By Peace Ita

My first trip to Bauchi State was under the Girl-Child Education Project (GEP) at Connected Development (CODE). The Girl-Child Education Project supports more girls in Bauchi to enroll and stay in school by strengthening community involvement, improving government responsiveness, and ensuring that education funds are properly spent. It also works to address the cultural and social norms that often stand in the way of girls’ access to quality education.

As a Communication Media Content Creator, I remember how excited I felt the moment I arrived. Bauchi greeted me with its wide landscapes, green fields, and a calm beauty that stayed with me. But behind this beauty, I quickly encountered a reality that reshaped the way I see education, especially for young girls in rural communities.

During my visits to Alkaleri, Bauchi, Ningi, and Zaki LGAs, I hoped to see learning spaces full of energy. Instead, I found deep challenges that many girls face before they can even dream of completing school. In several classrooms, girls sat on bare floors because there were no desks or chairs. Some came to school without uniforms, without shoes, and without school bags—holding their books tightly in their hands as though afraid the wind could take away their only chance to learn.

The school structures told their own stories: cracked walls, leaking roofs, overcrowded classrooms, and in many cases, no toilets at all. The issue of menstrual hygiene was one of the most painful realities I witnessed. Many girls told me they stayed home during their periods because they could not afford sanitary pads or because using cloth often left them stained. Others avoided school entirely on their period days because the school had no proper toilets or required them to share the same facilities with boys. Something as natural as menstruation had become a barrier to education.

As a visual communicator, my mission was to document these realities, to make their voices visible even when they felt unheard. Through photos and videos, I tried to capture not just the challenges, but the hope: the bright eyes, the shy smiles, the determination that refused to fade. In every frame, I saw girls who were curious, eager to learn, and full of dreams. They want to become doctors, teachers, and innovators. They understand the obstacles, but they still choose hope.

One of my favorite moments was when several girls gathered around, asking to hold my camera. They wanted to know how it worked. Some even asked to take photos of me. In those moments, I realized that my work wasn’t just documentation, it was inspiration. Visual storytelling shows them the possibility.

Through visual communication, we have the power to reveal both the harsh realities and the incredible potential of girls in Bauchi. By capturing their daily experiences, the broken classrooms, the lack of learning materials, the determination in their eyes, we can spark the kind of action that drives real change. These images can push government authorities to renovate schools and create safe, conducive learning spaces. They can encourage the recruitment and training of more qualified teachers who will serve as mentors and role models. They can inspire traditional and religious leaders to influence positive cultural shifts in support of girls’ education. And they can strengthen calls for transparent tracking of education funds, ensuring that resources truly reach the girls who need them most. Visual storytelling not only informs, it mobilizes, persuades, and shines a light on what is possible when we give every girl the chance to learn and thrive.

Because when girls have safe classrooms, toilet facilities, school materials, and supportive communities, they thrive. And when a girl thrives, her entire community grows.

My experience on the Girl-Child Education Project reminded me that a single photograph can shift perception more than a paragraph of statistics. A picture of a girl studying on the floor tells the world that we must do better. A video of her smiling, learning, and dreaming tells the world what is possible when we act.

These girls are not just faces in a frame; they are the future of their communities and this country. Every girl deserves the chance to learn, to dream, and to lead. And through storytelling, advocacy, and collective action, we can make that a reality, not just in Bauchi but for girls everywhere.

By Uchenna Kingsley Agu

When I walked through an oil-producing community in the Niger Delta earlier this year, a local youth leader pointed to a broken classroom block and said, “We have plenty of laws but little change.” His words stayed with me because they captured a painful truth: while the Petroleum Industry Act (PIA 2021) promised a new dawn for host communities through the creation of Host Community Development Trust Funds (HCDTFs), the change has been slow, opaque, and often misunderstood.

As a governance and public policy practitioner working with Connected Development (CODE) (FollowThe Money), I have seen firsthand how communities can reclaim power when transparency meets participation. Our recent report, Connected Development’s research on the implementation of Host Community Development Trust Funds in Nigeria’s oil-producing regions, examined how these trust funds are unfolding and what must be done to make them work.

The Petroleum Industry Act (PIA 2021) requires oil companies to contribute 3 percent of their annual operating expenditure (OPEX) to a Host Community Development Trust Fund. The goal is noble: to create a sustainable financial mechanism that communities themselves manage to implement projects improving local livelihoods, like schools, clinics, roads, and small enterprises. 

But noble intentions do not automatically translate into impact. What we have seen is that, nearly four years after the PIA’s passage, many oil companies are yet to fully operationalise their Trusts. Some have established foundations in name only. Others operate without clear disclosure of their annual OPEX, leaving communities in the dark about what 3 percent actually means in Naira terms. When a company fails to disclose its OPEX, it erases the community’s right to plan. How can a host community design an annual development plan if it doesn’t know the size of the fund? How can local committees prioritise projects or monitor expenditures without that baseline? This lack of transparency undermines trust, fuels suspicion, and sometimes sparks the same conflicts the PIA was meant to prevent.

“Transparency is not charity; it is the currency of trust.”

Oil companies must realise that community development via the HCDT is not a corporate social responsibility gesture; it is a legal and moral obligation under the PIA. Publishing annual OPEX data should be standard practice, displayed in community halls and online dashboards so that residents can track their 3 percent entitlement in real time. Equally important is helping communities themselves to develop the governance skills to manage these funds. Many host communities are new to concepts like project design, procurement oversight, or impact evaluation. Without capacity support, the Trusts risk becoming tokenistic.

The PIA defines oil companies as “settlors” obligated to establish a Trust before operations commence. Yet, CODE’s field findings in Rivers, Bayelsa, and Delta reveal that several companies continue operations without compliant Trust structures. CODE’s research shows that on this issue of the punishment of offenders, the Peer-learning context also covered challenges associated with failure to sanction Settlors for failing to incorporate an HDCT within the prescribed time by the PIA. Sections 9 (1) and (2) of the PIA 2021 clearly provide for a penalty on Settlors for failing to incorporate an HCDT within set timelines. Such penalty accrues to 2,500 USD monthly (or Naira equivalent) within the first 30 days and an additional sanction from regulators (i.e. NUPRC- The Nigerian Upstream Petroleum Regulatory Commission) by way of recommendation of the revocation of Settlor’s license 45 days after the expiration of the initial 30 days. However, the peer-learning context showed that no Settlor has been sanctioned by this provision. 

“The NUPRC must do more than issue reminders; it must enforce compliance”. 

Our work at CODE has shown what is possible when people are empowered. In partnership with local civil society groups, we have trained community representatives across the Niger Delta on transparency tools, how to read budgets, track contracts, and publish community scorecards using NOMtrac. These are small steps, but they have begun to build a culture of local accountability. To scale this, I recommend that the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) develop a national framework for community governance capacity building, funded through a small percentage of the HCDTF contributions. They should also update and enhance the functionality of the Hostcomply HCDT portal of the commission. This will ensure that every Trust is managed by people who understand fiduciary responsibility, not political patronage.

Regulation should be proactive, not reactive, just like the public HCDTF Compliance Dashboard, Hostcomply of NUPRC, showing which companies have established Trusts; it should be enhanced to show settlors who have not set up theirs, as this would create a competitive incentive for transparency. Civil-society organisations and the media could then amplify compliance data, rewarding responsible settlors and spotlighting defaulters.

At the heart of all this is the idea of rebuilding the social contract between extractive companies and the people whose lands they occupy. The PIA’s 3 percent is not just money; it represents acknowledgement that development must be co-created, not imposed. When communities can see, plan, and participate, they shift from passive beneficiaries to active partners, creating a collective voice that changes the communities’ development outcomes.

Standing on the stage at the 2025 OGP Global Summit in Vitoria-Gasteiz, Spain, I shared Nigeria’s story of community resilience. I argued that sustainable development cannot exist without transparency and participation. The applause that followed was not for me but for the thousands of Nigerians who still believe that accountability can build peace. The Host Community Development Trust Funds are not just another bureaucratic mechanism; they are a chance to correct decades of exploitation. If we get this right, the Niger Delta could become a case study in how inclusive governance transforms natural-resource economies.

We owe it to the children of those oil communities who still walk past abandoned classrooms to prove that a law on paper can become hope in practice.

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Uchenna Kingsley Agu is a Public Policy and Governance Expert and currently the Director of Programs and Community Engagement at Connected Development (CODE).

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It is a popular opinion that quality education goes beyond the physical walls of a classroom. It’s more about nurturing minds, unlocking potential, and equipping generations with the tools to shape a better future. It is not just about building schools as a common practice by some political class to win cheap popularity, it’s about what happens inside them. This includes the teachers who inspire, the curriculum that empowers, and the values that guide learning to build the future and lay the foundation for the prosperity of our great nation, Nigeria. This resonates deeply with the work that I do on the Adolescent Girls Initiative for Learning and Empowerment (AGILE) project.

AGILE is a federal government project under the National Project Coordinating Unit (NPCU) of the Federal Ministry of Education (FME), supported by a loan from the World Bank. It offers a comprehensive approach to enhancing equitable access to quality education for adolescent girls by improving school infrastructure, providing conditional cash transfers to low-income households, addressing social norms that hinder girls’ attendance at school, and equipping girls with life, digital, and economic skills. The project is currently implemented across a total of 18 states: seven parent states (Borno, Ekiti, Kaduna, Kano, Katsina, Kebbi, Plateau) and eleven additional states (Adamawa, Bauchi, Gombe, Kogi, Jigawa, Kwara, Yobe, Niger, Nassarawa, Zamfara and Sokoto) under new financing. 

As a Third Party Monitor (TPM) through my organisation Connected Development (CODE), commissioned by the NPCU, I have had the opportunity to independently observe AGILE’s implementation. Since 2022, my team and I have conducted monthly monitoring and quarterly verification exercises across project schools and communities in the seven parent states. We managed a team of 18 dedicated support staff, comprising civil engineers who assessed construction quality under the sub-component 1.1 (construction of new school buildings) and 1.2 (renovations of school buildings, toilets, halls, staff rooms, etc.).  While the monitoring and evaluation officers track project performance, ensure accountability, and carry out Focus Group Discussions, monitor the implementation of sub-component 2.2a (life skills) and 2.2b (digital skills), and also sub-component 2.3 (Conditional Cash Transfers).

The experience has been an incredible learning curve, particularly in understanding stakeholder management and the critical importance of proper documentation, whether via emails or formal letters. Our monitoring starts with an inception meeting with NPCU to outline our plans, gather feedback, and ensure alignment on deliverables and the sample size for the project phase.  Following this, we train our selected staff on data collection, probing techniques, and data confidentiality. Next, we reach out to the State Project Coordinating Units (SPCUs) in the seven states to access data and get the names of schools where each sub-component is being implemented. With this information, we calculate our sample sizes and determine the number of schools to visit per state. After doing this, the SSO goes to these communities and schools utilizing the Kobo Toolbox.

After data collection, it is then cleaned up by our expert data analyst, who ensures the data collected is accurate and analyzed per state and sub-component. This leads to a harmonized report, which provides detailed information on challenges, successes, and recommendations for each sub-component. Additionally, in instances of life-threatening issues, we immediately escalate it 

to the NPCU and the World Bank via email and a Management Information System (MIS)  platform that hosts reports, photos, and real-time updates on the AGILE project. 

Despite the progress made on the project, I have observed some key challenges. A  major gap is the limited capacity of local staff managing these projects. Many have not received adequate training, which affects their ability to manage projects effectively and deliver meaningful, high-quality results from the investments made.  Another concern is the poor performance of some contractors. When school buildings are not properly built, it raises safety concerns. I often ask myself, when I have my children, would I feel safe knowing that the schools they are attending were not properly built? This is a critical issue that must be addressed. Our recommendations have consistently focused on improving construction quality and overall project delivery.  

Since June 2022, CODE has conducted monthly TPM and annual verification exercises across over 2,500 AGILE project schools and communities. Moving forward, it is our collective responsibility to ensure that we have quality and safe education for children in Nigeria. For the government, the path is clear:

● The need to prioritize continuous capacity building for staff responsible for implementing government projects, ensuring that they are well-equipped with the skills to manage large-scale initiatives, enforce standards, and identify deficiencies.

● Proper vetting of contractors by experienced consultants ensures adherence to specifications while critically establishing a robust monitoring mechanism to guarantee that the work is conducted properly on the project.

● To integrate the recommendations from (CODE) TPM, as the feedbacks are not criticisms, but blueprints for improvement.

For the Nigerian people, we have a key role to play in education. Citizens need to move beyond being passive observers and choose to become active participants in demanding good governance from the government. We need to demand accountability and transparency, and start supporting initiatives that champion quality education. 

The progress of Nigeria depends on all of us, not just civil society organizations. Our collective voice and commitment to quality improvement are key to making lasting change. The AGILE project has great potential to transform the lives of adolescent girls across the country. But to realize that promise, we must close capacity gaps, strengthen implementation, and take ownership of the outcomes. Remember, this project is not a grant but a loan that we would all pay back. That makes it even more important to ensure the funds are used effectively and the project is properly implemented.

By Onayi
Mentorship Coordinator, Girl-Child Education Project (GEP)

When my colleague Zira looked me in the eye and said, “Mimi, I want you to lead the mentorship program,” I knew it wasn’t just a passing task. It was a calling rooted in Connected Development’s (CODE) Girl-Child Education Project, supported by the Malala Fund. A calling that sits at the intersection of trust, lived experience, and the undeniable urgency of securing a better future for the Nigerian girl-child.

So, I packed my bags, laced my boots, and headed to Bauchi State, North Eastern Nigeria, the implementing state of the project, not just as a development worker, but as a believer in the cause. I was eager to embrace the full spectrum of the experience: from the breathtaking rock formations to the spicy aroma of local dishes, and of course, the renowned Yankari Game Reserve. It’s true what they say, a blend of work and play keeps Onayi’s mind sound.

Beneath the scenic landscapes and warm hospitality lie deeper truths. I had come to Bauchi to coordinate and monitor the implementation of our mentorship component. The mission: train female mentors in four local government areas of Alkaleri, Bauchi, Ningi, and Zaki, who would in turn mentor selected girls using our carefully designed curriculum and workbook. It sounded simple. I thought so too.

February marked my first trip to the implementing state. Before training began, we went through a meticulous selection process. We weren’t just looking for volunteers, we needed passionate, competent women who saw mentorship not as charity, but as a civic duty.

We trained these mentors on the ethics of mentorship, effective communication, and stress management. Pre- and post-evaluation results were promising. We left believing we had planted the seeds of transformation.

Fast forward to May. I was back to observe the mentor-mentee sessions in action. At Government Junior Secondary School, Tirwun, the energy was electric. The girls were enthusiastic and eager to learn. We noted that many of them understood Hausa better than English—thankfully, some of our materials had been translated.

The support from the school was strong. That evening, I returned to my hotel filled with cautious optimism.

As early as 6 a.m. the next morning, we were en route to Government Girls Junior Secondary School, Sakwa, Zaki LGA, a four-hour journey. There, I was met with a hard truth:

The girls couldn’t read. Not in English. Not in Hausa. Even more jarring, some of the teachers and the head teacher struggled to communicate in basic English. My heart sank. Literacy was a barrier too great to ignore, and mentorship alone would only scratch the surface.

On the drive back, I reflected on their silent cries for a fair chance, tired but resolute.

Alkaleri was closer, just an hour from the capital. It offered a glimmer of hope. The principal of Government Girls Arabic College welcomed us warmly. She believed in the program and personally led us around the school.

But the optimism was tempered by reality: no electricity, no water, and an overwhelming list of unmet needs. Still, the girls were vibrant and engaged. We flagged critical issues and carried with us both hope and concern.

By Friday, we made our way to Ningi. I fell ill that morning, but pressed on. The streets were crowded with worshippers heading for Jummat prayers. At the school, my heart broke.

The girls sat on bare floors, no desks, no proper learning materials, barely any resources. Yet their smiles were bright, their eagerness palpable. Many still struggled to read, but their spirit spoke volumes.

In each LGA, our School Monitoring Teams (SMTs) took meticulous notes. Reports, like those from my colleague Abdulazeez, revealed a troubling pattern: chronic underfunding, undertrained teachers, poor infrastructure, and systemic neglect.

But these weren’t just data points. These insights now inform Connected Development’s high-level stakeholder advocacy, from community dialogues with parents’ associations to direct engagements with SUBEB officials and the Commissioner for Education. Every story from the field becomes a reminder we carry into every decision-making room, because the voices from these communities deserve a seat at the table.

This mentorship program will run for three years, but our goal extends beyond the project timeline. At CODE, we prioritize sustainability by:

1. Training local community members and SMTs to understand how to access and track education budgets, empowering them to follow up on every project and demand accountability.
   
2. Selecting mentors from within the communities, women who reflect local values and inspire confidence in the girls they mentor. The message is simple but powerful: “If she can do it, so can you.”
   
3. Building local ownership, so that long after we’re gone, the structures we’ve helped create will continue to serve the girls who need them most.
   

It’s not just about a workbook or a training session. This project is about rewriting destinies.
And if that means doing it one girl at a time, then so be it.

For over a decade, Connected Development (CODE) has been at the forefront of citizen-led accountability, education advocacy, and community empowerment across Nigeria. Through initiatives like Follow The Money, Power of Voices, and the Girl-Child Education Project (supported by Malala Fund), CODE works to bridge the gap between policy and impact.

Our goal remains unwavering: amplify marginalized voices, track resources, and ensure every child, especially girls has the opportunity to learn, grow, and lead.

As I returned home to the warm embrace of my husband and children, my heart remained in Bauchi. It stayed with the girls in Zaki who couldn’t read, the resilient teachers in Alkaleri, and the empty desks in Ningi.

This is not the end. It’s only the beginning of a long, necessary journey, because educating a girl is not just a goal, it’s a strategy for nation-building.

Are you a passionate advocate for girls’ education in Bauchi State?
Do you use your platform, voice, or skills to shift mindsets and inspire action?

The Girl’s Education Project (GEP) is seeking 5 passionate and influential social voices based in Bauchi State to serve as Behavioral Change Influencers for girls’ education.

These selected influencers will receive specialized training on harmful social norms affecting girls’ access to education, as well as key campaign strategies for promoting gender-equitable change. Their role is to cascade these messages both online and offline, using simple, relatable language and formats that resonate with their specific audiences and communities.

Who We’re Looking For

• Media personalities and traditional influencers (radio, TV, bloggers, podcasters)
• Student and youth leaders
• Creative artists (poets, musicians, dramatists, visual storytellers)
• Community mobilisers 
• Advocates for education, gender equity, and child rights

What You’ll Gain:

• Training on gender and social norms that impact education.
• Content support and messaging guides.
• Visibility as a GEP Behavioral Change Influencer.
• Opportunity to make a tangible impact in your community.

Eligibility Criteria:

• Must be based in one of the four GEP implementing LGAs: Zaki, Ningi, Alkaleri, Bauchi LGAs
• Demonstrated local influence and community engagement.
• Strong interest in girls’ education and gender-sensitive messaging.
• Ability to communicate clearly and creatively using accessible language.
• Willingness to attend a one-day training and participate in GEP campaign activities.

Application Deadline:

Monday, 21st July, 2025 (11:59 PM)

Fill this form to express interest.

Note: Only applicants from the four listed LGAs will be considered.

APPLY HERE

In 2024, Connected Development (CODE) made significant strides in advancing transparency, accountability, civic participation, and education across Nigeria and beyond. Our commitment to empowering marginalized communities, fostering democratic governance, and promoting social inclusion was evident in the transformative impact of our thematic programs. We engaged in 40 campaigns across 12 African countries, impacting numerous communities through various advocacy efforts. Our efforts were amplified in 57 town hall meetings, 40 community outreach events, and 30 workshops and capacity-building sessions, where over 3,000 individuals were trained on essential in climate justice, education, good governance, and so on.

Location: Abuja
Reports To: Chief Executive Officer (CEO)
Organization: Connected Development (CODE)
About Connected Development (CODE):

Connected Development (CODE) is Africa’s leading civil society organization. We empower marginalized communities through open data, participatory governance, and social accountability. We work to enhance public sector transparency and ensure service delivery through advocacy, capacity building, and citizen engagement.

Job Summary:

The Executive Assistant to the CEO will provide high-level administrative and strategic support to the CEO, ensuring seamless coordination of executive activities, stakeholder engagement, and office management. This role requires a highly organized and proactive professional with exceptional communication and discretion in handling sensitive matters.

• Manage the CEO’s calendar, schedule meetings, and coordinate travel arrangements to optimize efficiency.
• Prepare reports, presentations, and briefing documents for internal and external engagements.
• Act as the primary point of contact between the CEO and internal and external stakeholders, ensuring smooth communication.
• Oversee correspondence, draft emails, and manage confidential documents with discretion and professionalism.
• Organize and coordinate executive meetings, including agenda preparation, minute-taking, and follow-ups on action items.
• Handle special projects and research tasks to support decision-making and strategic initiatives.
• Maintain an efficient filing system, ensuring easy retrieval of records and documents.
• Monitor key deadlines, commitments, and priorities, providing reminders and necessary preparations.
• Support office administration, procurement, and other logistical needs related to the executive office.

Qualifications & Experience:

• Bachelor’s degree in Business Administration, Office Management, Communications, or a related field.
• Minimum of 5 years of experience in an executive support role
• Strong understanding of administrative processes, executive communication, and office management.

Skills and Competencies:

• Excellent organizational and time-management skills.
• Strong written and verbal communication abilities.
• High level of discretion, professionalism, and attention to detail.
• Ability to multitask, prioritize, and work under pressure.
• Proficiency in Microsoft Office Suite and digital collaboration tools.

Why join CODE?

• Work closely with top leadership in a dynamic and impact-driven organization.
• Play a critical role in facilitating executive operations and strategic engagements.
• Opportunity for professional growth and leadership exposure.

CLICK HERE TO APPLY

Location: Abuja
Organization: Connected Development (CODE)

About Connected Development (CODE):

Connected Development (CODE) is Africa’s leading civil society organization. We empower marginalized communities through open data, participatory governance, and social accountability. We work to enhance public sector transparency and ensure service delivery through advocacy, capacity building, and citizen engagement.

Job Summary:

The Business and Development Manager will drive CODE’s growth by developing strategic partnerships, securing funding opportunities, and strengthening stakeholder relationships. This role requires a dynamic leader with a strong background in business development, donor engagement, and revenue generation. The ideal candidate will be proactive, results-driven, and capable of identifying and leveraging opportunities to expand CODE’s impact.

• Identify and pursue new business opportunities, including donor funding, grants, and strategic partnerships to enhance CODE’s sustainability.
• Develop and implement fundraising strategies to increase organizational revenue, including proposal writing, donor engagement, and grant applications.
• Establish and maintain relationships with donors, government agencies, corporate sponsors, and development partners.
• Lead the negotiation and management of funding agreements, ensuring compliance with donor requirements and organizational goals.
• Collaborate with internal teams to design innovative programs and initiatives that align with CODE’s mission and attract funding.
• Monitor funding trends, market developments, and policy shifts to identify new opportunities and potential risks.
• Represent CODE at high-level meetings, conferences, and networking events to strengthen visibility and credibility within the development sector.
• Track and analyze key performance indicators (KPIs) related to business growth, funding acquisition, and partnership success.
• Support internal capacity-building efforts by training staff on resource mobilization, donor relations, and proposal development.

Qualifications & Experience:

• Bachelor’s degree in Business Administration, Development Studies, International Relations, or a related field. A Master’s degree is an added advantage.
• Minimum of 7 years of experience in business development, fundraising, or strategic partnerships, preferably in the nonprofit or development sector.
• Proven track record of securing grants, managing donor relations, and driving revenue growth.

Skills and Competencies:

• Strong negotiation and relationship management skills.
• Excellent proposal writing, fundraising, and business development abilities.
• Ability to identify and capitalize on emerging funding and partnership opportunities.
• Exceptional communication and presentation skills.
• Strong analytical and problem-solving capabilities.

Why join CODE?

• Be part of a mission-driven organization that values transparency, accountability, and impact.
• Lead strategic initiatives that drive financial sustainability and organizational growth.
• Opportunity for professional growth and influence in the development sector.

CLICK HERE TO APPLY

Location: Abuja
Reports To: Chief Executive Officer (CEO)
Organization: Connected Development (CODE)
About Connected Development (CODE):

Connected Development (CODE) is Africa’s leading civil society organization. We empower marginalized communities through open data, participatory governance, and social accountability. We work to enhance public sector transparency and ensure service delivery through advocacy, capacity building, and citizen engagement.

Job Summary:

The People and Culture Manager will lead CODE’s human resource strategy, fostering a dynamic, inclusive, and high-performing work environment. This role involves overseeing recruitment, staff development, performance management, and employee engagement while ensuring that CODE’s values and culture remain at the heart of its operations. The ideal candidate will be an experienced HR professional who is strategic, empathetic, and skilled at balancing organizational goals with employee well-being.

• Develop and implement recruitment strategies to attract top talent, manage hiring processes, and forecast workforce needs.
• Foster a positive, inclusive, and purpose-driven workplace culture through employee engagement initiatives while championing diversity, equity, and inclusion.
• Oversee performance appraisal processes, support professional growth plans, and design training programs for capacity building.
• Provide coaching and mentorship to employees at all levels to enhance career development.
• Ensure HR policies align with labor laws and industry best practices while managing employee relations, handling grievances professionally, and maintaining accurate HR records.
• Develop competitive salary structures and benefits packages, oversee payroll, and conduct periodic salary benchmarking to maintain competitiveness.
• Work closely with leadership to align HR strategies with CODE’s mission while supporting organizational growth and employee satisfaction.

Qualifications & Experience:

• Bachelor’s degree in Human Resources, Organizational Development, Business Administration, or a related field. A Master’s degree or HR certification (CIPM, SHRM, HRCI) is an added advantage.
• Minimum of 7 years of experience in HR, with at least 3 years in a managerial role.
• Experience working in the nonprofit, development, or social impact sector is a plus.

Skills and Competencies:

• Strong leadership, interpersonal, and communication skills.
• Excellent problem-solving and conflict-resolution abilities.
• Deep understanding of HR policies, labor laws, and organizational culture.
• Ability to balance strategic HR initiatives with day-to-day people management.
• Proficiency in HR software and digital collaboration tools.

Why join CODE?

• Be part of a mission-driven organization that values transparency, accountability, and impact.
• Lead initiatives that shape the culture and well-being of a dynamic workforce.
• Opportunity for professional growth and influence in the development sector.

CLICK HERE TO APPLY

Location: Abuja
Organization: Connected Development (CODE)
Salary: Competitive 

About Connected Development (CODE):

Connected Development (CODE) is Africa’s leading civil society organization. We empower marginalized communities through open data, participatory governance, and social accountability. We work to enhance public sector transparency and ensure service delivery through advocacy, capacity building, and citizen engagement.

Job Summary

The M&E Officer will be responsible for monitoring and ensuring high-quality and timely inputs, maintaining the project’s strategic vision, and ensuring that its activities result in the cost-effective and timely achievement of its intended outputs.

The M&E officer will be responsible for designing and implementing the M&E activities of Projects; assisting the Project Manager in preparing Quarterly/Annual reports on project progress and monitoring project activities regularly, and developing and will be responsible for the collection & analysis of different data about project activities.

The Monitoring and Evaluation Officer works in close collaboration with the project team  and reports to the Director of Programs

• Develop and strengthen monitoring, inspection, and evaluation procedures;
• Monitor all project activities, expenditures, and progress toward achieving project output;
• Develop new and recommend further improvement of logical frameworks of existing projects;
• Develop monitoring and impact indicators for project success;
• Monitor and evaluate overall progress on achievement of results;
• Monitor the sustainability of projects’ results;
• Provide feedback to the Project Manager on project strategies and activities;
• Suggest strategies to the Project Management for improving the efficiency and effectiveness of the project by identifying bottlenecks in completing project activities and developing plans to minimize or eliminate such bottlenecks;
• Report monthly, quarterly, half-yearly, and annual progress on all project activities to the Programs Director/Project Manager;
• Conduct capacity assessment on existing monitoring and evaluation system, develop indicators and a monitoring strategy for the project;
• Provide inputs, information, and statistics for quarterly, annual, and other reports to the Project Management Team;
• Participate in annual project reviews and planning workshops and assist the Project Manager in preparing relevant reports;
• Support monitoring and evaluation of the effects and impact of the project;
• Assist in proposal writing for new grants;
• Assist the project personnel with M&E tools and in supporting them in their use;
• Perform other duties as required;

Functional Competencies:

• Organises and accurately completes multiple tasks by establishing priorities while taking into consideration special assignments, frequent interruptions, deadlines, available resources and multiple reporting relationships
• Plans, coordinates, and organizes workload while remaining aware of changing Priorities and competing deadlines
• Establishes, builds, and maintains effective working relationships with staff and clients to facilitate the provision of support

Knowledge Management and Learning

• In-depth knowledge of M&E and development issues
• Excellent knowledge of monitoring and the application of methodology: 
• Good understanding of capacity assessment methodologies; excellent ability to identify significant capacity-building opportunities;
• Excellent communication skills (written and oral): 
• Sensitivity to and responsiveness to all partners, respectful and helpful relations with donors and project staff.
• Ability to lead the implementation of new systems (business side), and affect staff behavioral/ attitudinal change

Required Skills and Experience Education:

• University Degree preferably in Business Administration, Economics, Social Sciences, or a related field.
• Certification showing completed training in M&E

Experience:

• At least 5 years of experience in the design and implementation of M&E in development projects implemented by national/international NGOs/Governments;
• Experience in designing tools and strategies for data collection, analysis, and production of reports;
• Proven ICT skills, especially in the development of MIS software using database software;
• Expertise in analyzing data using statistical software;
• Strong training & facilitation skills.

Why Join CODE?

• Be part of a mission-driven organization that values transparency, accountability, and impact.
• Lead strategic initiatives that drive financial sustainability and organizational growth.
• Opportunity for professional growth and influence in the development sector.

Click here to apply