download-5-year Strategy Plan - Civil Society Legislative Advocacy

Strategic Plan Civil Society Legislative Advocacy Centre CISLAC

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Table of Contents 1) Introducing CISLAC

a) Vision b) Mission c) Goal

d) Core Values

2) Context – Global & National Overview

3) CISLAC Overview (2005-2011)

Achievements, Challenges & Lessons Learnt

4) Analysis a) SWOT Analysis b) Stakeholder Analysis

c) Media Analysis

5) The Strategic Framework (2012-2017)

a) Goals, Objectives & Key Strategies b) Critical Path & Milestones

c) Monitoring and Evaluation Framework d) Operational Plans – Year 1

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Introduction The Civil Society Legislative Advocacy Centre commonly known as

CISLAC is one of the major civil society organizations in Nigeria with a singular focus on legislation and legislative processes.

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 its inception in 2005, the organization has had multiple

successes in its field. However, it also has had numerous challenges in the ever-changing social and political climate. In order to become

more effective as an organization, have greater impact and fully realize its mission and objectives, the building of a strategic planning document is of extreme importance.

The Strategic Plan tackles areas of weakness, preventing the organization from stretching itself too thin due to lack of clarity, focus,

and strategic direction. The plan also clearly outlines, not only where CISLAC has come from but where it is headed, giving much needed

guidance, streamlining efforts, and building confidence within the organization, defining clearly who CISLAC is and what CISLAC does.

With this plan, the organization is able to create realistic expectations, develop tools to monitor activities, and identify and strengthen partnerships. The strategic plan for 2012 – 2017 defines the areas of

priority that need to be addressed. It outlines the achievements, challenges and lessons learnt in the last 5 years (2005 – 2010), and

provides a framework for action, results and accountability for the next 5 years.

The political environment in Africa, and Nigeria during the upcoming years will continue to present challenges and opportunities and the

CISLAC 2012 – 2017 Strategic Plan is intended to respond to these challenges confidently and effectively. This will ensure that CISLAC continues to deliver its mission with maximum positive impact on the

lives of the people of Nigeria during the next 5 years.

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Vision “A Nigeria in which citizens are participating in governance, the

government is safeguarding the rights and welfare of the people; and non-state actors are providing space for citizens to demand accountability”.

Mission/purpose

To increase the legislature and CSO’s impact in the legislative process. Goal

To make legislature accessible and responsive to all. Core Values

Integrity

Transparency

Accountability

Quality

Focus and

Commitment

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Context A GLOBAL RECAP

The world in which we operate has long become a global village. In this village we have witnessed travesties such as the terrorist attacks

of 9/11, debates stirred up on a global-level from the global economic recession to the redefinition of the right to information occasioned by

the release of US classified diplomatic cables by Wiki-leaks. These developments have sent huge waves impacting all corners of the globe both economically and politically.

We have also witnessed history in the making with the election of the

first ever African-American President to a new democratic revolution which had a domino-effect throughout the Arab states of Tunisia, Egypt, Bahrain, Yemen, Libya, Syria and Jordan and Swaziland the

results of which have been the much needed revision of foreign policies and new democratic dispensations.

In African politics, we have witnessed a contrast such as the recovery from genocide in Rwanda and the plunging of another country to

needless bloodshed in Cote d’Ivoire genocide in Cote d’Ivoire. We see in Zimbabwe and Kenya the introduction of innovative measures such as political power sharing to ensure continued governance and to

forestall violence and other forms of electoral disputes. There has also been an increase in the spread of democracy with the military intervention in Niger, and their successfully conducting the recent

national elections; however there have been a lot of negative reviews as to the capacity and effectiveness of the African Union in democratic

enforcement and humanitarian interventions.

A NATIONAL OVERVIEW

The era of military rules of Generals Buhari, Ibrahim Babangida and Abacha where the stifling of civil, political and socio-economic liberties, such as the right to freedom of expression and personal

liberty, is past and gone, ushering Nigeria into a new frontier in democracy.

In the present times, the nation suffers from economic and social difficulties, leading to poverty and heinous crimes such as bombings

and kidnappings. In February 2012, the National Bureau for Statistics released its annual report indicating that the level of abject poverty has increased to from 54% to 61%, which amounts to above 100

million Nigerian living below USD 1 per day-more than the total population of 6 West African countries combined - live below the

poverty line. This only goes to show that due to the sheer mass of the country and its population, the impact of addressing all these

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challenges would incredibly change not just the face of Nigeria but

that of Africa as a whole.

We now have a very vibrant civil society community, acting as societal watchdog, backed by the press who shine the spotlight on pertinent issues. Civil Society actively participated in seeing the current

president to power. There has also been a progressive move from typical areas of intervention such as HIV/AIDS and Malaria to other

equally important social issues such as public procurement, accountability in the extractive industries and freedom of information to mention but a few.

The evidence of an increase in political and civic-consciousness of society has been seen by citizens voicing their discontent in the

manner in which the previous elections were conducted without the use of violence. The many surprises thrown up by the results of the

election where in the votes of the electorate count is a good example of the realisation of a fundamental democratic tenet-that real power belongs to the people. ,

Given the recent elections, there are new legislators in both houses for the next four years, new appointments presenting excellent opportunities for CISLAC’s involvement in the Post-electoral cycle,

Mandate Protection, Election petition tribunals, the Role of the Judiciary, Public Accountability, Anti-corruption and joining forces with the private sector who have a heavy legislative influence.

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CISLAC Overview (2005-2011)

ACHIEVEMENTS TO DATE

To have a clear vision of where an organization is headed it is essential to draw lessons from the challenges it has faced and accomplishments it has made. We shall now take a look at the

learning’s from the last 5 years.

In 1999, a new democratic dispensation was ushered in Nigeria. The new political atmosphere provided an opportunity for civil society groups and the media to contribute to the entrenchment of the

democratic culture, through constructive engagement with the major stakeholders such as elected officials, lawmakers and political parties. It was in the realization of the gaps in the management of the

new governance culture that the Civil Society Legislative Advocacy Centre (CISLAC) was founded in 2005 to create an enabling

environment for CSOs to mainstream their work in the Legislature through constructive and positive engagement as well as to raise the profile of the legislative arm of government.

Since its inception in 2005, CISLAC has actively contributed to

strengthening National and Local state legislatures by increasing their understanding of the role of a people’s parliament in the democratic process, as well as enhancing the understanding of their roles and

capacity of oversight for holding the executive accountable. This has made the legislature more accountable to their constituencies and has enforced the upholding the people’s mandate.

CISLAC noticed there were a number of lacunas in the legislative and

political landscape in the polity and decided to intervene in this regard. First, it was observed that unlike at the Federal level where many civil society organizations have developed a strong rapport and

working mechanisms with the National Assembly, at the state level, there appears to be a wide gulp between the two. There is of course

the fact too that members of State Houses of Assembly are relatively less experienced and exposed than their National Assembly counterparts, and therefore less prepared to work with civil society

groups who they hold both with suspicion and fear. They appear not know their third sector in their respective states. Many honourable members did not also understanding the workings of the civil society

organizations, who they seek as mere trouble makers. It is this that puts them apart and makes working together such a difficult thing to

contemplate. Second, there appear also to be a wide gulf between the powers of the

State Houses of Assembly and the actual exercise of these powers. Part of the reason for this is that many of these State Houses of

Assembly are not operating autonomously, free from the executive

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control. In many states, there is no State Assembly Service

Commission, thus the legislators have no control of their finances. This is why members of the State Houses do not have legislative aides

and personal staff. In virtually all the states we visited for the interactive forum, legislators complained that they did not have legislative aides unlike their counterpart at the National level.

Third, there seems to be poor understanding of the functions of the

legislative houses by the ordinary citizens. Many people think that it is the responsibility of their legislators to build schools, hospital, etc. Thus when they do not build these, they are rated very low in their

communities, even when they give starling contributions at the legislative chambers. And this misunderstanding is not limited to the ordinarily people. Even among the civil society members, there was

evidence of this lack of understanding of the functions of the legislature. Too many think that the legislators are there to bring

projects to their communities rather than provide oversight to the executives on project delivery, among others. Thus when the presentation on the legislative functions was made, usually you get to

see a change from many of the participants that they were pursuing the wrong horse.

The fourth is the most total absence of normal legislative processes and procedure of robust debates. Bills are passed without debate once

they are coming from the executives. There are hardly public hearings on important bills as required in normal legislative processes. Even in matters of appropriation bills, they are usually return to the

Governors as they were sent to the Houses. We cannot talk about democracy if the legislators cannot operate autonomously as a critical

and intelligent segment of governance.

With support from one of her donors, CISLAC has organized a series

of interactive forums and capacity building trainings between members of the State Houses of Assembly and civil society

organizations in Jigawa, Niger, Nassarawa, Kogi, Kano, Benue and Plateau States of the federation. The forums were meant to provide an opportunity for improved understanding and interaction between the

two with a view to increasing participations of the citizens at all levels of governance in the country by providing a sustained channel of interaction between the two. CISLAC’s intervention was borne out of

the fact that she noticed

These interventions were not only strategic and timeous; it was productive in that many bridges were built. In particular, in virtually all the states the interactive forum and capacity building training were

held, legislators and civil society saw the need to work together as they had a common development aspiration for their communities as well as a common imperative of playing an oversight function of the

executives a never before experienced. Civil society organizations themselves saw the need to build state wide coalitions on matters of

relating with their state houses of Assembly.

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Other tangibles success on this intervention include the fact that legislators were sensitized to their powers and responsibilities as well

as on how to ensure that they deploy this in the best interest of their constituencies. In some states there was a clear indication for the need to have Legislative Service Commissions. Civil society

organizations saw the need for sustained monitoring of legislative activities and did advocate all state assemble members must open

constituency offices. Civil society organizations in those states have taken it a duty to regularly attend and observe the sittings of the legislature in their states.

As pertaining to the Millennium Development Goals (MDGs), CISLAC has decided to key into the campaign for the attainment of the MDGs

before 2015. In 2007 CISLAC after a critical review of the MDGs goals and the slow space in which the government of Nigeria was

implementing them, it decided to engage the Legislative arm of government (National Assembly and state) to ensure that the elected representatives were sensitised on the importance of the millennium

development goals to the development of the country. This was to ensure adequate and effective allocation of resources through their

oversight role, to the critical sectors of the economy that will lead to the attainment of the goals.

The first step was the training, with the support of a donor, of MDGs and National Planning Committees’ Staff of the National Assembly in the first quarter of 2008 geared at enhancing the reporting skills of

the legislative staff to improve on the oversight role of the members of their committees. This activity was closely followed by a state level

engagement where CISLAC carried out advocacy visits to two states (Plateau and Kaduna) on various issues around the Millennium Development Goals (MDGs) vis-à-vis the expected roles of the state

legislative body in the attainment of these goals in the state. The objective was to mobilise CSOs and visit the offices of government

agencies, media and the leaderships of the two State Houses of Assembly to seek for collaboration on the implementation of the MDGs, most especially at the state level, where the larger population

reside. The outcome of this process was the dialogue session that followed the visits, with Plateau State House of Assembly in North Central Nigeria with the attendance of key committee chairmen and

principal staff resulting in a robust, greater discourse and influence on the 2009 State Budget.

In July 2009, due to the legislative and advocatory efforts of CISLAC and other CSOs, the MDGs Committee in the House of

Representatives, established a resource centre within the National Assembly. The resource centre is aimed at collating resource materials in print and electronic on MDGs to share knowledge and update

legislators on the MDGs issues.

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Furthermore, CISLAC is working with the United Nations Millennium

Campaign and the House Committee on MDGs to enlighten parliamentarians on the international laws and policies on the MDGs,

and to set up a parliamentary caucus on MDGs, this is because of the poor attention by the legislature to handle the issue of MDGs effectively, but more importantly to build a critical mass of active

legislators to champion and support MDGs implementation in Nigeria.

CISLAC, in unison with other CSOs embarked on series of engagement with the Nigeria Extractive Industries Transparency Initiative (NEITI) Secretariat. This was done through programmes that

brought together government officials, NEITI Secretariat, the media and CSOs to discuss on how best to apply the international best practices in this critical sector. This engagement facilitated the

processes that led to the drafting of the NEITI bill, which was presented to the National Assembly to give legal backing to the

process. The draft legislation on NEITI was sent to the federal legislature as an executive bill. However, before the bill was taken for consideration, CISLAC organized strategic consultations with the

parliamentarians, the media and the CSOs on the imperative of the proposed law and the challenges it had for all stakeholders in the

extractive sector and the entire citizenry. The purpose of this was to raise consciousness among Nigerians on the relevance of the draft legislation to the transparency principle of the government and the

need for good governance as a way of generating more inputs into the content of the bill.

Beyond this, CISLAC mobilized other CSOs working on transparency and accountability issues to participate in the public hearing on the

bill as organized by the two chambers of the National Assembly. At the forum, CSOs voiced out their sentiments, insisting that the entire process should be made open to public scrutiny. In addition to

participation at the public hearing, CISLAC organized visits to key members of the legislature, for the purpose of stimulating them to buy

in into our demands in the bill. After the public hearing we also continued our engagement with the

legislature by adopting advocacy strategies at the harmonization committee level. This is a critical stage of law making in Nigeria. This followed our discovery that the upper chamber of the legislature had

introduced into the bill clauses that were capable of defeating the entire essence of the EITI process.

Within the same period, CISLAC organized a forum on the NEITI bill with energy correspondents and editors, for the purpose of raising

their consciousness and mobilizing them to support our sensitization and awareness creation on the subject matter. The outcome of this effort was impressive as it attracted numerous publications and

telecast of our activities in all parts of the country. We succeeded in making the legislators to make the bill more people oriented, by

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ensuring that all the stakeholders’ sentiments were noted and

accommodated.

Our advocacy tool at this level included the publication of previous engagement with stakeholders and circulation of the same to the lawmakers, government officials and the media, as well as other

strategic partners in the process. Even when the bill had been passed by the legislature, CISLAC and the NEITI Secretariat made follow-up

visits to the National Assembly to facilitate the production of the clean copy of the draft law for presidential assent.

With the passage and assent to the law by President Olusegun Obasanjo, CISLAC shifted its advocacy to other levels. First, it organized programmes around the CSOs to galvanize them into the

EITI process and sensitize them on their fundamental oversight role in the process. This we did in several locations of the county by bringing

together leading CSO actors and other stakeholders to discuss the main issues in the NEITI law and their role in the process, especially the implementation of the NEITI legislation. It was a huge success.

We went further to engage the federal and state legislators in the form

of training on the NEITI law. This training took place at Port Harcourt for petroleum and Jos for solid minerals producing areas. The broad intention was to raise the knowledge of the lawmakers, the civil

society actors and the media, as well as other stakeholders on the benefits and challenges of the new legislation.

Thereafter, we organized training on the NEITI process for support staff of the National Assembly. This was in realization of the fact that

the lawmakers could be tied down by other schedules and their committees’ staff needed to be informed on the process so that they could advise appropriately when issues of the NEITI come up.

In realization of the need to raise more awareness on the audit report

conducted by the Hart Group, CISLAC organised a stakeholders’ forum on the report, which focused on the operations in the country’s oil and gas sector between 1999 and 2004. Officials of the audit firm,

academics, media, civil society groups and lawmakers were among those who attended the event. The essence of such interaction was for participants to increasingly equip themselves with the details of the

audit report and to identify lapses within the audit process for possible remedy in future screening of the extractive industries. We

are proud that our engagement was part of the stimulus that gingered the federal government to commission the audit of the 2005 operations in the extractive industries.

What appears to be most important achievement of CISLAC’s EITI advocacy in Nigeria is the domestication of the principle through the

NEITI Act 2007. CISLAC, through its capacity building for members of parliament on extractive industry best practices, have prepared their

minds towards ensuring constant improvement of the enabling Act

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and strict oversight of the sector for optimum results on set goals. As

mentioned earlier, we have also impressed it on members of the parliament the need to adequately appropriate funds for the running

of the activities of the NEITI. CISLAC’s engagement with the executive arm of government on the

extractive industry has extracted a commitment from the government to give the sector the desired attention. Evidence of this commitment

can be seen in the competence of the people appointed into the NSWG of the NEITI. Through its capacity building and interface with the media on the issues in and around the extractive industry, CISLAC

has enlisted popular media interest in the extractive industry. The media prominence, given the current wide coverage of extractive industry activities is bound to bring out the best of this government in

its implementation of the NEITI Act. Most media houses now have special correspondents that cover the extractive sector, a practice that

was not rampant before our robust media sensitization and advocacy. CISLAC’s continuous publicity outreach programmes on issues around the extractive sector have attracted interest from a wide

spectrum of Nigerians, even from the most unlikely quarters. Nigerians who hitherto thought extractive sector issues as

too technical and boring now analyse such issues with ease. This is largely due to the wide publication CISLAC has published on the extractive industry in Nigeria. Some of these are:

Civil Society and the EITI in Nigeria, Vol. I Petroleum

Civil Society and the EITI in Nigeria, Vol. II Solid Mineral

Towards the Legislative Harmonization of the NEITI Bill: Issues

and Concerns

Enhancing CSOs’ Participation in the NEITI Audit Process in

Nigeria

Strengthening Stakeholders Oversight Roles in the NEITI

Process in Nigeria

Oversight: Training on Role of the Legislature in NEITI Audit

Process

Newsletters focusing on NEITI

Joint Position Paper on the issues of concern to the host

communities and civil society on the Petroleum Industry Bill In sum, CISLAC has also facilitated the passage of several Bills

promoting good governance and development while enhancing citizens’ participation in the legislative process, redefining CSO

interaction with politicians and policy makers and sharing the experiences throughout the sub-region. Legislature now feels more accountable; a Parliamentary Liaison Office (PLO) for CSO’s in

parliament has been set up. CISLAC’s integrity, identity and successes have dispelled widespread

claims that the only way to work successfully with politicians is through bribery and corruption.

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In the later part of 2011, CISLAC embarked on a ground breaking

project by organising the first ever multi stakeholders conference on the protection of internally displaced persons in Nigeria, in partnership with the Internal Displacements Monitoring Centre and

The Norwegian Refugee Centre. The event was the first ever gathering of all stakeholders spanning parliamentarians, key governmental

agencies with IDP mandate, national and international humanitarian agencies, the United Nations High Commission for Refugees, embassies and the National Human Rights Commission and civil

society groups. In addition, CISLAC is also taking the lead on tax justice in the

country, Taxes are conventionally the most traditional and reliable means for governments to generate revenue to provide services and

sustain development. The recent challenges in Nigeria underscore the need to harness the potentials for revenue outside the extractive sector, a pointer towards more efficient tax revenue systems. The

absence of good governance, poor tax policies and administration, harmful tax practices and the pervasiveness of corruption, wastage

and lack of accountability translating into poor management of resources and absence of service delivery has resulted in apathy toward payment of taxes. The results are leakages, loss of revenue by

government and inability to mobilize adequate resources for development. Also is the lack of equity in tax burdens with few bearing the burden and the privileged few voiding and evading tax

with impunity. Large corporations sometimes aided by government officials also engage in unwholesome practices resulting in tax gaps

and tax revenue losses and therefore, less resources for development and provision of service that will enhance the lives of citizens. Through this initiative, CISLAC’s activities in this respect aims to

draw on these challenges, in partnership with the already established east African tax justice network and Oxfam Novib.

Nigeria is a population and resource giant on continent with over 140 million habitants and 250 different ethnic groups. The country’s total

land area is about 98.3 million hectares, 74 million are rich arable land with a climate quite favorable for agricultural purposes. Despite its vast potential agricultural resources, rich array of natural

resources and its standing as one of the largest oil producers in the world, Nigeria remains at the top of the world suffering index and is

ranked among the 20 least developed countries in the world. Before the discovery of crude oil deposits in commercial quantities, and till date, agriculture continues to be the mainstay of Nigeria’s economy,

employing over 70% of its population, especially in the rural areas. However, Nigeria is still characterized by high reliance on food imports. Malnutrition is widespread in the entire country (about

60.8% of its population) and rural areas are especially vulnerable to chronic food shortages, malnutrition, unbalanced nutrition, erratic

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food supply, poor quality foods, high food costs, and even total lack of

food.

It is for the above concerns that in November 2011, CISLAC in partnership with the Voice for Food Security Programme of Oxfam GB in Nigeria is set to implement a set of activities that will achieve the

dual purpose of creating greater awareness of the food security issues, attract focused legislative interest and action, generate additional

force of pressure on government and increase the overall momentum of the Voice for Food Security Programme of Oxfam GB in Nigeria.

Challenges

The organization has also faced challenges regarding long-term sustainability, both in terms of funding and human resources as well as its publications being difficult to understand and the deployment of

these not reaching the intended beneficiaries therefore becoming counterproductive.

Other challenges faced were in the clarity of the organizations website and the lack of publications translated into different languages,

putting restrictions on the access to information. The view of CISLAC as being ‘elitist’ was identified as a threat to alienating the grassroots communities that it’s supposed to represent. It was also identified that

the public at large bear misconceptions as to what the organization does and does not do.

Lack of streamlining of roles and responsibilities and the direct involvement of the organization in the community posed another large

risk in overstretching internal resources as well as the loss of talent through the high turnover of valuable staff members. Procedures and

ways of working were also identified as being too centralized and dependent on one key person.

LESSONS LEARNT

From the challenges and achievements listed above there are several lessons that inform CISLAC’s new strategic direction. These include:

o The decentralisation of internal procedures, such as

statement writing, is a key step the organization must take

in the improvement of the organizations ways of working.

o Exploiting and building on already existing social networks

for campaign work with communities versus creating new networks will assist in the streamlining of the organizations

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duties, therefore leaving CISLAC to focus on areas of

strength such as accountability and legislative effectiveness.

o The need to engage deeper on the grassroots level and broaden the base for public support is to be considered if there is to be a paradigm shift from the policy focus of the

organization.

o Improving the use of social network technology and techniques for decentralised community development and campaign work is another valuable lesson drawn.

o And finally, engaging the economic elite in the country,

especially private sector for their powerful influence in

legislature was seen as another key step to take.

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ANALYSIS SWOT ANALYSIS – CISLAC To further strengthen the strategic plan and better understand the environment that CISLAC operates in, an analysis of the influencing

internal and external factors is necessary, and the most effective tool to accomplish this is the SWOT analysis. We will find in the table

below a list of all the organization’s internal capabilities (strengths) and liabilities (weaknesses), as well as a list of the best opportunities in the current environment and the threats that the organization

faces.

STRENGTHS (internal) Planning Consultation for buy-ins Foresight Implementation & Delivery of Programs Effective and efficient Innovative Monitoring & Evaluation Acknowledgement of the lack of willingness to change Data collection and analysis Communication Good external communication to Stakeholders & Funders Relationship Building & Fundraising

Strong network and good contact database exists Very effective Systems & Procedures Management is proactive Departments duties, roles and responsibilities clear Teamwork Effective Information sharing Good feedback system Strong ties with coalitions and networks

WEAKNESSES (internal) Planning Inadequate time management Inadequate resources Projects are done hastily with a lack of in depth research Implementation & Delivery of Programs Time management Time lapses Monitoring & Evaluation Absence of monitoring and evaluation system and subsequent processes Communication Bad internal communication (Majority being verbally transmitted vs. written and recorded No internal library available Relationship Building & Fundraising

Too personal vs. professional Solely dependent on the Executive Director Systems & Procedures Systems not properly enforced All program staff report to the ED (dependency on one key person’s availability) Lack of modern accounting software Teamwork Lack of monitoring of information sharing Weak synergy

OPPORTUNITIES (external) THREATS (external)

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For Impact a) On policy: Briefs are well

researched and active advocacy on basic national policy issues Democratic environment Constitutional Reforms Gaps in government policies

b) On practice: Baseline checks of legislators Increase awareness of policies Room for budget tracking

For Growth

Networking & collaboration with other CSOs working with parliament and with the private sector Increased parliamentary advocacy in Nigeria & Africa Electoral processes For Positioning Communicating work to various stakeholders (placing CISLAC as a reference point) High turnover creating new incoming legislators Fundraising Social networking A clear and articulated strategic plan Emergence of new indigenous donors Potential to raise money/funds internally Awareness created with the private sector to fund Civil Society CISLAC’s credibility enhances the ability to fundraise

To Impact a) On policy: Too much focus on

output b) On practice: Poor output

Overconfidence Poor relationships between legislators and their constituencies

For Growth

Exclusion from politics Invasion of international organisations competing for space with local NGOs For Positioning Distraction and loss of focus Involvement in partisan politics Increased level of legislative turn-over Fundraising Restructuring of programs Withdrawal of core-funding Proliferation of counterfeit CSOs Funders transmuting into a fund receiving organizations (NGOs) Impositions of donor agendas Corruption Complex nature of proposals Consortium commercialisation of the bidding process

In order for any strategic plan to be effective, an analysis/evaluation of the key actors in the current environment is crucial. This identifies the influencers that are dominating CISLAC’s operational environment and whether their effects on

CISLAC’s work is positive, neutral or negative. * For a more detailed list please refer to Annex 2.

STAKEHOLDER ANALYSIS

CSO Allies Institutional Allies Neutral Targets

ACTIONAID International

Advocacy Forum, NEPAL

Advocacy Nigeria

Africa Leadership Forum

Africa Public Health Rights Alliance 15

Percent Campaign

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

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

Bayelsa Non-governmental Organisations

Forum

British Council, Abuja

Budget Transparency Network (BTN)

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

AIT

BPP (Bureau of Public Procurement)

Bureau of Statistics

Code of Conduct Bureau

ECOWAS Commission

ECOWAS Parliament

EFCC (Economic and Financial

Crime Commission)

EFCC (Economic and Financial

Crime Commission)

House Committee on MDGs

ICPC (Independent Corrupt Practices and other Related Offences Commission)

National Commission for Refugees

National Committees Agriculture

GAS Resources, Women Affairs, MDGs, Public Accounts, Solid Minerals, Petroleum, Health, Appropriation, Education & Anti-corruption)

National Human Rights

Commission

NBA (Nigeria Bar Association)

Nigerian Labor Congress (NLC)

Nigerian Union of Journalists

(NUJ)

OSSAP (Office of the Special

Bureau of Public Enterprise

FCDA (Federal Capital Development Authority)

House Commission on Anti-

Corruption & Narcotics

House Commission on

Environment

House Commission on Petroleum

(Upstream/Downstream)

Manufacturers Association of Nigeria (MAN)

Ministry of Education

Ministry of Environment

Ministry of Justice

National Chambers of Commerce – mining & agriculture

National Planning Commission

National Universities Commission

Nigeria Police Force

State House Assemblies

CBN (Central Bank of

Nigeria)

Commercial Banks

DPR (Department of

Petroleum Resources)

FIRS (Federal Inland

Revenue Service)

ICPC (Independent Corrupt

Practices Commission)

Ministry of Finance

Ministry of Petroleum

Resources

NNPC (Nigeria National

Petroleum Corporation)

OAGF (Office of the

Accountant General of the Federation)

OAUGF (Office of the Auditor

General of the Federation)

PPRC (Petroleum Pricing Regulatory Committee)

Sen. Ayogu Eze

Sen. David Mark

Sen. Jibril Aminu

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Centre for Development of Civil Society

(CDCS)

Centre for Human Right and Conflict Resolution (CHRCR), Lokoja

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

Citizens’ Forum for Constitutional Reform (CFCR)

Civil Resources Development &

Documentation Centre (CIRDDOC)

Civil Society Action Coalition on Education

for All (CSACEFA)

Civil Society Platform for Advocacy on

Internal Displacement

CLEEN Foundation, Nigeria

CLS (Centre for Legislative Studies)

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

CSO Networks/Organizations (Publish What You Pay (PWYP)

Department for International Department

(DFID), UK

Development Research and Projects Centre

Assistant to the President on MDG)

Parliamentary Staff Association of

the National Assembly

RWI (Revenue Watch Institute)

SAVI

TUC (Trade Union Congress)

Bureau of Public Procurement

(BPP)

EFCC, Strategy and Re-Orientation Unit (SARU), formerly Fix Nigeria Initiative

Independent Corrupt Practices

and other Related Offences Commission (ICPC)

Independent National Electoral

Commission

National Commission for Refugees

National Human Rights Commission

National Planning Commission

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)

Funders

Action Aid

http://mail.yahoo.com/

http://mail.yahoo.com/

20

(DRPC), Kano

Development Workshop (DW), ANGOLA

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

Electoral Reform Network (ERN)

Environmental Rights Action (ERA), Nigeria

Facility for Oil Sector Transparency

(FOSTER)

Federation of International Women Lawyers (FIDA)

Federation of Muslim Women’s Associations

in Nigeria (FOMWAN)

Forum Civil (FC), SENEGAL

Freedom of Information Coalition (FOI)

FRIDE (Spain)

Friedrich Ebert Stiftung (FES)

Gender Affirmative Action(GAA)

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)

Hart Group

Heinrich Boll Foundation (HBF), Nigeria

Human Rights Watch, US

Institute for Governance Studies (IGS Brac

University) Bangladesh

Integrity

Interfaith Mediation Centre (IMC), Kaduna

Internal Displacement Monitoring Centre

(IDMC) Geneva, Switzerland

Norwegian Refugee Centre

International Press Centre (IPC), Lagos

International Republican Institute (IRI), Nigeria

ITAD (UK)

Amnesty Int.

Friedrich Ebert Stiftung (FES)

Heinrich Boll Foundation (HBF)

International Republican Institute

OXFAM GB

Oxfam Novib

Pact Nigeria

PACT Nigeria

TY Danjuma Foundation

United Nations Millennium

Campaign (UNMC)

United Nations Organizations (United Nations Women (UN Women) NIFEM, United Nations Office for Drugs and Crime (UNODC), United Nations High Commission for Refugees UNHCR, United Nations Development Programme UNNDP, United Nations Millennium Campaign

etc)

World Bank

International Consulates Canadian High Commission, British Council, British High Commission, Finish,

Dutch and American Embassies etc)

21

Justice for All (DFID), Abuja

Justice, Development and Peace Commission (JDPC)

Kebetkache Women Development &

Resource Centre

Koyenum Immalah Foundation (KIF), Delta

State

Leads – Nigeria

Media Rights Agenda (MRA), Lagos

Nasarawa NGO Network (NANGONET)

National Accountability Group (NAG) –

Sierra Leone

National Association for Nigerian Traders

(NANTS)

National Coalition on Affirmative Action (NCAA)

National Democratic Institute (NDI), Nigeria

National Procurement Watch Platform

(NPWP)

Nigeria Action Network on Small Arms

(NANSA)

Nigeria Association for Women Journalists (NAWOJ)

Nigeria Economic Summit Group (NESG)

Nigeria Gender Budget Network (NGBN)

Nigeria Labour Congress (NLC)

Nigeria Union of Journalists (NUJ)

Nigerian Association of Women Journalists

(NAWOJ)

Nigerian Economic Summit Group

Nigerian Extractive Industries Initiative

(NEITI)

NIYEL - Senegal

Norwegian Refugee Centre

Open Society Initiative for West Africa

(OSIWA)

Open Society Justice Initiative (OSJI)

22

OXFAM America

OXFAM GB, Nigeria

OXFAM Novib, NETHERLANDS

OXFAM Spain

PACT Nigeria

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)

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

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

The Paul H. Nitze School of Advanced

International Studies, African Studies, John Hopkins University, Washington

23

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

Trade Network Initiative (TNI)

Transition Monitoring Group (TMG)

Transparency International

TY Danjuma Foundation, Abuja

United Action for Democracy (UAD)

United Nations High Commissioner for Refugees (UNHCR), Nigeria

United Nations Millennium Campaign

(UNMC)

United States of America Embassy, Abuja

USAID

WACAM-Ghana

Water Aid

West Africa Civil Society Institute (WACSI)

(Ghana)

West African Civil Society Forum (WACSOF)

West African Network for Peacebuilding (WANEP)

Women Advocates Research and

Documentation Centre (WARD C) , Lagos

Women In Nigeria (WIN)

Women’s Aid Collective (WACOL), Enugu

State

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

Womens’ Right to Education Program

(WREP)

World Bank

Zero Corruption Coalition (ZCC)

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Media Analysis This analysis outlines the key media available in the county.

WRITTEN PRESS RADIO TELEVISION WEB 1. 234 NEXT 2. Compass newspaper 3. Daily Trust newspaper 4. Guardian newspaper 5. Herald 6. Leadership newspaper 7. NAN (News Agency of

Nigeria) 8. Peoples daily Newspaper 9. Punch newspaper 10. Summit newspaper 11. The Nation newspaper 12. The Sun newspaper 13. Thisday newspaper 14. Vanguard newspaper

1. ASO Radio 2. British

Broadcasting Corporation (BBC)

3. Cool FM 4. Crowder FM 5. Deutsche Welle 6. FRCN (Federal

Radio Corporation of Nigeria)

7. HOT FM 8. Radio France 9. Raypower FM 10. Rhythm FM

11. Salt FM 12. Vision FM 13. VOA 14. Wazobia FM

1. Africa Independent Television (AIT)

2. British Broadcasting Corporation (BBC)

3. Channels TV 4. Network News 24

(NN24) 5. Nigerian Television

Authority (NTA) 6. Silverbird TV 7. TV Continental

The Strategic Framework (2012-2017) Goal and Objective Setting Goal

A situation in which legislature is accessible and responsive to all.

Objectives

In order to deliver on this goal, CISLAC has identified five key objectives. While objectives one, two and three are programmatic focused, objectives four and five are more operational objectives that

will strengthen CISLAC’s capacity and structure to deliver on these objectives.

Objective 1: Increase the capacity of CSO’s to ensure that 70% of legislative processes at state national and regional and international

levels receive CSO consultation by 2017.

Objective 2: Improve the capacity and competence of legislative aides, relevant committees, staff and members in law-making skills,

oversight, representation and constituencies outreach by 2017.

Objective 3: Hold the legislature accountable for their compliance with law making, oversight representation and outreach by 2017.

Objective 4: Become financially stable and increasingly transparent and accountable by 2017.

Objective 5: Establish a standard system of monitoring and evaluation and in-house capacity building by 2017.

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KEY STRATEGIES TO ACHIEVE THESE OBJECTIVES Over the past five years, CISLAC has further developed its expertise, increased its experience and demonstrated its capacity to influence

development and implementation of policy through a certain set of strategies. These key strategies that have proven to work such as the training of legislative aides will be strengthened in this strategic period

while introducing new ways to work with policy makers as in the mentoring programs to provide inter-parliamentary discourse and

engagement.

Objective 1: Increase the capacity of CSO’s to ensure that 70% of legislative processes at state, national, and regional and international

levels receive CSO consultation by 2017.

Key Strategies - Training legislators on participatory processes.

- Training CSO’s & media on legislature and advocacy.

- Networking and linking CSO’s, media and legislators.

Objective 2: Improve the capacity and competence of the legislature, legislative aides, relevant committees, staff and members in law-making skills, oversight, representation and constituencies outreach

by 2017.

Key Strategies - Offer trainings, and conferences, short-courses and mentoring

to lawmakers, committee members, legislative aids, and committee staff. (Law making and legislative skills acquisition in relation to appropriation, anti-corruption, budgeting, internally displaced persons, gender& the MDGs, agriculture, extractive industries, procurement and climate change

- Conduct workshops and trainings on the MDA’s that they oversee

- Conduct trainings on communication skills, people skills and interfacing skills with legislative aides.

- Hold trainings on time management, record keeping and documentation, office management and research for committee staff.

- Start mentoring programs to provide interparliamentary discourse and engagement.

- Hold international working and exchange visits to share best practices.

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Objective 3: Hold the legislature accountable for their compliance

with law making, oversight representation and outreach by 2017.

Key Strategies - Sound research, publications and dissemination targeted at

legislators, media, CSO’s and constituencies through ICT materials, books and handbills translated into local languages.

- Oversee activities and constituency outreaches on bill progressions and the passage of bills.

- Target legislators through advocacy visits and interface sessions on executive performance, MDA’s activities, bill progression and public hearings.

- Reach out to legislators, constituencies and CSO’s through town hall meetings, road shows and interactive sessions on the role and performance of the legislator, constituency expectations, community participation and information dissemination.

Objective 4: Become financially stable and increasingly transparent

and accountable by 2017.

Key Strategies - Train the accounts & administration departments, upgrading

the accounts apartment with modern accounting technology and upgrading audit reports to standard financial policy.

- Develop and implement a sustainable self-funding mechanism.

- Raise funds among indigenous donors, international organisations/private sector though training staff on proposal writings and other means of funding.


Key Strategies - Organize in-house & external trainings on project

management, finance and accounts management, administration and monitoring and evaluation.

- Establish and implement a standard staff handbook on personnel policy, administration and recruitment.

- Institute a permanent monitoring and evaluation focus desk managed by a monitoring and evaluation expert.

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Critical Path & Milestones

Objective 1: Increase the capacity of CSO’s to ensure that 70% of legislative processes at state, national, regional and international levels receive CSO consultation by 2017.

- By end of 2016 - Increase CSO’s consultations in the

legislative process by 60%.





- By end of 2013 - Train 50 CBO’s across the country.

- By end of 2012 - Increase CSO’s consultation in legislative process by 30%.

- By end of 2012 - Increase CSO’s consultation in legislative process by 20%.

Objective 2: Improve the capacity and competence of the legislature,

legislative aides, relevant committees, staff and members in law-making skills, oversight and representation and constituencies

outreach by 2017.

- By end of 2016 – Improve the capacity of staff committee documentation, research, report writing and office management.

- By end of 2015 - Improve Legislative Aides communication and capacity in people and public interface skills.

- By end of 2014 - Improve legislator’s skills overseeing MDA functions and constituency representation.

- By end of 2013 - Legislative skills building in the areas of anti-corruption, appropriation, agriculture, budgeting, procurement, extractive industries, human rights, climate change, internally displaced persons, gender & MDGs, through trainings, workshops, short courses and mentoring.


- By end of 2016 - Establish legislature of accountability and performance as major issues for elections and political campaigning.

- By end of 2015 - Increased the quality and quantity on non-state actors with the capacity to engage legislators and hold them accountable.

- By end of 2014 - Establish a mechanism for feedback, tracking and reporting of legislator’s compliance with law making, over-seeing, representation and outreach.

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- By end of 2013 - Develop a platform for constituencies to engage parliament and be able to influence as well as hold them accountable.


- By end of 2016 - Improve transparency and accountability through the publication of an annual audit report.

- By end of 2015 - Establish investment funds as a way of sustaining the organisation.

- By end of 2014 - Increase core funding.

- By end of 2013 - Develop a fund raising strategy.

Objective 5: Establish a standard system of monitoring and

evaluation and in-house capacity building by 2016.

- By end of 2016 - 100% of systems implemented.

- By end of 2015 - System reviewed and adjustments made with 70% of the objectives implemented.

- By end of 2014 - 50% of the new system implemented.

- By end of 2013 - Current system reviewed and new system developed and established.

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Monitoring and Evaluation Framework

Essential to achieving the objectives set in this strategy is being able to monitor its implementation along the way, adjust where necessary and evaluate the impact of the work.

Key to the organizational capacity to doing that are the indicators of success that will allow CISLAL to monitor progress. The following

table outlines some of these indicators per year of implementation as well as means if verification of these indicators.

Objective Yearly Objectives Indicators of

Success Means of Verification

Objective 1: Increase the capacity of CSO’s to ensure that 70% of legislative processes at state national and regional levels receive CSO consultation by 2017.

2016 - Increase CSO’s consultations in the legislative process by 60%.

# of legislative processes influenced by CSO input

Policies and legislative documents


# of CSOs making their voices heard and contributions taken into account

Statements of CSOs actors Statements of


# of CSOs pushing for increased participation

Presence of CSOs at key events

2013 - Train 50 CBO’s across the country Increase CSO’s consultation in legislative process by 30%.

# of CSOs interested and active in the legislative process Quality of CSOs input in legislative processes

CSOs issued statements, research and policy documents

2012 - Increase CSO’s consultation in legislative process by 20%.

# of times CSOs working on legislative advocacy invited to input in process

CSO reports

Objective 2: Improve the capacity and competence of the legislature, legislative aides, relevant committees, staff and members in law-making skills, oversight, representation and constituencies outreach by 2017.

2016 – Improve the capacity of staff committee documentation, research, report writing and office management.

Availability of documentation when needed, Clarity of processes, Fluidity in handling of requests

Surveys

2015 - Improve Legislative Aides communication and capacity in people and public interface skills.

Quality of public interventions of legislative aides Access of the public to legislative info

Statements Public interventions Media

2014 –Improve legislator’s skills overseeing MDA functions & constituency

Level of access of constituencies to the

Public opinion Media

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representation. representatives

2013 - Legislative skills

building in the areas anti-corruption, appropriation, agriculture, budgeting, procurement, extractive industries, human rights, climate change, internally displaced persons, gender & MDGs through

trainings, workshops, short courses and mentoring.

Quality of law and policies Level with which legislators follow up on implementation of policies Level of interests of legislators in the various issues

Policy documents Public opinion Media


2016 - Establish legislature of accountability and performance as major issues for elections and political campaigning.

Election debates around accountability and performance

Media Statements of candidates

2015 - Increased the quality and quantity on non-state actors with the capacity to engage legislators and hold them accountable.

# of NGOs holding legislators accountable Frequency of CSOs documents targeted at legislators

CSO documents Media

2014 - Establish a mechanism for feedback, tracking and reporting of legislator’s compliance with law making, over-seeing, representation and outreach.

Existence of a monitoring mechanism Level of stakeholders (CSOs and legislators) engagement with the mechanism

Periodic reports of the use of the mechanism

2013 - Develop a platform for constituencies to engage parliament and be able to influence as well as hold them accountable.

Level of participation in the meetings of the various

stakeholders including legislators and constituencies

Lists of presence


By end of 2016 - Improve transparency and accountability through the publication of an annual audit report.

Conclusion of the Audit Investment fund generating interest

Audit report Annual report Financial statements

By end of 2015 - Establish investment funds as a way of sustaining the organisation

Funds available in the investment fund

Financial statements

By end of 2014 - Increase core funding.

Resources available to deliver to the end of the

Financial statements

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strategic plan

By end of 2013 - Develop a fund raising strategy.

Clear fundraising strategy

Fundraising strategy document


By 2016 – 100% of systems implemented.

Level of performance in delivering projects

Project reports

By 2015 - System reviewed and adjustments made with 70% of the objectives implemented.

Mid term evaluation of strategic plan Level of achievement in delivering on plans

Evaluation report

By 2014 - 50% of the new system implemented.

Ease in managing projects and delivering results M&E plan rolled out

M&E progress report

By 2013 - Current system reviewed and new system developed and established.

Staff confident with relevant skills to deliver on strategies

Performance assessments Procedure manual

Year 1 – Operational Plan As the strategic frameworks sets the overall direction and strategies for achieving the objective against which yearly operational plans will be developed, the action plan below defines the specifics activities for

the first year of the strategic plan with a clear timeline.

Objective 1 Year 1 Objective Activities Timeline

Increase the capacity of CSO’s to

ensure that 70% of legislative processes at state national

and regional levels receive CSO

consultation by 2017.

Increase CSO’s consultation in


Mapping CSOs relevant to legislative

issues. Train 50 CSOs on

legislative advocacy.

2-day workshop on advocacy skills.

Mapping of relevant committees in NASS.

2-day workshop on participatory legislative

process. Legislators train 12

media personnel on print and electronic

media on reporting on legislative issues.

J F M A M J J A S O N D

M& E


Improve the capacity and competence of the

legislature, legislative aides,

relevant committees, staff and members in

law-making skills, oversight and representation and

constituencies outreach by 2017.

Legislative skills building in the areas of anti-corruption, appropriation, agriculture, budgeting, procurement, extractive industries, human rights, climate change, internally displaced persons, gender & MDGs through trainings, workshops, short

Training on legislative skills acquisition on appropriation.

Training on

communication, peoples and public interfacing skills for

legislative aides. Training on legislative

skills acquisition on Anti-corruption.


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courses and mentoring.

Training on legislative

skills acquisition on Gender and MDG’s.

Training on legislative skills acquisition in

Budgeting and Budget tracking.

Training on legislative skills acquisition in Agriculture.


Hold the legislature accountable for

their compliance with law making,

oversight representation and outreach by 2017.

(NB: Between June-Dec

2012, activities to

develop and analyse a

comprehensive database of legislators, media,

CSOs, constituencies

and bills engaged by the

previous houses will

have been undertaken)

Develop a platform for constituencies to

engage parliament to be able to influence

and hold them accountable.

Develop, publish & distribute ICT

materials for constituency education

& enlightenment. Develop and publish

constituency expectations.

Advocacy visits to legislators.

Town hall meetings/ Roadshows/ Interface/

Phone-in programs.


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Become financially stable and increasingly

transparent and accountable by 2017.

Develop a full fund raising strategy.

Dialogue meeting/workshop with consultants, other

CSOs and CISLAC staff – to identify, map out potential funders

(private sector, indigenous funders,

int. organizations and explore self-funding mechanisms).

Draft fund-raising

strategy. In-house validation

(this aims at validating the draft fund raising strategy).

Final draft of fund-

raising strategy.


36


Establish a standard

system of monitoring and evaluation and in-

house capacity building by 2017.

Current system

reviewed and new system developed and established.

Engagement of M&E

expert. Review & validation of

current M&E procedure.

Development of staff handbook.

Review of staff handbook.

CISLAC Retreat for all

staff to understand the strategic plan.

Staff training on project management & administration.


download-5-year Strategy Plan - Civil Society Legislative Advocacy

Documents

Transcript of download-5-year Strategy Plan - Civil Society Legislative Advocacy