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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
Phone: 234-08033844646, 07034118266
Email: [email protected]
www.cislacnigeria.net
@cislacnigeria
www.facebook.com/cislacnigeria
CISLAC Strategic Plan 2017-2022
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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
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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
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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
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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.
CISLAC Strategic Plan 2017-2022
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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.
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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
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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
# Indicators Means of Verification Risks/Assumptions
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
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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
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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.
# Indicators Means of Verification Risks/Assumptions
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 &
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(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
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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.
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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.
# Indicators Means of Verification Risks/Assumptions
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
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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
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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.
# Indicators Means of Verification Risks/Assumptions
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.
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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
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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
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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.
# Indicators Means of Verification Risks/Assumptions
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
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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
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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
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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.
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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
▫ Advocacy and IEC
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
▫ Advocacy and IEC
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
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xx
organisation’s thematic
directions, legislative decision and process.
informed monthly
newsletter, policy briefs, texts.
Development and dissemination of
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
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxii
consciousness and
alertness on potential issues.
Creation of weekly program on electronic
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
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxiii
fact-findings on
thematic focus Dissemination of well-
informed policy briefs, texts.
Development and dissemination of
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.
Creation of weekly program on electronic
media to galvanise policy issues
Leveraging existing
programmes in the electronic media to raise
CISLAC Strategic Plan 2017-2022
@ 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.
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 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
Deployment of social
media at pre-,
during and post-
programmes and
activities to create
visibility and
support programm
atic and
thematic issues
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 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,
national, regional and
international
conferences.
Dissemination of
simplified fact-
findings
Engageme
nt of Media motions in
programmes and
activities
Use of
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 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
legislative committees,
executives, CSOs
and the media
Meetings,
public hearings,
dialogues, national,
regional and international
conferences.
Disseminat
ion of simplified
fact-findings
Engageme
nt of Media motions in
CISLAC Strategic Plan 2017-2022
@ 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
relevant stakeholder
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
statistic pictogram,
pie charts, bar chart
and info-graphic in
informatio
n disseminati
on
Deployment of social
media at pre-,
during and post-
programmes and
activities to create
visibility
and
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxxiii
apportunity
Migration/IDPs
To communicate
and disseminate
developments
, issues and perspectives
from the organisation’s
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 inform legislative
and policy process
Communiqués
developed and
• Submission of
communiqué, reports, fact-
findings during
advocacy visits
• International Days
• International Weeks
• Relevant enabling
platforms like elections,
electoral debate to
demand accountability
Relevant legislative
committees, executives,
CSOs
and the media
Meetings, public
hearings, dialogues,
national,
regional and international
conferences.
Dissemination of
simplified fact-
findings
Engageme
nt of Media motions in
programmes and
activities
Use of statistic
pictogram, pie charts,
bar chart and info-
graphic in
information
dissemination
Deploymen
t of social
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxxiv
adopted by
relevant stakeholder
s from programme
s Related
update and developme
nts by national
institutions
, independen
t bodies, internation
al partners Related
development from
national and state
executive and
legislative arms
media at
pre-, during and
post-programm
es and activities
to create visibility
and support
programm
atic and thematic
issues
Submission of
memos
Peace and
Security
To
communicate and
Related
development in the
Submission
of communiqu
Relevant
legislative committees,
Meetings,
public hearings,
Disseminat
ion of simplified
CISLAC Strategic Plan 2017-2022
@ 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
elections, electoral
debate to demand
accountability
security
agencies, Defence
ministry and agencies,
executives, CSOs
and the media
dialogues,
national, regional and
international conferences.
fact-
findings
Engagement of Media
motions in programm
es and activities
Use of
statistic
pictogram, pie charts,
bar chart and info-
graphic in informatio
n disseminati
on
Deployment of social
media at pre-,
during and
post-
CISLAC Strategic Plan 2017-2022
@ 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
to create visibility
and support
programmatic and
thematic issues
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxxvii
,
independen
t bodies,
internation
al partners
Related
development from
national and state
executive
and legislative
arms
Anti-
corruption
To
communicate and
disseminate developments
, issues and perspectives
from the
organisation’s programmatic
and thematic areas on anti-
corruption
Issues
affecting corruption
in security sector,
judiciary, public
sector,
public procureme
nt process Global
development like
•
Submission of
communiqué, reports, fact-
findings during advocacy
visits
• International Days
• Internati
Relevant
legislative committees,
executives, CSOs
and the media
Meetings,
public hearings,
dialogues, national,
regional and international
conferences.
Disseminat
ion of simplified
fact-findings
Engageme
nt of Media
motions in programm
es and activities
CISLAC Strategic Plan 2017-2022
@ 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 inform legislative
and policy process
and prompt
civil society demand for
onal Weeks
• Relevant enabling
platforms like elections,
electoral debate to
demand accountability
Use of
statistic pictogram,
pie charts, bar chart
and info-graphic in
information
dissemination
Deployment of social
media at pre-,
during and post-
programmes and
activities to create
visibility and
support programm
atic and
thematic issues
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xxxix
accountabil
ity Communiq
ués developed
and adopted by
relevant stakeholder
s from programme
s
Related update and
developments by
national institutions
, independen
t bodies, internation
al partners Related
development from
national
and state executive
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xl
and
legislative arms
Tax Justice To communicate
and
disseminate developments
, issues and perspectives
from the organisation’s
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 Days
• International Weeks
• Relevant enabling
platforms like elections,
electoral debate to
demand
accountability
Relevant legislative
committees,
executives, judiciary
anti-graft agencies,
CSOs
and the
media
Meetings, public
hearings,
dialogues, national,
regional and international
conferences.
Dissemination of
simplified
fact-findings
Engageme
nt of Media motions in
programmes and
activities
Use of statistic
pictogram, pie charts,
bar chart
and info-graphic in
information
dissemination
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xli
, regional,
national and state
levels Independe
nt report, fact-
findings to support
and inform legislative
and policy
process and prompt
civil society demand for
accountability
Communiqués
developed and
adopted by relevant
stakeholders from
programme
s Related
Deploymen
t of social media at
pre-, during and
post-programm
es and activities
to create visibility
and
support programm
atic and thematic
issues
Submission of
memos
CISLAC Strategic Plan 2017-2022
@ 2017 CISLAC xlii
update and
developments by
national institutions
, independen
t bodies, internation
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
organisation’s programmatic
Issues
affecting
the implement
ation of the National
Tobacco Control Act
2015 at national
• Submission
of
communiqué, reports, fact-
findings during advocacy
visits
• International
Days
Relevant
legislative
committees, executives,
judiciary anti-graft
agencies, CSOs
and the
Meetings,
public
hearings, dialogues,
national, regional and
international conferences.
Disseminat
ion of
simplified fact-
findings
Engagement of Media
motions in programm
CISLAC Strategic Plan 2017-2022
@ 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
elections, electoral
debate to demand
accountability
media es and
activities
Use of statistic
pictogram, pie charts,
bar chart and info-
graphic in informatio
n
dissemination
Deploymen
t of social media at
pre-, during and
post-programm
es and activities
to create visibility
and
support
CISLAC Strategic Plan 2017-2022
@ 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
CISLAC Strategic Plan 2017-2022
@ 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).
CISLAC Strategic Plan 2017-2022
@ 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
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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
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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
in charge of election
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
in charge of election
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
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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
demand accountability
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
anti-corruption issues
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
anti-corruption issues
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
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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
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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
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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
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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
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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.