PLAN International Nigeria Country Strategy Report

TRANSFORMing POWER RELATIONS IN FAVOUR OF GIRLS

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

October 2019 This publication is also available online at: www.plan-international.org First published 2019 – Text and photos Š Plan International 2019 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of Plan International.

2

1. EXeCUTIVE SUMMARY

6

2. WHY ARE WE HERE?

7

Country Nigeria, a Strategically Important but Troubled Country

7

Nigeria’s Role in the Region

7

Issues Around Girls’ Rights and Gender Equality

8

Our Ambition

9

3. WHO DO WE EXIST FOR?

12

4. WHAT WILL WE DO FOR THEM?

14

Objective 1: Girls, adolescents and young women are empowered to be active drivers of change

14

Objective 2: Girls have increased access to and completion of preprimary, primary and secondary education and non-formal education

15

Objective 3: Adolescents, girls and young women enjoy quality sexual and reproductive health and rights

16

Objective 4: Protective environment strengthened and access to age and gender appropriate services to prevent / respond to disaster risks, violence, abuse, neglect, and exploitation promoted

17

5. WHERE WILL WE WORK?

19

6. With whom will we work?

21

7. How do we need to be set up?

24

Organisational Ambition

25

High-level roadmap - design phase

26

8. How will we fund it?

31 3

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

ABREVIATIONS / acronyms AOGD CAGR CBCPM CEDPA CEFM CRM CSO ECCE ERP EU FCT FIDA FY GBV GDP HNWI HR HRBA ICT IDP IGA INGO IOM LGA M&E MDAs NANTAP NISER PHC PwC SGBV SRHR UASC UBE UNICEF VLS WACAH WARO WHO YCSRR

4

Areas of Global Distinctiveness Compound Annual Growth Rate Community Based Child Protection Mechanism Centre for Development and Population Activities Child Early and Forced Marriage Customer Relationship Management Civil Society Organisation Early Childhood Care and Education Enterprise Resource Planning European Union Federal Capital Territory International Federation of Women Lawyers Financial Year Gender Based Violence Gross Domestic Product High Net-Worth Individual Human Resources Human Rights-Based Approach Information and Communications Technology Internally Displaced People Income generating activities International Non-Government Organisation International Office of Migration Local Government Area Monitoring and Evaluation Ministries, Departments and Agencies National Association of Nigeria Theatre Art Practitioners Nigerian Institute of Social and Economic Research Primary Health Care Price Waterhouse Coopers Sexual and Gender-based Violence Sexual and Reproductive Health and Rights Unaccompanied and Separated Children Universal Basic Education United Nations International Children’s Emergency Fund Village Savings and Loans West and Central Africa Hub West Africa regional office World Health Organisation Youth Coalition for Sexual and Reproductive Rights

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

5

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

Executive Summary This Country Strategy (2020-24) outlines our bold ambition to transform power relations in favour of girls in Nigeria. We believe that no real progress in Nigeria can be made unless the millions of girls and young women are safe and healthy, can make decisions about their bodies and lives, are educated and empowered to bring about the change they want to see in their world.

We are in Nigeria because of:

Therefore, over the next five years, we will not stop until 10 million girls can learn, lead, decide and thrive.

Our focus will be on girls and young women (up to the age of 24). We will operate in 19 out of the 36 states in Nigeria -

•

The country’s numerous issues and needs relating to girls’ rights and gender equality from violence against children, early child marriage, lack of education, a high and stagnating gender gap to several humanitarian crises due chrises dueto toterrorism terrorism,and climate change changeand development climate development crisis. crisis.

where the need is greatest, or due to an opportunity to mobilise mobilize resources and increase our influencing efforts. We recognise recognize

that to successfully deliver against our strategy, we will need to collaborate with and influence others.

To transform power relations in favour of girls in Nigeria, we will work with them to provide knowledge and skills, safe spaces and systems and enable them to have a strong voice. We will also work with the actors in the life of the girls to challenge social norms and behaviours.

But it also means we must challenge ourselves and the

•

The role and importance of the country within the wider region and its potential to have a great impact in Africa due to its rapidly growing size, political influence and economic strength.

organisation we create. We must harness the advancements in technology to increase our reach and provide digital platforms to accelerate the girls’ movement. We must embed our values in how we work and recruit people, challenge power imbalances internally to credibly challenge them externally, and introduce participatory methodologies in our project life cycle.

Our influencing capability will require a strong youth network and we will resolve inefficiencies in our programme delivery and our operational processes and enhance our technical expertise. Our localisation localization will be strengthened and aim to improve our international funding while building a local fundraising capability.

To fund our ambition, we will raise a total of EUR 120 million over the 5-year period, diversify our funding portfolio, raise 15% less restricted funds and 85% restricted funds and up to 10% of our funding locally.

6

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

WHY ARE WE HERE? Nigeria, a Strategically Important but Troubled Country Nigeria is a multi-religious and culturally diverse society with over 250 ethnic groups and 350 languages. Nigeria is a constitutional federation made up of the Federal, the 36 States and 774 Local Government Areas. These 36 states are organized s into six geopolitical zones: Southsouth, Southeast, Southwest, North East, Northwest, Northcentral and the FCT. The country is enjoying the longest stint of democracy with the 6th consecutive elections in 2019.

In 2018 the population in Nigeria was estimated to be 198 million people1..

However, there are high levels of poverty and unemployment in the midst of plenty. 67% of Nigerians live under the poverty line 2 (under $1.9 a day) and unemployment remains high at 19%.3.

The crisis in the Northeast of the country has affected more than 26 million people with 8.5 million of these estimated to be in need of humanitarian assistance. As of January 2019, more than 1.8 million people were internally displaced 4 (IDPs) across the three states of Borno, Yobe and Adamawa in the North East region. The Herdsmen Farmer conflict in central Nigeria has also generated an estimated 300,000 IDPs in Benue, Nasarawa and Taraba states. An analysis by the International Office of Migration (IOM) suggests that 54% of the IDPs population were women and more than half children, with 55% being girls. The severity of the

situation led IOM to declare Nigeria a Level 3 emergency country in 2016, the highest level of the humanitarian crisis.

Nigeria’s Role in the Region In 2018 Nigeria was already the 7th largest country in the world with a population estimated to be 198 million people. This was an increase of 72% over the last 20 years (113 million in 1997) and is predicted to grow by 58% (307 million) by 2047.

Nigeria is Africa’s largest economy worth more than $410 billion 5 and $1 trillion nominal GDP and purchasing power parity respectively in 2017. The GDP of Lagos state alone is the 7th largest economy in Africa. Between 2006 and 2016, Nigeria’s gross domestic product (GDP) response diametrically responded diametricallytotovolatile volatileoiloilprices prices with consequent boom and bust periods.

According to PwC’s 2050 predictions6, Nigeria could become the 14th largest economy in the world by 2050, with record average growth of around 4% per annum in the long-run, assuming the country succeeds in economic diversification. In the report, PwC

7

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

0,7

SENEGAL 0,6

TOGO LIBERIA GUINEA-BISSAU BENIN CAMEROON

0,5

MALI

NIGERIA GUINEA NIGER

0,4

BURKINA FASO 0,3

SIERRA LEONE

0,2

0,1

0,0

2013

2014

2015

2016

2017

2018

Nigeria is only ranked 8th of 12th west African countries, with a comparably low child rights index of 0.4 in 2018

predicts a rising annual average growth that will overtake India and China by 2050.

However, corruption and impunity are the major issues hindering Nigeria’s transformation. Nigeria was ranked 148th position 7 out of 180 countries on the 2017 Transparency International Corruption Perception Index with a score of 27 out of 100 which, if not improved, may stifle progress in the country and needs to be tackled as a key barrier to change.

8

Issues Around Girls’ Rights and Gender Equality Nigeria is one of the largest and youngest countries in the world with 63% of its population being under 24 years old 8.

The country’s high population growth rate and poor rural and social development have contributed to its rapid urbanisation urbanization and the attendant rural poverty and exclusion.

It is estimated that 51% of Nigeria’s population lives in urban areas9. .

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

Plan International’s Areas of Global Distinctiveness (AoGD) Analysis

Inclusive Quality Education

SOYEE

Key points

• Youth unemployment is high (35%) and a known problem in Nigeria but even more so for young women that struggle to find work (over 40%)

• The net enrolment rate of primary school children is with lower 60%~60% lower even than in low than in lower countries income countries income • The gross percentage of children that moved on to junior (47%) and senior (41%) secondary is even more daunting

Key points

• Nigeria is characterised by low participation of youth in the labour force

DRIVERS OF CHANGE Key points • The proportion of seats held by women in national parliaments in Nigeria has failed to improve over the last 10 years, stagnating around the 5% mark • Nigeria ranks a lowly 125th position of 145 countries surveyed in the 2015 global gender gap report

• Out of school children in Nigeria are more than in any other groups (30%)

SRHR Key points • There are significantly more births (111) per 1,000 women age 15-19 in Nigeria than any other group • While the data is patchy, the demand for family planning is even lower than in lower income countries (~30%) • New HIV infections beat all group averages (3 infections per 1,000)

EARLY CHILDHOOD DEVELOPMENT

PROTECTION FROM VIOLENCE

Key points

Key points

• Nigeria has high stunting prevalence (~50%) and a minority of births (30%) are attended by skilled health staff

• Although data related to child marriage and child labour is sparse, incidents in Nigeria remain relatively high

• Under 5 mortality rate is high (over 100 deaths per 1,000 live births)), however it has improved significantly since 2000

• Nearly 20% of girls are married before the 15"th birthday and nearly 45% before they are 18 years old

• Access to basic sanitation services is low and has steadily worsened

• Child labour is high with roughly 35% of children age 7-14 in employment

9

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

Specifically, urbanization has its consequences on children and young girls including issues around urban poverty and access to gender-responsive and ageappropriate services.

Nigeria is ranked 165th worst (out of 182 countries) worldwide in the Children’s Rights Index 10. Despite the enactment of the Child Rights Act at the national level, only 24 out of the 36 states in Nigeria have concurring laws and implementation mechanism to advance child right.

Issues that are affecting children’s rights and equality for girls include survival in the early years, basic access to health services, primary and secondary education, rights violations, physical and psychological violence and protection, lack of voice and choices and livelihood opportunities.

Nigeria performs poorly across all indicators within Plan International’s Areas of Global Distinctiveness. Despite being a lower middle-income country,Nigeria often performs worse than the lowerincome country average regarding education, drivers for change, SRHR and child protection (see attachment: AoGD indicator analysis).

10

The Thecountry countryisisperforming performinglow lowacross acrossallall AOGD comparedtotoits itspeers peersin AOGDindicators11 indicators compared inthe theLower LowerMiddle-Income Middle-Incomegroup. group.

(See AoGD indicator analysis on page 9) There are two important reasons why Plan There are two important reasons why Plan International must be present in Nigeria: International must be present in Nigeria: 1. The country’s numerous issues 1. The country’s numerous issues and needs regarding children’s and needs regarding children’s rights rights and equality for girls,child and equality for girls, including includingproblems, child protection problems,and protection poor education poor education and health services, and health services, and too few opportunities for girls fortoo girlsfew to opportunities drive change and havetoadrive voice. change and have a voice.

2. The role and importance of the 2.country The role and importance of the and its within the wider region country within the wider region andand potential to turn the dial in West Africa its potential to turn in West Africa Africa as a whole duethe to dial its size, political influence andaseconomic strength. and Africa a whole due to its size, political influence and economic strength.

Our Ambition

Our Ambition

It is our ambition to address the root cause of the issues that girls face in Nigeria and we will be bold and courageous in doing it. Over the next 5 years, Plan International Nigeria will work to Transform Power Relations in Favour of Girls. We will not stop until 10 million girls can learn, lead, decide and thrive.

It is our ambition to address the root cause of the issues that girls face in Nigeria and we will be bold and courageous in doing it.

Over the next 5 years, Plan International Nigeria will work to Transform Power Relations in Favour of Girls. We will not stop until 10 million girls can learn, lead, decide and thrive.

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

Our theory of change for the next 5 years

PRESENT IN NIGERIA

future IN NIGERIA

Women hold

ONLY 5% of SEATS in parliament

60% of out of school children

are girls

44% of girls will be married before their

18th birthday

84% of children are disciplined with violence

now

TRANSFORM POWER RELATIONS IN FAVOUR OF GIRLS THROUGH SOCIAL NORMS & BEHAVIOUR change

KNOWLEDGE & SKILLS, VOICES SAFE SPACES & SYSTEMS Technology Applications

i can change my world Adolescents and youth, particularly girls are empowered to be active drivers of change

Building Girls’ Capacity

i am educated

SO THAT 10 MILLION GIRLS CAN SAY

Value-based Partnerships

Children, particularly girls have increased access and completion at pre primary, primary and secondary education

i am healthy and can decide Adolescents, girls and young women enjoy quality sexual reproductive health and rights

i am safe Civil Society Mobilisation

Evidence-based Influencing Gender Transformation

Strengthen protective environment and promote access to age and gender appropriate services to prevent and respond to violence, abuse, neglect, and exploitation

2024 11

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

who do we exist for?

The primary target groups of Plan International Nigeria are children, particularly girls ages 0 to 9 years old, adolescent girls 10 to 19 years old, and young women of 20 to 24 years old.

Nigeria hosts one of the youngest populations in the world with 63% (or 123 million) of the people under 24 years old.

The greater number (60 million or 31%) of this young people are between the ages of 0 to 9 years old, with boys (31 million) being slightly more than girls (29 million). Experts agree that these are the most crucial years of a child. According to UNICEF, early childhood years from birth through age eight are formative in terms of intelligence, personality and social behaviour; and the first two years are particularly critical.

But where positive norms, attitude and behaviour, protection, health services, pre-primary and primary education, better policies, and government investments are lacking, like in the case of Nigeria, the children suffer, and in worst cases die before the age of five years old.12 The adolescent population (age 10 to 19) is also large with 44 million (or 23%) but hardly appreciated and planned for by families, communities and government.

It is at this stage of adolescence that opportunities for girls begin to diminish and their risks and needs increase more than that of their male counterparts.

Gendered social and cultural norms and behaviours begin to play a significant role in shaping adolescent girls’ experiences

12

OUR target population

10m

target girl population

60m

PLAn relevant girl population

123m

total available girl population

and can result in child marriage, intimate partner violence and early pregnancy. It can also limit adolescent girls’ access to sexual and reproductive health information and services necessary to maintain good health

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

and avoid unintended pregnancies. When adolescent girls experience pregnancy, they are at high risk of maternal and birth-related complications – much more than so than women women of 20 years old and above.

Plan International Nigeria believes that we must work with girls, community members and policy makers to eliminate the social and cultural barriers that hinder them from decision making, accessing education and sexual and reproductive

health information and services. These young women or adolescent mothers need to be economically empowered through alternative educational methodologies, vocational training that provides them with employment and entrepreneurial opportunities, and access to land and funds. We need to sustain the required change by providing them with the platform to be leaders and change-makers within their families, communities, work or market places, schools, and wider society.

13

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

what will we do for them?

Girls and women don’t have a voice or representation in Nigeria: women hold only 5% of seats in parliament. Girls lack opportunities in education: 60% of out of school children are girls. They have no choices: 44% of girls will be married before their 18th birthday. And they are exposed to harm: 84% of children are disciplined with violence.

In the next five years, we will be the leading girls-centred organisation in Nigeria working with relevant agencies and transformative approaches in both development and humanitarian contexts that affect girls’ ability to learn, lead, decide and thrive. We will transform our national identity as part of the bold and activist global brand by boldly confronting issues that stand in the way of gender equality in Nigeria.

Objective 1: Girls, adolescents and young women are empowered to be active drivers of change Outcomes

Indicators

Coverage

Interventions (indicative)

A vibrant girls’ rights movement

Number of functional groups and platforms that are organising organizing on girls’ rights/ those led by girls and young women

80 groups / platforms

•

Facilitate capacity development of girls’ rights movements (e.g. gender transformative approaches, child safeguarding, influencing etc.).

•

Support and facilitate the use of social media and ICT platforms to educate, promote and mobilize groups, networks, movements that are mobilise promoting girls’ rights.

•

Capacity building on child protection for media workers and collaboration to provide opportunities to young people to air their issues and concerns.

•

Build Capacity of engaged young people and their platforms in advocacy, influencing, budget tracking/monitoring and resource mobilisation. mobilization.

•

Support emergence and strengthening of young people’s platforms and movements at local, state and national levels for policy influencing.

•

Engage with communities, especially decision-makers/ gatekeepers (inc. religious/ traditional leaders) to support and promote equal relationships.

Girls, adolescent and young women actively participate in decisionmaking processes

14

Participation rates of adolescent girls and young women on relevant platforms and decision-making processes

35% of participants are girls

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

Girls, adolescent and young women actively participate in decisionmaking processes

Extent to which Plan International Nigeria meaningfully involves young people in the project cycle

60% of our projects have girls fully involved in the project cycle

•

Strengthen platforms for children and youth (e.g. children parliament, mentorship programmes etc.) on group management, mobilizing and and organising, organizing, and on decision mobilising making on issues affecting them while building their knowledge in HRBA.

Adolescent girls are included in state planning and policy processes

Number of state policies and planning processes influenced by girls’ rights platforms

16 (1 National and 15 states)

•

Apply participatory accountability approaches (e.g. community scorecards) to engage adolescent girls and their communities in the project life cycle.

•

Facilitate platforms for girls and young women to advocate for change in planning, budget and policies processes, and domestication of the Child Rights Act

•

Build a community of ambassadors (incl. girls and boys) as an advocacy force (build their capacity to perform research and understand laws and policies)

Objective 2: Girls have increased access to and completion of preprimary, primary and secondary education and non-formal education Outcomes

Indicators

Coverage

Interventions (indicative)

Girls have the capability to demand free, compulsory, quality and inclusive 12 years education (primary and secondary)

Number of functional groups and platforms that are organising organizing on girls’ rights/ those led by girls and young women

Number of years of free and compulsory primary and secondary education guaranteed in the legal framework

•

Establish and build the capacity of a critical mass of advocates for UBE Act 2004 amendment to include Senior Secondary Education.

•

Engage and advocate to law and policy makers of critical MDAs on UBE Act 2004 amendment to include Senior Secondary Education.

•

Support platforms (e.g. seminars, radio and TV talk shows, social media) for actors to engage in policy discourse and budgetary allocation/ utilisation utilization for safe and gender-sensitive primary and secondary education.

15

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

Parents, caregivers, communities and leaders actively support and take responsibility for ensuring girls get quality formal and non-formal education in communities

Participation rates of adolescent girls and young women on relevant platforms and decision-making processes

State governments have and are implementing learnercentred, safe and inclusive education, accelerated methodologies and alternative education initiatives

% of targeted schools/ learning spaces using learnercentred, genderresponsive, inclusive, teaching methodologies

% of girls, adolescents and young women in targeted locations who report positive changes in parental and community attitudes on education

•

Build a critical mass of parents in communities advocating on education issues and inclusive School Base Management Committees for girls’ agenda.

•

Build an alliance with stakeholders, particularly traditional and religious leaders and CSOs to transform the Tsangaya system of education.

•

Support platforms (e.g. seminars, radio and TV talk shows, social media) for actors to engage in policy discourse and budgetary allocation/ utilization for safe and gender-sensitive primary utilisation and secondary education.

80% of targeted schools

•

Advocate for and support the construction and/or rehabilitation of primary and secondary school infrastructures, strengthen existing teacher trainings and curriculum, and model new teaching approaches and technologies.

•

Ensure the provision of quality Education in Emergency, and build the capacity of staff, government and other partners on Education in Emergency provisions.

•

Advocate for ICT in education, teaching and learning; accelerated learning; and the establishment of ECCE centres.

Objective 3: Adolescents, girls and young women enjoy quality sexual and reproductive health and rights Outcomes

Indicators

Coverage

Interventions (indicative)

Girls and young women have the capability to make informed decisions about their sexual and reproductive health and rights

% of targeted girls, adolescent and young women are confident to make informed decisions about their SRHR, including refusal of unwanted sex with a partner.

70% of targeted girls.

•

Use peer educator model, ICT programming etc. to equip girls and young women with life skills and educational opportunities and empower them to influence policies/laws to change harmful practices in their communities (e.g. in SRHR and GBV).

•

Utilize VLSA and other approaches to promote Utilise financial and educational empowerment of adolescent girls and young women.

% of girls, adolescents and young women in targeted locations who report positive changes in parental and community attitudes on adolescent sexuality and CEFM

60% of girls in targeted locations

•

Utilize evidence-based, conflict sensitivity Utilise and gender transformative approaches in community engagements to facilitate community discourse on social norms, SRHR stigma related issues, risks of harmful practices and benefits of positive alternatives to break down social barriers and transform unequal power relations.

16

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

Girls and young women have access to quality sexual and reproductive health services

% of girls, adolescents and young women who sought SRHR services in the past 12 months who report that their needs were met

60% of girls report their needs were met

•

Support girls and young women to facilitate research methodologies (e.g. desk reviews, WHO SARA tool) and analysis to advocate for policy reforms and budgets for genderresponsive SRH services.

•

Utilize results from high impact interventions Utilise and ICT programming to mobilise mobilize parents and communities to promote uptake and tracking of SRH services.

•

Support health care providers to work with young women, communities and state officials to plan for and implement the PHC minimum standards for the provision of genderresponsive SRH services.

Objective 4: Protective environment strengthened and access to age and gender appropriate services to prevent/respond to disaster risks, violence, abuse, neglect, and exploitation promoted Outcomes

Indicators

Coverage

Interventions

Girls and boys have the knowledge and skills to protect themselves and their peers and demonstrate positive coping mechanisms

% of girls aged 1-17 years in targeted locations who experienced any physical punishment, psychological aggression and/or sexual violence by caregivers

Reduction to 20% of girls experiencing violence

•

Support the review of national and state-level curriculum and training manuals for children to include modules on child protection.

•

Engage with schools and other learning platforms to ensure child protection responsive trainings are done.

Communities and states have functional safe, accessible and effective child protection systems that prevent and respond to child protection concerns

% of targeted CBCPM groups that are functional and actively identifying, reporting, referring and following up on child protection cases in targeted states

90% of targeted CBCPM are functioning and active in case management

•

Advocate for and facilitate the strengthening of Child Protection structures, systems at the community, state and national levels.

•

Facilitate campaigns on child protection rights and access to quality child protection services in emergency and development settings.

•

Establish/strengthen Community Based Child Protection Mechanisms (CBCPMs) and monitor implementation.

•

Strengthen/support task forces on Child Protection subsections, in Family Tracing and Re-unification.

17

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

Girls and young women have access to quality sexual and reproductive health services

Girls, boys and their communities are able to deal positively with shocks and stresses affecting them and adapt to future shocks and stresses.

16 (National and Existence of gender-responsive, 15 states) multi-sectoral plans or strategies for coordinated action to prevent and respond to violence against children at states and national level

% of girls, boys and young women at risk who report the use of positive coping strategies. % of people who know how to identify and support young children in psychosocial distress.

•

Participate in interagency coordination and country alternative reporting on the Rights of the Child.

•

Produce and disseminate policy briefs, annual child situational analysis report, and periodic information leaflets on child rights issues.

•

Raise awareness, SGBV, IGAs, safe spaces for girls, Family Tracing and unification, training and capacity building, foster care, risk mapping, case management, subcluster coordination, UASC etc. especially in emergencies.

• 70% of targeted girls, boys and young • women.

Provision of relevant life skills training for girls and boys.

70% of targeted people in communities are able to identify and support young • children in psychosocial distress.

•

18

Gender-sensitive awareness-raising/ sensitization sessions targeting children, girls, boys and young women on child protection risks, where and how to report CP and GBV concerns, how to protect themselves against harm, available services and how to access them.

Establishment and strengthening of gendersensitive community-based child protection groups/structures, psycho-social support, child-friendly spaces and safe spaces for girls, boys, and adolescents.

Family livelihood support, including cash transfer programming for parents and caregivers to promote their children’s access to protection, education and other services.

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

where will we work?

It is our ambition to work in 19 of the 36 states across Nigeria. To focus our efforts where the need is greatest we will primarily target states that perform low across indicators within the Areas of Global Distinctiveness – especially those that are worse off than the national average. However, there are certain exceptions to our location focus, primarily dependent on opportunities to mobilise financial resources, to have greater access to national decisionmakers for influencing efforts, and to position ourselves as a truly national organisation.

Our presence in Nigeria over the next 5 years: SOKOTO KATSINA ZAMFARA

KEBBI

YOBE

JIGAWA

BORNO

KANO

BAUCHI

KADUNA

ADAMAWA

NASSARAWA

OYO

ONDO

SS O

R

IA

RIVERS BAYELSA

• •

C

IMO

AB

DELTA

ER

N

YI

ENUGU ANAMBRA

IV

EDO

EB

LAGOS

BENUE

R

OGUN

TARABA

KOGI

EKITI

O

OSUN

Present and leave Not Present but enter

PLATEAU

FCT

KWARA

Present and stay

GOMBE

NIGER

AKWA IBOM

•

We currently work in 18 states We want to leave 5 of the states we currently work in We want to enter 6 new states

Our analysis was performed against 8 key indicators. Where states performed worse than the national average, a point was allocated to the state. While this is not weighted based on the importance of indicators, it does provide a view of urgency across the country.

• • • • • •

Key indicators were:

The results unsurprisingly show great need in the North East due to the crisis in the Lake Chad region and central Nigeria

• •

Human development index Poverty index

% of out of school children (male) % of out of school children (female) Adolescent birth rate Total unmet need for contraception Child development index % of children that have experienced violence

19

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

triggered by the herdsmen-farmers conflict.

Pockets of violence associated with IPOB agitation in the South Eastern region and youth militancy in the oil rich south of the country are increasingly challenging the cohesion of the country and the ability of

20

government to protect, promote and defend the rights of citizens, especially girls and women. Drought in the north, significant coastal flooding in the south and massive erosion in the east are also challenging livelihood options across the country.

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

with whom will we work? with whom will we work?

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

To successfully deliver against our objectives we will need to work with and influence others.

We need to strengthen our human resource capacity and build stronger relationships with partners across sectors and at all levels. We will continue to strengthen our relationship with To successfully against our objectives will need to workinwith and influence others. the governmentdeliver agencies and also ensure ourwe partnership grows other sectors.

Therefore, We biggest need to shifts strengthen human resource capacity the in our our partnership model will be to: and build stronger relationships with partners across sectors and at all levels. We will continue to strengthen our relationship with the government also ensure our partnership grows in otheraim sectors.

We also with theagencies partners and we want to collaborate with, what the mutual of the Therefore, partnership the biggest shifts in our partnership model will be to: is and how we intend to approach the collaboration.

We also with the partners we want to collaborate with, what the mutual aim of the partnership is and how we intend to approach the collaboration.

1

Collaborate with girls’ rights CSOs and movements for a multiplier effect.

1

Collaborate with girls’ rights CSOs and movements for a multiplier effect.

2 2 3 3 4 4

We will engage CSOs, girls’ rights movements and platforms to create a multiplier effect and collaborate around bold campaigns We will engage CSOs, girls’ rights movements and platforms to create a multiplier effect and collaborate around bold campaigns Work with academic institutions.

We will collaborate with academic institutions around research and insights into social norms and innovative development solutions

Work with academic institutions.

We will collaborate with academic institutions around research and insights into social norms and innovative solutions Collaborate with development private organisations.

We will collaborate with private sector organisations to mobilise financial and human resources and to fill capability gaps where there is thematic and value-based alignment Collaborate with private organisations. between Plan International and their corporate social responsibility We will collaborate with private sector organisations to mobilise financial and human resources and to fill capability gaps where there is thematic and value-based alignment between and their corporate social responsibility MobilisePlan theInternational media to raise awareness.

We will increasingly try to get partnerships with traditional media channels, journalists and online sources, such as social media influencers to raise awareness around the Mobilise thefighting media to raise awareness. issues we are We will increasingly try to get partnerships with traditional media channels, journalists and online sources, such as social media influencers to raise awareness around the issues we are fighting

We will also with the partners we want to collaborate with, decide what the mutual aim of the partnership is and how we intend to approach the collaboration.

21 21

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

Type

Approach

Aim

Example

Coalitions, Unions and Movements

Campaigns

To elevate public consciousness and ignite public conversations for action and change

National Union of Teachers, Youth Coalition for Sexual and Reproductive Rights (YCSRR)

Girls’ Platforms

Empowering and preparing them to take action as agents of change

To To enable enable girls girls take to take ownership ownership and and action action on on issues around around girls’ rights rights issues and gender gender equality equality and

Existing and evolving girls-led and young people’s platforms.

Bloggers and influencers

To support and equip To use their platforms to Educational, Social girls to be girls’ rights raise rights consciousness media activist, ambassadors and awareness of the need bloggers to advance girls’ rights

Private Sector

HRBA Consciousness Building; Partnerships for social impact business investments

To act as champions of progressive public initiatives that empower girls

Nigerian Association of Chambers of Commerce, Industry, Mines and Agriculture

Media (print, broadcast, online and wire services)

Engagement for value reorientation, and genderresponsive content generations

Integrate content that challenges unequal power relations. Raise public awareness and ignite public discourse on issues on girls’ rights

Nigeria Guild of Editors, Nigeria Union of Journalists, National Association of Women Journalist

Popular media

Marketing and gender-responsive and child protective content

Integrate content that challenges unequal power relations. Shape public perception and discourse on girls’ rights issues

National Association of Nigeria Theatre Art Practitioners (NANTAP), Guild of Actors, Guild of Directors

Academia and research institutions

Joint Research/ Evidence generation

To provide evidence of the scale and impact of violation of girls’ rights.

To provide evidence and/ or samples of positive alternatives/models

Centre for Democratic Studies, NISER

Civil Society Groups

Partnership/ Solidarity; Joint Advocacy; HRBA Consciousness Building

To challenge inequalities, unequal power relations and social norms that impact on girls and young women negatively

International Federation of Women Lawyers (FIDA), Child Protection Network,

22

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

Government

Build rights consciousness; demand for progressive public policies and public accountability

To adopt a model to scale approach that addresses structural limitations to girls getting equal, to achieve progressive genderresponsive and girls’ rights enabling public policies

Relevant Ministries, Departments, Agencies, legislative assemblies, security and justice institutions

23

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

how do we need to set up?

Plan International officially started operations in Nigeria in 2014 after it acquired ‘Centre for Development and Population Activities’ (CEDPA), a USAbased International Non-Governmental Organisation (INGO) that began working in the country in 1985.

The combination of being a new office that has grown rapidly from 15 people to nearly 200 staff in 2018 means that the structure and systems in place have been outgrown by the exponential progress of the country office.

Also, the rapid growth of our humanitarian programme has generated some attendant challenges including programmes coherence, quality and efficient delivery.

As an influencing organisation, we we are alsoalso challenged by poor flexibility of resources and the risk of ‘following the money’ and disproportionate service delivery.

24

We know we must better integrate our humanitarian response and our development strategies and programming. If we want to achieve our mission to transform power relations in Nigeria, with its complex, prolonged, multi-faceted crises, we will have to design and deliver humanitarian programmes that enable longer-term development and transition areas to early recovery, and design development programmes that are relevant to the chronic crises and can respond to the humanitarian need that will arise.

To understand the future design that will lead to a position of strength and preparedness, an organisational maturity assessment against 6 key areas has shown where we need to reinvent ourselves, improve what we currently have or sustain what is in place.

sustain

improve

as is status

reinvent

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

design requirements

Organisational Performance

Reinvent especially around better coordination of programme and support function in the humanitarian sector. Strengthen operational capacity and guarantee excellence

Better unified planning reaffirms minimum service standards for support units and track this

leadership and culture

Sustain to improve especially to cascade culture down the management chain and also harmonise leadership approach between humanitarian and development part of the organisation

Better staff onboarding process, training and Values & Behaviours and Key policies, investment in team building

ways of working together

Sustain to improve especially around team working and coherence between humanitarian and development strands of work and between programs and support

Institute annual retreat and team building and improve internal communication protocol

partnerships

perception of brand

fundraising

Reinvent to improve, including Reinvent to improve including embedding, partnerships as partnerships as a strategic initiative a strategic initiative in the in the organization organisation

Implement training on partnership and partnership management

Reinvent by building clarity on the brand elements, intenally delivering buy in by staff and scaling up using strong partnership approach with media and other stakeholders at national level

Revise brand strategy with clarity on the brand elements incorporate brand positioning as part of onboarding. Use partnership approach with maedia and other stakeholders to scale up

Reinvent with focus on securing longer term funding and building sponsorship income

Training on project management, donor relationship development, and on local fundraising. Build loca fundraising system

Organisational Ambition To ensure our organisation is fit for purpose to deliver on its programmatic ambition, an organisational diagnosis has led to the formulation of our organisational objectives. These will focus on six core areas with the addition of strengthening our localisation in the country and laying the foundation for a possible membership of Plan International’s global assembly.

25

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

To transition the organisation from ambition to implementation we have developed a change agenda for the next 5 years that will bring about the necessary changes internally to deliver on our programmatic ambition.

This change agenda comprises of 6 organisational objectives and the respective activities needed to achieve them.

1

Transform key organisational processes, technical skills and systems for efficient and effective Programming and Influencing

•

• • • • • •

• •

•

26

To transform Plan International Nigeria, we will

1

Transform Key organisational processes, technical skills and systems for effecient and effective Programming and influencing

2

Create a culture based on our values, equal power relations and with a strong girl focus

3

Build a strong influencing capacity based on a clear brand

4

Work with partner partners - for a multiplier effected sustainability Work more more with - for a multiplier effected andand sustainability

5

Develop a strong fundraising capability to raise international and local funds

6

Harness the power of digital technology to reach more girls, enable the movement and digitslide how we work

Strengthen the localisation in Nigeria & readiness for the membership path

delivery and and build build strong Ensure effective/efficient effective/ efficient programme programme delivery strong project and grant management capabilities including compliance and reporting Expand our technical technical expertise expertise in Education, SRHR and Child protection Build gender gender and and girls’ girls’ rights child protection protection expertise rights unit and child Reduce cost/increase programme quality through improved improved procurement procurement Improve our data data collection collection and and analytics analytics capability internally Roll out improved improved security security measures measures to our staff and partners Clarify reporting lines, and structural arrangement and ensure coherency coherency and and linkage linkage between between humanitarian humanitarian and and development development functions and projects; build development/ humanitarian nexus and break silos Resolve Resolve bottlenecks bottlenecks in in finance, finance, admin admin and and HR HR and increase capacity to support planning processes Restructure into directorates alongside HR: 1. Director Restructure into 3 3 directorates of Operations; 2. Director of Programmes; 3. Director of Partnerships & Business Dev. Base majority of resources in the field in the states we operate in

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

2

Create a culture based on our values, equal power relations and with a strong girl focus

• • • •

• •

3

Build a strong influencing capability based on a clear brand

•

•

• • •

•

Embed values values in in onboarding onboarding process process and performance Embed management Develop and implement leadership leadership strategy strategy including including power relations relations power Develop and apply participatory participatory approaches approaches in project cycle Review and ensure better implementation of the orientation orientation process process especially for short term humanitarian staff and include training around the organisation’s ethos organisation’s policies, policies, ethos and value system and value system Millennial programme with focus on hiring young people, Millennial programme particularly girls Improve knowledge knowledge management management and and learning learning across programmes /functions

strong advocacy advocacy and Build a strong and influencing influencing capability capability including a wide youth influencer network – co-create with girls and young women communications and and media media strategy strategy including target Develop a communications analysis and a focus on our brand as rights-based organisation focusing on girls brand that that is Chose a voice for our brand is bold, bold, courageous courageous and and activist activist Coordinate efforts within the country and across across the the region region (WACAH) (WARO) Use full array of of influencing influencing tactics tactics including research, policy full array setting, advocacy, public mobilisation, strategic comms and strategic communications and partnership partnership Invest in visibility at the national level with regards to policy policy making making including engaging national policy development process like the NHSDP

27

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

4

Work with partners for a multiplier effect and sustainability

•

• •

• •

5

Develop a strong fundraising capability to raise international and local funds

6

Harness the power of digital technology to reach more girls, enable the movement and digitalise how we work

28

• • • • • • •

partner strategy/guidelines, strategy/guidelines, build relationships with Develop partner strategic/ values-based alignment and a strong partnership management capability Leverage our expertise and insight to facilitate facilitate platforms platforms for for CSOs, CSOs, government and private organisations Build values-based relationships with media to improve improve our our external perception and tap into private organisations’ external brand brand perception capability e.g. branding, marketing, content creation, influencing Increase joint joint planning planning with partners alongside programme delivery Develop strategic partnerships for influencing particularly with girls’ rights and and youth youth organisations organisations girls’ rights

fundraising strategy strategy and and business Develop a detailed fundraising business case case Build fundraising fundraising capability capability including stronger proposal proposal development capacity capacity development Develop strong strong branding branding and marketing marketing capabilities (content creation) Explore individual individual giving giving and and social social enterprise enterprise models models Upskill Upskill our our finance finance capability capability to cover local fundraising platform for Embed a platform for community community crowdsourcing crowdsourcing Acquire payment management and CRM system payment management and CRM

• • • • • • • •

Promote Workplace Workplace for better visibility/ collaboration Promote Strengthen the the use use of of data data and and analysis analysis to make informed decisions Use online social media media to reach more girls online platforms platforms and and social Develop increasingly digital digital programmes programmes new M&E M&E and and ERP Implement the new ERP systems systems Strengthen our project project management management software software Equip our workforce with the appropriate mobile technologies mobile technologies Establish online online radio radio for advocacy, marketing and branding Establish purposes

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

In addition, we will strengthen the localisation process in Nigeria. As a locally registered organisation, we have strong accountability and local governance commitments and registration obligations. We will, therefore, work to: • • •

Strengthen local governance and legitimacy through a strengthened local board Develop an interface between local and global governance by defining the affiliation agreement Comply with local registration protocol

Our future organisational structure will include three main directorates:

nigeria COUNTRY OFFICE - COUNTRY DIRECTOR

Directorate of Programmes

This directorate includes the gender and girls’ rights unit, the monitoring & evaluation team, development programmes, the emergency response and influencing / Advocacy

Directorate of partnerships & business development This directorate includes our international fundraising capability including proposal unit, our partnership managements and communications and marketing

HUMAN RESOURCE - HEAD OF HR

Directorate of Operations

This directorate includes primarily our finance and admin teams to strengthen our planning process

Key structural changes: This increases our main functions from two to three directorates Strengthens development and humanitarian link Takes business development out of programmes Develops a new partnership capability Develops new communication and marketing capabilities for local fundraising

29

30

Strengthen Local Governance

Transform key operational structure processes

Value based culture

BuilD Influencing

Stronger partnerships

Strong fundraising

Digital Organisation

fy2022

Develop / implement leadership strategy

Cross regional influencing

Analysis and strategy

Facilitate platform

Partner management

Upscale finance

Set up FR capability including communications and marketing

New Data Analytics

Mobile Technology

fy2021

Embed platform

fy2023

New Board in place

Develop business case

Improved security measures

Access membership

New Board in place

Strong project procurement and grant management capacity

Recruit Key operational staff

Progress with membership

Reinforce Plan values / participatory approaches / Break down power relations within the organisation

Career paths & succession planning

Influencing capacity

Partner analysis

Develop business case for local funds

Digital program/ IT Unit

M&E / erp system

fy2020

fy2024

T R A N S F O R M I N G P O W E R R E L AT I O N S I N F A V O U R O F G I R L S

C O U N T R Y S T R AT E G Y: P L A N I N T E R N AT I O N A L N I G E R I A F Y 2 0 2 0 - 2 0 2 4

how will we fund it?

Plan International Nigeria’s current funding model is largely dependent on grants. Currently, 71% of income (grants only) in Nigeria is raised from bilateral donors, 24% from multilateral donors, 3% from private foundations and 1% internally.

To fund this huge ambition, we will raise a total of EUR 120 million over the 5-year period, by firstly leveraging on our relationship with our current donors whilst exploring new and innovative funding streams. We will further diversify our funding portfolio through partnerships with the private sector and relevant philanthropic individuals and institutions.

We will collaborate with other actors within the sector in our fundraising approach, because we recognise the importance of collaborative fundraising and its impact on reaching more girls.

31

Plan International is an independent development and humanitarian organization that advances children’s rights and equality for girls.

We believe in the power and potential of every child. But this is often suppressed by poverty, violence, exclusion and discrimination. And it’s girls who are most affected.

Working together with children, young people, our supporters and partners, we strive for a just world, tackling the root causes of the challenges facing girls and all vulnerable children.

We support children’s rights from birth until they reach adulthood. And we enable children to prepare for – and respond to – crises and adversity. We drive changes in practice and policy at local, national and global levels using our reach, experience and knowledge.

We have been building powerful partnerships for children for over 80 years, and are now active in more than 71 countries.

Plan International Nigeria 49 Anthony Enahoro Street, Utako District Abuja - Nigeria (234) 9-292-1781, (234) 9-292-1782 twitter.com/plan_Nigeria facebook.com/PlaninNigeria To learn more about our actions for children, visit: www.plan-international.org