning, Research and Documentations (PRD) Department. Several other vital units are located directly under the Office of the HFC, for example the Legal Unit. The recently created zonal offices according to the report of the Head of Service (HOS) on the review of the organizational structure of the NCFRMI, par 6.1.4, page 52 on the Zonal Offices state thus: The Zonal Offices act as the operational arm of the Commission (whereas the headquarters provides policy guidelines and supervision).

Based on this broad mandate, the Commission developed its Vision and Mission, and a set of Core Values aimed at guiding its decisions, actions and operations for optimum discharge of this statutory mandate.

METHODOLOGY A paper on “Understanding organisations” was presented by Ms Alache Ode, of Yazal Consultants Ltd, including how the use of a situational matrix to assist participants understand how an organisation can determine its future direction and how. To determine whether or not the staff of NCFRMI had a shared vision and mission of the future of their organisation, each participant was asked to use any imagery to depict where NCFRMI is and where it needed to be by 2016. A follow up exercise, where participants worked in three groups, was carried out to help synchronise the different visions they individually held, decide how this vision would be achieve and the core values or organisational culture that should underpin or glue their organisation together (manner, attitude, brand)


CRITICAL QUESTIONS CONSIDERED What do you see as the vision of your organization? Do the members of staff have a shared vision for the organisation? How would your organisation achieve its vision? What values would your organisation require to achieve this vision? SESSION CONCLUSION Although, majority of the staff had a shared vision of the future of NCFRMI and were realistic about the current position of the organization, this session was the most challenging to facilitate as it was difficult for NCFRMI to actually define the scope of its mandate and to articulate their shared vision and mission statement. Subsequently, the vision and mission statements of UNHCR, IOM, Clinton Foundation, VSO and some government agencies were presented to guide NCFRMI in developing a vision statement that was not too complicated or verbose. A 6-member committee was then set up to revisit the 3 different versions of the vision and mission statements shortlisted and to come up with one vision for the organization. The committee presented its work which still needed some work.


2.5 SESSION 5: ENVIRONMENTAL SCAN (PESTLE ANALYSIS)

OBJECTIVES • To assess the external factors that influence positively or negatively on your organization and

its work • To carry out a risk assessment and determine how to mitigate the external risks and maximize

those external factors that enhance your organization and its work. The analysis in this strategic plan focuses on external (global) Political, Economic, Social, Technological, Legal and Environmental factors. The external environmental scan takes into account impact of and implications of these factors on the development and implementation of NCFRMI’s plans and activities.

METHODOLOGY

In the first exercise, participants were divided into 6 groups. For 60 minutes, groups 1, 2, 3, 4, 5, 6 assessed both the negative and positive impact of global Political, Economic, Social, Technological, Legal and Environmental factors. This was followed by a 40-minute plenary where each group gave a feed back on their discussions, followed by general discussions and input from other participants. Table 2 below is a summary of the discussions within the group:

RESULT OF THE ENVIRONMENTAL SCAN

Positive factors that makes the work of the Commission more manageable

Actions to maximise

Negative factors that makes the work of the Commission all the more relevant

Actions to Minimise

Political International post war negotiation

Reconstruction and renovation after war

Good governance Increase diplomacy Increase Dialogue Peace keeping

Wars Increase number of Refugee

Economic Changing and diversification of fiscal policies Less dependency on government

Good economic policy Restructuring of international institution

Economic melt down

Global economic and financial crisis

Social Reduction in social vices Culture Inadequate access to education

International regulatory bodies Collaboration and International regulatory bodies

International Drug trafficking Irregular migrant trafficking in persons

Policies and sanctions

Technological Information/ Communication sharing


Lack of technological advancement

Legal Lack of mechanism for enforcement Farcify ratification of International law

Environmental Flood Desert encroachment Spillage/Waste Fire disaster Climate change Hurricane

SESSION CONCLUSION

Political Factor: On a political impact basis, continuous political stability and conflicts in Nigeria and within the international community provides and enhances the opportunity for consolidation of long term visions, influencing and guaranteeing the long term relevance of the work NCFRMI provides. This development translates in ensuring that the NCFRMI has greater buy-in, relevance, and successful implementation. Also, challenges in internal politics experienced by the duplication or overlapping of roles by different MDAs, brain drain as a result of migration of best talent, among others are issues that perpetuate the need for NCFRMI to achieve its stated objectives.

Economic Factor: Economic factors have impacted on NCFRMI. In an era of globalization, the economic push and pull factors, among others, have had a profound impact on migration. For example, economic challenges arising from financial crisis push highly skilled personnel from Nigeria yet increase remittances to Nigeria. The challenges of global high unemployment, the risk of capital flight, and so on, make the work of the NCFRMI none-the-less pertinent.

Social Factors: Issues of national insecurity, social issues relating to crime, gender, unemployment, drug and human trafficking, child labour, and how to address them are realities NCFRMI has to manage in developing plans and managing implementation of programme activities. NCFRMI would require developing stronger global partnerships that initiate durable and effective solutions.

Technology Factors: Technology continues to influence and determine the effective management of human and capital resources and the implication of technology on NCFRMI is clearly evident. With the global dynamics in the use of communication facilities, constant innovations in technology, and availability of IT equipment internationally, the use of technology especially ICT has benefits and shortcomings NCFRMI can gain from by adopting. The deployment of a platform that connects NCFRMI with global audiences, supports in accessing information, managing it, and utilizing it will mitigate NCFRMI’s weak

Table 2. Result of the Environmental Scan


capacity in records keeping, management of data and resources. While the cost of implementing these platforms is high and would require the additional expense of skills acquisition, it presents an innovative platform where specialized resource tools can be utilized by NCFRMI for its transition to an e-governance platform.

Legal Factors: The impact and implications of NCFRMI’s roles is influenced positively by its subscription to the implementation of the international obligations Nigeria has subscribed to and is an opportunity for NCFRMI to network.

Environment Factors: The environment has its influence on NCFRMI especially in the implementation of its mandate. Global institutional collaboration between NCFRMI and other similar institutions in the world provides the opportunity for best practice in international regulations on the environment. This will be achieved through shared interests in resolving international environment issues like floods, drought, climate change, and pollution.


2.6 SESSION 6: SWOT ANALYSIS

OBJECTIVES • To understand the internal Strengths and Weaknesses in NCFRMI and the Opportunities and

Threats in their immediate environment • To proffer solutions that maximize NCFRMI’s strengths and opportunities and minimize or

mitigate its weaknesses and threats. The SWOT analysis is an assessment of the Commission’s strengths, weaknesses and the opportunities and threats that emanate from its work within Nigeria. It is a review of the factors that need to be considered in the development of the strategic goals and objectives. They help identify areas that the organization needs to strengthen to respond to in order to build on its strength and opportunities, address its weaknesses and mitigate its threat. A scan of an organization’s internal and external environments is an important aspect of the strategic planning process. Consequently, SWOT analysis is instrumental in strategy formulation and selection.

METHODOLOGY

Participants were divided into 4 groups, with each group assessing one of the following; the strengths; weaknesses, opportunities and threats to the organisation. For every 15 minutes, thereafter, the groups switched roles so each group could contribute to the 4 areas being assessed.

The analysis reveals an organization that is growing and evolving with the potential and capacity to further develop and transform to a leading, migration-focused organization. NCFRMI enjoys high-level political support by virtue of the position and representation of the Offices of the Secretary to the Government of the Federation (OSGF) and the Minister of Special Duties and Inter-governmental Affairs (MSD&IGA) NCFRMI has opportunities to access and utilize donor funds, develop stronger global partnerships, collaborate on research and leverage on migration issues.

According to the report of the Head of Service (HOS) on the review of the organizational structure of the NCFRMI, par 6.1.4, page 52, states thus: Each Zonal Office should be headed by an officer not below the rank of a Chief Officer, G 14 and with proven ability to handle the varied and complex demands. However further analysis reveal that there exists a weak organization structure with the Commission having little or no say in selecting the staff posted from the main civil service. There is also a lack of clarity about each zonal, departmental and unit mandate which may account for a lot of the inadequacy in the systems and processes of effective service delivery. Delays in release of public funds are a threat to the Commission, including frequent changes in government administration and decisions. Visibility in the Nigerian public is an issue but not with government and the international partners. SESSION CONCLUSION Set out in Appendix 1 is a list perceived to be the Commission’s strengths and weaknesses, its opportunities and what might be threatening the well-being of the Commission. Staff capacity issues have been addressed by a recent recruitment, but staff skills and abilities remain a challenge. The NCFRMI prides itself on having a strong, forward-looking and dynamic leadership, committed and dedicated staff, with a serious yet expanding mandate, but recognizes the need for better coordination, documentation, public visibility and a set of comprehensive and coherent policies that will make their work more relevant.


2.7 SESSION 7: STAKEHOLDER ANALYSIS

OBJECTIVES • Identifying our key stakeholders • Assessing our relationship with key stakeholders • Mapping out the importance of each stakeholder in the achievement of our strategic plan

Stakeholder management is critical to achieving the Commission’s aims. Stakeholders in this instance are the people or organizations whose interests may be positively or negatively be impacted by the Commission. They also include those who could exert positive or negative influence over the Commission. The stakeholder analysis carried out identified the key stakeholders relevant to the formulation and implementation of NCFRMI Strategic Plan. METHODOLOGY Fifteen minutes of general brainstorming exercise held so participants could identify who their key stakeholders were and why. A second exercise took place with participants divided into 4 groups to map out the relationship between the NCFRMI and each stakeholder. This was followed by an analysis of the relationship. It was observed that some MDAs implement projects and programs collaboratively or in competition with the NCFRMI, while the International and National Governmental or Non-governmental Organizations (GOs and NGOs) provide support in monitoring and implementation of policies, programmes and projects. Set out in Appendix 2 are further details on the analysis. The offices of the SGF and MSD have supervisory roles, allocate funds and provide policy support to the Commission. There are over eight (8) Ministries, Departments and Agencies (MDAs) of government such as Foreign Affairs, Interior, Justice, Labour, National Population Commission, National Planning Commission, National Bureau of Statistics and the States and Local Governments that collaborate with the NCFRMI on migration and data collection. The relationship between the Commission and National Emergency Response Management Agency, NERMA, which should be the most symbiotic and collaborative, is marred by inter-agency rivalry. SESSION CONCLUSION International partners like the IOM collaborate and provide capacity building and financial support to the NCFRMI, likewise the Donor and funding agencies. The existing relationship between the Offices of the SGF and MSD&IGA, on one hand and the Commission, on the other, remains cordial but could be better, if there was a clearer definition of the different functions of the Offices of the SGF and the MSD&IGA. The NCFRMI could do with increased collaboration and understanding with the Budget Office. Contact between the Supervising Committee of the National Assembly, Donor and funding agencies with the NCFRMI is limited though more regular with International partners. Finally the staff of the Commission is in need of more capacity building, a robust work place culture to be sufficiently motivated and effective


CHAPTER 3: STRATEGIC FOCUS

OBJECTIVES

The objectives for the whole of chapter three include:

• To Identify each of NCFRMI department’s focus, work streams, activities and responsibilities • To develop an implementation plan • To develop an M&E plan

3.1 DEPARTMENTAL FOCUS AND WORK STREAMS METHODOLOGY

Due to the volume of work needed to be covered over three days, it was agreed that the overarching goals and objectives be developed including the broad key performance indicators (KPIs), from which each department can draw on to develop its work plans. The eve before, participants were assigned to think through their existing work plans and to come up with a revised version, in the light of the new paradigm shift agreed during the planning process.

A lecture on “Developing strategic plans and work streams”, delivered by Ms Yetunde Adegoke, a Consultant from Yazal Consultants Ltd, aided the understanding of what participants were supposed to achieve from the session.

SESSION CONCLUSION

Three Goals and 9 objectives were developed

Goal 1: Ensure Efficient and Effective Protection/Assistance of Persons in Need (Refugees, Migrants, Internally Displaced Persons, Stateless Persons, etc…)

Objective 1.1: Improve Emergency Response Services Objective 1.2:Provide due Care and Maintenance

Objective 1.3 :Develop and Advise on Durable Solutions

Goal 2: Effectively Promote Migration and Development Objective 2.1: Promote Strategic Partnerships for Migration Governance and Management Objective 2.2 Improve Implementation and Coordination of National Migration Policy Objective 2.2: Improve Research Development Goal 3: Strengthen Institutional Capacity

Objective 3.1: Optimize Staff Performance Objective 3.2: Improve Infrastructure and Operations Framework Objective 3.3: Improve Monitoring and Evaluation Systems


3.2 THE IMPLEMENTATION PLAN To successfully implement the plan, the following activities must be carried out in the shortest time possible in order for the Commission to achieve its goals and objectives.

Develop and Cost Operational Plan

An Operational Plan has been developed with Cost estimate. The Commission’s annual work plan will henceforth be linked to the strategy. Going forward, the budget of the Commission will be developed as a detailed operational plan along the three (3) year strategic plan. In doing this, only projects expressed in the Operational Plan would be admitted into the budget, except in special circumstances.

Strategic Plan Performance Monitoring Unit

A Strategic Plan Performance Monitoring Unit within the PRD for optimal functionality should be set up to coordinate the strategic plan implementation, and report on implementation at periodic intervals. Specific format of the reporting requirements and report circulation will normally be decided and agreed upon at the stage of plan implementation.

Launching of the Commission Strategic Plan

The Commission Strategic Plan should be officially launched in an organized and publicized ceremony. This will give the management the opportunity to register its commitment to the plan and to emphasize its expectations from other members of staff regarding the plan implementation. Other stakeholders, including development partners should also be invited to the launch.

Communicating the Plan

A communication strategy should be prepared for the Commission’s Strategic Plan and Operational Plan. This is to enable stakeholders understand the goals of the plan, the key strategies/projects and the roles expected of them. This is with the view to aid plan implementation and engendering ownership of the plan.

Capacity Development Plan

Without the requisite institutional capacity and capability, it will be impossible to implement the plan. The Commission needs to strengthen its capacity in all respects. Consequently, an elaborate capacity development plan should be prepared. Efforts should be made to ensure that the right people, with the right skills are in the right jobs at the right time. This will involve assessing and addressing levels of competencies and skills currently prevalent within NCFRMI, and those required to deliver results. The NCFRMI will establish a performance management mechanism together with capacity development programmes, to include, on the job training, coaching and mentoring, and where necessary recruitment to address new and different skills sets.

3.3 M&E Plan As part of its mandate, the National Commission for Refugees Migrants and Internally Displaced Persons facilitates effective management of migration activities and process in Government. The core of this goal will be management’s commitment and will to provide reliable and up to date information on emergency response, due care and maintenance efforts to the Federal Government to support the attainment of the objectives and goals of the migration and development. Achievement of this


strategic objective is expected to impact positively on refugees, migrants, stateless persons, internally displaced persons and all such persons-in-need. Nigeria. .

METHODOLOGY

Mrs Sumbo Ayinde-Yakub, Consultant with Yazal Consultants Ltd, presented a paper on “M&E key concepts and practice”. She took participants through the Results-Chain, as below:

Activities Input Outputs Outcomes Impact

Other concepts such as Key Performance Indicators (KPI), Milestones, logframes, etc were also covered

Participants agreed that a set of output indicators for related themes to serve as the criteria to assess the successful implementation of the corporate goals developed (Appendix 3).

SESSION CONCLUSION

The strategic plan will also be unattainable if monitoring and evaluation is not recognized as a core necessity at all levels of the Commission.

Therefore, as one of its key strategic objectives, NCFRMI will need to commit to providing relevant, credible, and verifiable statistics. The production of migration statistics in conjunction with agencies such as the Bureau of Statistics (NBS) and National Population Commission will lead to the strategic outcome of quality statistics on migration. The expected impact will ensure that statistics influence and inform decisions and actions in migration management. The indicators that will guide and influence the implementation of this strategic objective include the production of:

Regular Commission Plan Implementation (CPI) reports (quarterly, biannually, annually or biennially, as agreed)

Socio-economic Reports on Refugees, Migrants, Internally Displaced Persons, etc Survey reports Baseline Study reports on migration issues

Key areas of priority focus in achieving this corporate goal will include providing statistical support and statistical coordination for all agencies and interested persons involved in migration issues. This will require the Commission to upgrade its library and to set up a database. Given Nigeria’s history of inconsistency, this corporate goal will seek to achieve a system that builds and thrives on evidence based decision-making. Decisions on initiatives would be predicated on sound and credible data.

Monitoring and Evaluation is the second critical lever, next to the plan itself, in implementing this plan and a vital component of the activities of NCFRMI. As part of its strategic objectives, NCFRMI will commit to providing a strong and effective monitoring and evaluation culture that translates to achieving a strategic outcome of improved implementation. This development will impact and lead to enhanced monitoring and evaluation of programmes, projects, and the strategic plans. Increased advocacy and sensitization on migration and the Commission will be promoted. NCFRMI will commit to establishing a robust M&E structure in the Commission, producing M&E reports,


improving its key performance indicators (KPIs) and monitoring of the implementation of relevant international agreements, all of which will serve as indicators of successful implementation of these corporate goals (see Appendix 3).


CHAPTER 4: CONCLUSIONS & RECOMMENDATIONS

4.1 RISK FACTORS

Any plan faces challenges or risk factors which, if unaddressed, could impair plan implementation and prevent the realization of the set goals. A focus on risk management is therefore necessary to minimize the associated risk factors/challenges. In other words, effective risk management is an integral part of a strategic planning process. It involves identifying the risks associated with a strategic plan being prepared and developing effective strategies for managing such risks. With effective risk management in place, the strategic plan will be implemented as intended and the goals will be optimally achieved.

The challenges, if unaddressed, could produce either of two (2) undesirable effects, namely:

1) The three (3) year Strategic Plan of the Commission may not be implemented in the

absence of: Ownership

Strong Management ownership is critical for the implementation of this plan. Unless Management owns the plan, other members of staff will not take the plan seriously.

Commitment

A strong commitment to lead the process of ensuring that the projects of the Commission are driven by the strategic plan through effective oversight and constant reviews will ensure plan implementation.

Human Resource Capacity

Human Resource and institutional capacity of the Commission is currently weak. Creating and maintaining the right people mix is an ingredient for success in any organization. Therefore, the right staff (number and quality) with the requisite skills should be employed; work tools and environment improved significantly; right systems deployed to enhance work processes; Departments and Divisions clearly delineated; operational processes and procedures developed for the effective implementation of the plan.

Organizational Structure and Culture

Although the Commission is still carrying out a review of its structure, the current structure of the Commission is problematic with overlaps of functions at different levels. There is also an absence of an institutional culture to drive efficiencies which makes the challenge more pronounced.

Communication

There is the need to centralize, streamline and coordinate communication functions to avoid the culture of Departmental Heads developing and implementing disparate communication activities. There should exist, a communication policy which must be translated into a communications strategy with clear actions.


Teamwork

Although the Commission staff have a great team spirit, there is still an underlying silo mentality whereby many departments plan their own agenda without robust linkages to other departments. This poses a challenge for the successful implementation of the strategic plan.

2) The strategic goals of the three (3) year plan may not be achieved even when the

plan is implemented; in the absence of:

Creation and Centralization of a Monitoring and Evaluation Unit

Currently activities are not sufficiently coordinated because there is no unit that is responsible for coordinating the strategic planning functions in the Commission. In such a situation, the effectiveness of the plan is impaired. A unit should be responsible for implementation, performance monitoring and evaluation of the plan and revision to the plan that is necessary in the light of changes in the operating environment that may be identified. A unit should be set up with strong support from the HFC’s Office

Plan Discipline

Effective plan implementation demands strict discipline from all implementers. The plan document should be a source of regular reference, projects should be implemented as scheduled, outcomes and outputs delivered as specified. If a plan revision is necessary, it should be for credible reasons and it should be generally agreed. In implementing the plan, adherence to the tenets of the plan is very crucial to its implementation.

The foregoing and other similar challenges will need to be carefully identified and appropriate mitigating measures developed for them prior to the commencement of the plan implementation so as to ensure effective implementation of the Commission’s strategic plan.

An important first step has recently been taken in this direction with the establishment of an institutional Operation Support Unit (OSU) in the Commission. Currently, the OSU is a Unit established under the Office of the Honourable Federal Commissioner and it is responsible for the documentation/statistics of persons of concern (Migrants, Refugees and Internally Displaced Persons. It is advised that this Unit is submerged in the existing DPRD with strong links to the other departments and units.

4.2 ISSUES AND CHALLENGES

Overall, the experience was very rewarding, however, in facilitating this strategic planning process several issues and challenges were experienced:

1. Difficulty in getting the NCFRMI to abide by the contract deadline of 20 December 2013. The activities were finally completed in March 2014.

2. Understanding of the essential elements of a strategic plan. The Consultants job became more of capacity building for majority of the staff than strategic planning. Therefore a lot of the work had to be revisited several times


3. Ever changing decisions. Several work, e.g. the vision and mission statement, which we attempted to develop, were sometimes unilaterally changed by management and so it was difficult to conclusively agree

4. NCFRMI remains undecided about the limits of its mandate and the limitations of the organisation to do everything. Management defines its role within a broad and often difficult to comprehend ways. Staff are therefore, unable to articulate the added value of their work

5. 3 CONCLUSION

The strategic plan will guide the operations of the Commission over the next three (3) years (2014 - 2016). The plan will be the focal point of and the driving force behind the Commission’s actions and activities over the next three (3) years. Accordingly, operational matters such as budgeting, capital and recurrent expenditures, and performance management will be driven by the plan. Any budget proposal which does not emanate from the strategic plan would not be included in the Commission’s budget except in exceptional cases and with strong justifications.

Considering the critical importance of this plan to the future of the Commission, all efforts will be made to ensure diligent implementation of the plan. The management of the Commission will be fully committed to the implementation of this plan. Plan discipline, regular monitoring of the implementation process and evaluation of the plan performance would also be given top priority; including taking and implementing appropriate management decisions based on the evaluation results.

Through diligent implementation of this plan, the Commission seeks to achieve its vision which will lead to meritorious delivery of its mandates to the satisfaction of all its stakeholders. The workshop ended on 5th

December, 2013 with a closing message from IOM, delivered by Mr Polycarpe Kumasamba. IOM once again thanked the European Union for financing the workshop and other programmes and projects. It enjoined the NCFRMI to keep the strategic planning process dynamic and to set up milestones to measure the progress and track challenges to the plan. IOM also advised NCFRMI to engage partners in the implementation of the plan. Finally, IOM said it was proud to be associated with this growth and positive development.


Appendices

Appendix 1: SWOT Analysis

Internal External Strengths Good leadership Creative and dynamic leadership Newly acquired manpower Committed and dedicated staff Professionalism Credibility Additional and expanded mandate Statutory agency National policy on IDP Draft policy on migration Enhanced capacity Expansion/Institution Restructuring

Opportunities Ability to attract local sponsorship and

partnership Coordination with relevant agency Threat of terrorism to status of asylum Lack of access roads to refugees/IDPs location

Weaknesses Poor visibility of NCFRMI in the public eye Inadequate funding Duplication of functions Inadequate working tools Poor definition of goals and targets Insufficient funding appropriation Poor infrastructures (Zonal offices) Corruption Restriction on fund raising Capacity building

Frequent staff deployment Poor advocacy Inadequate follow up or activities Lack of documentation Lack of proper coordination Lack of

comprehensive law

Threats Lack of adequate skills analysis Inadequate data Duplication of roles Lack of collaboration amongst relevant

stakeholders NEMA Security/lack of training on survival


Appendix 2: Stakeholder Analysis

Stakeholder Roles & Responsibilities Current Status Expectations Office of the Secretary to the Government

Supervisory Role Allocation of funds Political support Policy directives

Conflict between statutory and administrative roles Good Relationship Prompt response to NCFRMI needs. Mandatory relationship

Clear definition of functions More robust Relationship Enhanced supervisory role. Empowerment role

Ministry for Special Duties

Supervision on policy directive Promotion of policies in FEC

Cordial Active

Greater powers Empowerment

Supervising Committee of National Assembly

Over-sight Function Active Legislative empowerment

Staff (H) Implementation of mandate and programmes of the commission

Unmotivated Good

Capacity building Ensuring a workplace culture Enhanced productivity Efficient /Efficiency

Donors/Funding Agencies

Capacity building and financial support

Limited contact Increased visibility and collaboration.

5. Budget Office Finance Service and financial crisis

Increase collaboration and understanding of the responsibilities of the Commission

Partners e.g. IOM (H)

Collaboration Assisting in capacity building Assisting Project Implementation

Cordial Very good Support on all of the Commission’s Protection activities

Improved and excellent collaboration, partnership

NEMA (M) Information Sharing Rivalry Symbiotic and collaborative relationship

4. MDAs. 1. Ministry of Foreign Affairs 2. Minister of Interior 3. Minister of Justice 4. Minister of Labour 5. National Population Commission 6. National Planning Commission 7. National Bureau of Statistics 8. State and local govt

Ec/Migration Ec/Migration Ec/ Migration Migration Migration Migration /Data Migration

Discussed Collaboration on programs


5. CSO/NGO’s Implementing partner


Appendix 3: Corporate Goals and Objectives

S/N

Goals Objectives Outcomes Means of Verification

Performance Measures

1 Effective protection and Assistance of Persons in Need

1.1 Improvement in Emergency Response Services

Accurate Documentation of Persons provided Emergency Response

Database of persons in need of emergency Services

% increase in number of persons profiled and aggregated % increase in accuracy of data generated % increase in detection of persons fraudulently registering for emergency services

Effective provision of emergency relief (food and non-food items including accommodation beddings, food, medical supply, etc)

Database of persons receiving relief List and types of relief distributed

Process turnaround time for persons accessing relief % increase in detection of persons fraudulently registering for relief services % decrease in persons affected by illness

1.2 Provide due Care and Maintenance

Improvement in documentation of persons requiring care and maintenance

Database of persons requiring care and maintenance

% increase in data of persons profiled and aggregated % increase in accuracy of data generated % increase in detection of persons fraudulently registering for care and maintenance

Improved living conditions in camps for refugees, migrants, internally displaced persons, etc

Database of persons in camps List of incidences of conflict in camps List of sensitization activities on co-existence carried out

Process turnaround time for placing persons in camps % decrease in incidences of conflict in camps

Improved health of refugees, migrants, internally displaced persons, etc

Database of those accessing health care e.g. –Psycho-social counseling, HIV & AIDS, malaria, etc

% decrease in number of persons affected by diseases of concern % increase in number of persons accessing health care % increase in number of persons provided with health insurance


S/N



Increased educational levels of refugees, migrants and internally displaced persons, etc

Database of persons in primary, secondary and tertiary institutions education List of skills acquisition centres established or upgraded List and types of skills training offered List of persons in skills acquisition centres

% increase in number of persons admitted into basic, secondary and tertiary educational institutions % increase in number of persons acquiring skills % of persons admitted into acquisition skills centres

Improved health and educational levels of vulnerable refugees, migrants and internally displaced persons, etc

Database of vulnerable persons and vulnerable persons accessing health and education

% increase in number of vulnerable persons accessing health and education % decrease in number of vulnerable persons affected by disease of concern % increase in school enrolment for children

1.3 Develop and Advise on Durable Solutions

Improvement in renovations and reconstruction of facilities for refugees, migrants, internally displaced persons, etc

Database of renovations and reconstructions List of renovations and reconstructions carried out

% increase in number of renovations and reconstruction works Process turnaround time for responding to request for renovation and reconstruction

Improvement in resettlement of refugees, migrants, internally displaced persons, etc

Database of persons resettled List of resettlement support offered List of sensitization activities on peaceful co-existence carried out in settlements

% increase in number of persons resettled Process turnaround time for resettlement % decrease in incidences of conflict in settlements % increase in number of


S/N



vulnerable persons resettled % increase in school retention rate for children % increase in detection of persons fraudulently seeking resettlement

Improvement in re-integration of refugees, migrants, internally displaced persons, etc

Database of persons re-integrated List of re-integration support offered

% increase in number of persons re-integrated Process turnaround time for re-integration % increase in number of missing persons or families united

Improved welfare and conditions of refugees, migrants, internally displaced persons, etc

Needs assessment report List of advocacy activities carried out List of refugees issued new Country Travel Documentation (CTD) Refugee assistance fund documents

% increase in public awareness of protection issues % Increase in number of government and non-government organizations involved in e.g. World Refugee day, WHD, HIV/AIDS awareness activities % Increase in number of refugees able to travel freely % Increase in number of refugees accessing fund %decrease in number of resettled, re-integrated persons accessing funds % increase in number of employed persons

2 Effectively Promote Migration and Development

2.1 Promote Strategic Partnerships for Migration Governance and Management

Improved migration management and governance

List of partners involved in migration issues Number of stakeholder meetings held List of joint activities carried out by partners

% increase in number of partners involved in migration issues such as the review of the Ouagadougou resolutions % increase in number of joint activities


S/N



List of national policies initiated List of policy reviews carried out List of policy dialogues carried out List of government and non-governmental partners and zones implementing policies

% increase in number of policies adopted and implemented by government, partners and Zones, e.g. Ouagadougou resolutions

2.2 Improve implementation and coordination of National Policy

Effective Support and Coordination of National Migration Policy

TWG meetings are held Policy is implemented Policy is monitored and evaluated

Nos of TWG Meetings held No of sectoral programmes implemented No of M&E Reports produced

2.32 Improve Research Development

Improved decision making

Availability of an integrated knowledge management system Availability of integrated database and database centre Baseline studies and survey reports Availability of statistical data and information Research reports

% of required Baseline Surveys conducted

% of Data utilization rate User satisfaction index % increase in usage of data/statistics Increase in research grants awarded Increase in number of innovations funded Number of reports or publications

3 Strengthen Institutional Capacity

3.1 Optimize Staff Performance

Increased competencies and productivity

Improved staff morale

Staff appraisal reports Staff opinion survey reports Availability of training and development plans

% increase level in average appraisal result per annum Achievement of agreed individual targets Level of compliance to training plan Staff Rate Compliance to HR policies

3.2 Improve

Better coordination of activities and

Organization Performance reports

Stakeholder satisfaction index


S/N



Infrastructure and Operations Capacity

improved performance of the Commission

Improved operation processes and deliverables

Staff feedback reports Institutional audit / review reports

% Increase in time taken to complete tasks Process turnaround time

3.3 Enhance Monitoring and Evaluation

Improved transparency and accountability

Availability of a corporate governance, legal and financial frameworks

% reduction in risk breaches Compliance rate with organizational mandate Reduction in strategic plan default rate

Documents

Annex V Training Report SIP.pdf