Civil Society Legislative and Advocacy Centre (CISLAC)cislacnigeria.net/wp-content/uploads/2012/06/...CISLAC portfolio. Strategic axis 1 focuses on the support to democratic process

CISLAC Strategic Plan 2017-2022

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Civil Society Legislative and Advocacy

Centre (CISLAC)

16 P.O.W. Mafemi Crescent, Off Solomon Lar Way, Behind Chida Hotel, Utako District, Abuja. Nigeria

@2017

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Email: [email protected]

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© 2017 Civil Society Legislative Advocacy Centre. All rights reserved.

Every effort has been made to verify the accuracy of the information

contained in this report. All information was believed to be correct as

of July 2017. Nevertheless, Civil Society Legislative Advocacy Centre

cannot accept responsibility for the consequences of its use for other

purposes or in other contexts.


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0. Executive Summary

This document rests on the philosophy and institutional track of Civil Society Legislative Advocacy Centre (CISLAC) carefully crafted since 2007. CISLAC hereby presents the 2017-2022 strategic plan, which emerged from extensive consultations with our civil society partners, especially members of the Zero Corruption Coalition (ZCC). Main development partners such as Department for International Development (DFID), MacArthur Foundation and others have also provided their valuable input through a round of workshops and bilateral consultations in 2016-2017. The Board of CISLAC has approved the Strategic Plan on the 27th of September 2017.

This document comes in the context of challenging times for Nigeria. The protracted economic recession caused by low revenues from oil has nocked millions of people out of the job market. Contrary to the global trend, Nigeria witnesses the growth of poverty reaching alarming 62% of the population living below poverty line in 20161. The average life expectancy is only 53 years, average years of schooling stand at 9 with the highest rate of children out of school in the world2.

The governance domain in Nigeria is characterised by combative political nature along religious and ethnic lines. Grand corruption within the political elite continuous shocking the world and the public sentiment loses the initial enthusiasm, which came with the 2015 presidential elections and promises made to tackle vast plundering of public resources. The challenging security environment may be a symptom on political dysfunctionality and weak economic performance. Nigeria faces a number of insurgencies in the North East with continuous Boko Haram attacks, lawlessness in the Niger Delta and high crime rates all over the country.

In view of this development, CISLAC outlined its vision as [a] Nigeria where legislators and policy makers are safeguarding citizens’ rights and welfare while citizens effectively demand accountability. The corresponding mission guiding this document and by extension CISLAC for the next five years is to engage state and non-state actors for improved policy and legislative frameworks, transparency and accountability in governance for people oriented development. The strategic goal for CISLAC in 2017-2022 is [to] make government accessible, responsive and accountable to citizens.

To achieve this goal, this strategic plan identifies six strategic axes within CISLAC portfolio. Strategic axis 1 focuses on the support to democratic process in Nigeria, mainly through the formulation, implementation and monitoring of key government electoral policies that ensure credible and

1 National Bureau of Statistics, 2010, National Household Census

2 UNDP, 2015, Human Development Report, Nigeria


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participatory electoral processes. Strategic axis 2 zooms the fight against corruption and promotion of transparency in public finance management with working packages related to themes within the scope of the United Nations Convention Against Corruption (UNCAC).

Promotion of Peace, Security and better management of Migration & IDP constitutes the third strategic pillar with ongoing work around the promotion of transparency and civil oversight in defense procurements, countering violence extremism and protection of civilians as well as the promotion to adherence and implementation of UN and AU treaties on migration and internally displaced persons.

The fourth strategic axis aims at promoting the legal framework for environment and conservation of nature, in particular within the Revised African Union Convention on the Conservation of Nature and Natural Resources. The fifth strategic pillar spans over the broad area of promotion of human development and social inclusion, especially through the 17 Sustainable Development Goals (SDGs) and Agenda 2030.

Lastly, Institutional Strengthening of CISLAC comes as an important element to this strategic plan as the institutional and organisational upgrade and maintenance of CISLAC is of paramount importance to the successful implementation of the growing portfolio. The competency in advocacy, evidence-based policy input and continues staff capacity building will be promoted.

The implementation of the portfolio rests on upholding and deepening of fundamental values of the organisation defined as integrity, transparency and accountability, team work, partnerships and value for money. CISLAC’s national partnership landscape spans over the impressive list of governmental and non-governmental partners as well as both chambers of the Parliament and judiciary. Regional and international partnerships are vital in attaining the goal, mission and vision of CISLAC.

CISLAC has acquired a non-binding, consultative status to the UNCAC with the United Nations Economic and Social Council. The 2017 will also mark a finalisation of the accreditation process to become a fully-fledged Transparency International chapter in Nigeria. This strategic plan envisages further deepening of these relationships through a range of measures such as a liaison desk within the Nigerian Permanent Mission to UN in New York, field offices in Nigeria, MoUs with international governance think tanks, etc.

Lastly, the growing portfolio of CISLAC and obligations emerging from international partnerships urge strong internal governing mechanisms. The Board will continue leading and overseeing the strategy and monitoring the strategic plan implementation. Organisations under the CISLAC’s umbrella have formed newly inaugurated advisory committee, which provides a participatory platform for affiliated organisations and defines their interaction with CISLAC. The secretariat headed by the executive director has a clearly defined role and mandate in the implementation of this 5-year portfolio.


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Contents

0. Executive Summary ................................................................................................................................................. 2

1. Acknowledgement .................................................................................................................................................. 5

2. List of Acronyms ...................................................................................................................................................... 6

3. Context Analysis – Nigeria’s outlook ....................................................................................................................... 8

a. Political context .................................................................................................................................................. 8

b. Conflict and Security ........................................................................................................................................... 9

c. Economic Outlook .............................................................................................................................................. 9

4. CISLAC at glance .................................................................................................................................................... 12

5. Developing the CISLAC Strategic Plan 2017-2022 ................................................................................................. 16

6. Operative framework - How change will happen .................................................................................................. 17

d. Fundamental Values ......................................................................................................................................... 19

7. Strategy Goal and Objectives ................................................................................................................................ 21

Vision .......................................................................................................................................................................... 21

Mission ....................................................................................................................................................................... 21

8. Stakeholder- and Power Analysis .......................................................................................................................... 25

a. Citizenry ............................................................................................................................................................ 25

b. Civil Society Organisations ................................................................................................................................ 25

c. International NGOs ........................................................................................................................................... 26

d. Government and related structures ................................................................................................................. 26

e. Pan-African Organs and Institutions ................................................................................................................. 27

f. Donors .............................................................................................................................................................. 27

g. International Financial Institutions ................................................................................................................... 28

h. The Private Sector ............................................................................................................................................ 28

i. Media ............................................................................................................................................................... 29

9. Means of Implementation ..................................................................................................................................... 30

a. Institutional strengthening ............................................................................................................................... 30

b. Capacity building .............................................................................................................................................. 30

c. Resource mobilization ...................................................................................................................................... 30

d. Partnerships ..................................................................................................................................................... 30

e. Communication ................................................................................................................................................ 35

f. Results framework............................................................................................................................................ 35

g. Risk Management ............................................................................................................................................. 35

10. Annex I: Results Framework ................................................................................................................................ i

11. Annex II: Funding Strategy outline ................................................................................................................... xvi

12. Implementation Initiatives – CISLAC Strategic Plan 2017-2022....................................................................... xvii

13. Annex III: SWOT Analysis ................................................................................................................................. xlvi

14. CISLAC Organogram........................................................................................................................................ xlvii

15. Risk analysis ................................................................................................................................................... xlviii

16. Annex VI: Strategic Plan at glance .................................................................................................................... liii


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1. Acknowledgement

The Strategic Plan 2017-22 for Civil Society Legislative Advocacy Centre (CISLAC), an affiliated organization to the Transparency International (TI) global movement, has been a result of numerous consultations with CISLAC’ staff and board, international and national non-governmental organizations, governmental stakeholders, development partners and other friends of CISLAC.

CISLAC specially appreciates TI Secretariat in Berlin, Germany provided exceptional guidance in the run-up to the formulation of this strategic plan and for the conceptual, technical and strategic support through 2016/17. Mr. Samuel Kaninda in the TI secretariat has been pivotal in this effort.

CISLAC commends the essential contributions of her board members Auwal Ibrahim Musa, Barrister Adesina Oke, Nkoyo Toyo, Yunusa Zakari Ya’u, Adagbo Onoja and Hajia Hadiza Sani Kangiwa who have guided CISLAC towards the success of today. Furthermore, the advisory council of CISLAC has provided essential guidance and advise on the strategic planning engagement.

The partners of CISLAC have come from all walks of the society to contribute from their perspective on where CISLAC should be heading. To acknowledge only a few, we extend our gratitude to Ekanem Bassey of United Nations Development Programme (UNDP); Dauda Garuba, Stanley Ibe of Open Society Foundation (OSF); Muyiwa Ilori and Al –Kauthar Ladan of T.Y. Danjuma Foundation; Hauwa Kazeem of MacArthur Foundation; Peter Ocheikwu of OSIWA (Open Society Initiative for West Africa); Edetaen Ojo of Media Rights Agenda and Emmanuel Uche of Justice for All (DFID).

Special thanks goes to Ms. Belinda Okungu, a consultant who helped to develop this strategy. As CISLAC spreads beyond Nigeria’s borders, Olly Owen and Morten Hagen in UK and Tobias Eigen in USA get the credit for promoting the CISLAC’s logo and brand.

However, the staff members of CISLAC deserve the thanks for making the strategic plan and the very existence of CISLAC possible. Mr. Auwal Ibrahim Musa (Rafsanjani) Mr. Kolawole Banwo, Mr. Okeke Anya, Ms. Chioma B. Kanu, Mr. Salaudeen N. Hashimu, Mr. Abubakar Jimoh, Ms. Lovelyn Agbor, Mr. Chinedu Bassey, Ms. Hauwa’u Bin Abdallah, Ms. Abimbola S. Okoilu-Miró, Mr. Gonji D. Timbut, Mr. Vaclav Prusa, Mr Augustine Erameh, Ms Onyekachi Eke, Mr Murtala Mohammed, Ms Bathsheba Tagwai, Mr Ibrahim Idris, Nura Ma’aji, staff members in Yobe and Adamawa states, Ms. Abiodun Oladipupo, and Ms. Fatima Shuaibu, make CISLAC’s program possible.

Yours faithfully,

Auwal Ibrahim Musa (Rafsanjani)

Executive Director


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2. List of Acronyms

ACBF African Capacity Building Foundation

ACHR Asian Centre for Human Rights

AFDB African Development Bank

APC All Progressive Congress

AU African Union

BMGF Bill and Melinda Gates Foundation

BTN Budget Transparency Network

CAC Corporate Affairs Commission

CASS Centre for Advanced Social Science

CDD Centre for Democracy and Development

CHR Community Health and Research Initiative

CIDA Campaign for Tobacco Control Free Kids

CISLAC Civil Society Legislative Advocacy Centre

CRD Centre for Research and Documentation

CSDG Conflict Security and Development Group

CSJ Centre for Social Justice

DFID Department for International Department

ECOWAS Economic community of West African states

EFCC Economic and Financial Crimes Commission

ERN Electoral Reform Network

FES Friedrich Ebert Stiftung

FIRS Federal Inland Revenue Service

FRC Fiscal Responsibility Commission

GCAP Call Global to Action against Poverty

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit

HBF Heinrich Boll Foundation

ICPC Independent Corrupt Practices and other Related Offences Commission

IDP Internally Displace Person

IFIs International Financial Institutions

IMF International monetary fund

IOM International Organisation for Migration

IRI International Republican Institute

JDPC Justice, Development and Peace Commission

JTF Joint Task Force

MDAs Ministries, Departments and Agencies

NANSA Nigeria Action Network on Small Arms

NAWOJ Nigerian Association of Women Journalists


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NCFRMI National Commission for Refugees, Migrants and Internally Displaced Persons

NDI National Democratic Institute

NEITI Nigerian Extractive Industries Transparency Initiative

NEMA National Emergency Management Agency

NEPAD New Partnership for Africa’s Development

NGO Non-Governmental Organization

NHRC National Human Rights Commission

NNPC Nigerian National Petroleum corporation

NOA National Orientation Agency

NPWP National Procurement Watch Platform

OAUGF Office of the Auditor General of the Federation

OPEC Organizations of Petroleum Exporting Countries

OSIWA Open Society Initiative for West Africa

PARP Policy Analysis and Research Project

PDP People’s Democratic Party

PLAC Policy and Legal Advocacy Centre

PWD Policy for Persons with Disabilities

RECs Resident Electoral Commissioner

RWI Revenue Watch Institute

SAVI State Accountability and Voice Initiative in Nigeria

SDGs Sustainable Development Goals

SWOT Strength Weakness Opportunities and Threats

TI Transparency International

TMG Transition Monitoring Group

TUGAR Technical Unit on Governance & Anti-corruption Reforms

UNDP United Nations Development Programme

UNECA United Nations Economic Commission for Africa

UNEP United Nations Environmental programme

UNHCR United Nations High Commissioner for Refugees

UNICEF United Nation International Children’s Emergency Fund

UNMC United Nations Millennium Campaign

UNODC United Nations Office on Drugs and Crime

USAID United State Agency for International Development

WACAM Wassa Association of Communities Affected by Mining

WACOL Women’s Aid Collective

WACSI West Africa Civil Society Institute

WACSOF West African Civil Society Forum

WARD C Women Advocates Research and Documentation Centre

WIN Women In Nigeria

WRAPA Women's Right Advancement and Protection Alternative

ZCC Zero Corruption Coalition


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3. Context Analysis – Nigeria’s outlook

a. Political context

Nigeria in 2015 organized a general election, which culminated for the first time in a ruling political party, the People’s Democratic Party (PDP) losing and an opposition party, the All Progressives Congress (APC) winning. The elections were conducted under intense atmosphere of violence occasion by Boko Haram terrorists and anticipated violence because of the fear of the elections not being fair and credible. The new government was voted into power with three major campaign promises namely; fighting insecurity especially in the North East of the country, fighting corruption and revamping the country’s economy. Two years of the government down the line, while efforts of the military have helped to scale down the activities of Boko Haram in the North East, the same cannot be said of dealing with corruption and revamping the economy.

High profile political persons accused of corruption are yet to be convicted while the economy went into recession in 2016. Although the Boko Haram situation is curtailed, Nigeria has been faced with a renewed new wave of session call orchestrated by the Indigenous People of Biafra (IPOB) and call from a group of Arewa Youths calling on Igbos to leave the Northern parts of the country. Some other groups in the South West and North Central states have also made calls fuelling tensions for Nigerians and residents the country. The ability of the government to deal decisively with these situations have not received the utmost political engagement with the absence of the President to stamp his feet on the situation due to ill-health and his absence from governance some part of his two-year administration.

However, the country witnessed elections conducted in two states of the Federation in 2016. In Edo State, the APC retained the governorship election while in Ondo State; the PDP lost the governorship position to the APC. State gubernatorial elections are expected in Anambra 2017, Ekiti and Osun 2018 before the next general elections in 2019.

At the national legislative level, although the APC controls majority of seats, the relationship between the executive and the legislature have been frosty. Such poor relationship has hampered confirmation of appointments from the executive, delays in passage of budgets and general oversight of the legislature. However, committees of the National Assembly have worked towards amendment of the 1999 Constitution, which the new amendments expected to be sent to State Houses of Assembly for their concurrence.

Good governance signifies the effectiveness and fairness in the operation of a country’s government. The quality of life of the citizens and functional institutions of government have been identified as vital factors that indicate the good governance of a country. Understanding and following the trends in the political landscape of the country will significantly direct and influence how far programmes and activities of non-government and civil society groups can go in complimenting the efforts of government for a better country.


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b. Conflict and Security

The curve of insecurity in Nigeria has continued to rise despite the plethora of interventions initiated by the Federal and regional governments, security agencies as well as development partners in the country. The towering security profile of the nation has assumed a disturbing dimension, thereby undermining international and local economic interests resulting in the slow pace of socio-economic and political development. Preventing and Countering Violent Extremism, setting up Early Warning and Early Response Mechanism as well as coordinating efforts of state and non-state actors in peace building will shape security decision processes.

The scourge of violent conflict in Nigeria has grown since the country returned to civilian rule in May 1999. Conflict in Nigeria is an interaction between political, ethno-religious and resource competition against the backdrop of predisposing factors, such as mutual distrust, intolerance and unhealthy rivalry between different ethnic groups. Evolving threats such as insurgency and terrorism have become a major source of insecurity in Nigeria. There has been major destruction of infrastructure along with the loss of lives and impoverishment in the affected regions.

These interrelated challenges have combined to entrench high levels of deprivation, illiteracy, poverty, unemployment, social exclusion and reinforce the vicious cycle of ignorance, lack of political awareness, bad governance, lack of accountability, absence of people oriented development and participatory processes, low realization of basic, economic, social and cultural rights. These have in turn resulted in citizens’ discontent, poverty, youth idleness and vulnerability to manipulation and exploitation. The result of is the evolution of political thuggery that has largely escalated to the insurgency, militancy, kidnapping and rural banditry which has fuelled the insecurity across the regions in the country. This has resulted in the death of thousands, abductions of hundreds and internal displacements of hundreds of thousands

The impact of conflict is particularly severe on women and adolescent girls who are especially susceptible to sexual abuse, rape, and other abuses. It is of key importance to develop policies and design services that contribute to an enabling environment for women’s participation and empowerment in conflict and post conflict environments, so they can meaningfully participate in conflict prevention, resolution, peace building, and protection, relief and recovery efforts. These challenges are likely to persist in mid- and long-term and will thus influence the development context in the future.

c. Economic Outlook

After rebasing of the Nigerian economy in 2016, Nigeria is Africa’s largest economy. However, the size of the economy disguises the fact that the GDP per capita is only $9413. The consequence can be seen in very week averages in almost all social indicators. The average life expectancy is 52 years, average years of schooling stand at 9 with the highest rate of children out of school in the world. Poverty is shockingly high with 62% of the population living below poverty line in 2016. Nigeria was ranked by the UNDP 2016 Report on UN quality of life/Human Development Index as the 152 out of 188, among the least human development countries globally in terms of income, education and life expectancy.

3 World Bank Data, 2017


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Nigeria has been hit hard by the global slump in crude oil prices. The dependence on a single commodity to generate foreign exchange earnings has made Nigeria especially vulnerable to oil production and price shocks. It is facing its worst economic crisis in decades, as there has been increased pressure on government and foreign exchange earnings. It is forecasted that Nigeria will post only a weak economic recovery in 2017 from the recession it experienced in 2016. This is under assumption that oil production will pick up a little following the massive disruption caused by militancy in 2016—Nigeria was exempted from a production cut by OPEC at the cartel's recent meetings. The IMF estimates the economic growth for 2017 at meagre 0.9% of GDP.4

Nigeria attempts to widen the revenue basis away from oil production. However, large resources in sold minerals, agriculture and industry require large investment, both domestic and foreign, which is hindered by growing insecurity, corruption and unpredictable political context. Overall, real GDP growth is predicted to pick up to 2.1% in 2018. IMF expects growth to slip back to 1.7% in 2019, given election-related uncertainty, compounded by an expected recession in the US and an ongoing slowdown in China that will spook global markets and lead to a moderation in oil prices. The moderate rebound in growth will reach 3.2%, in 2021 as local and global markets strengthen.

The average growth rate of 2.1% in 2017 21 is weak for a country with a young and expanding population, and will hit living standards and job creation—issues that will feed back into threats to political and social stability. Poverty and massive unemployment rates, especially among the youth remain high. Accelerating the creation of productive jobs through private sector growth and improvements in skills acquisition remains a major challenge.

Corruption Perception Index 2016: Source Transparency International

4 IMF (2017) May 2017 Nigeria economic forecast


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Inflation continuous to reach high levels in 2017 with an average rate of 17%. Pre-election spending and a further drop in the naira on the back of weaker oil prices mean that inflationary pressures will stay high in 2019, with inflation averaging above 12%, before it falls back slightly in 2020/ 21, to an annual average of 10.8%, as tighter fiscal and monetary policy takes effect. High inflation will continue posing a threat to economic planning and budgeting. The same can be said about forecasting for naira. High fluctuation of the exchange rate to all major currencies means that pricing and forecasting is based on US dollar. IMF forecasts by end 2021 naira trading close to 500N for one USD.


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4. CISLAC at glance

The Civil Society Legislative Advocacy Centre (CISLAC) is one of the major civil society organizations in Nigeria with a primary focus on legislation and legislative processes. CISLAC is also engaged in policy advocacy, civil society capacity building and media engagement. CISLAC works to train and enlighten civil society on policymaking, the responsibilities of the legislature, and the existing decrees and issues affecting Nigerian citizens. It also aims to ensure that the legislature at local, state, and federal levels are aware of their relationships with other government bodies and have a responsibility in acting as a voice for the people.

Since the adoption of the strategic plan 2012-2017, the organization has had multiple successes in its field. In collaboration with strategic CSO partnerships and engagement with parliamentarians, CISLAC has played a guiding role to advance the SDGs, Agenda 2063 and ECOWAS Vision 2020 in the legislative processes through numerous awareness raising initiatives. Such initiatives like regular advocacy visits, roundtable dialogues and information sharing on how best to formulate effective decisions and enact better laws resulted in the formulation of legislative caucuses on SDGs at the National and State Houses of Assembly and increased budgetary allocation to critical sectors as such Education, Health, Agriculture and Energy. Similarly, CISLAC has built the capacity of CSOs to constructively monitor legislative oversights at the National and State Houses of Assembly for effective policy interventions around budgets.

CISLAC has contributed to the passage of several laws. For example, the development of the Economic and Financial Crimes Commission (EFCC) Act, Independent Corrupt Practices and Other Related Offences Commission (ICPC) Act, Fiscal Responsibility (FRC) Act, Public Procurement Act (PPA); Nigeria Extractive Industries Transparency Initiative (NEITI) Act, Freedom of Information (FOI) Act; National Health Act; and National Tobacco Control Act amongst others. In collaboration with other CSOs, CISLAC continues to monitor implementation of these Acts, hence instilling a culture of transparency and accountability in the different sectors.

CISLAC’s research and policy briefs have been instrumental in providing a wealth of knowledge on the workings of the legislature and how to engage it, strengthen capacity for this engagement as well as providing technical support for the legislature to be more effective. In recent years, CISLAC has expanded its work to regional levels engaging ECOWAS and the AU organs, which has enabled it to influence and share best practices and experiences at regional and continental level.

The Zero Corruption Coalition (ZCC) is a coalition of over one hundred and fifty Civil Society Organizations and dozens of individuals committed to the fight against corruption. It is based in Abuja with membership based across the six geopolitical zones, it works in the area of capacity building for relevant stakeholders on anti-corruption and campaign and advocacy for strengthening anti-corruption legislations and policies. It is the CSO partner to the UNCAC implementation in Nigeria and engages strongly with the ACAs.


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With the expansion of the CISLAC’s portfolio, the number of staff has reached 40 full-time employees, including interns. Net assets raised from N6.3m in 2011 to N222m in 2016. Liquidity increased from N5.6m in 2011 to N220 in 2016. A continuous challenge emanates from the fact that operations are not asset based, fixed assets comprise mostly office furniture due to difficulty in securing institutional funding, which would ensure higher investment into the institutional growth.


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At the current, our portfolio comprises of these main projects according to the five programmatic strategic axes.

Current restricted funding sources for CISLAC’ main, ongoing projects (2016-2019):

Programme Project Description Donor Income (US$)

SA1: Support to democratic processes

1.Legislative Advocacy Project PACFAH $1,740,050

2. Media Advocacy Project PACFAH

SA2: Fight against corruption and promotion of transparency in the public finance management

1. Integrity, Mobilisation, Participation, Accountability, Anticorruption and Transparency in Nigeria (IMPACT Nigeria).

TI/Canadian International Development Agency (CIDA)

$1,476,154

2. Supporting Beneficial Ownership transparency in Nigeria.

TI/DFID

3. Tackling inequalities in Nigeria through transparent, accountable, and participatory governance

TI/Ford Foundation

4. Project Name: Strategic Partnership: Financing for Development.

OXFAM NOVIB

5. Scaling up tax justice Tax justice Network Africa

6. Increase transparency and Accountability in the Extractive

USAID/SACE

SA3: Promotion of peace, security and better management of Migration & IDPs

1. Strengthening Citizens Participation towards Peace and Security, Reconciliation and Stability in Nigeria

Nigeria Stability and Reconciliation Programme (NSRP)

$309,244 2. Engaging state and non-state actors towards the passage, ascent an implementation of the national IDP Act in Nigeria

SWISS Embassy

3. North East Regional Initiative (NERI)

USAID/ CREATIVE


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4. Increase transparency and accountability in the Defence sector

TI/UK

SA4: Promotion of legal framework for environment and conservation of nature

1. Strategic partnership for promoting a clean Niger Delta

Cordaid

$44,853

SA5: Promotion of human development and social inclusion

1. Strengthening Technical Capacity of committees on appropriation and health of the National Assembly

New Venture Fund

$1,312,048

2. Improving legislative oversight on Maternal Health

UNICEF

3. Influencing state and federal budget processes for improved nutrition budget allocation, release and accountability in Northern Nigeria.

MacArthur Foundation

4. Implementation of Tobacco Control Advocacy In Nigeria

African Capacity Building Foundation (ACBF)

TOTAL $4,882,349


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5. Developing the CISLAC Strategic Plan 2017-2022

Approach

This Framework builds on years of experience by CISLAC and its partners on supporting sustainable development through institutional development, capacity building, policy reform, and civil society strengthening. Preparing the strategic framework began with a review of key documents and deliberations among CISLAC board and staff on future directions for the organisation. The consultant team referenced these concepts to the geo-political and institutional context as well as to a preliminary review of internal achievements and capacities, to arrive at a conceptual outline of how the strategic plan could be formulated, including an overall objective and specific strategic objectives.

Views were sought from key stakeholders including main donors, partner organizations to gain external perspectives on CISLAC’s achievements, strengths, challenges and opportunities. A number of common substantive and institutional issues emerged from these discussions and have helped to form the new strategy.

Substantive Issues:

▫ Effective facilitation of CSO at the grassroots level to adequately translate the work done at the national level

▫ Recognized by the government: CISLAC has earned recognition and space which it needs to be maintained.

▫ Important focus should be on Legislature

▫ Need to build a connection between regional issues and national policies

▫ Strengthen role in engaging open government partnership and resource governance (Asset disclosure, beneficial ownership and open data)

▫ Strengthen engagement with RECs (ECOWAS), NEPAD, UNECA, AU

▫ Greater media engagement and alternative public engagement strategies, new communications tools e.g. social media

▫ Strengthen engagement with research bodies and other strategic partnerships and networks – hold governments to account through generating own evidence

Institutional Issues:

▫ Coordination at regional level

▫ Building capacity of staff

▫ Intensify Resource mobilization

▫ Need better M&E (outcome monitoring, theory of change)

▫ Streamlining policies

Strategic Planning Workshop

A strategic planning workshop was held on the 24-26 January 2017, at the Bolton White Hotel in Abuja. CISLAC staff and board and 10 partners also joined the discussions. Over the course of the three days, a consensus was reached on the overall goal of the strategy for the coming five years, and the characterization of the key result areas and means of implementation, as presented now in this Strategic Plan document.


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6. Operative framework - How change will happen

The government is as an influential actor as it is responsible for both the enactment and implementation of laws and policies that protect and promote the rights of its citizens. However, the growing voice from citizens for good governance is a clear indication that the government is not upholding its responsibilities under the social contract.

Change will be achieved if the government becomes inclusive and responsive with necessary policies, resources and actions to meet the needs of the citizens, resulting in a people centred sustainable development.

CISLAC believes that building local, regional and international partnerships with civil society organisations, the government and other stakeholders including the private sector to secure citizen engagement spaces towards holding the government accountable will bring about good governance.

Therefore, strengthening CSO’s capacity to engage in decision making processes, and act on their potential to influence good governance and reduce political and social strife; empowering relevant legislators at national and sub-national levels to adequately perform their oversight, law making, and constituency outreach functions; empowering the executives to properly implement and monitor implementation of relevant laws and providing adequate and relevant information for citizens to demand transparency and accountability in governance will give rise to an open, citizen centred governance; and create a Nigeria where legislators and policy makers are safeguarding citizens’ rights and welfare while citizens effectively demand accountability from duty bearers.

CISLAC intends to achieve this change pathway through well designed and effectively delivered programmes to inform critical public policy and budget decisions that will contribute to achieving the outcomes that policymakers and citizens expect. CISLAC having ECOSOC status and being a member of the United Nations Convention Against Corruption (UNCAC) will advocate for inclusive and transparent policies and frameworks to ensure that institutional governance is promoting accountability and transparency using evidence from our research, proposing alternative policies and frameworks as well as influencing at all levels.

Based on this Theory of Change, the new strategy addresses CISLAC’s mandate through three operational approaches, namely: Legislative and Policy Advocacy; civil society engagement and mobilisation and institutional strengthening to bring about change in policies, practices and behaviours; and most of all complete the accreditation process thereby, becoming a full TI chapter. This change envisages six (6) strategic focus areas outlined below:

1. Support to democratic processes; 2. Anti-corruption and promotion of transparency in the public finance management; 3. Promotion of peace, security and better management of Migration & IDP; 4. Promotion of legal framework for environment and conservation of nature; 5. Promotion of human development and social inclusion; 6. Institutional strengthening of CISLAC.


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Mission of CISLACT: to engage state and non-state actors for improved policy and legislative frameworks, transparency and accountability

in governance for people oriented development

Vision A Nigeria where legislators and policy makers are safeguarding citizens’ rights and welfare

while citizens effectively demand accountability

SA1: Support to Democratic processes

SA3: Promotion of Peace, Security and better

management of Migration &IDP

SA2: : Fight against corruption and promotion of

transparency in public finance management

CISLAC Goal: To make government accessible, responsive and

accountable to citizens

Transparency International

The Senate, The

National Assembly

SA4: Promotion of legal framework for environment and conservation of nature

SA5: Promotion of human development and social

inclusion

SA6: Institutional Strengthening of CISLAC

Anticorruption Agencies

The Government

Other CSOs

Development partners

Theory of change CISLAC


19

d. Fundamental Values

In advancing Strategy 2017- 2022, we will be guided by the following values and principles:

Integrity

We uphold to the highest degree of honesty, truthfulness and accuracy in the discharge of our duties and responsibilities.

Transparency and Accountability

We work to enhance transparency and accountability to all stakeholders where results are delivered in a timely, good quality with efficient use of resources

Team Work

We undertake to be open, honest and accountable in our relationships with everyone we work with and with each other.

Partnership

We acknowledge the importance of a collaborative relationship between organizations. We are committed to promoting empowering solutions through capacity development and partnership-building.

Value for money

We will implement our activities with the view of the best possible value for money ratio. The pricing will be based on the actual market value and competitive procurement process will ensure transparency and cost effectiveness.


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CISLAC – Transparency International Accreditation

• CISLAC is in process of Transparency International accreditation;

• Since 2011, contact group for Transparency International in Nigeria;

• Aspiring TI chapter-in-formation from 2018


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7. Strategy Goal and Objectives

Goal: To make government accessible, responsive and

accountable to citizens.

Vision

A Nigeria where legislators and policy makers are safeguarding citizens’ rights and welfare while citizens effectively demand accountability

Mission

To engage state and non-state actors for improved policy and legislative frameworks, transparency and accountability in governance for people oriented development.

Strategic Objective 1: Support to Democratic processes – To contribute to the formulation, implementation and monitoring of key government electoral policies that ensure credible and participatory electoral processes through improved legislative oversight.

Since the return to democratic rule in 1999, Nigeria has been working towards improving its electoral and democratic systems to be in synchronisation with other well-established democratic cultures. Within the next five (5) years, it expected that the country will work around issues of constitutional amendment, electoral Act amendment and other laws that govern elections. Elections will be held at tiers of government with particular references to Anambra gubernatorial election in 2017, Ekiti and Osun in 2018, general elections in 2019 and Edo and Ondo elections in 2020, and again Anambra 2021, Ekiti and Osun in 2022. All these electoral and constitutional amendment processes fall within the scope and time frame of this Strategic Plan. In these processes, there will be room for intervention both at the legislative and policy levels.

Strategic Objective 2: Fight against corruption and promotion of transparency in public finance management – To bridge the gaps in the fight against corruption by promoting Transparency and Accountability in public resource management, contract transparency and equitable taxation through setting up anti-corruption CSO platforms in Nigeria.

By virtue of article 5 of UNCAC, State Parties are required to develop and implement or maintain effective anti-corruption policies that encourage the participation of society, reflect the rule of law and promote sound and transparent administration of public affairs. Many of the administrative reform efforts of the Nigerian Government have now been backed by statute. Thus, there are now a number of provisions within the context of Nigerian law, which compliment Article 5 of the UNCAC. Section 39 of the 1999 Constitution provides for Freedom of Speech, S 19 of the PPA 2007, makes it mandatory that at least one representative of an NGO and a professional body observe the procurement process, and provides substantial CSO membership of the highest


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Policy making organ in the procurement Framework (The Council). S 16(14), 23, 24, 25, and 38 of the PPA provide for reasonable access to information by citizens , they require simultaneous and equal distribution of information relating to procurement opportunities, and access to records of procurement proceedings after a winning bidder is selected or a procurement activity is terminated without a contract, however the reference to unclassified procurement records in S 16(14) without a definition of what is unclassified may limit the scope of application of this law.

The FRA provides for increased citizens consultation and participation in the Fiscal Planning and budget process in Nigeria, and imposes public consultation and reporting obligations on the Ministry of Finance, that improve access to public finance information and participation of citizens in decision making. S 11-17 of the Fiscal Responsibility Act requires the preparation of a Medium Term Expenditure Plan in a consultative manner. S48 of the FRA requires the Federal Government to ensure that its fiscal and financial affairs are conducted in a transparent manner and accordingly ensure full and timely disclosure and wide publication of all transactions and decisions involving public revenues and expenditures and their implications for its finances. Additionally, it requires the National Assembly to ensure transparency during the preparation and discussion of the Medium-Term Expenditure Framework, Annual Budget and the Appropriation Bill. The FRA has provided statutory backing for the administrative reform of fiscal planning in Nigeria which introduced the MTEF, in the same breath the PPA provides statutory backing for the Due Process Administrative Reforms.

These improvements however have largely occurred only at the federal level of government in Nigeria. Part of the underlying reasons behind the gap between the anti-corruption efforts in the country is the delay in approving the National Strategy to Combat Corruption that was approved recently after a lot of efforts by various stakeholders as well as provisions and the domestic regime has to do with the low levels of compliance to this particular obligation in the thirty-six Federating States.

In view of Nigeria’s lopsided Federal structure. The continued existence of the Official Secrets Act imposing an obligation on public servants to keep public information secret and similar provisions of the civil service rules does not support an environment for civil society and media to hold government accountable.

Strategic Objective 3: Promotion of Peace, Security and better management of Migration & IDPs – To promote transparency in defense procurement, Audit and oversight, countering violence extremism and protection of civilians as well as promote adherence and implementation of UN and AU treaties on Migration and IDPs.

In the period in which the previous Strategic Plan covered (2002-2017), issues that relate to peace and security became very dominant forming a major area of urgent intervention of both local and international development partners alike. CISLAC has since inception however ensured that necessary policy and legislative frameworks are in place and also duly implemented to ensure adequate protection of lives and properties of individuals living within the country, develop required interventions for issues that speak to building national capacity to address irregular migration seeing migration as a needed tool for national development and also engaging causative factors of violence.

Nigeria has adopted a National Migration Policy, and has also signed the African Union Convention for the Protection and Assistance for Internally Displaced Persons (IDPs) in Africa. These two frameworks form the core of CISLAC’s engagement in the area of migration.


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This 5-year Strategic Plan expects to advance further the work of CISLAC in the area of Peace and Conflict, ensuring active and a more robust engagement in the area of its migration portfolio

Strategic Objective 4: Promotion of legal framework for environment and conservation of nature – To promote the adherence and implementation of treaties on environmental conservation, implementation of environmental clean-up and food security in Nigeria.

Nigeria is a signatory to the Revised African Union Convention on the Conservation of Nature and Natural Resources. Unfortunately, Nigeria is yet to ratify this Convention although the country played significant role to its revision from the 1968 version to the 2003 one. Nigeria is also party to and signatory to many environment and climate change agreements. Non-ratification and implementation of these instruments continue to create hazardous incidents in the country. Desertification affects many states in the northern parts of the country. Various forms of soil erosion are prevalent generally in the country. Many parts of the Niger Delta face major environmental pollution. Toxic waste, unregulated mining and industrial waste are a common feature of our environment. The unbridled importation of used and overused items such as batteries, computers and tyres constitute serious environmental concerns, which should be properly managed.

Strategic Objective 5: Promotion of human development and social inclusion - To promote the adoption and implementation of health related legal frameworks and policies as well as Gender and social inclusion at the national and state levels.

The 2017 World Health Statistics on Nigeria is alarming. The maternal mortality ratio is on the increase regardless of all the efforts from the government to improve the health indices. Maternal Mortality Ratio (MMR) is 814/100,000 LB, under 5 mortality ratio is 108.8/1000 LB, and number of births attended by skilled birth attendants is only 35%, while neonatal mortality rate is 34.3/1000 LB (WHO). This woeful health index reflects the effort of both government towards improving health care in the country.

Though the past and current administrations have proved to exude some level of political will in terms of providing adequate health care for citizens, showcased by the passing into law the National Health Act in 2014, which had previously eroded previous administrations, yet the indices remain very poor. To further buttress the willingness of the government to implement the provisions of the Health Act, at sub-national level, states have begun to establish State Primary Health Care Development Centres, which is a primary requirement for the access of the 1% provision in the Health Act of the country’s consolidated revenue to the health sector.

Health remains in the con-current list, which makes the adoption of the Health Act at state level very easy, as there is no need for further legislation/domestication of the Act. However, with all the preparations gearing up to the full implementation of the Health Act, Nigeria faces serious challenge in terms of financing health care. The country has never met the UN requirement or Abuja Declaration of at least 15% budgetary allocation to health. Only at state level, (Bauchi) has there been such record (16%). In the face of dwindling donor funds (donors such as GAVI, UNICEF, etc., are gearing up to withdraw funds support from the country owing to the rebasing of our country’s economy- lower middle income earners) and the current economic recession facing the country, the greatest challenge facing Basic Health Care has been inadequate funding and so far, innovative ways of funding health still eludes the government.


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On a more positive note, there has been a lot of improvement in the area of inclusiveness in the legislative processes as it relates to health. For the first time in many years, the legislature is involving the citizens and private sector in the area of Public Hearing on the 2017 Appropriations and National Health Insurance Scheme, all in a bid to find a way around providing adequate health care for the citizens. Furthermore, more health related bills have also been passed into law at state level.

However, with the entire legal platform provided for women’s participation in political affairs of our country, there has been abysmally low level of representation of women in elective and even appointive positions. The current statistics on women’s involvement in Nigerian politics and governance shows how the nation is at best showing lip service to affirmative action principles long adopted by other democracies such as Rwanda: 63.5% Lower House, 38.5% Upper House; Senegal 42.7%; South Africa Lower House 41.9%, Upper House 55.2%; Burundi 36.4% and Nigeria- Upper Chamber 6.4%, Lower House 5.2%, Cabinet position- 19%. The Past administration with all the loss of confidence people had in them were still able to have up to 32% Cabinet position! The same dismal story can be seen in the Lower Chamber, the Federal Cabinet, Ministries, Departments and Agencies, among others. This startling reality further reflects deepening inequality crises between genders in the Nigerian political landscape.

The MDGs 3 also presented opportunity up until September 2015 for Nigeria to further reduce gender inequality but the story did not really change. The Gender and Equal Opportunity Bill that has been at the National Assembly for years has been thrown out the second time under the present administration by the Senate. However, the Violence Against Persons Prohibition Bill received accent though the implementation has been a challenge.

Strategic Objective 6: Institutional Strengthening of CISLAC - To set up knowledge management systems and sustainable resource mobilization mechanisms for stronger organization.

For effective implementation of the Strategic Plan, the need for a strong knowledge management system and strong resource base becomes inevitable. In the next five years, CISLAC will seek opportunities to devise deliberate and systematic coordination of its staff, use modern technology and processes, and create an organizational structure relevant to add value through innovative approaches. CISLAC will develop systems of creating, sharing, using and managing new knowledge.

As part of having a sustainable resource base, CISLAC will strive towards seeking support from the donor community and philanthropic individuals in getting its own permanent office in order to reduce the high cost of rent payment facing the organisation.

Capacity building of staff and improvement in staff emoluments is essential in ensuring that the organisation retains and where necessary bring competent persons to ensure aachievement of organizational objective, enhanced performance and maintain comparative advantage and best practices.


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8. Stakeholder- and Power Analysis

Understanding the influence of different groups is important as it helps to identify their interest in a particular reform and the potential strategies for negotiating. The success of CISLAC calls for engagement with diverse and strategic stakeholders who are instrumental to the changes that we envisage. The main stakeholders of CISLAC are described below:

a. Citizenry

The success of any intervention is highly dependent on the ability of the citizens to raise and make demands on their government. This is possible through awareness creation and capacity building of individuals to understand the rights provided in law and the channels to demand their rights. Citizens have high power despite the fact that they need to harness their power to influence issues and spaces.

Nigerian citizens in recent years have shown great progress in their ability to make demands from those in Authority. Some scenarios like the 2012 subsidy protests where the then government was forced to partially remove fuel subsidy in place of the total removal it planned, points to the progress made.

The ongoing demand by the Bring Back Our Girls group (BBOG) has also forced the Government to intensify efforts to bring back the Chibok girls, which led to the negotiations that got 21 and 82 Chibok girls released in October 2016 and May 2017 respectively. Their release was under a prisoner swap deal with the Boko Haram terrorist group.

Nigeria has also seen citizens displaying their ability to make demands in cases like the protests that resulted in the discarding of the Senate’s proposed anti-social media bill, suspension of the Nigerian Communications Commission (NCC) planned hike in prices of data amongst others.

It is worthy to note that this progress displayed by Nigerians have been largely aided by the social media which has easy access to information for citizens.

The Nigerian citizens form the base of any push for reform, change or accountability.

b. Civil Society Organisations

Civil society organisations are generally more aware, and concerned with protecting interests and rights of individuals around clear thematic areas. Increasingly different stakeholders have begun to recognise them as key players. In Nigeria, CSOs have been credited as having played an instrumental role in legislative and policy reform processes that have seen the rights of citizens become more secure. CSOs are therefore highly influential but less powerful as there is need to enhance them and sustain their momentum, which is critical in building on their influence through exchanging information and networking.

Overtime, the Nigerian civil society organizations have turned into rallying pillars in the push for accountability for citizens. These CSOs have shone the light on the rights of Nigerians, guiding them on the way forward.


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In 2016, revelations made by BudgIT on the 2016 budget led to the unravelling of Nigeria’s budget padding scam a move that resulted in the sack of the then Director General of the budget Office of the Federation, Yahaya Gusau. This gives an insight into the strength of CSOs.

CISLAC is part of many coalitions of CSOs currently working in close partnership various legislative and executive arm in ensuring transparency in the extractive industry; working with other coalitions in anti-corruption and as well as in improving on electoral processes. CISLAC’s plays coordinating role in some of the CSO networks.

c. International NGOs

Many Civil society organizations engaging on regional or pan African issues are international NGOs with components of advocacy initiatives. This means that INGOs are critical in the quest to secure human rights in Nigeria especially given their ability to leverage resources. INGOs in many instances are powerful and influential.

International NGOs play a key role in advocacy. These Institutions maintain a symbiotic relationship with the Nigerian civil society organizations and in some occasions stand as pressure organs between Nigerian CSOs and the Nigerian Government. Their powers lie on their ability to influence the relationship between Nigeria and Developed nations, Donor Agencies, International Bodies like the United Nations (UN), European Union (EU), African Union (AU) and Multi-national companies. These International NGOs release reports and indexes which are used as benchmarks for the above International Bodies to rate Nigeria. They also help guide donor agencies on areas that are lacking and require support or funding in Nigeria.

Reports from Transparency International (TI), Amnesty International (AI) and the likes have until recently prevented the United States, France and other nations from selling weapons to the Nigerian state over human rights abuses. The US in the past (under Obama administration) did go further by compelling nations like Brazil, Israel and others from selling weapons to Nigeria.

On August 11 2017, the Acting president of Nigeria, Yemi Osinbajo inaugurated a nine-member presidential panel to review compliance of the Nigerian military with the human right obligations. This move from the acting president came at the heels of an Amnesty International report, which accused the Nigerian military of human rights abuses.

d. Government and related structures

The government is responsible for both enacting and implementing laws and policies that ensure the protection and promotion of human rights. However, accountability to the citizens remains a key issue, with many cases of reported corruption. Government, therefore have utmost power and influence to pass legislations that will secure human rights.

The National Assembly has the power to make legislations that would address current situations in the country. Take the consumption of tobacco as an example, it was recorded that tobacco is responsible for over 6 million premature deaths as estimated by the World Health Organization. In order to curb the negative effects of the consumption of tobacco, the National Assembly passed the National Tobacco Control Act 2015 to regulate the rate of tobacco consumption in Nigeria.


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The passage and implementation of laws and policies have come to have the inputs of citizens and civil society. Engaging governments within the next five years of this strategic plan is therefore essential

e. Pan-African Organs and Institutions

The African Union is a Africa’s key institution for the promotion of accelerated socio-economic integration of the continent. A Key objective of the African Union is the promotion and protection of human and peoples' rights in accordance with the African Charter on Human and Peoples' Rights and other relevant human rights instruments. The AU through legal instruments like the African Charter on Youth has seen the development of guiding principles, frameworks, and guidelines on land policy in Africa among other key frameworks on land and Natural resources.

The Key structures to target within the next five years will include the AU Commission, the Pan African Parliament and other key institutions of focus such as ECOWAS and AFDB.

The AU has the power to exercise sanctions on member states that are non-compliant with the provisions of the AU legal instruments and policy framework, as well as other conventions that would benefit the citizenry, encourage regional integration, and promote good governance. However, despite its great power under the Constitutive Act, it has in many instances failed to exercise its power towards member states and influence them objectively in the interest of citizens.

For instance, having signed and ratified the AU legal instruments and policy frameworks, Nigeria has failed to implement, amongst others, the 10% budgetary allocations to the Agricultural sector, being one the provisions of the New Partnership for Africa Development (NEPAD) Comprehensive African Agricultural Development Plan-CAAPD (2003), which happens to be one of the policy frameworks of the AU. In 2013, the total allocation to agriculture was N81.4bn, from the total budget of N4.92trn representing 1.7%. In 2014, agriculture was allocated N66.64bn, which represented 20.6% cut from the previous allocation. In the 2015 budget, N39.1bn was allocated to agriculture. However, there has been an increase in budgetary allocation to agriculture, but still not close to the recommended 10%, as N75.8bn allocated to agriculture, was about 1.24% of the 2016 N6.1trn budget. Presently, agriculture was allocated N92bn, which represents 1.27% of the N7.3trn 2017 budget.

CISLAC is part of a network in Africa, the State of the Union Coalition (SOTU) driving towards the ratification, domestication and implementation of key AU instruments. CISLAC also belongs to the West Africa Civil Society Forum advocating for good governance in West Africa.

f. Donors

International donors continue to be a major source of funding to many African governments, African institutions, CSOs and INGOs. Donors contribute significant amounts to national budgets, advocacy, infrastructural projects that contribute to economic or social development needs of states. Thus, international donors are significant brokers of direct and indirect power. They have both high power and high influence.


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CISLAC has benefited and has been sustained through donor support a wide range of the donor community. Various interventions of CISLAC has been supported by Citing relevant examples is the issue on Tobacco Control in Nigeria.

g. International Financial Institutions

The World Bank and International Monetary Fund (IMF) continue to influence policy and debates on the continent. Most African states including Nigeria benefit from financial support in form of loans for mega development projects. In addition, the World Bank and IMF are influential members of the Africa Development Bank (AfDB). These International Financial Institutions (IFIs) also have frameworks and guiding principles that are prerequisite of their support.

Nigeria is categorized as a third world country; it is a developing nation. Essentially, there is the need for consistent financial aid for effective, improved and sustainable economic growth. To enable Nigeria, breech her deficiency in infrastructure, agriculture, health and Energy, International Financial Institutions have stepped in to assist. To access such financial aid and loans, Nigeria has had to look beyond its shores, adjust its system, policies and open its doors to welcome these financial institutions and other investors from already developed nations the world.

International financial institutions such as World Bank, International Monetary Funds (IMF), Africa Development Bank (AFDB) and the European Investment bank, provides low income Regional Member Countries (RMCs) like Nigeria with concessional loans and grants, guarantees as well as technical assistance for studies and capacity building in support of projects and programs that spur poverty reduction and economic development. These financial institutions are heavily invested in the health, education and energy sectors especially in the development of renewable energy projects. They also give loans and grants to companies operating in the private sector of the economy.

However, these international financial institutions have very stringent conditions attached to their aids. They tend to influence the Nigerian government in areas of policy and financial responsibility, urging the government to tighten laws and loop holes in order to secure the repayments of finances given and future financial stability and growth.

h. The Private Sector

Along with governments and intergovernmental agencies, the private sector plays an important role in development policy implementation. It is now widely acknowledged as a growth engine based on accelerating innovations, mobilizing local resources, creating jobs and providing better standard of living. Moreover, donors have been contracting private sector for social and developmental projects which in the past were conducted through CSOs. They have in the recent times positioned themselves as both powerful and influential.

The private sector has been a major contributor to the development of the nation’s economy. They partake in the implementation of governmental policies by majorly creating job opportunities for its masses, providing business opportunities for investors and increase the gross domestic product (GDP) of the economy. They make it much easier for goods and services to get to the masses. The private sector has contributed largely to the transfer of technology into Nigeria. Competition in the private sector has helped improve variety and quality of goods and services provided. Competition in the private sector has also helped in rapid reduction in the price of goods and services. Businesses in the private sector have also influenced trends and social behaviour.


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i. Media

The media has continued to play a key role in setting and shaping development agenda. Access to internet and social media has increased accountability and ‘citizens’ voice in governance and presents a great tool for public mobilization. This therefore places the media as having high influence despite limited power.

The media is an integral part of any society without which effective communication and dissemination of information cannot be said to take place; it has been playing the vital role dating back to the pre-independence era of the nation. It serves as a means with which the government and is citizens are held accountable for their various actions; it has been an effective tool in politics and the fight against corruption and the furtherance of democracy. The Nigerian media has continued to develop rapidly so much so that a wider range of people of various educational statuses are now able to access it for various purposes. The most popular types of media in Nigeria include the electronic media, the print media and social media.

In this era of democracy, the media is used to sensitize and inform the people, to enhance proper governance of each state and influence even allocation of federal resources to the various states of the federation. It is also used by the people for accountability and to checkmate the activities of the constitutional representatives of the various constituencies in the nation. Where there are doubts, the media is used to express feelings and corrective measures given with reference to freedom of expression, freedom of information and transparency.

Unfortunately, some very wealthy and influentially placed Nigerians have tried to hijack the power of the press for theirs and their groups’ selfish interests by owning various media outfits, thereby corrupting the credibility of the media output. Journalists and editors are not immune to the vast corruption in the country as some of them owing to the prevailing condition of the Nigeria economy, the struggle for survival, the fear of joblessness, have compromised their integrity so as to secure their jobs and better their living conditions by altering or falsifying information disseminated.

Better Media means less corruption. Econometric research has found that countries with greater press freedom tend to have less corruption. A free and independent media is a key ingredient of democracy as it greatly influences the democracy and politics of Nigeria.


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9. Means of Implementation

This section constitutes an action plan for implementing the strategic plan, based on the strategic objectives and key focus and activity areas developed.

a. Institutional strengthening

Indicative activities are proposed under the Institutional Strengthening section in Annex III.

This Strategic Plan has developed a Strength, Weakness, Opportunity and Threats (SWOT) analysis to guide CISLAC optimism and expectations. It gives knowledge on how the organisation looks at its positive attributes and also its negative attributes. It also looks at areas where there are openings to engage in new frontier and understand and tackle risks that many be inherent.

b. Capacity building

Indicative activities are proposed under the Capacity Building section in Annex 1.CISLAC has prepared a Capacity Development Plan to address the skills and capacity gaps required to implement the Strategic Plan over the next five years. The plan addresses the needs for capacity development at all the organisational levels. The plan also identifies sources of technical support to implement the plan, taking into consideration existing technical expertise.

c. Resource mobilization

On finalization of this Strategic Plan, CISLAC will mobilise financial resources to achieve the objectives and broad strategies identified in its Strategic plan. CISLAC board and staff will take the lead in engaging with current and potential development partners to assist in providing the resources needed.

d. Partnerships

To realize our strategic objectives, the activities under the new Strategic Plan are intended to be designed and implemented jointly with partners. The existing partnership both at national, regional and international levels will be strengthened while new partnerships are envisioned to enhance effectiveness of strategies for engaging at a broader range of sectors. New partnerships are needed to address the proposed capacity development and knowledge management activity areas. National Partnership (government agencies) The existing partners at the national level are:

i. National assembly ii. State houses of assembly

Ministries

Federal Ministry of Justice,

Federal Ministry of Education,

Federal Ministry of Health,

Federal Ministry of Foreign Affairs,


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Federal Ministry of Finance,

Federal Ministry of Interior

Federal Ministry of Budget and National Planning,

Federal Ministry of Agriculture,

Federal Ministry of Women Affairs,

Federal Ministry of Youths and Social Development Departments and Agencies

Army Headquarters,

Budget Office

Bureau of Public Enterprises (BPE)

Corporate Affairs Commission (CAC)

Defence Headquarters,

Economic and Financial Crimes Commission (EFCC),

Federal Inland Revenue Service (FIRS),

Fiscal Responsibility Commission (FRC),

Independent Corrupt Practices and other Related Offences Commission (ICPC),

National Commission for Refugees, Migrants and Internally Displaced Persons (NCFRMI),

National Emergency Management Agency (NEMA)

National Health Insurance Scheme (NHIS)

National Human Rights Commission (NHRC)

National Orientation Agency (NOA)

Nigerian Debt Management Office

Nigerian Extractive Industries Transparency Initiative (NEITI) Secretariat

Nigerian Police

Office of the Special Advisor to the President on Civil Society

Office of the Special Advisor to the President on Millennium Development Goals

Policy Analysis and Research Project (PARP), National Assembly

Technical Unit on Governance & Anti-corruption Reforms (TUGAR)

MEMBERSHIP OF NETWORKS AND COALITIONS

Africa Public Health Rights Alliance 15 Percent Campaign

Budget Transparency Network (BTN)

Citizens’ Forum for Constitutional Reform (CFCR)

Citizens’ Wealth Platform

Civil Society Action Coalition on Education for All (CSACEFA)

Civil Society Platform for Advocacy on Internal Displacement

Electoral Reform Network (ERN)

Freedom of Information Coalition (FOI)

Gender and Affirmative Action

National Coalition on Affirmative Action (NCAA)

National Procurement Watch Platform (NPWP)

Nigeria Action Network on Small Arms (NANSA)

Nigeria Economic Summit Group (NESG)

Nigeria Gender Budget Network (NGBN)

Publish What You Pay (PWYP)

Tax Justice Network, Africa

http://mail.yahoo.com/


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Tax Justice and Governance Platform, Nigeria

Trade Network Initiative (TNI)

Transition Monitoring Group (TMG)

Voices for Food Security, Nigeria

West African Civil Society Forum (WACSOF)

West African Network for Peacebuilding (WANEP)

Women In Nigeria (WIN)

Zero Corruption Coalition (ZCC) National and International partners:

ACTIONAID International

Advocacy Forum, NEPAL

Advocacy Nigeria

African Capacity Building Foundation (ACBF)

African Centre for Media & Information Literacy (AFRIMIL)

African Centre For Leadership, Strategy & Development (CENTRE LSD)

Africa Leadership Forum

African Union (AU)

Alliance for a Green Revolution in Africa (AGRA), Kenya

Alliance for Credible Elections (ACE) Nigeria

Amnesty International

Article 19

Asian Centre for Human Rights (ACHR) India

Australian High Commission

Bayelsa Non-governmental Organisations Forum

Bill and Melinda Gates Foundation (BMGF)

British Council, Abuja

BudgIT

Campaign for Tobacco Control Free Kids (CTFK)

Canadian High Commission, Abuja

Canadian International Development Agency (CIDA), Nigeria

Centre for Advanced Social Science (CASS), Port Harcourt

Centre for Democracy and Development(CDD), Abuja

Centre for Democratic Research and Training

Centre for Information Technology and Development (CITAD), Kano

Centre for Legislative Studies in Africa, Abuja

Centre for Public-Private Cooperation (CPPC), Ibadan

Centre for Research and Documentation (CRD) Kano

Centre for Social Justice (CSJ), Abuja

China NGO Network for International Exchanges, China

Christian Aid

Civil Resources Development & Documentation Centre (CIRDDOC)

CLEEN Foundation, Nigeria

Community Action and Popular Participation (CAPP)

Community Health and Research Initiative (CHR) Nigeria Kano

Conflict Security and Development Group (CSDG) of King’s College, University of London

Cordaid


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Creative Associates International Inc. NERI

Department for International Department (DFID), UK

Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

Development Research and Projects Cenre (DRPC), Kano

Development Workshop (DW), ANGOLA

Economic Community of West African states (ECOWAS),

Egyptian Centre for Economic and Social Rights (ECESR), EGYPT

Environmental Rights Action (ERA), Nigeria

Federation of Muslim Women’s Associations in Nigeria (FOMWAN)

Ford Foundation

Forum Civil (FC), SENEGAL

FRIDE (Spain)

Friedrich Ebert Stiftung (FES)

Gender and Development Action (GADA)

Global Call to Action against Poverty (GCAP)

GRM International Ltd. (UK)

Groupe de Reflexion et d’Action sur les Industries Extractives (GREN)

Heinrich Boll Foundation (HBF), Nigeria

Human Rights Watch, US

Institute for Governance Studies (IGS Brac University) Bangladesh

Interfaith Mediation Centre (IMC), Kaduna

Internal Displacement Monitoring Centre (IDMC) Geneva, Switzerland

International Organisation for Migration (IOM)

International Press Centre (IPC), Lagos

International Republican Institute (IRI), Nigeria

ITAD (UK)

Justice, Development and Peace Commission (JDPC)

Justice for All (DFID), Abuja

Kebetkache Women Development & Resource Centre

Koyenum Immalah Foundation (KIF), Delta State

Leads – Nigeria

MacArthur Foundation

Media Rights Agenda (MRA), Lagos

Nasarawa NGO Network (NANGONET)

National Accountability Group (NAG) – Sierra Leone

National Democratic Institute (NDI), Nigeria

New Venture Fund

New Partnership for African Development (NEPAD)

Niger Delta Budget Monitoring Group (NDEBUMOG), Port Harcourt

Nigeria Labour Congress (NLC)

Nigeria Union of Journalists (NUJ)

Nigerian Association of Women Journalists (NAWOJ)

Nigerian Economic Summit Group

Nigeria Stability and Reconciliation Programme

NIYEL - Senegal

Norwegian Refugee Centre

Open Society Justice Initiative (OSJI)

Open Society Initiative for West Africa (OSIWA)


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OXFAM America

OXFAM GB, Nigeria

OXFAM Novib, NETHERLANDS

OXFAM Spain

PACT Nigeria

PACFAH

Pan African Strategic & Policy Research Group (PANAFSTRAG), Lagos

Partnership for Justice, Lagos

Policy and Legal Advocacy Centre (PLAC), Abuja

Public and Private Development Centre (PPDC)

Publish What You Pay (PWYP) Niger

Publish What You Pay (PWYP) Publiez Ce Que Vous Payez (PCQVP), MALI

REFORMS USAID, Abuja

Revenue Watch Institute (RWI)

Right to Know

Roseau des Organisations pour la Transparence et l’Analyse Budgetaire (ROTAB), Niger

RTI International, Nigeria

Social Action, Port Harcourt

Southern & Eastern African Trade, Information and Negotiations Institute (SEATINI), UGANDA

Stakeholder Democracy Network

State Accountability and voice Initiative in Nigeria (SAVI)

Support to Reforming Institutions Programme (EU-SRIP), Abuja

Switzerland Embassy, Nigeria

Tax Justice Network-Africa (TJN-A), KENYA

The Paul H. Nitze School of Advanced International Studies, African Studies, John Hopkins University, Washington

Third World Network-Africa (TWN-A), GHANA

Transition Monitoring Group (TMG)

Transparency International Secretariat

Transparency International Security Defence

TY Danjuma Foundation, Abuja

United Nations High Commissioner for Refugees (UNHCR), Nigeria

United Nations Millennium Campaign (UNMC)

UNODC

UNICEF

United States of America Embassy, Abuja

United Action for Democracy (UAD)

USAID

WACAM-Ghana

West Africa Civil Society Institute (WACSI) (Ghana)

Women Advocates Research and Documentation Centre (WARD C), Lagos

Women’s Aid Collective (WACOL), Enugu State

Women's Right Advancement and Protection Alternative (WRAPA), Abuja

World Bank


@ 2017 CISLAC 35

e. Communication

CISLAC recognises the very important role the media plays in dissemination of information and shaping of public opinion. Over the years, CISLAC has developed a good rapport with about 35 media outfits / practitioners consisting of print and electronic media.

CISLAC has created civil society awareness through the publication and dissemination of a monthly newsletter Legislative Digest that has been in circulation for both public and legislative consumption since 2006. It has been a central medium of accountability, as it provides citizens a platform to monitor the performance of their Legislators, and a channel for Civil Society Organizations advocacy on critical issues that require legislative intervention. Also, CISLAC has a wide range of publications such as Textbooks and Policy Briefs, which examines policies requiring amendment and providing recommendations.

Presently, CISLAC has an interactive website, a Twitter account and Facebook page, where programme activities, communiques and emerging issues are shared and discussed.

CISLAC’s Facebook account currently has 2,432 followers, with 2,436 likes and has a reach of over 12, 000 - 13, 000 as at the last six months.

On the Twitter account, CISLAC has 1,992 followers made up of legislators, development workers, international organisations and other stakeholders.

CISLAC has a Communication Strategy to achieve the objectives outlined in the Strategic Plan according to the stakeholders’ structure, see. Annex with the communication strategy.

CISLAC’s communication objective is ‘to support the organisation internal, external communication needs and enhance its visibility among relevant stakeholders through the deployment of holistic communication tools, proactive and reactive media motions’.

f. Results framework

Annex II presents the results framework for guiding the implementation of the Strategic Plan, as well as for measuring achievements and making operational adjustments as required. The results framework provides the basis for monitoring and reporting on a regular basis to the donors, and partners and members, and thus constitutes the accountability value that CISLAC subscribes. The outcome indicators base on the anticipated outcomes for each key result area.

g. Risk Management

Annex presents comprehensive risk analysis.


i

10. Annex I: Results Framework

Strategic focus area 1.: Support to democratic processes

Objective: To contribute to the formulation, implementation and monitoring of key electoral laws and policies that ensures credible and participatory electoral processes through improved legislative oversight.

# Indicators Means of Verification Risks/Assumptions

Outcome 1.1: CSOs regularly contribute to the formulation, implementation and monitoring of key electoral legislations and policies

Key government electoral legislations and policies are formulated, implemented and monitored

Policy documents and implementation monitoring report

It is assumed that the Government is willing to collaborate with CSOs in the formulation and implementation of key policies.

Output 1.1.1 CISLAC issues policy briefs, training

manuals, and conducts town hall meetings

on electoral issues at the federal and state

levels

Number of policy briefs & Number of Training manuals produced; Number of town hall meetings organized on electoral issues.

Copies of finalized policy briefs and training manuals produced; Report of town hall meetings organized on electoral issues

Output 1.1.2 CISLAC’s participates regularly in electoral

situation room and issue statements on

corrupt practices with in the electoral

process at National and state levels

Outcome of participation in electoral situation room;

Statements issued on corrupt practices within the electoral process

Reports of situation room discussion (Audio recordings etc);

Copies of statements issued on electoral processes.

Output 1.1.3. CISLAC supports CSOs and contribute towards in the review of the Electoral Act and advocate for its implementation at all levels of government

Availability of a reviewed electoral act;

Number of reports of state of implementation of the act at national and sub-national levels.

Copy of reviewed electoral Act.

Monitoring reports of implementation of the act at national and sub-national levels.


@ 2017 CISLAC ii

Outcome 1.2: CSOs are involved in ensuring credible and participatory electoral processes at the national and state level

Level of transparency in the electoral process;

Increased awareness of citizens;

% reduction in cases at the electoral tribunal

Report of electoral processes and Election tribunal report

There is full implementation of electoral laws and review of the laws where necessary.

Output 1.2.1. CISLAC builds CSOs capacities in

Elections observation and monitoring to

reduce electoral fraud

Number of CSOs with improved capacities in election observation and Monitoring.

Training reports and report of election monitoring including photographs, sign-in sheets etc

Output 1.2.2. CISLAC actively contributes in the affairs

of Transition Monitoring Group (TMG) and

other election focused CSO groups to

ensure the flawlessness of electoral

processes

Level of influence of TMG in ensuring faultless electoral processes.

Report of CISLAC participation in TMG activities

Output 1.2.3 Tools for addressing corruption in electoral processes are developed and improved

Number and type of tools developed and improved to address electoral corruption

Copies of tools developed and /improved

Output 1.2.4 CISLAC identifies national/state electoral priority issues for campaign and monitoring of the implementation of campaign promises especially focusing on anti-corruption related promises

List of campaign promises implemented at National and State levels

Report of monitoring implementation of campaign promises

Outcome 1.3: CISLAC supports the capacity of state and federal legislators in their oversight, representation and outreach function

Percentage of state and federal legislators with increased oversight capacity

Report capacity building sessions and monitoring legislative oversight.

Legislators are willing to improve in the performance of their functions.

Output 1.3.1. CISLAC trains federal and state legislators

on effective oversight within their mandate

Number of legislative committees trained on effective oversight

Level of improvement in

Training reports and report of monitoring legislators activities as relates to the subject trained on


@ 2017 CISLAC iii

oversight functions

Output 1.3.2 CISLAC provide technical support on

demand to Federal and State Legislators

especially on migration, health and

corruption-related issues

Frequency of technical support provided to Federal and State legislators on Migration, Health and anti-corruption

Letter of Request (LOR) for technical support and report of the support provided.

Output 1.3.3 CISLAC develops and disseminates

knowledge materials to Legislators and

executives especially on migration, health

and corruption-related issues.

Type and number of knowledge materials developed and disseminated to Legislators and Executives

Copies of knowledge materials developed and dissemination tracker.

Strategic focus area 2 Anti - corruption and promotion of transparency in the public finance management

Objective : To bridge the gaps in the fight against corruption by promoting Transparency and Accountability in public resource management, contract transparency and equitable taxation through setting up anti-corruption CSO platforms in Nigeria


Outcome 2.1: CISLAC enhances the accountability and transparency in the management of resources accrued especially from the extractive industry

Increased accountability and Transparency in resource management

Separation of administrative and commercial functions of NNPC

Publication of relevant MDAs reports e.g NNPC, FIRS etc.

Passage of the entire Petroleum Industry Governance Bill (PIGB)

Government institutionalize its pronouncements to increase transparency in Public resource management.

Output 2.1.1 CISLAC advocates for contract transparency in the extractive sector

Type of advocacy engagements conducted on contract transparency in the extractive sector

Advocacy briefs, Reports including photographs and commitments from the target

Output 2.1.2. CISLAC builds partnership towards participatory revenue tracking in the extractive industry

Number and types of partnerships built

List and purpose of partnerships

Output 2.1.3. CISLAC advocates for the passage of Deliberation of the bill in the Copy of the bill at every


@ 2017 CISLAC iv

Petroleum Industry Bill to mitigate corruption risks

National Assembly and subsequent passage into law, & signed by the president

stage

Output 2.1.4 CISLAC monitors the gaps in public finance management and develops improved mechanisms to address them

Mechanisms developed to address gaps in finance management.

Reports of implementation mechanisms developed

Outcome 2.2: CISLAC advocates for fair and equitable tax system in policies and practices

Existence of fair tax system at all levels

Copies of tax policies Relevant public officers understand the value add in having a unified tax system

Output 2.2.1. CISLAC advocates for unified improved tax policies and practices at all levels of Government.

Availability of unified tax policies at national and sub-nationa; levels of government

Copies of unifies tax policies

Output 2.2.2. Citizens participation on campaign for fair taxation increased

Number and type of campaigns for fair taxation

Reports of campaign for fair taxation

Output 2.2.3. CISLAC advocates for a unified tax system and tax to service for the informal sector.

Availability of a unified tax to service system for informal sector.

Report of implementation of tax to service systems at federal and state levels

Outcome 2.3: CISLAC advocates for contract transparency and promotes beneficial ownership to reduce corruption in the public and private sector

Creation of an open register of beneficial Owners of companies that is accessible to all

CAC website The review of Corporate Affairs Commission (CAC) act is completed and singed.

Output 2.3.1. CISLAC advocates for the establishment of a registers of Beneficial Owners of companies doing business in Nigeria

Availability of Beneficial Ownership registers of companies

Accessibility of Beneficial Ownership registers of companies

Output 2.3.2. Regular research outputs are produced to map corrupt practices in tax administration within the public/private sectors.

Number of research outputs produced in tax administration within the public/private sectors

Research documents produced

Output 2.3.3 CISLAC conducts awareness campaigns to promote public participation in contract

Number and types of campaigns conducted to

Reports of campaigns


@ 2017 CISLAC v

transparency. promote public participation in contract transparency

showing public participation

Outcome 2.4: CISLAC generates evidence-based advocacy based on applied research which informs the policy and implementation gaps in the fight against corruption

Content of applied research report(s)

Copy of the research report(s)

Credible data is generated from the research.

Output 2.4.1. CISLAC addresses existing gaps in the fight against corruption through evidence-based research on corruption especially on the Defense, Extractive , Health sectors and legislative oversight

Existing gaps as contained in the evidence based research addressed

Report of evidence based research showing gaps addressed especially in the security, Extractive and health sectors and legislative oversight

Output 2.4.2. CISLAC promotes whistle blowing to reduce corruption in health, education, election processes, migration and IDPs as well as the extractive sector.

Simplifying and translation of whistle blowing policy

Level awareness created on whistle blowing policy

Copies of simplified and translated whistle blowing policy;

Feature in public discourse

Strategic focus area 3.: Promotion of peace, security and better management of Migration &IDP in Nigeria

Objective To promote transparency in security sector procurement, Audit and oversight, countering violence extremism and protection of civilians as well as promote adherence and implementation of UN and AU and ECOWAS treaties.


Outcome 3.1: CISLAC promotes transparency in the procurement, audit and oversight of the defence sector

Inclusion of security sector procurement in the national audit report

National Budget and Audit report

Availability of a legal framework on inclusion of defense sector procurement in the national audit.

Output 3.1.1 CISLAC advocates for the passage of the amendment on the public procurement act to include Military hardware purchases

Discussion and subsequent passage of the amended public procurement act by the National Assembly.

Copy of the act as signed by the president

Output 3.1.2 CISLAC builds capacities of the Office of the Auditor General of the Federation

Number of capacity building engagements conducted;

Reports of capacity building exercise, photographs &


@ 2017 CISLAC vi

(OAUGF) to include defense spending in the National Audit and to be made public

Number of personnel with improved capacity; Inclusion of defense spending in the National Audit.

sign-in sheets; and copies of National audit

Output 3.1.3. CISLAC promotes citizens’ awareness on security votes and defence spending

Level of awareness of citizens on the concept of security votes and spending.

Reports of awareness campaigns on whistle blowing act conducted

Output 3.1.4 CISLAC provides technical support to Legislators and their aids to perform their oversight roles in defence effectively

Number of technical support provided on performance of oversight roles

Letter of request for technical support from National Assembly

Output 3.1.5 CISLAC creates Impunity index as a mechanism to expose corruption in the defense sector

Availability of impunity index Accessibility of the impunity index

Outcome 3.2.: CISLAC promotes the adherence and the implementation of UN ,AU and ECOWAS treaties

Status of compliance and implementation of international treaties in Nigeria

National and state laws and policies enacted in furtherance of the treaties

Lack of domestic political will and institutional capacity to integrate AU standards into national laws, policies and programs. Implementation of UN and AU instruments

Output 3.2.1. CISLAC provides technical capacity for Legislators and their aids, and engages in strategic dialogues on UN ,AU and ECOWAS treaties

Level of technical capacity provided to legislators and their aids on domestication and implementation of UN, AU and ECOWAS treaties.

Report of technical capacity sessions

Output 3.2.2 CISLAC advocates for the adoption, implementation and monitoring of institutional framework on internal displacement in Nigeria

Better management of internal displacement

Monitoring report of the implementation of institutional framework on internal displacement

Output 3.2.3 CISLAC advocates for the monitoring of the implementation of Migration policy.

Level of implementation of Migration policy

Report of the implementation of Migration policy


@ 2017 CISLAC vii

Output 3.2.4 CISLAC advocates for the ratification and implementation of UN, Au and ECOWAS conventions on corruption

Number of national laws passed in furtherance of UN, AU and ECOWAS conventions on corruption

Copies of legislations passed.

Implementation monitoring reports

Outcome 3.3. CISLAC promotes countering violent extremism

Number of in citizens seeking recruitment into terrorist cells;

Number of citizens seeking de-radicalization, Number of violence attacks

Progress report Raising awareness will expose the ills of violence extremisms and discourage recruitment into terrorist cells, thereby reducing number of attacks, making the environment peaceful.

Output 3.3.1 CISLAC builds capacities of Islamic clerics to counter narratives of Muslim terrorists arguments

Number of Islamic clerics with improved capacities who work to counter Narratives of Muslim terrorist arguments

Report of training, photographs, and sign –in sheets as well as outcome harvesting.

Output 3.3.2 CISLAC promotes strategic communication in preventing and countering violent extremism

Functional Strategic communication procedures developed

Report of strategic communication.

Output 3.3.3 CISLAC provides platforms for early warning and early response in preventing and countering violent extremism

Number and type of functional early warning and Response platforms created by CISLAC

Feedback from platform activities

Output 3.3.4 CISLAC creates and sustains inter and intra religious platform to reduce violent extremism.

Functional inter and intra religious platforms created by CISLAC

Report of platform activities

Outcome 3.4 Civilian protection is ensured through de-radicalization of civilian JTF, prevention of child soldiering, proliferation of small arms & light weapons and legalization of armed groups

% reduction in the recruitment of child solders, proliferation of small arms & light weapons and legalization of armed groups

Progress report De-radicalization of civilian JTF and prevention of legalization of arm will bring about a reduction in terrorist attacks.


@ 2017 CISLAC viii

Output 3.4.1 CISLAC provides civilian JTF with entrepreneurial skills

% of civilian JTF with entrepreneurial skills within CISLAC’s project states

Projects progress reports

Output 3.4.2 CISLAC provides awareness to parents to prevent recruitment into terrorist’s groups.

Number of parents with increase awareness and preventing recruitment into terrorist groups

Reports of awareness raising activities and outcome harvesting report

Output 3.4.3 CISLAC builds capacities of security agencies at the border patrol offices to reduce cross border crimes.

% of border patrol officers with increased capacities to reduce cross border crimes

% reduction in border crimes

Activity reports

Survey report

Output 3.4.4 CISLAC advocates and mobilize against the passage of the legalization of arms groups bill.

Disqualification of the legalization of arms groups bill from being discussed in the floor of the National Assembly

Report of National Assembly proceedings

Strategic focus area 4: Promotion of legal framework for environment and conservation of nature

Objective To promote the adherence and implementation of treaties on environmental conservation, implementation of environmental clean-up and food security in Nigeria.


Outcome 4.1: CISLAC promotes the adherence and the implementation of international treaties and national laws regulating the conversation of nature

Level of ratification and implementation of Treaties

Treaties ratification and implementation chart and implementation monitoring report

Citizens hold Government accountable and demand implementation of commitments made at regional and international levels concerning conservation of nature.

Output 4.1.1 CISLAC advocates for the ratification, domestication and implementation of treaties on environment

Rate of ratification, level of domestication and implementation of the

Ratification chart


@ 2017 CISLAC ix

treaties.

Outcome 4.2: CISLAC promotes the implementation of environmental clean-up in the Niger delta

Niger delta environment cleaned –up

Observation The assumption is that Niger Delta clean-up will be fast tracked, following the commencement of Ogoni Clean-up in 2016 to promote a healthy environment in the Niger Delta Region.

Output 4.2.1. CISLAC promotes the implementation of emergency measures in Ogoni land

Rate of implementation of Ogoni clean-up

Output 4.2.2 CISLAC Advocates for budgetary allocations for the clean-up of Ogoni

Creation of funded budget line for Ogoni clean-up

National/or state budget

Output 4.2.3 Advocate for the government to set up a governance framework to implement the clean-up in Ogoni Land

Availability of a governance framework to implement Ogoni clean up

Implementation by Government line ministries and Departments

Output 4.2.4 CISLAC builds capacities of host communities and community based organization to advocate protecting their environmental rights.

% of host community members and CBOs with increased capacities who advocate for their environmental rights

Report of their activities

Outcome 4.3 CISLAC promotes food security in Nigeria Passage of legislation to ensure food security.

Copy of the legislation It is assumed that the 8th Assembly will expedite the passage of right to food bill. The passage of this bill will promote food security in Nigeria.

Output 4.3.1 CISLAC advocates for the passage of the right to food bill

Right to food bill passed into law and signed by the president

Copy of the law

Output 4.3.2 Building capacities of small holder farmers to advocate for increased budgetary allocation in North Central

% of small holder farmers with increased capacities who advocate for increased

Report of small holder farmers’ advocacy activities; North Central


@ 2017 CISLAC x

budgetary allocation;

Increased budgetary allocation for small holder farmers in North Central Nigeria.

states Agric annual budget

Output 4.3.3 CISLAC advocates for improved extension services for farmers in the North Central

Improved extension services for North Central farmers.

Survey reports

Strategic focus area 5: Promotion of human development and social inclusion

Objective To promote the adoption and implementation of health related legal frameworks and policies as well as Gender and social inclusion at the national and state levels.


Outcome 5.1: CISLAC promotes the adoption and the implementation of health policies, and legislations to improve health outcomes at the national and state levels in Nigeria

Adopted health policies and related legal frameworks implemented at national and state levels

Adopted health related legal framework and implementation monitoring report

Government at all levels adheres and fully implement the National Health act of 2014.

Output 5.1.1 CISLAC advocates for the effective implementation of the national Primary Health Care (PHC) under one roof program in selected Northern states

The nine pillars5 for implementing PHCUOR are established and in operation in the select Northern states

Level of achievement under each of the nine pillars in select Northern states.

A checklist for the implementation of the PHC under one roof programme (Governance and Ownership; Legislation; Minimum Service Package (MSP); Repositioning; Systems Development; Operational Guidelines;

5 A broad checklist for the implementation of the PHC under one roof program covers the following key elements/pillars: Governance and Ownership,

Legislation, Minimum Service Package (MSP), Repositioning, Systems Development, Operational Guidelines, Funding Sources and Structures, Human Resources

and Office setup. CISLAC will use the pillars to advocate for and measure implementation of PHCUOR in the target states.


@ 2017 CISLAC xi

Funding Sources and Structures; Human Resources and Office setup.

Output 5.1.2 CISLAC advocates for the implementation of the 1% consolidated revenue fund (in the NHA) as a way of improving health financing in at the federal level

Annual appropriation of 1% CRF for basic health package

Annual appropriation Act

Output 5.1.3 CISLAC advocates for improved public spending and implementation of National Policy on Food and Nutrition in Nigeria and the National Strategic Plan of Action for Nutrition in order to improve nutrition financing in Northern states

% increase in nutrition financing in Northern states

State adoption and implementation of the National Strategic Plan of Action on Nutrition (NSPAN) in selected states

State policies and legislations adopting the National Policy on Food and Nutrition and the National Strategic Plan of Action on Nutrition in selected states

Output 5.1.4 CISLAC build capacities of CSO and Media engagement in budget tracking on Health, specifically Maternal and Child health, and nutrition, for the purpose of accountability of the health allocation.

Number of budget tracking reports on Maternal and Child health and nutrition by the media.

Increased efficiency in utilization of health budget

Reports of the capacity building on budget tracking capacity building and media clips and links

Output 5.1.5 CISLAC supports legislators to

perform effective oversight on

maternal health accountability and

consideration of state annual audit

reports to reduce corruption in the

health sector in select states

Systematic and scheduled monitoring of health sectors take place in select states

State legislators receive annual state audit reports and consider the component on health sector spending and take action to address audit remedial

Parliamentary publications and order of business

Output 5.1.6 CISLAC supports effective tobacco Approval of Tobacco control Approved tobacco control


@ 2017 CISLAC xii

control in Nigeria. regulations by the National Assembly

% decrease in health related fatalities

regulations

National Health Survey report

Output 5.1.7 CISLAC promotes the implementation and monitoring of the Sustainable Development Goals (SDGs) by the Office of the Senior Special Assistant to the President on SDGs and other relevant stakeholders

Number of engagement with the SDG stakeholders

Attendance sheet, reports and media links

Output 5.1.8 CISLAC advocates for the inclusion of youths in governance at all levels.

% youth participation in government at all levels

List of employees/appointees

Outcome 5.2: CISLAC promotes gender equality and equity and the inclusion of vulnerable groups in social safety net

CISLAC reviews its existing gender policy to reflect social inclusion especially for the elderly

Copy of reviewed policy CISLAC deliberately mainstream social inclusion in its programming.

Output 5.2.1. CISLAC promotes effective implementation of the National Gender Policy within its programmatic areas

% women participation participating in the political space (affirmative action)

Increase in number of women appointive and elective position in government

Output 5.2.2 CISLAC advocates for the passage into law of the Gender and Equal Opportunity Bill (GEO)

The passage and assent of the GEO bill into law

Evidence of GEO Act in place

Output 5.2.3 CISLAC advocates for the implementation of the Violence Against Persons Prohibition Act

Number of domestic violence cases addressed by the judiciary

Reports on domestic violence in the media

Output 5.2.4.

CISLAC advocates for the adoption or implementation of a social security policy for the elderly

Social Security policy for the elderly adopted or implemented in Nigeria

Social Security Policy document

Output 5.2.5. CISLAC advocates for the adoption and implementation of legal

Status of implementation of legal framework and policy

Implementation monitoring


@ 2017 CISLAC xiii

framework and policy for persons with disabilities (pwd)

for persons with disabilities report

Strategic focus area 6: Institutional strengthening of CISLAC

Objective To set up knowledge management systems and sustainable resource mobilization mechanisms for stronger organization.


Outcome 6.1: Knowledge & Management system is efficient and effective

Efficient and effective knowledge and management system in place

Simple observation It is assumed that CISLAC staff members have the technical know-how to efficiently and effectively manage Knowledge & Management system.

Output 6.1.1 CISLAC develops and approves internal and external knowledge management strategy

Existence of internal and external knowledge management strategy developed and approved.

Copy of approved knowledge management strategy

Output 6.1.2. Appropriate hardware and software solution are put in place to facilitate internal knowledge management system

Hardware and software solutions that facilitate knowledge management systems put in place.

Observation and ease of internal and external knowledge management

Output 6.1.3. M&E system is developed and regularly updated

Regular and timely M&E reports conducted

Periodic M&E reports

Outcome 2: Resource mobilization is sustainable and in line with strategic program

1 resource mobilization plan developed and approved by the Board

Copy of resource mobilization plan

CISLAC has the capability to mobilize the needed resources for a sustainable organization.

Output 6.2.1. Stakeholder mapping is developed and regularly updated against the strategic priorities

Number of stakeholders mapped based on strategic priorities

Updated stakeholders’ mapping report

Output 6.2.2. Sustainable resource mobilization mechanism developed and put in place

Resource mobilization mechanisms developed

Copy of resource mobilization mechanism


@ 2017 CISLAC xiv

Outcome 6.3: Capacity Building system is in place to promote internal and external learning needs

Capacity building plan for internal and external learning developed

Copy of capacity building plan and simple observation

CISLAC has/can generate the resources needed to equip staff members with relevant capacity requirements.

Output 6.3.1. Research capacity of CISLAC staff on generation of evidence-based information enhanced

Evidenced based information generated by CISLAC staff

Research reports

Output 6.3.2 Capacity Building plan developed and approved

Existence of capacity building plan for CISLAC staff

Copy of CISLAC capacity building plan

Outcome 6.4: Networking within CISLAC portfolio to promotes CISLAC’s programmes at the national, regional and international levels

CISLAC becomes a strong TI chapter with operational international offices (USA office)

CISLAC satisfies all relevant conditions of operation in the United States

Output 6.4.1. Regular participation in regional and international meetings (AU, ECOWAS and international meetings that relates to CISLAC focus areas)

% outcomes of international meetings implemented incorporated into CISLAC’s work

Report of participation

Output 6.4.2 Operationalization of international office in the United States of America.

1 office space rented

2 staff recruited

Simple observation and reports of office activities

Outcome 6.5: CISLAC is positioned and better equipped to coordinate civil society anti-corruption efforts as full accredited TI National Chapter

CISLAC’s improved compliance with TI’s Governance requirements and standards;

TI accreditation agreement CISLAC scales through TI accreditation process and becomes TI Chapter in Nigeria.

Output 6.5.1: CISLAC holds a training session for her Board members and Management on TI guiding principles, work approaches and tools

CISLAC Board performance measurement tools are developed and adopted;

TI guiding principles, approaches and tools are embedded into CISLAC’s

Copy of board performance measurement tool

CISLAC’s progress report


@ 2017 CISLAC xv

principles and work.

Output 6.5.2 CISLAC/TI Facilitates the participation of TI CISLAC representatives in the TI Annual Membership Meeting (AMM) and/or the International Anti-Corruption Conference (IACC).

Number of CISLAC staff that participate in the TI Annual Membership Meeting (AMM) and/or the International Anti-Corruption Conference (IACC).

Report of participation

Output 6.5.3 CISLAC holds a capacity building session on anti-corruption programming for CISLAC Management and Staff and selected Nigerian CSOs.

Number of CISLAC staff and select Nigerian CSOs with capacity on anti-corruption programming.

CISLAC annual progress report

Output 6.5.4 CISLAC seeks for institutional support towards acquiring a permanent office building

Existence of CISLAC owned completed office building

Certificate of Ownership Availability of funds for desired magnitude of institutional strengthening


xvi

11. Annex II: Funding Strategy outline

The strategy will identify the following actions to be taken:

Securing personnel and management capacity for implementation of the

actions to be supported

Development of efficient funding leads and contact management system

Assessment key donor interests

Alignment of key messages to mainstream policy priorities and indicators

such as equity, environmental rights, social and economic development,

security and health – there are clear messages from a number of

development cooperation partners that CISLAC’s role needs to be clearly

defined and adding distinctive value to what is already being undertaken by

other stakeholders.

Development of a programme action plan that ensures effective &

measurable interventions which form the basis of all subsequent funding

Development and implementation of a funding action plan, including initial

contacting, meeting individual donors, presentations to donor groups,

fundraising tours, and follow-up activities.

Opportunities for support

This Strategic outlines a broad range of strategies that provides numerous

opportunities for partnership, cooperation, and support with many organizations

and agencies identified in the stakeholder analysis. As a key targeted area in the

Sustainable Development Goals, many donors have allocated substantial

resources for improving civil society participation in policy dialogues. These

provides a great avenue for CISLAC to resource for and implement the Strategic

Plan.

Indicative Activities for Key Result Areas

A number of partners were consulted in the course of preparing the strategy.

The following table provides a number of potential initiatives for channelling

donor engagement with the strategic plan result areas. It presents a list of

indicative activities as examples of what can be done by CISLAC to achieve these

outcomes. These will be built on and amended during the preparation of annual

action plans.


@ 2017 CISLAC xvii

12. Implementation Initiatives – CISLAC Strategic Plan 2017-2022

Project Legislative

Advocacy

Activities

CSO engagement and

mobilisation

Interventions Activities

Monitoring

Accountability

Activities

Knowledge &

Communication

Activities

Institutional

Strengthening

Activities

Resource needs

1. Democracy,

Election and

Governance

▫ Identify

national/state

priority issues for

campaign

▫ Input to

national/state

government policy

positions

▫ CSO training on policy

issues

▫ Facilitate civil society

participation in policy

dialogues, in partnership

with other CSO networks

▫ mechanism for

tracking and

monitoring

policymakers on the

country's level of

compliance

▫ Research

▫ Simplify versions of

key instruments

▫ Advocacy and IEC

toolkits

▫ Knowledge sharing

events and lessons

on-line

▫ Engage Regional

Economic

Communities,

continental bodies

▫ Develop policies

and operational

guidelines

▫ Policy mapping

▫ Public forums

▫ Research

▫ Upgrade internet-

based

communication

2. Peace and Security ▫ Effective

cooperation with

security

institutions in

Nigeria on

conflicts and

management

▫ CSO consultative meetings

on peace and security and

conflict management

▫ Media training on CC and

SDG issues

▫ ▫ Publication and

dissemination of

policy briefs,

newsletters


toolkits

Develop media

strategies and

resources to equip

staff with

necessary tools to

engage media at

all levels

▫ Public forums

▫ Report &

research

consultants

▫ Media Training

3. Environment and

Conservation of

Nature

(includes Resource

Governance)

Organize

Stakeholders' Strategy

Meetings with focus

on inclusive Public

Service Reform

frameworks, resource

governance

▫ Capacity Building for

CSOs, on environment

issues.

▫ Media training on

Climate Change and SDG

issues

▫ Developing the capacity of

civil society groups in areas

affected by large-scale

natural resource use to

enable them to access and

use those systems

▫ Tracking climate

finance

▫ Ensuring

transparency of

processes, contracts,

protocols,

agreements

▫ research on

environment issues


toolkits

▫ Publication and

dissemination of

policy briefs,

newsletters

▫ Identify relevant

research

partnerships and

establish an online

database that

profiles and

captures relevant

skills to meet the

needs of the

organisation

▫ Policy mapping

▫ Public forums

▫ Research

▫

4. Transparency and

anti-corruption

(Includes Public

Finance, Open

▫ ▫ Capacity building for CSOs,

Media and on

Innovative Pro- Ac countabi

l it y / Transparency Agency

▫ Ensuring

transparency of

processes,

contracts,

▫ Publication and

dissemination of

policy briefs,

newsletters

▫ Develop policies

and operational

guideline

▫ Research and

Advocacy on fair

taxation


@ 2017 CISLAC xviii

Project Legislative

Advocacy

Activities

CSO engagement and

mobilisation

Interventions Activities

Monitoring

Accountability

Activities

Knowledge &

Communication

Activities

Institutional

Strengthening

Activities

Resource needs

governance

partnership)

Initiatives. protocols,

agreements

5. Health, Gender

and Social

Inclusion

▫ Strengthen

legislative

oversight on

emerging socio-

economic issues

▫ Support strategic

government

advocacy and

partnerships

▫ Increasing media capacity

to advocate child and

family health

▫ Increasing women's

participation and inclusion

in political processes

▫ Undertake workshops and

case studies on women,

youth and other vulnerable

groups

▫ Develop en-gendered IEC

materials to target hard-to-

reach and vulnerable

groups

▫ Equity Mapping

▫ Develop tracking

tools for monitoring

accountability at

national and state

level.

▫ research on

sustainable

development issues

▫ Engage Regional

Economic

Communities

▫ National

workshops

▫ Research &

documentation

6. Institutional

Strengthening

▫ Networking and

Collaboration

▫ Building

partnerships

▫ Joint Resource mobilisation

strategies developed.

▫ Enhance reporting

to donors, including

impact reporting

▫ Ensure that the

institutional

governing structures

are transparent and

accountable.

▫ Identify new

sources of funding

from traditional

donors.

▫ Develop funding

Strategy

▫ Develop

Communication

Strategy.

▫ Update

Institutional

MERL Plan

▫ Capacity

Development

Plan


@ 2017 CISLAC xix

ANNEX III: Communication Strategy

CISLAC’s Communication objective

To support the organisation internal, external communication needs and enhance its visibility among

relevant stakeholders through the deployment of holistic communication tools, proactive and reactive media motions.

Stakeholders/Audience

Stakeholders Communication objective(s)

Strategies Required tools

Legislature

(National and

State legislatures)

To fortify both national

and state legislature with

appropriate and constructive information

on emerging but topical developments from the

organisation’s thematic areas, primarily to inform

legislative decision, action and process.

To maintain constructive and robust working

relationship with the national and state

legislatures to ensure horizontal flow of

communication to inform

Development and

submission of

appropriate simplified and concise advocacy

note during advocacy visits

Development and dissemination of

Communiqué Leveraging capacity

building to communicate fact-

findings on thematic focus

Submission of memos during public hearings

Dissemination of well-

Engagement of various

proactive and reactive

media motions such as press releases, press

conferences. Creation legislative email

list-serve to disseminate organisation perspectives

on legislative and policy emerging and topical

development. Regular development and

publication of special report, opinion, article,

editorial to raise legislative consciousness on

developments from


@ 2017 CISLAC xx

organisation’s thematic

directions, legislative decision and process.

informed monthly

newsletter, policy briefs, texts.


advocacy and IEC materials in simplified

local languages (should in case of the

states’ legislature)

thematic issues.

Deployment of radical social media outreach to

raise legislative consciousness and proffer

useful recommendations on thematic issues.

Creation of weekly program on electronic

media to galvanise legislative issues.

Deployment of social

media at pre-, during and post- programmes and

activities to raise legislative consciousness

and alertness on potential issues.

Publication of monthly column titled “Constituency

Outreach” in the organisation’s newsletter

to provide independent report on legislative-

constituents relation. Leveraging existing

programmes in the

electronic media to raise legislative consciousness


@ 2017 CISLAC xxi

on thematic issues.

Executives To provide both national and state executive arms

with appropriate and constructive information

on emerging but topical

developments from the organisation’s thematic

areas, primarily to inform policy decision, action

and process. To maintain constructive

and robust working relationship with the

national and state executive arms to ensure

horizontal flow of communication to inform

organisation’s thematic directions, policy action,

decision and process.

Development and submission of

appropriate simplified and concise advocacy

note during advocacy

visits Development and

dissemination of Communiqué to the

decision makers Leveraging capacity

building to communicate well-

informed and validated fact-findings on

thematic focus Dissemination of well-

informed policy briefs, texts.

Development and

dissemination of advocacy and IEC

materials on thematic issues

Engagement of various media motions such press

releases, press conferences, media parley.

Creation executive email

list-serve to disseminate organisation perspectives

on legislative and policy emerging and topical

development. Regular development and

publication of special report, opinion, article,

editorial to raise policy consciousness on

developments from thematic issues.

Deployment of radical social media outreach to

raise policy consciousness

and proffer useful recommendations on

thematic issues to inform policy action and decision.

Deployment of social media at pre-, during and

post- programmes and activities to raise policy


@ 2017 CISLAC xxii

consciousness and

alertness on potential issues.


media to galvanise policy issues

Leveraging existing programmes in the

electronic media to raise policy consciousness on

thematic issues.

Civil Society Organisations

To bridge the communication gaps and

ensure linkage between the legislatures and civil

society groups at national and state levels.

Regular publication and dissemination of

newsletter consisting development from

thematic areas on legislative and policy

advocacy. Development and

dissemination of

Communiqué to ensure sustainable demand of

accountability Leveraging civil society

capacity building and programmes to

communicate well-informed and validated

Engagement of various proactive and reactive

media motions such press releases, press

conferences, media parley. Creation CSOs email list-

serve to dissemination organisation perspectives

on legislative and policy

emerging and topical development.

Regular development and publication of special

report, opinion, article, editorial to raise civil

society consciousness on developments from


@ 2017 CISLAC xxiii

fact-findings on

thematic focus Dissemination of well-

informed policy briefs, texts.


advocacy and IEC materials on thematic

issues

thematic issues.

Organising CSOs dissemination meetings on

fact-findings from thematic issues to create ownership

ensure sustainable legislative and policy

accountability at all levels. Deployment of radical

social media outreach to raise policy consciousness

and proffer useful

recommendations on thematic issues to inform

policy action and decision. Deployment of social

media at pre-, during and post- programmes and

activities to raise civil society consciousness and

alertness on potential issues.


media to galvanise policy issues

Leveraging existing

programmes in the electronic media to raise


@ 2017 CISLAC xxiv

policy consciousness on

thematic issues.

Media To leverage the media in

disseminating organisation’s perspectives and opinions

on emerging but topical

legislative and policy issues as they programmatic and

thematic areas

Regular advocacy visit

to the media Chief Executives for

enhanced support and

collaboration on the organisation’s thematic

issues. Training and retraining

programmes for the media to ensure

appropriate understanding and

accurate reportage on thematic issues to

inform legislative and policy decision, action

and reaction. Providing media with

regular update on

thematic issues Monitoring and

generate feedback from the media to

inform organisation’s programmatic and

thematic focus. Maintaining vertical

Creation of media email

list-serve to dissemination organisation’s opinion and

perspectives on emerging

and topical development on legislative and policy

issues. Development and

dissemination of media kits on thematic issues.

Engaging regular media motions like press

releases, press conferences, media parley

to communicate and dissemination

organisation’s perspectives and opinion on emerging

but topical development on

legislative and policy issues as they affect

thematic focus.


@ 2017 CISLAC xxv

and horizontal

relationship in the media, primarily to

build trust and rapports to give

desired visibility to the organisation’s

programmatic and thematic issues.

Projects/programmes strategy

Project Communication

objective(s)

What to communicat

e

When to communicate

Whom to communic

ate

Where to communic

ate

Required tools

Extractive To provide

constructive views,

independent

perspectives, and verifiable

fact-findings to promote

transparency and

accountability on issues

affecting oil and gas, and

Related

developments on oil

and gas

and extractive

revenue Related

developments from

the executive

and legislative

During

advocacy visits

Internation

al Days Internation

al Weeks Relevant

enabling platforms

like elections,

electoral debate

Relevant

legislative committees,

executive,

CSOs and the media

Meetings,

public hearings

dialogues,

national, regional and

international conferences.

Disseminat

ion of simplified

fact-

findings

Engagement of Media

motions in programm

es and activities


@ 2017 CISLAC xxvi

mining

revenue and communities.

arms on

extractive sector.

Government’s

promises and

commitments on

extractive transparen

cy and

accountability

Development from

international events

like declaration

s, communiqu

és and commitme

nts Extractive

or mining

issues as the affect

Use of

statistic pictogram,

pie charts, bar chart

and info-graphic in

information

dissemination


media at pre-,

during and post-

programmes and

activities to create

visibility and

support programm

atic and

thematic issues


@ 2017 CISLAC xxvii

the host

communities

Related developme

nt on realisation,

publication and

utilisation of

extractive

revenue Impacts of

artisanal mining

activities on

government’s revenue

base and host

communities.

Independent reports

and fact-

findings on extractive


@ 2017 CISLAC xxviii

revenue

and expenditur

e. Environme

ntal issues arising

from extractive

activities Increase/lo

ss in

extractive revenue

Maternal and Child

Health

To provide legislatures

and executives

with appropriate

information to

inform legislative

decision and oversight and

policy direction on

issues affecting

National and state

governments’

promises and

commitme

nt at internation

al, continental

, regional, national

and state levels

Submission of

communiqué, reports,

fact-findings

during

advocacy visits

International Days

International Weeks

Relevant enabling

Relevant legislative

committees, executives,

CSOs

and the

media

Meetings, public

hearings, dialogues,


international

conferences.

Dissemination of

simplified fact-

findings

Engageme

nt of Media motions in

programmes and

activities

Use of


@ 2017 CISLAC xxix

maternal and

child health

Independe

nt report, fact-

findings to support

and inform legislative

and policy process

Communiqués

developme

nt and adopted by

relevant stakeholder

s from programme

s Related

update and developme

nts by national

institutions,

independen

t bodies, internation

platforms

like elections,

electoral debate to

demand accountabili

ty

statistic

pictogram, pie charts,

bar chart and info-

graphic in informatio

n disseminati

on

Deploymen

t of social media at

pre-, during and

post-programm

es and activities

to create visibility

and support

programmatic and

thematic

issues


@ 2017 CISLAC xxx

al partners

on maternal

and child health

Related developme

nt from national

and state executive

and

legislative arms as

affecting health or

specifically maternal

and child health

Gender and

Equal Opportunity

To

communicate and

disseminate developments

, issues and perspectives

from the organisation’s

National

and state governmen

ts’ promises

and commitme

nt at internation

•

Submission of

communiqué, reports, fact-

findings during advocacy

visits

• International

Relevant


executives, CSOs

and the media

Meetings,

public hearings,

dialogues, national,

regional and international

conferences.

Disseminat

ion of simplified

fact-findings

Engageme



@ 2017 CISLAC xxxi

programmatic

and thematic focus on

gender and equal

opportunity

al,

continental, regional,

national and state

levels Independe

nt report, fact-

findings to support

and inform

legislative and policy

process Communiq

ués developme

nt and adopted by


s from programme

s Related

update and

developments by

Days

• Internati

onal Weeks

• Relevant

enabling platforms like

elections, electoral

debate to demand

accountability

programm

es and activities

Use of



and info-graphic in

informatio

n disseminati

on


media at pre-,

during and post-

programmes and


visibility

and


@ 2017 CISLAC xxxii

national

institutions,

independent bodies,

international partners

supporting equal

opportunity for women

in elective

and appointive

position and girl

child rights Related

development from

national and state

executive and

legislative arms as

affecting

gender and equal

support

programmatic and

thematic issues


@ 2017 CISLAC xxxiii

apportunity

Migration/IDPs

To communicate

and disseminate

developments



programmatic and thematic

areas on issues

affecting national

migration policy and

internally displaced

persons

National and state

governments’

promises

and commitme

nt at internation

al, continental

, regional, national

and state levels

Independent report,

fact-findings to

support


and policy process

Communiqués

developed and

• Submission of


findings during

advocacy visits

• International Days

• International Weeks

• Relevant enabling

platforms like elections,

electoral debate to

demand accountability



CSOs

and the media

Meetings, public


national,


conferences.

Dissemination of

simplified fact-

findings

Engageme


programmes and

activities

Use of statistic


bar chart and info-

graphic in

information

dissemination

Deploymen

t of social


@ 2017 CISLAC xxxiv

adopted by


s from programme

s Related

update and developme

nts by national

institutions

, independen


al partners Related

development from

national and state

executive and

legislative arms

media at

pre-, during and

post-programm

es and activities


and support

programm

atic and thematic

issues

Submission of

memos

Peace and

Security

To

communicate and

Related

development in the

Submission

of communiqu

Relevant


Meetings,

public hearings,

Disseminat

ion of simplified


@ 2017 CISLAC xxxv

disseminate

developments, issues and

perspectives from the

organisation’s programmatic

and thematic areas on

peace and security

nation’s

security sector.

National

and state

governmen

ts’

promises,

pronounce

ment and

commitme

nt at

internation

al,

continental

, regional,

national

and state

levels

Independe

nt report,

fact-

findings to

support

and inform

é, reports,

fact-findings

during advocacy

visits Internation

al Days Internation

al Weeks Relevant

enabling

platforms like


debate to demand

accountability

security

agencies, Defence

ministry and agencies,

executives, CSOs

and the media

dialogues,



fact-

findings

Engagement of Media

motions in programm

es and activities

Use of

statistic


bar chart and info-


n disseminati

on


media at pre-,

during and

post-


@ 2017 CISLAC xxxvi

legislative

and policy

process

and prompt

civil society

demand for

accountabil

ity

Communiq

ués

developed

and

adopted by

relevant

stakeholder

s from

programme

s

Related

update and

developme

nts by

national

institutions

programm

es and activities


and support

programmatic and

thematic issues


@ 2017 CISLAC xxxvii

,

independen

t bodies,

internation

al partners

Related

development from

national and state

executive

and legislative

arms

Anti-

corruption

To

communicate and



from the


and thematic areas on anti-

corruption

Issues

affecting corruption

in security sector,

judiciary, public

sector,

public procureme

nt process Global

development like

•

Submission of



visits


• Internati

Relevant


executives, CSOs

and the media

Meetings,

public hearings,



conferences.

Disseminat

ion of simplified

fact-findings

Engageme

nt of Media

motions in programm

es and activities


@ 2017 CISLAC xxxviii

issues SDGs

National and state

governments’

promises, pronounce

ment and commitme

nt at internation

al,

continental, regional,

national and state

levels Independe

nt report, fact-

findings to support


and policy process

and prompt

civil society demand for

onal Weeks



electoral debate to


Use of



and info-graphic in

information

dissemination


media at pre-,

during and post-

programmes and


visibility and

support programm

atic and

thematic issues


@ 2017 CISLAC xxxix

accountabil

ity Communiq

ués developed

and adopted by


s from programme

s

Related update and

developments by

national institutions

, independen


al partners Related

development from

national

and state executive


@ 2017 CISLAC xl

and

legislative arms

Tax Justice To communicate

and




programmatic and thematic

areas in ensuring

fairness, justice and

equality in tax regime

Issues affecting

Illicit

Financial Flow (IFF),

tax holiday, tax

incentives, illegal/mult

iple taxation,

tax in informal

sector National

and state governmen

ts’

promises, pronounce

ment and commitme

nt at internation

al, continental

• Submission of

communiqué,

reports, fact-findings during

advocacy visits


• International Weeks



electoral debate to

demand

accountability


committees,

executives, judiciary

anti-graft agencies,

CSOs

and the

media

Meetings, public

hearings,



conferences.

Dissemination of

simplified

fact-findings

Engageme


programmes and

activities

Use of statistic


bar chart

and info-graphic in

information

dissemination


@ 2017 CISLAC xli

, regional,

national and state

levels Independe

nt report, fact-

findings to support


and policy

process and prompt

civil society demand for

accountability

Communiqués

developed and

adopted by relevant

stakeholders from

programme

s Related

Deploymen


pre-, during and

post-programm

es and activities


and

support programm

atic and thematic

issues

Submission of

memos


@ 2017 CISLAC xlii

update and

developments by

national institutions

, independen


al partners Related

developme

nt from national

and state executive

and legislative

arms

Tobacco

Control

To

communicate

and disseminate

developments, issues and

perspectives from the


Issues

affecting

the implement

ation of the National

Tobacco Control Act

2015 at national

• Submission

of



visits

• International

Days

Relevant

legislative


judiciary anti-graft

agencies, CSOs

and the

Meetings,

public




Disseminat

ion of

simplified fact-

findings

Engagement of Media

motions in programm


@ 2017 CISLAC xliii

and thematic

areas in combating

tobacco use

and state

levels National

and state

governmen

ts’

promises,

pronounce

ment and

commitme

nt at

internation

al,

continental

, regional,

national

and state

levels

Independe

nt report,

fact-

findings to

support

and inform

legislative

• International

Weeks

• Relevant

enabling platforms like


debate to demand

accountability

media es and

activities

Use of statistic


bar chart and info-


n

dissemination

Deploymen


pre-, during and

post-programm

es and activities


and

support


@ 2017 CISLAC xliv

and policy

process

and prompt

civil society

demand for

accountabil

ity

Communiq

ués

developed

and

adopted by

relevant

stakeholder

s from

programme

s

Related

update and

developme

nts by

national

institutions

,

programm

atic and thematic

issues

Submission of

memos


@ 2017 CISLAC xlv

independen

t bodies,

internation

al partners

Related developme

nt from national

and state executive

and legislative

arms

Feedback strategy

Feedback is an essential part of media communication. It helps to show whether or not communication has taken place; media and the public has understood partners’ message; the partners have adequately

formulated and communicated their issues. Media related feedback to the organisation would be measured by the volume and quality of media appearances and publications.

Feedback will be monitored through regular press clippings (where relevant information materials from the media are cut and filed for references), media reviews (where summaries of commentaries and news

items are written and typed to analyse the nature of coverage), surveys (where questionnaires are printed and distributed randomly or to a target group) and statistical analysis (where media mention is

demonstrated in a table columns and rows by attaching figures to the coverage. The monitoring tools include newspapers, television, radio, magazines, journals, and internet (like Google Alert).


@ 2017 CISLAC xlvi

13. Annex III: SWOT Analysis

Strengths

Good institutional reputation

Good convening power and working relations with different actors

Technical expertise in key policy areas

Formal existing MoUs with ECOWAS/ etc.

Thought leadership

Knowledge generation

Weaknesses

Lack of diversified sources of funding

Inadequate staff and support capacity

Unavailability of a permanent office building

Opportunities

Donors hold positive perception of CISLAC

Inadequate legislative advocacy in social and political sectors –opportunity

for further engagement

Technology advancement ( Social media)

CSOs, media are keen to partner with CISLAC

CISLAC’s existing Pan African alliances anchored in MOUs and linkages

with actors -RECs (ECOWAS), AU,) presents opportunity to influence

Ongoing legislative & policy review process presents an opportunity to

influence

New Strategic Plan offers new opportunities to fundraise and build new

relationships

Forging alliances with new emerging actors e.g the private sector

Diversifying funding e.g private foundations –African philanthropists

Increasing demand from pan African institutions and CSO coalitions to

contribute to design and analysis of policies

Threats

Political transition leading to lack of political will and commitment

Lack of interest among the citizenry to engage on policy reform debates

Lack of effective implementation of laws ( Weak institutional frameworks)

Global financial crisis & CSOs’ over reliance on resources from the global North

Political instability

Shifting donor priorities who previously supported CISLAC

Diminishing CSO engagement at AU level and across Africa

Government misconception of the role of CSOs

Change in legislation by government that restrict advocacy on human rights


@ 2017 CISLAC xlvii

14. CISLAC Organogram

OFFICE ASSIST.

Finance

Officer

SFA 6 MANAGER:

INSTITUTIONAL

DEVELOPMENT

SFA 3 MANAGER (PEACE, SECURITY,

MIGRATION & IDP)

SFA 1 MANAGER

(DEMOCRATIC

GOVERNANCE)

SPO

PO

AFO

PROGRAMMES COORDINATOR/RESOURCE

MOBILISATION

SFA 2 MANAGER (ANTI-CORRUPTION)

SFA 5 MANAGER

(HUMAN DEVT. & SOCIAL INCLUSION)

SFA 4 MANAGER (ENVIRON &

CONSERVATION OF NATURE)

SPO

PO

SPO

PO

SPO

PO

SPO

PO

INTERNS

BOARD OF TRUSTEES

EXECUTIVE DIRECTOR

SECRETARY

LEGEND: SFA: STRATEGIC FOCUS AREA

SPO: SENIOR PROGRAM OFFICER PO: PROGRAM OFFICER

APO: ASSISTANT PROGRAM OFFICER AFO: ASSISTANT FINANCE OFFICER

FIN OFFICER: FINANCE OFFICER ADMIN OFFICER: ADMINISTRATIVE OFFICER

OFFICE ASSIST: OFFICE ASSISTANT

MONITORING & EVALUATION OFFICER

ADVISORY COUNCIL

Admin

Officer

COMMUNICATION AND

PUBLICATION

OFFICER

M&E ASSISTANT

TI Local Advisory Group

MEDIA OFFICER

APO APO

APO

APO

APO

HR

Manager Procurement

Officer


@ 2017 CISLAC xlviii

15. Risk analysis

Outcome/Outputs Risk Impact Likelihood Impact Mitigation plan Person Responsible

CSOs regularly

contributes to the

formulation,

implementation

and monitoring of

key legislations

and policies

The risk

associated with

this outcome has

to do with the

willingness of

Government to

collaborate with

CSOs in the

formulation and

implementation

of key policies

and legislations

for improved

electoral

transparency.

The

intervention

may be met

with obstacles

which has the

capacity to limit

our influencing

engagements

Low Medium Design level specific

influencing strategies

Produce and distribute

suitable IEC materials

tailor-made for

respective targets

Devise entry strategy

by first engaging

“converted” CSOs to

reach out to others

Conduct a power

mapping for key

stakeholders.

Programme personnel

in charge of election

and governance

CSOs are

involved in

ensuring credible

and participatory

electoral processes

at the national

and state level

There is the risk

of the electoral

laws not being

fully

implemented

and reviewed

where necessary

Not fully

implementating

the electoral

laws could limit

the space for

CSOs

involvement in

to ensure

credible and

participatory

electoral

processes

medium High Mobilise support from

CSOs with similar focus

to have collective

advocacy towards the

full implementation of

electoral laws and

necessary reviews.

Programme personnel


and governance

CISLAC supports

the capacity of

state and federal

legislators in their

oversight,

representation

and outreach

function

Lack of interests

of Legislators to

improve in the

performance of

their oversight

functions

Negative

perception of

the impacts of

our influencing

and advocacy

work by

legislators and

executives

Resistance to

change in the

perceived

“normal

procedures”

that will occur

as a result of

improved

oversight

functions of

legislators

Communication

will be

misleading and

cause

reputational

damage

Medium High Clear communication of

CISLAC’s intention in

this regard

Proper power mapping

Map level of influence

of prospective allies

and champions at states

and National level

Develop a robust and

clear Communication

strategy

Programme personnel


and governance

CISLAC enhances

the accountability

and transparency

in the

management of

resources accrued

Failure of the

part of the

Government to

institutionalize

its

pronouncements

The gains

towards

making the

system more

transparent and

Medium High Advocate for

institutionalization

of all

pronouncements

on Transparency

Programme staff

members working on

anti-corruption issues


@ 2017 CISLAC xlix

especially from

the extractive

industry

relating to

increase

transparency in

Public resource

management.

accountable

will be lost with

the end of this

particular

government,

thereby causing

a drag in the

process

and accountability

in the

management of

public resources.

CISLAC

advocates for fair

and equitable tax

system in policies

and practices

Non

implementation

in totality of the

reviewed

National Tax

policy

Lack of capacity

among relevant

public officers to

administrate the

new tax policy

The implication

of these risks

include poor

implementation

of the policy

and weak

monitoring

mechanisms to

monitor

implementation

Medium Medium Empower CSOs to

advocate for full

implementation of the

tax policy at all levels

and sectors

Build capacity of

relevant public officers

to implement the new

tax policy

Empower citizens to


from the tax system

Programme staff

members working on

tax justice

CISLAC

advocates for

contract

transparency and

promotes

beneficial

ownership to

reduce corruption

in the public and

private sector

Non passage

into law of the

reviewed

Corporate

Affairs

Commission

(CAC) Bill to

reflect beneficial

Ownership

disclosure by

the 8th Assembly

There will be no

legal basis to

demand

contract

transparency

and beneficial

ownership

disclosure

within the

Nigerian

context

Low Medium Build alliance for

collected advocacy

on the passage and

full

implementation of

the reviewed

Corporate Affairs

Commission law.

Programme staff

members working on


CISLAC generates

evidence-based

advocacy based

on applied

research which

informs the policy

and

implementation

gaps in the fight

against corruption

The risk

associated with

this outcome has

to do with the

non-availability

of verifiable and

credible data

generated from

the research

Not being able

to carry out

evidence based

and factual

advocacy

engagements

Low Medium Applying well

thought out and

tested research

methodologies

with the lowest

error margins in-

line with

international best

practices.

Programme staff

members working on


CISLAC promotes

transparency in

the procurement,

audit and

oversight of the

defence sector

Non-availability

of a legal

framework on

inclusion of

defense sector

procurement in

the national

audit

Lack of legal

basis for

demanding

transparency in

defense sector

procurement.

Medium High Sustain advocacy

for existence of

legal framework

for the inclusion of

defense sector

procurement in the

national audit

Personnel in charge of

defense sector reform

CISLAC promotes

the adherence and

the

Lack of

domestic

political will

We many have

difficult

working

Medium Medium Map out and

strengthen institutions

that are able to deliver

1. CISLAC

personnel in

charge of


@ 2017 CISLAC l

implementation of

UN ,AU and

ECOWAS treaties

and institutional

capacity to

integrate AU

standards into

national laws,

policies and

programs.

relationships

with relevant

UN, AU and

ECOWAS

bodies.

change at a large scale

for collaboration in

advocating for

implementation of the

treaties

UN, AU and

ECOWAS

affairs

CISLAC promotes

countering violent

extremism

This boarder

around the

inability for

awareness

creation to

expose the ills of

violence

extremisms and

discourage

recruitment into

terrorist cells,

and reduce

attacks.

Low Medium Developing a

robust and area

specific

communication

strategy for

creating awareness

in insurgent prone

areas.

Programme staff in

charge of peace and

security

Civilian

protection is

ensured through

de-radicalization

of civilian JTF,

prevention of

child soldiering,

proliferation of

small arms & light

weapons and

legalization of

arms groups

Non-reduction

in terrorist

attacks as a

result of De-

radicalization of

civilian JTF and

prevention of

legalization of

arm.

The

environment

may not be safe

for us to

conduct sub-

national level

engagements in

terrorist prone

regions

Low High Build capacity of

Community Based

Organizations to

sustain awareness

creation at

community levels

Programme staff in

charge of peace and

security

CISLAC promotes

the adherence and

the

implementation of

international

treaties and

national laws

regulating the

conversation of

nature

Lack of

confidence

among citizens

to hold

government

accountable and

demand

implementation

of commitments

made at regional

and

international

levels

concerning

conservation of

nature.

Our campaign

may not be seen

as people

driven thereby

making duty

reluctant in

their

responsibility

towards

citizens

Medium Medium Empowering citizens

with adequate

information and

platforms to demand

accountability from

government

Relevant programme

personnel

CISLAC promotes

the

implementation of

environmental

clean-up in the

Niger delta

Lack or poor

implementation

of the UNEP

report

Our work on

enforcement of

penalties on

defaulters will

be perceived as

ineffective.

Low Low Build capacity of

relevant agencies for

full implementation of

the UNEP report

Empower citizens

to demand

environmental

accountability

from relevant

Programme staff in

charge of

Environmental issues


@ 2017 CISLAC li

quarters.

Continuous

monitoring of the

UNEP report

implementation

CISLAC promotes

food security in

Nigeria

Inability of the

8th Assembly to

expedite the

passage of right

to food bill to

promote food

security in

Nigeria

There will be no

legal basis for

advocating for

right to food in

Nigeria

Low Medium Advocating for the

inclusion of right to

food in chapter 2 of the

Nigerian Constitution

as a fundamental

human right

Empowering citizens to

demand for the right to

food as a fundamental

human right.

Programme staff in

charge of Livelihood

CISLAC promotes

the adoption and

the

implementation of

health related

legal framework

at the national

and state level

Failure of

Government at

all levels to

adheres and

fully implement

the National

Health act of

2014

Low High Continue to create

awareness to

relevant state

agencies on the

benefits of full

implementation of

the National

Health Act.

Programme personnel

in charge of Health

programming

CISLAC promotes

gender equality

and equity and

the inclusion of

vulnerable groups

in social safety net

Inability of

CISLAC Staff

members to

adhere to

organization

policy on

mainstreaming

social inclusion

in its

programming

Show CISLAC

as not

practicing what

its advocates

for

Low Low Clearly defining

organization

stance on social

inclusion and

ensure compliance

by old and new

staff members

Implementing

strict sanctions to

defaulting staff

members

CISLAC Management;

Admin and secretarial

team

Knowledge &

Management

system is efficient

and effective

Non-availability

of CISLAC staff

members with

the needed

technical know-

how to

efficiently and

effectively

manage

Knowledge &

Management

system

Inefficient and

non-effective

knowledge and

management

system

Low Low Training and

retraining of

relevant staff

members on

efficient and

effective

management

of

Knowledge &

Management

system

CISLAC Monitoring,

Evaluation &

Learning team; and

Communication team

Resource

mobilization is

sustainable and in

line with strategic

program

Lack of capable

staff in CISLAC

to mobilize the

needed

resources for a

sustainable

A totally donor

dependent

organization

Medium High Design programmes

aimed at sustaining the

organization beyond

donor funds

Establish a business

The entire CISLAC

team


@ 2017 CISLAC lii

organization arm of the organisation

to promote fee for

service mechanisms for

marketing

organizational skills,

competence and

products.

Build a strong

monitoring and

evaluation system to

track the sustainability

of outcomes and

processes

Capacity Building

system is in place

to promote

internal and

external learning

needs

Inability for

CISLAC to

generate the

resources

needed to equip

staff members

with relevant

capacity

requirements

Poor project

management

systems in the

organization

Low Medium Design projects

with internal and

external capacity

building plan for

staff members

Management of

CISLAC and relevant

Programme personnel

Networking

within CISLAC

portfolio to

promotes

CISLAC’s

programmes at

the national,

regional and

international

levels

Inability for

CISLAC to

satisfy all

relevant

conditions of

operation in the

United States

We may not be

able to operate

the

organization in

the United

states.

Low Low Strictly adhering to the

United State laws of

implementing not for

profit programming.

Delegate/recruit

qualified staff

member(s) who are

familiar with the

United states regulation

on Civil Society

operations

CISLAC management

CISLAC is

positioned and

better equipped to

coordinate civil

society anti-

corruption efforts

and has been

granted the status

of TI National

Chapter in

formation

Inability for

CISLAC to fulfil

TI accreditation

requirements

within the

stipulated time

(January, 2018)

We will not be

able to use TI

logo or name;

and will be

limited to some

of TI available

funds.

Low High Timely

fulfilment of

TI

accreditation

requirements.

CISLAC staff in

charge of the process


@ 2017 CISLAC liii

16. Annex VI: Strategic Plan at glance

SA outcomes outputs indicators

1 3 10 15

1 4 12 18

1 4 16 23

1 3 8 11

1 2 8 17

1 5 16 20

Total 6 21 70 104


@ 2017 CISLAC 54

Civil Society Legislative Advocacy Centre

Head Office: Abuja - FCT

Address: 16 P.O.W. Mafemi Crescent, Off Solomon Lar Way, Behind Chida Hotel, Utako District, Abuja. Nigeria

Phone: 234-08033844646, 07034118266

Email: [email protected]

Regional Office: Kano

Address: 3rd Floor, NISTF Building, No.1A, Social Insurance Road, Behind Trade Fair Complex, Zaria Road, Kano

Regional Office: Yobe

Address: Maiduguri Road, Adjacent Federal Polytechnic, Near Ecobank, Damaturu,Yobe State.

Regional Office: Adamawa

Address: Government Lodge Area, Off Main Drive, Dougerei Layout. Jimeta, Yola, Adamawa State.

Documents

Civil Society Legislative and Advocacy Centre (CISLAC)cislacnigeria.net/wp-content/uploads/2012/06/...CISLAC portfolio. Strategic axis 1 focuses on the support to democratic process