Job title: Communications Associate Location: Abuja, Nigeria Duration: 12 months Reports to: Communications Manager Department: Media and Communications
ABOUT CODE Connected Development [CODE] is a non-governmental organisation that is building the largest social accountability movement and empowering marginalised communities across Africa. We strengthen local communities by creating platforms for dialogue, enabling informed debate, and building the capacities of citizens on how to hold their government accountable.
To further drive our messages and amplify the voices of grassroots communities, we are looking for competent hand to help expand our footprints and drive value through online and offline content. The role will support the communications team to shape CODE’s content and communications strategy.
Key Responsibilities
– Create engaging and inspiring content across our range of programmes, interventions and campaigns. – Create awareness and interest within our audiences and stakeholder groups, driving traffic to engage with digital content. – Design and produce communications and educational materials on media and communication for marketing CODE’s activities and campaigns. – Interview sources, including stakeholders of projects, to gain an in-depth understanding of our campaigns and solutions. – Work with Chapter Leads and persons in charge of Follow The Money Radio to develop scripts for weekly shows. – Create content for corporate materials, in-house correspondence and technical documentation. – Write compelling and engaging stories, scripts and content for social media, as well as for organisation milestones and special events. – Write compelling and engaging stories, scripts and content for social media, as well as for organisation milestones and special events. – Contribute articles to local and regional publications on a bi-monthly basis, on a variety of topics related to our sector, our work and current events. – Work on script-writing for brief television and radio spots, supplying technical details and verifying that CODE’s values and systems are accurately represented. – Create, update and manage all published contents (images, videos and text). – Collaborate with other teams, including management, to ensure cohesive branding and public relations.
Qualifications and Experience: – At least 3 years work experience as a content developer. – Copywriting and Presentation Designs – Basic eye for graphics design and short content for social media – Excellent communication, writing and editing skills in English and Hausa – Evidence of past work (including videos, scripts, blog posts, articles etc) – Experience developing and managing social media campaigns across channels such as Twitter, Facebook, LinkedIn, YouTube and Instagram. – Ability to meet tight deadlines and work under pressure – Ability and willingness to travel when necessary for projects
Method of Application:
Interested candidates should fill the form provided. Please note that only shortlisted candidates will be contacted.
Job title: Personal Photographer and Visual Content Creator Location: Abuja, Nigeria Reports to: CoS and Executive Assistant Department: Office of the CEO
ABOUT CODE Connected Development [CODE] is a non-governmental organisation that is building the largest social accountability movement and empowering marginalised communities across Africa. We strengthen local communities by creating platforms for dialogue, enabling informed debate, and building the capacities of citizens on how to hold their government accountable.
ABOUT CEO Hamzat Lawal (Hamzy!) is an activist leading grassroots campaigns across Africa informing decisions and policy making as it affects the lives of poor rural people. He has built a solid reputation both nationally and internationally. Recognised amongst 100 most influential people in Africa and bags many awards for this grassroots work. Hamzy founded CODE, Follow The Money and sits on many non-profit boards.
To further drive our messages and amplify the voices of grassroots communities, we are looking for competent hands to help expand our footprints and drive value through online and offline content. The role will support the communications team to shape CODE’s content and communications strategy.
KEY RESPONSIBILITIES
– Responsible for capturing, editing, and producing studio-quality photos and videos of the CEO for internal and external purposes. – Manage and oversee all technical aspects of CEO’s video recording and editing – Follow CODEs brand guidelines and develop an overall video brand messaging strategy – Create distinctive videos for the CEO – Turn over tasks within the shortest possible time. – Cut video sequences effectively to ensure the scenes are seamless and flow logically. – Perform video editing including inserting music, sound effects, story-boarding etc. – Utilize technical know-how in selecting, assembling, positioning and operating equipment. – Ensure colour grading of the shoot is top notch. – Edit raw footage content for producing film and video. – Perform video and audio editing based on story sequence and continuity. – Capture quality photographs and shoot videos. – Ability to tell video stories with motion content and interview clips – Responsible for managing Cameras, lightings and other equipment. – Provide creative input (ideas, lighting techniques, camera movements, lenses filters etc.) to video production / shoots planning. – Organize and assemble video segments to deliver a continuous and sequential story of specified length. Resolve technical issues as required.
Qualifications and Experience:
– Proven experience as a Cinematographer / Video Editor – operating relevant equipment; cameras, lighting etc. – Excellent working knowledge of software such as Photoshop, Adobe PRO, InDesign – Content creating skills – Sound knowledge of filming. – A strong portfolio of illustrations or other graphics, video application – A keen eye for aesthetics and details – Outstanding communication skills (both written and verbal) – An ego-free attitude when it comes to taking constructive feedback and running with it – Ability to work methodically and meet deadlines – Positive, flexible, solution-oriented, and excited to work with a diverse team of professionals working toward a common goal – Mature, coachable, and happy doing high-level projects as well as mundane design tasks
Method of Application:
Kindly fill this form if you are interested. Please note that only shortlisted candidates will be contacted.
Job title: Executive Assistant to The CEO Location: Abuja, Nigeria Reports to: CEO and His CoS Department: Office of The CEO
ABOUT CODE Connected Development [CODE] is a non-governmental organisation that is building the largest social accountability movement and empowering marginalised communities across Africa. We strengthen local communities by creating platforms for dialogue, enabling informed debate, and building the capacities of citizens on how to hold their government accountable using Follow The Money.
ABOUT CEO Hamzat Lawal (Hamzy!) is an activist leading grassroots campaigns across Africa informing decisions and policy making as it affects the lives of poor rural people. He has built a solid reputation both nationally and internationally. Recognised amongst 100 most influential people in Africa and bags many awards for this grassroots work. Hamzy founded CODE, Follow The Money and sits on many non-profit boards.
Key Responsibilities Administrative: – Prepare minutes of meetings and represent the CEO or top management at meetings when necessary. – Receive and responds to sensitive correspondence while also being a custodian of corporate documents and records. – Manage Board processes, meetings and provide logistics support to the CEO’s office. – Plan scheduled activities with executives, key personnel and outside business contacts. – Provide timeous feedback and maintain professional communication with all stakeholders of the CODE. – Prepare financial statements, reports, memos, invoices letters, and other documents. – Conduct in-depth research and prepare documents for review and presentation by boards of directors, committees, and executives. – Make travel arrangements for the CEO (locally & internationally). – Perform office duties that include ordering supplies and managing a records database. – Provide general administrative and virtual support.
Communications: – Contribute immensely towards media, digital and communication as part of advocacy development and also develop concept notes. – Conduct in-depth research and draft talking points on issues that interest the CEO. -Design and produce communications and educational materials on media and communication for marketing CEO’s activities and campaigns for local and global audience. – Contribute to brand values and manage CEO’s online reputation. – Develops communications work plans for all CEO activities, campaigns and projects. – Support CEO in research, media and communications-related capacity building and ensuring that this is integrated in his diverse interest. – Create and proofread internal and external communication documentations before publishing on CEO’s platforms. – Support CEO in disseminating communication materials to relevant stakeholders. – Support and inform monthly newsletters showcasing CEO’s activities as it relates to CODE’s objectives, periodic press releases, media/news reactions, briefing notes, backgrounders, features, media talking points, question and answer documents. – Draft and disseminate public relations materials that increase CEO’s visibility among online communities, donors, duty bearers and other stakeholders.
Qualifications and Experience: – High-skilled professional & very confidential with CEO’s tasks. – Proven experience as an executive assistant or other relevant administrative support experience. – In-depth understanding of the entire MS Office suite. – Ability to organize daily workload by priorities. – Ability to meet deadlines in a fast-paced environment. – A proactive approach to problem-solving with strong decision-making skills. – Professional level verbal and written communications skills. – At least 2 Years work experience in Communications field. – Strong writing and verbal communications. – Ability to clearly communicate complex messages to a variety of audiences. – Excellent communication, writing and editing skills in English. – Evidence of past work (including videos, scripts, blog posts, articles etc). – Experience developing and managing social media campaigns across channels such as Twitter, Facebook, LinkedIn, YouTube and Instagram. – Ability to meet tight deadlines and work under pressure. – Ability and willingness to travel when necessary with short notice. – Team spirit. – Monitor CEO and user engagement and suggest content optimization. – Degree in any field. An MSc degree would be an added advantage.
MODE OF APPLICATION:
If you think you are a fit, kindly fill this form. Only successful applicants will be contacted.
BeyGOOD Global Citizens Fellowship has appointed leading social accountability activist and one of Africa’s most influential leaders in youth development, Hamzat Lawal, on the advisory council for the 2021 Global Citizen Fellowship Program.
The Global Citizen Fellowship Program, powered by the world renowned singer, Beyoncé Knowles Carter’s Charity, BeyGOOD, and financially supported by award-winning American actor and filmmaker, Tyler Perry, is an initiative aimed at unearthing the remarkable potential and talent within African Youths.
According to a statement on the Global Citizen website, “we’re happy to announce an advisory council made up of incredible young leaders from both Nigeria and South Africa whose experience and creativity will help to take the Fellowship Program to the next level. The Advisory Council board will assist in providing insights to break new ground and guide the execution team on meaningful pathways to develop the 2021-2022 Fellows”.
Expressing excitement about the appointment, Lawal says; “I am truly honoured to be a member of the advisory council. My experience working with young people across Africa will enable me to guide and inspire the selected fellows to achieve the fellowship’s mission of empowering young people with skills that will help them shape policies that will alleviate poverty while being active citizens.”
The Advisory Council board which includes 2 Nigerian advocates— Hamzat Lawal and Aisha Yesufu and 3 South African youth advocates—Bonang Matheba, Charmaine Houvet, Nozipho Tshabalala and Tumi Sole; will provide insights to break new ground and guide the execution team on meaningful pathways to develop the 2021-2022 Fellows.
The Global Citizens Fellowship Program is committed to advancing innovations of black youth. Beyoncé has enrolled ten promising young South Africans and five Nigerians to the Global Citizen Fellowship Program. The Program is aligned to Global Citizen’s vision of eliminating extreme poverty by 2030.
In the wake of the recently passed Petroleum Industry Bill (PIB) by the House of Senate, fiscal transparency CSOs, Connected Development (CODE) and OXFAM Nigeria, have raised concerns over key issues in the reviewed bill, especially the marginalization of host communities where oil is explored.
According to CODE, the reviewed PIB did not sufficiently address the grey areas affecting host communities and has stripped the oil regions of the management, governance and administration of issues that affect them directly. The bill suggests that the constitution of the host communities development trust shall contain provisions mandating the management committee to set up an advisory committee (“host community advisory committee”), which shall contain at least one member of each host community. CODE believes that this is grossly inadequate and advises that the membership of the host community advisory committee should have at least 50% representation from the host communities.
CODE notes that the lack of adequate representation of the host communities in the advisory committee is an unfair approach that limits the ability of the Trust to fully develop needs assessment and development plans that can only be designed by the people in the community themselves.
Expressing displeasure, CODE’s Lead on natural resource governance and the extractives, Dr Onyekachi Onuoha, noted that restricting host communities’ sense of ownership as pointed out in the gaps in the bill, would fuel agitation in the region as it shows a blatant disregard for the needs and priorities of the people that are the worst hit by the impact of oil exploration. “The Senate is dashing the hopes of people directly affected by oil pollution, terminated livelihoods and underdevelopment caused by environmental degradation and other disasters occasioned by oil spills in the Niger-delta region,” Onyekachi added.
To worsen matters, the draft PIB proposed 2.5% of the annual operating expenditure of the Settlor (operator of an oil licence) to fund development in the area. Although the House of Representatives recommended 5% for settlors operating in the upstream and 2% for the settlors in the midstream and downstream sectors, lawmaker Sani Kaita from Katsina moved an amendment for it to be reduced to 3%, which the senate has adopted.
CODE’s team with community youth in Ogoni Land, Niger-Delta.
In addition to the call by the Deputy President of the Senate, Ovie Omo- Agege, for the funds from gas flaring penalties to be channelled towards developing affected communities, CODE & OXFAM urge the Senate to rethink the grey areas highlighted and promote a greater sense of ownership that is acceptable and fair to the host communities.
Connected Development [CODE] in partnership with OXFAM since 2018, have driven a campaign in the Niger-Delta region of Nigeria that raises awareness on improving accountability and transparency in the dealings between host communities, oil and gas companies, and the government, particularly to address challenges relating to the negative impact of the business operations of the extractive sector in these host communities, which usually has a causal relationship with conflict and fragility.
In a bid to provide African citizens with access to evidence on COVID resources, leading social accountability initiatives, Follow The Money and BudgIT, with learning partners Global Integrity, have launched a comprehensive user-friendly COVID-19 Fund Africa website as part of the COVID-19 Transparency & Accountability Project (CTAP).
The COVID Africa Tracking website has flexible navigation and functionality that allows visitors to access all data on COVID in Africa, including intervention resources, funds allocations, palliative distributions, accurate number of cases, data on COVID funds, vaccine management and government’s responsiveness.
“Our primary goal for designing the website is to improve citizens’ use of data for advocacy and government engagement in a manner that promotes transparency, accountability and open governance,” Follow The Money Founder, Hamzat Lawal, said.
The website currently displays information on $51.05B resources committed to COVID-19 across Africa, $5.08B In-Kind Donation as well as over 2,532 COVID Datasets across Africa. Published resources featured on the website analyse post-COVID economic environment and its impact on marginalized communities.
“In tracking government’s level of responsiveness, we have shown, through data on the CTAP website, overarching issues such as discrepancies in palliatives and cash transfer distributions, substandard healthcare compounded by the pandemic, disintegration of COVID data, vague procurement processes and blatant corruption by government officials.” BudgIT’s Chief Executive, Gabriel Okeowo added.
CODE and BudgIT team at the Press Launch of the COVIDAfrica Tracking Website
The COVID tracking site also featured COVID analysis and research resources for seven focus countries: Ghana, Kenya, Malawi, Liberia, Sierra Leone, Cameroon and Nigeria. It highlights COVID status in these countries and also features knowledge centres on human angle stories curated from citizens across the countries. Built with a focus on user’s experience, the one-stop website (https://www.covidfund.africa/) has some of these attributes;
Live Updates on COVID data on a daily basis from all over Africa.
Data Display to provide face-level information on the total number of COVID fund allocation to Africa and COVID cases.
Resource Filters which allows citizens to easily narrow down to the country or specific resource portfolio by clicking the African country they would like data on.
Research and Papers on COVID tracking and government’s responsiveness in Africa.
Rapid Response Functionality allowing the site to be compatible with all browsers and mobile devices.
Under CTAP, the 3 CSOs seek to advocate and collaborate with governments in Africa to provide and institute proper accountability measures for all financial and material donations received. Since it kicked off 8 months ago, the project has inspired increased citizen engagement with issues of government’s transparency and accountability and a zero-tolerance for corruption in some countries. A case in point is the termination of public officials in Liberia for the misappropriation of COVID funds.
Overarching insights;
Weak transparency and poor government accountability impede the implementation of standard policies. This is evident in the inability of social accountability activists to access accurate data of funds received and disbursed by their government to tackle the pandemic.
Citizens’ apathy as a result of distrust in government. Citizen participation could have augmented the impact of certain relief packages such as the food packages which could have targeted the most vulnerable in society, including women, the disabled and the aged. Several sources at the local assembly level revealed to the CTAP team that the very poorest in their communities did not benefit from initiatives that were broadly distributed.
As a result of leveraging the media to amplify discoveries of misappropriations, embezzlements, and lack of preparedness by the government and institutions, there was an increased response to citizens’ demands for accountability.
In view of these highlights, the CSOs urge citizens to utilise the new COVIDAfrica platform to access data that they need to engage with their governments.
“We believe this is also an opportunity for African governments to improve communication with citizens and adopt progressive governance mechanisms in advancing transparency and accountability and regaining citizens’ trust”, Onigbinde added.
Social Accountability CSOs in these countries are aligning in their mission to hold their respective governments to account, mobilize citizens for social change, counter fake news and misinformation while using digital tools to engage with government accountability issues.
***
Footnotes:
Top findings from 7 African Countries;
Liberia
The research conducted in Margibi County on the stimulus package for private schools’ teachers revealed that only 15% of teachers in the private schools received their shares of the $1 million, while 85% of the participants did not receive their shares of the $1 million budgetary allocation for private schools’ teachers in the 2020/2021 national budget.
The emergency standard operating procedure under sub-section seven (7) states that COVID-19 funds should be operated in dual currency and a separate bank account either at the central bank or commercial and will be managed under six (6) signatories from MOH & NPHIL Office. However, we observed that COVID-19 funds totaling USD750, 000 and a cash donation of USD246, 300 has been mixed up with the Ministry of Health’s operation account at the Central Bank of Liberia.
Nigeria:
Conditions of primary healthcare centres have further deteriorated during the pandemic. In a recent research conducted by the CTAP team in fifteen states, a significant number of PHCs fall below the minimum PHC standard set by the National Primary Health Care Development Agency (NPHCDA), with their grossly dilapidated infrastructure, poor and inadequate staffing, and incapacity to administer vaccines.
Corruption in the Niger Delta Development Commission (NDDC) that involved allocation of funds to combat COVID dated before COVID-19 happened.
Kenya
The Auditor General’s special report on Kenya Medical Supplies Agency (KEMSA), revealed that, the following procurement procedures and processes were violated:
Utilization of unbudgeted funds- according to the special report, Ksh.4.66 billion was allocated for Universal Health coverage (UHC) when actual cost should have been Ksh.2.9 billion.
The Ministry of Health (MoH) allocated KEMSA Ksh. 13.04 billion and the actual expenditure amounted to Ksh.8.52 billion. However, the special audit report notes conflicting information as National treasury notes that Ksh.4.82 billion to MoH for Covid-19 related expenditure at KEMSA.
Cameroon
The FCFA 180 billion (US$335.24 million) granted to the National Solidarity Fund and the additional contributions, donations and financial gifts received by the Government are clouded by a hail of corruption allegations, as the health sector struggles to keep workers motivated and secure, and to grant access to COVID 19 related services to the public.
The government has not carried out any formal audits and there are no open contracting platforms. Access to information remains a challenge. In terms of overarching transparency architecture in Cameroon, the existence and use of military ordinances and decrees in administering funds casts a cloud of opacity and works to suppress public opinion formation on accountability
Sierra Leone
The Ministry of Health and Sanitation officials expended Le5.22m ($475), allocated for COVID-19 response on the procurement of personal gadgets such as Apple airpods, JBL Bluetooth Speakers and Headsets.
During the Audit exercise, we observed that Le2.1bn ($191,414 ) was paid to an unidentified NaCOVERC Staff/Consultants. Further, procurement carried out by some MDAs were not only highly inflated, but also awarded to middlemen who know nothing about the goods and services.
Ghana
Irregularities in the procurement of antigen testing kits which cost $150 per kit, to be conducted at the Kotoka International Airport. The contract between the Ghana Airport Company and Frontier Health Service stipulated that an amount of $10 would be paid to the former with the latter taking $140. This constituted an uncannily lucrative deal for the testing company especially since the company was incorporated just days before the contract was awarded and had not registered with the PPA. Furthermore, some state agencies were bypassed in the awarding of the contract.
Malawi
Lack of preparedness by the Department of Disaster Management affairs in the way they disbursed funds without proper orientation of controlling officers. The Malawian experience seems to have a core problem of not just transparency and accountability but also prioritisation and management, despite the existence of the procedures in writing.
Despite allocation of huge sums of money through the Ministry of Education and District Councils, there was less to show as to what the funds have been used for. The Malawian CTAP research documented evidence that COVID-19 funds were “marred by incidences of abuse, maladministration, fraud and misplaced priorities.
Svend-Jonas Schelhorn was one of the first members of the Board of Trustees of CODE in 2013, as he navigated providing expert advice and guidance for the Organisation in eight years.
Jonas exited the board in 2020, having contributed to CODE’s achievements. In his time as board member, Follow the Money evolved from a group of 5 to over 7000 social accountability activists who are tracking government spending and impacting lives in their communities across Africa.
Speaking of his early memories of joining the board, Jonas commented, “I wanted to support the organization, because I believe in its values, work and vision. When I joined, I was a budding humanitarian activist. It is certain that youthful exuberance was crucial in sustaining the CODE energy.” Jonas currently works as an Information Management Officer for JIPS, an inter-agency service based in Geneva, offering support to governments and international and local organisations to find durable solutions for internally displaced persons. He is also providing support for teams and individuals in Non-Violent Communication.
How would you describe your experience as a Board Member?
(Chuckles) It has been eye-opening, actually. I joined the board when I met Oludotun Babayemi, the co-founder of CODE, through an online network, the Standby Volunteer Task Force, where people connected to support humanitarian organizations with social media analysis in humanitarian crises. We did some work together and he and Hamzat Lawal deemed it fit to recommend me for the board position.
In the succeeding years, I followed CODE’s work and witnessed the growth of the organization, its success stories and the big impacts. I observed the growth keenly, witnessed the process and gave mild advice where necessary.
What do you think of the Organisation’s culture?
CODE is driven by passionate young people. I think this is admirable. I had the impression that the organization is living off a very strong vision and passion for what they do.
I have experienced this in my own organization. What I notice is that if you live by a very strong vision and passion, you will have a very big impact in a short time. A shortfall here is that the Organisation may not have historical and background experience that people who have worked in the field for twenty to thirty years have. As a consequence, you learn as you go. That also counts for what it means to lead a growing NGO.
If you were a board chair, what would you do differently?
First, I would provide a social cohesion mechanism between the organization and the board so that there’s no divide between both. I say that because in my experience, it is essential that the vision is clear to anyone who is working with that organization and that the vision is carried by all members of staff.
Second, I would try to build a functional Organisational structure such that all departments are in synergy. I know this is in existence but I would prioritise enhancing the structure and ensure a functional human resources structure as well.
The third is fund-raising. Is there a proper fund-raising strategy in place that helps to project for the organization? What are we doing now to prepare us for the next five years? How much money do we need to stay functional. The last thing would be to support the organization to function in a humane way so that people feel good about working for the organization and that the organization has a very good communications structure between the team members to identify and resolve bottlenecks. To be fair, these are in existence at CODE. I will only be reinforcing these mechanisms and ensuring that policies are reviewed frequently. I think the heart of an organization is its employees or the people who work for an organization. It is essential that everybody feels valued and a contributing member to the team.
Did you feel prepared for your board responsibility?
When I joined the board, I thought the idea of creating CODE with its vision was amazing. I still think it’s amazing and admire the impactful work that’s being done so far.
I was not particularly ready at the time. I was young and growing. When I realised the obligations that came with being a member of the board, I tried to meet up with the energy while I was a member. It was an honour (laughs).
How would you suggest CODE improves its board processes?
I think the recruitment of a board is, from my perspective, like the recruitment of an employee of an organization. You have to identify the people who are right for your organization. The candidate must have a clear vision of the responsibilities and expectations.
If I were to think about the future structure of a board and who should be on it, I would first think, What skills should a person have? What is their personality? A high-level of experience comes in handy. A specialist who has worked for decades and understands how the civil society space functions, what growth projection can be and how to access fundings. It is a huge responsibility so we will be getting experienced hands. The board is there to provide mentorship and leadership to all members of Staff.
Thank you for sharing your experience with us, Jonas. One last question, how would you like to stay involved with CODE?
Yes, I would be happy to stay connected because I am very passionate about leadership and establishing strategies for organizations. I think that’s exciting and also an area I would like to develop.
My journey with CODE has been nothing short of fulfilling. Watching the Organisation grow significant impacts, it felt like I grew simultaneously. Beyond work, I made lifelong friends.
Hamzat Lawal tops finalist for World Leading Sustainability Award in Sweden
Anti-corruption activist and Founder of Follow The Money, Hamzat Lawal, has emerged a finalist in the Sweden WIN WIN Gothenburg Sustainability Award, alongside Icelandic whistleblower, Jóhannes Stefánsson, Integrity Watch Afghanistan (IWA), and Italy’s lead prosecutor, Nicola Gratteri.
Lawal and the other finalists were selected “after the jury carefully reviewed 64 nominations from 34 countries around the world, who actively oppose corruption and thus strengthen our opportunities for a sustainable future,” Chairperson of the WIN WIN award jury Emma Dalvag, announced.
USD4 billion is lost every year to corruption across the globe, an enormous figure, which can be compared with the USD2.9 billion financial gap that needs to be filled in order for the world to achieve the UN Sustainable Development Goals by 2030. Fighting corruption often involves risks and requires courage. We are very proud to present a wide range of finalists who, in different ways and in different parts of the world, fight for a fairer and more sustainable world, Dalvag added.”
Expressing delight about the recognition, Hamzat Lawal says that“the work of Follow The Money is tackling corruption in government’s funding and ensuring that everyone, even in the remote areas, has equal access to basic needs. More importantly, during this COVID pandemic where our lives have been changed and altered, building back better should be the ultimate goal. I am honoured that the Gothenburg Sustainability Award recognises our efforts in this regard.”
In the past few months, the world-leading sustainability award has sought nominations from individuals and organisations that actively combat corruption and thereby improve the opportunities for the world’s countries to achieve the UN’s Sustainable Development Goals.
Hamzat Lawal founded Follow The Money, a Pan-African grassroots data-driven movement and leads a team of technology & innovation driven campaigners to amplify the voices of marginalized grassroots communities in promoting accountability as regards the utilization of public funds focusing on specific communities across Africa. His Follow The Money initiative won the United Nations Sustainable Development Goals Mobilizer 2019 Award and the Council of Europe’s 2019 Democracy Innovation Award. Lawal was also recognised as one of the world’s 100 most influential people in digital government by Apolitical in 2018 and 2019. He has also been ranked as one of the 100 most influential Africans along with Amina J. Mohammed, Aliko Dangote and Chimamanda Adichie.
Few of the notable deficiencies of the Violence Against Persons Prohibition (VAPP) Act of 2015 are its inability to criminalise spousal rape and provide adequate protection to persons living with disabilities – even though this was (sparsely) addressed by the Discrimination Against Persons with Disabilities (Prohibition) Act of 2018. Sadly, both laws are inoperable at the subnational level without first being enacted by the Houses of Assembly of various states.
On the 2nd and 3rd of February, 2021, I was in Kano state to implement a project sponsored by the Canadian High Commission in Nigeria. Our team was to train 30 young women and men gender-activists on advocacy tools towards ending gender-based violence through the enactment and/or adoption of the provisions of a Violence Against Persons Prohibition (VAPP) Law in Kano state.
A story was told of two young girls below the age of 14 who were abused by an affluent man in their neighbourhood. The man is attempting to bribe the father of these 2 underage girls with N500,000 so that the court case can be terminated. Another story was told of a woman who was prematurely forced into labor and childbirth due to spousal battery. A lady told her story of how she had to quit her dream job because of sexual harassment from her boss at the workplace. Another story was told of an underage girl who was gang-raped by known men and who used stigma to pressure her into silence. There are countless stories of forced child labour and prostitution and child marriages.
You see, these are what one may describe as a “tip of the iceberg”; just some troubling stories of the ordeals and violence women and girls go through in Kano state and across Nigeria as a result of inter alia inadequate or lack of effective policy and institutional frameworks that carter for the actualisation of women’s right. In seeking for justice, I discovered that many women or people have preferred to lay their complaints to the Islamic Police: Hisbah Corp which has no legal power to prosecute rape cases and where matters are often settled through mere mediation rather than the Nigeria Police Force which has the broad statutory powers to prosecute virtually all forms of criminal cases, subject to to powers of the Attorney General.
This 2-day workshop I learnt about young female activists; brave and resilient women; some victims with horrific stories of sexual and gender-based violence – and many of whom have been denied justice deliberately and otherwise.
The institutional performance of State agencies that are responsible for ending gender-based violence and protecting women’s rights was rated poor. “The Police have no shelters for victims and would not want to be burdened with such cases. There have also been reports of police officers taking advantage of survivors and women in disadvantaged situations,” a participant at the training noted. Another woman emphasized that police officers often blame the victims or pressure them to go and settle their “domestic affair”. These and many more engenders the distrust and widens the divide between women, victims and the Nigeria Police Force and their ability to access justice. This distrust is being capitalised on by the Hisbah, with its prosecutorial controversies and limited role in criminal justice on the broader scale.
In Kano state, there is only one sexual assault referral centre (SARC) which “ideally” is supposed to function as shelter, forensic evidence extraction point (to be used in trial) and carter for the general rehabilitation needs of victims of sexual violence. This centre is grossly understaffed, under-equipped and underfunded. Kano is the 20th largest state by land mass; perhaps, the second most populous state after Lagos state and has 44 local government areas and hundreds of villages in remote areas – how can women and victims living in marginalised, grassroots communities access the services of the SARC when the facility can barely carter for the victims within its immediate sphere of operation.
Just like the Anti-Domestic Violence Law of Lagos State of 2007, the VAPP Act also provides for the protection of survivors of domestic violence; provides them with opportunity to acquire skills in any vocation and access micro credit facilities. The VAPP Act ultimately seeks to prohibits many forms of violence on persons in private and public life and its domestication in Kano state has been a subject of immense controversy – and have inadvertently faced setbacks in its legislative enactment – as some quarters have linked the law to the realisation of LGBTQ rights in the state or have simply cited cultural or religious reasons as to the hitch – meanwhile, women continue to be susceptible to all forms of abuse and violence within the state with little or no recourse.
The socio-legal debate that have been generated due to the VAPP Law and its adaptation to local context has led relevant government and private stakeholders to reach a middle ground which is allegedly the extraction of notable “contextually-agreeable” provisions of the VAPP Act and infusion into the Penal Code; a harmonisation exercise that has subjected the Penal Code to an amendment process and which would hopefully lead to the manifestation a more inclusive Penal Code Law that broadens the protection and realisation of women’s right in the state. May I state here that I’m sceptical about the outcome of this process – “when” it eventually arrives.
Furthermore, on December 4th, 2018, the Kano state Governor signed the “Law for Persons with Disability”. However, unlike the federal version, the state law didn’t provide for a Commission that would inter alia represent and further the causes of persons living with disabilities (PLWD); did not provide for sanctions in cases where the rights of PLWD are infringed upon; did not provide a transitional period where all public buildings must provide PLWD-friendly entry and access points; did not provide affirmative action in public employment for PLWD, and so forth. All these policy gaps and many more exist for a group often neglected by society, who are more vulnerable to all forms of violence and abuse, and whose access to justice is much more cumbersome. In fact, the law can simply be deemed a theoretical declaration of rights, perhaps, to hastily fulfill promises or quell international or local pressures. The law and its current amendment process is piloted by the Office of the Secretary to the State Government. While this may be okay at the interim, for sustainability and inclusivity sake, this cause and interests should be coordinated by a ministry of government in charge of social development or special duties.
In conclusion, this article has attempted to analyse and portray policy gaps that exist and suggested ideas towards the protection of vulnerable groups and their rights thereof in Kano state, proffering solutions below. While I support the enactment and domestication of laws to suit local contexts in line with our federal system of governance, these legal and legislative adaptations must not be in aberration of fairness, equity and comprehensive multi-stakeholder engagement, foremost of which are Women groups, Community based groups, Civil Society Organisations and PLWD groups.
Here are some policy recommendations which may be considered and adopted towards ending all forms of violence against women, girls and PLWD in Kano state and across Nigeria:
The state government should enact and implement the VAPP Law and/or adopt a utilitarian approach towards the harmonisation of the VAPP Act and Penal Code suitable for the local context, reached through broad, multi-stakeholder and cross-sectoral consultations.
The government should enact and implement the Child Rights Law and/or the Child Protection bill.
There should be a precise Action Plan to End Gender Based Violence within a definite time frame in form of a policy document, highlighting the role of various stakeholders, amongst other things.
There must be gender responsive budgeting in appropriation laws, especially through the budget of the Ministry of Health and/or Women Affairs.
There must be establishment and sustainable funding, equipping and professional staffing of more Sexual Assault Referral Centres across the state through annual budgets of the Ministry of Health
Implementation of a robust database of sexual perpetrators.
Increased sensitization on mainstreaming gender sensitivity and equality in public and private life embarked especially by public institutions as a matter of policy.
There should be enhanced special desks at police stations manned by trained, empathetic professionals; and establishment of special courts for sexual related offences to protect identities and ensure speedy, justiciable trials.
There must be an amendment of the Persons with Disabilities Law of Kano state to provide comprehensive protection of PLWD by addressing the issues and policy gaps raised in this article.
Note: This article is not an attack on the institutions of Kano state and should be read with objectivity and with the analytical and solution-driven lens of the writer towards ending violence on women and girls in Kano state and across the country.
On the 23rd of September 2020, the women of Obodo-Ugwa, Delta State, took their seats comfortably for the first time at the Community Development Committee (CDC) meeting where issues of rural governance and development were deliberated.
Up until that day, men dominated these meetings and made social & economic decisions on behalf of women. The culture and tradition forbade women from joining meetings that men presided over. If women had concerns, they were expected to tell their husbands or male representatives in the household. Discussing these concerns at community development meetings now comes at the discretion of the male representatives, otherwise women’s opinions and challenges never saw the light of day.
Profiling Obodo-Ugwa
Obodo Ugwa Ogume is a small village with a population of about 4000 people in Ndokwa West Local Government Area of Delta State that produces oil, making it an attraction to Oil and Gas companies. Since it is an oil exploration site, it goes without saying that it’s also a location where gas is flared—a menace that has heightened environmental degradation, caused ill health, poisoned water, polluted farm crops and worse, adversely impacted the fragile phenomenon of the village.
Not only is the livelihood of villagers thwarted but despite being a huge contributor to the Nigerian Economy and an enricher of the pockets of Oil & Gas executives, Obodo- Ugwa has also been denied structural development.
The people of Obodo-Ugwa can be classified as marginalised, vulnerable people whose voices have been ignored and their human rights violated.
Conflict & Fragility Issues: How OXFAM and CODE are changing the status quo
OXFAM Nigeria and Connected Development, two not-for-profit Organisations, kicked-off a Conflict and Fragility Project in the Oil region of Delta State to advocate for the responsiveness of Oil companies to host communities. The campaign addressed the risks associated with the lack of adherence to business principles of operations by actors in the Oil & Gas value chain while engaging with host communities in the Niger-Delta. This often results in conflict and fragility issues.
The campaign envisioned an improved adherence to business principles as contained in the United Nations Guiding Principles [UNGP]. This adherence seeks to improve human rights practices and corporate social responsibility of operators in the oil and gas sector towards their host communities. It urges commodity traders to operate in an accountable, transparent and human-rights-sensitive manner. This can significantly ensure that a mutually beneficial relationship between oil firms and host communities exists.
One of the outcomes of the campaign was to stimulate gender inclusion in local extractive governance to spur an inclusive and effective community development. CODE & OXFAM, known for their advancement of the causes of women’s rights, accelerated action to advocate for gender inclusion in Obodo-Ugwa.
Women Participation and Community Development
Things are starting to look up for Obodo-Ugwa. OXFAM and CODE, on different occasions, organised town hall meetings and advocacy calls where key stakeholders from the Oil & Gas sector such as regulators and oil explorers and community chiefs and leaders deliberated on a way forward.
Recognising the importance of promoting inclusiveness, CODE and OXFAM further intensified efforts to advocate gender inclusion and gender-responsive public services in the community so that women can have a place in local governance structures. Gender inclusion and women participation in communities should be beyond primitive gender role of caring for just the home and family. Women should be empowered to actively participate in politics, economy, social and cultural aspects of life. For women to be able to fully exercise their human rights, gender perspectives have to be mainstreamed in all inclusive social policies.
2 weeks before the inauguration of a new community development committee, CODE’s Programs Associate, Onyekachi Onuoha received a call from the Chairman of the CDC, inviting CODE to witness the result of its advocacy. Community elders now seek to include women in CDC meetings and have women take up executive roles.
Here we are at Obodo-Ugwa witnessing a first-of-its-kind where there is a female vice president of the CDC and a female Finance head. The recognition of women’s participation will have far-reaching impacts in building the community into an inclusive society.
Although traditional norms and value systems in rural areas especially are still limiting the participation of women in community development, CODE, during its advocacy activities in grassroots communities often mainstreams gender-responsiveness and gender equality in its interactions and engagements to ensure communities are informed of the importance of including women in decision-making processes.
Testimonies
“Women do not sit with men at village meetings except when they are summoned. This is a dream come true! Seeing my fellow women as not just members but executives on the Community Development Committee gives me joy! Ehn ehn, now we can say what our needs are without discussing first with our husbands. The village market that they are building was because women complained of long-distance travel to buy food items. I am glad this happened in my time.,” Obodo Ugwa resident, Veronica Obi, beamed.
“This is the first time in the history of the Obodo Ugwa CDC that women will be allowed to participate- not only that- quantum progress has been recorded because 3 women were also added to the CDC executive board- a vice president, a women leader and the CDC Secretary.” – CDC Chairman, Anslem Oyibo.
“Women have now been given management roles. They will oversee the market building and the school completion. They get to make decisions on behalf of the village. This has never happened. I am glad to witness it.” — Community Chief, Chief Friday Okoro.
“We are happy about this development. Look around, women and men were equally represented in this committee. We now have to prove our responsibility. I have plans to request the provision of loan and grants to support women’s initiative. I hope to see that happen. There is so much we can do and conquer.” CDC Vice chairman, Patricia Oluomo stated.
