| Women Empowerment Education and Peace Building Initiative |
| Strategic Plan FEBRUARY 2021 – FEBRUARY 2026 |
I would like to thank each and every one who contributed to this strategic plan and also the growth of WEPBI. First of all we want to thank the Almighty God who in his infinite mercy gave me this vision and have being helping us through the projects. We would like to thank the Action Aid Country Director, Ene Obi for the opportunity to work on this project called Women Voice and Leadership (WVL) Project Nigeria; ‘Thank you Ma for recognizing our little organization and for giving us this great opportunity.’
I would also like to specially thank and acknowledge Nkechi Ilochi-Omekedo who is the WVL project manager for her full support. I call her ‘bulldozer’. You are indeed a great sister and I can’t love you less. Even when we were not qualified enough, you believed in us and still never get tired of supporting us, you met us with so many lapses, but never hesitated to keep encouraging us to push forward.
I also want to specially thank Vivian Efem-Bassey, who is the South – East and South – South coordinator of the WVL project. Vivian, you are indeed a teacher and a mentor, you are truly a guardian angel in human form. No matter how many times I called you to ask pressing questions and for directions, you never frowned and will politely answer. You keep guiding my footsteps all the way. It is a great honor working with you and a blessing to us at WEPBI.
I would like to specially thank Amina Aliyu Adamu, the M&E Advisor Action Aid Nigeria, who spent days with us developing WEPBI’s Strategic Plan. Amina I must confess, you are so amazing! Your kind is rare and your humility has no bound. You endeavored to work from morning till night to make sure we get it right. You are so wonderful. I want to thank all Action Aid Team, Eghosa, Kachi, Kehinde and every other team member for the great support. WEPBI cannot count her successes without you all.
To our WEPBI team, Jennifer Ejinkeonye our Program Officer, and Obinna Omeke our Finance/ Admin Officer, you are wonderful. You have employed a combined effort to make sure that WEPBI is going higher with your innovative ideas. I appreciate this.
Special thanks to Ebelechukwu Nwakalor, The Monitoring and Evaluation/ Communication Officer who is the Principal Contributor of this Strategic Plan. You have done great! And your immense effort to this is well appreciated.
I want to thank all our Board members who have been supporting and directing us on making the right decisions for our organization; WEPBI. Dr. Joy Onyesoh, Mr. Timothy Benedict, Barrister Michael Ani and Mrs. Blessing Duru, I wish to acknowledge your immense contribution and effort by saying Thank you all. We always appreciate you.
To all the members of WEPBI, you are all loved and well appreciated.
Oguadimma, Ijeoma Joy
Founder/ Executive Director
Women Empowerment Education and Peace Building Initiative (WEPBI)
Forward
Impacting and touching the lives of others, expanding the circle of our concern to include others and making them to discover who they are is paramount to fulfilling one’s destiny.
I started as a volunteer for other organizations with the zeal to make sure that women’s voice are being heard and that they are not marginalized; to curb some deadly policies against women and girls in our society and stand for the most vulnerable ones among these women and girls. It looks impossible because of the world we presently find ourselves. The question however remained how do we achieve this? How do we get to that destination and make great impact in the sector of advocating for women and girls.
The vision became scarier for me as days went by until I stumbled on a great individual; Chioma Enumah who said: ‘Start from somewhere and you will begin to see success by realizing that success is not a destination but a journey.’ WEPBI started the journey of impacting on the lives of young girls and women through capacity building, skill acquisition and other possible ways to add meaning to the girls and women out there. This made me to understand that nothing is impossible, that what is most important was for one to start from somewhere.
One of the best ways to achieve success is being bold and not discouraged. I am excited about my vision for WEPBI which is to raise competent leaders, bring out the best in women and girls, by training them to give a voice to the voiceless.
Oguadimma, Ijeoma Joy
Founder/ Executive Director
Women Empowerment Education and Peace Building Initiative (WEPBI)
Table of Contents
Acknowledgements…………………………………………………………………………………2
Forward……………………………………………………………………………………………….3
Table of Contents…………………………………………………………………………………4-5
Acronyms/Abbreviations…………………………………………………………………………..6
1 Introduction……………………………………………………………………………………..7
1.1 Context………………………………………………………………………………………7
1.2 The Strategic Planning Process………………………………………………………..8-9
1.3 Methodology ……………………………………………………………………………….10
1.4 WEPBI Success Till Date………………………………………………………………………10
2 Organisational Profile………………………………………………………………………..11
2.1 About Women Empowerment Education and Peace Buiding Initiative (WEPBI)….11
2.2 Vision………………………………………………………………………………………11
2.4 Core Values……………………………………………………………………………11-12
2.6 Target Groups…………………………………………………………………………12-13
2.7 Target Areas………………………………………………………………………………13
3 Theory of Change and Strategic Focus. .14
3.2.1. Peace Building and Conflict Resolution………………………………………………16
3.2.2 Good Governance…………………………………………………………………..16-17
3.2.3 Women’s Right/Economic Empowerment……………………………………………17
4.1 Organisational Capacity Development 18
4.2 Stakeholders Analysis. 18-19
6 Resource Mobilization Plan …………………………………………………………….32-35
7 Financial Projection………………………………………………………………………36-37
Acronyms/Abbreviations
CAC Corporate Affairs Commission
CBOs Community Based Organisations
CSOs Civil Society Organisations
ENSIEC Enugu State Independent Electoral Commission
DFID Department for International Development
FBOs Faith Based Organisations
INEC Independent Electoral Commission
IPAC Inter Party Advisory Committee
M&E Monitoring and Evaluation
NDI National Democratic Institute
NGO Non-Governmental Organization
SGBV Sexual and Gender-Based Violence
SRHR Sexual Reproductive and Health Right
WEPBI Women Empowerment Educationa and Peace Building Initiative
WVL Women’s Voice and Leadership
1 INTRODUCTION
1.1 Context
We have come to realize that a woman’s voice represents the voice of the most socially excluded in the society today. The UN Economic and Social Council Resolution 1990 calls on government, political parties, trade unions and professionals amongst other representative groups to adopt a thirty percent minimum proportion of women in leadership positions with a view of achieving equal representation. According to a survey report by the Nigerian Women Trust Fund (2019) titled “Nigerian Senate Gender Index 1999-2019)”, the data releaved an extremely low representation of women in all the elective positions in Nigeria. Narrowing this down to Enugu state-Nigeria, the seats of the governor and senate has had no woman at all while the House of Representative has just one (1) woman. The availability of statistics record has also been hoarded as a complete electoral record cannot be directly accessed. This presents an increasing need for women and girls to be supported to participate in elective and appointed positions. In order to find out the root cause of this situation, WEPBI with support from Action Aid Nigeria and sponsorship from Global Affairs Canada carried out a research under the Women’s Voice and Leadership (WVL) project in Enugu state. Our findings from the research carried out in four communities in Enugu state on the factors that militate against women participation in politics in Enugu state; the respondents who were women and men with political interest, attend political gathering with good understanding of politics gave the following as the hindrances:
- Lack of girl child education which is the major factor that has denied women basic qualifications for active participation in politics.
- The wrong perception about women in politics where they are seen as prostitutes, stubborn and disrespectful.
- Male political dominance using some suppressive tools like financial inducement, God-Fatherism, political violence, formation of men’s clique within the political cycle.
- Jealousy, hatred and envy by some women against women participating in active politics has been a source of discouragement to other women with political interests.
- Lack of financial ability among the women as the major setback to women’s participation in politics.
- Style of politics (violence, insincerity, and women marginalization/suppression of women political interest by the male counterpart) as one the major factors that discourage women’s participation in politics.
Notwithstanding, WEPBI has not relented in her efforts to ensure that this narrative is changed by carrying out several advocacies for increased inclusion and active participation of women in leadership and politics in Enugu state to the members of Enugu State House of Assembly, ward party chairmen, political parties executives, Traditional Rulers, INEC, ENSIEC, CSOs, youth and other relevant stakeholders. We moved a step forward by identifying and enrolling eligible women with interest in leadership and politics in the four WVL project communities into our database, and also gave them basic training on leadership, public speaking and politics.The Deputy House leader of the Enugu State House of Assembly attested that the present governor of the state is a “HeforShe” who advocates for increased inclusion of women in politics and has used his position as the party chair to mandate that at least six (6) women must be included in the party executive from ward level to state level among others. This kind of initiative we hope will be replicated in other political parties and the state as a whole. WEPBI is poised to strengthen her cooperation and collaboration with these stakeholders in her operation areas to find solutions to these challenges in order to foster community development.
We also take into cognizance the community dynamics, their social norms and values some of which have negatively affected women and girls. These inhibiting cultural practices also affect the participation of women in politics and decision making. For instance, in some communities in Enugu state, women are not allowed to move out at night hindering them from participating in decision making because most of the political parties hold their crucial meetings at night. Some are not permitted to speak because is against their culture and traditions, It is also an established norm that the woman belongs to the kitchen and not the boardroom making women to shy away from the leadership position as they see themselves as unfit for such. After several advocacies to the community leaders, some of the communities are now changing their constitutions to accommodate women in the Igwe’s cabinet while some have already done that. They have also encouraged and supported their women to get the necessary education they need.
Furthermore, the high level of poverty in the areas covered affects women negatively thereby limiting their quest to vie for political positions and even rubs off on their self-esteem. Thus, the economic stability is key to WEPBI’s successive implementation of activities.
At the national level presently, there has been goodwill and consolidated efforts from the government to develop an enabling policy and frameworks where peacebuilding and conflict transformation, gender and equal opportunities has been emphasized. But sadly the reverse is the case in Enugu state where the bill for “Equal Rights and Opportunities for Men and Women and Other Matters” which was sponsored by the then chairperson House committee on Gender Affairs was opposed by her male counterparts resulting in the outright rejection of the bill in 2016. This has shown that women themselves are the most critical instrument in ensuring that their voices are heard in politics. If there was gender balance in the house of assembly, it would have enabled women to lobby for the domestication of the various international instruments on women’s rights which Nigeria has ratified, thus enhancing the promotion and protection of women’s rights in all sectors especially in political leadership and decision making.
1.2 The Strategic Planning Process
WEPBI has developed its Strategic Plan through a rigorous process involving stakeholders and consultations with staff and board members. This Strategic Plan provides WEPBI with a five-year roadmap for support, services and organisation development. It sets out to outline our business model which will help us understand the drivers that will shape the future of women and girls in decision making in public and private spaces. It also set out to identify the approach we will take within this strategic context, and highlight our priorities in providing strategic programmes for women and girls in communities we work in. At its root, all our efforts will seek to improve the lives of women and girls, and ensure their human rights are upheld. In the coming years, WEPBI will do more and do better for women and girls in Enugu state. We will concentrate our interventions around 3 strategic focus areas and enhance how we work to improve our performance and our effectiveness in line with the recommendations of our funders. This strategy will be rolled out through detailed annual Operational Plans which are the roadmaps to reach these goals. Given the changes that can take place in this environment, this Strategic Plan will also systematically evolve to ensure we respond in a flexible manner to the changing needs of our beneficiaries. Translating this vision into action will require strong and innovative partnerships with state actors and other Local Women Rights Organization. We will work to strengthen existing partnerships and foster new one. Bearing in mind the implementation of this strategy will depend highly on availability of resources, we have designed a robust resource mobilisation plan that will ensure we have inflow of funds for the next five years. We look forward to implementing this plan in close partnership with all those committed to delivering gender equality for women and girls . This document also assesses both the challenges and opportunities it is likely to face over the next five years and sets the context for the choices reflected in this strategic plan.
The objectives of the strategic planning process are to:
- To build up the main initiative behind WEPBI thereby giving an overall direction to its way-forward.
- To help in decision making throughout the organization’s journey.
- To enable WEPBI as an organisation have a good idea and understanding about its strengths and capacities, weaknesses and problems as well as resources in order to determine our core competency.
- To ensure that WEPBI knows all what it needs to do inorder to accomplish its set targets.
- To help WEPBI to focus more on the important affairs and matters of the organisation.
- To help WEPBI conveniently work towards achieving its goals.
- To help WEPBI attain proper and well-efficient management of time, money and human resource.
- To enable WEPBI create her own identity and secure a good position in the market place.
- To ensure that WEPBI runs smoothly without flaws and witness better performance.
The goal of the strategic planning process is to ensure that everyone in WEPBI is aligned when it comes to the organisation’s goal and objectives as well as to create a formal strategic plan document.
1.3 Methodology
This strategic plan captures the voices of key stakeholder WEPBI is working for and with. The methodology employed three phaees: Discussion; Development; and Review and updating.
Discussion Phase: In this phase, information, opinions and input will be gathered from the staff and board members as well as an external enabler – the M&E Advisor of ActionAid Nigeria who will render technical assistance. This is aimed at gathering opinions on where the organisation is going, what we think will change in the future and carrying out SWOT analysis.
Development Phase: This follows the discussion phase. Here the strategic plan is ut together. The strategic plan will consist of five key components – vision statement, mission statement, goal and objectives, an action plan. The plan is five year period.
Review and Update: The strategic plan is not a fluid document meant for the shelf rather it is a living document which will be reviewed and updated from time to time.
1.4 WEPBI Successes Till Date
- Received funding and executed youth empowerment and capacity building projects in Enugu, Imo and Ebonyi states in 2017 and 2018.
- Accredited election observation member in Anambra and Osun states with NDI and IPAC in 2017 and 2018 respectively. Also in 2019 gubernatorial and presidential election.
- Awarded a 5-year Global Affairs Canada funded Women’s Voice and Leadership-Nigeria project by ActionAid Nigeria.
- Started the WVL-Nigeria project with a research on Factors Militating against Women’s Participation in Politics in Enugu State – February, 2020.
- Started the publishing of Monthly Newsletter – August, 2020.
- Establishment of WEPBI’s Women Leadership Academy – 20th November, 2020.
- Our story was featured on page 36 on the e-book titled “On the Frontlines: Defending Human Rights in the Time of Covid-19” published by UN Human Rights Office of the High Commission. December, 2020.
- Online Publication of research on “Factors that Militate Against Women Participation in Politics in Enugu State” on Open Political Science Journal January 29, 2021.
2 ORGANIZATIONAL PROFILE
2.1 About Women Empowerment Education and Peace Building Initiative (WEPBI)
Women Empowerment Education and Peace Building Initiative is a non-governmental and non-profit organization established on the 1st day of October 2016 and registered with Corporate Affairs Commission (CAC) on January 2018 as BOLD AND BEAUTIFUL GIRLS’ INITIATIVE. The name of the organization was changed by the Special Resolution and with the authority of the board of trustees to WOMEN EMPOWERMENT EDUCATION AND PEACE BUILDING INITIATIVE (WEPBI) on 5th day of December, 2019. The organization was borne out of deep passion for service to humanity and desire to facilitate sustainable development that is people oriented.
Women Empowerment Education and Peace Building Initiative is working to empower women and girls with leadership capacity, make them proactive and enable them contribute and sustain the development of the nation through good governance and quality leadership.
Our goal is to promote gender equality and empower our women which would translate to enrich and empower the society. We aim to achieve this through capacity building of women and girls on leadership and entrepreneurship; campaign on promoting the increase of women’s participation in decision making; research and advocacy to stakeholders on increased inclusion of women in appointed and elected leadership positions.
2.2 Vision
WEPBI has a vision of an equitable society in which women are competent and great leaders.
2.3 Mission
Our mission is to raise women and girls to stand out in our society, participate in the decision making process.
2.4 Core Values
We have 7 key core values. They are :
- Inclusive Leadership – We believe in a leadership that is aware, actively seeks out different views and listens to everyone irrespective of background, age, gender, ethnicity and religion as well as empowering women and girls to adopt inclusive leadership for better decision making.
- Transparency – WEPBI is an open and honest organization and we demand transparency from all staff and stakeholders we are working with.
- Equity – WEPBI encourages a leadership that is true, fair and impartial.
- Accountability – We take ownership of our work and value the commitments we make to ourselves and to the people we work with and we approach criticisms with open mindedness, prompt response and quick action.
- Mutual Respect – We value our differences and encourage everyone to share their opinions. We respect culture and tradition and create an environment where everyone is regarded with dignity and honour.
- Informing to Empower – We believe in consistently empowering our staff with right information to design more effective and efficient programmes for women and Girls. We also ensure the women and girls are equipped with information that facilitate quality decision making in public and private spaces
- Leadership Competence – WEPBI believes in the leadership capability of anyone given the right skills and opportunity. We focus on developing the capacity of our staff and the community women and girls we work with to activate proactive and competence leadership within them.
2.5 Goal
Our ultimate goal is: To increase the number of women and girls in active leadership and decision making in public and private spaces.
2.6 Target Groups
Primary Target
- Women: As a Women’s Right Organization, women are our primary target and the center focus for our project implementation. This is in a bid to establish a firm and safe environment for women to show their leadership capacity and contribute to the general good of the society.
We work with women mostly in the rural communities by engaging them in: Focus Group Discussions, sensitization, mentorship and training in the areas of peace building and conflict resolution, good governance, Women’s right and economic empowerment. We also have a formation of women cooperatives in the community to help build a network of women who are mentally and economically empowered and show firm leadership competence. This is done with the ultimate goal of having an increased number of women in active leadership and decision making roles.
- Girls: The young girls also form the basis of our primary target. We take to working with young girls in a bid to start early to implementing the changes that need to be made for the female gender in our society today. This captures our ‘Catch them Young’ ideology and will in the long run, translate to produce young girls who will become credible and action oriented leaders that can affect our society positively. We achieve this by engaging the girls in sensitization activities on leadership as well as trainings. We have also encouraged the creation of girl leaders’ forum in tertiary institutions at the state level.
Secondary Target
- Men: The men are our secondary targets and we try to ensure that we adopt a gender lens by having men and boys engagement. We engage the men and boys in dialogues and sensitize them on the need to offer support to the female folks. This is in a bid to raise more male advocates who can assist in defining the place of women in the society.
- Community Leaders: The community leaders inclusive of traditional rulers are our first point stakeholders and they influence some of the changes that our organization seeks to address for women and girls in the rural areas. The community leaders are usually engaged with other key stakeholders by our organization to discuss and tackle issues that confronts the rights and place of the girl child/ women in our society.
- Faith Based Organization: As our secondary target and stakeholders they will help to form the basis for mobilizing women and girls. This we will achieve by advocating for and projecting pep talks and sensitization which are usually carried out by selected respectable individuals of any gender in the religious organizations present in any target community.
- Gender Machinery: The Ministry of Women/Gender Affairs is one of the major Gender Machinery we will engage in while carrying out activities that involves women and girls. They are our secondary target and stakeholders who help to create impact by offering collaborative support towards our project activities.
- Other Women’s Rights Organizations and CBOs: Other women’s rights organization and CBOs work with us collaboratively and offer their support by partaking in key activities that tries to address the issues that concern women and girls.
- Electoral bodies: These are the INEC and ENSIEC who we will work in partnership with for a more effective community reach. They will be giving pep talks during electiory period and be our eyes in communities we can’t reach.
- Media Houses: These are not only one of our targets but also stakeholders to help amplify the message which the projects we carry out seek to pass. They are a vital channel in our advocacy for women and girls to participate in decision making processes and leadership in the public and private spaces.
2.7 Target Areas
Enugu – WEPBI is currently present on 4 LGAs in the three senatorial zones of the state that include Udi , Aniri, Isi Uzo, Igbo-Eze north. The work we do will extend beyond these 4 LGAs and the choice of the LGA will be informed by research on needs assessment.
3. THEORY OF CHANGE AND STRATEGIC FOCUS
3.1 THEORY OF CHANGE
In spite of the United Nations and other international organisations advocacy and declaration of the rights and equality between men and women of which Nigeria is a signatory, results show that women still constitute a small percentage of those participating in decision making and leadership. This is majorly due to the dominant social norms (values, beliefs, attitudes, behaviours and practices) which support male dominace, condone and perpetuate unequal power relations between women and men, thereby undermining women’s social, political, health and economic rights.
| To increase the number of women and girls in active leadership and decision making in public and private spaces. |
| Improved leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large; |
| Women and girls trained in leadership skills in crisis situations, peace building and conflict resolution, mentored and informed on how to monitor early warning signs to proactively promote peace in crisis situations S |
| The preparedness of women and girls during crisis situations and how they handle the issues in communities ascertained through research |
| Advocacy on peace building and conflict resolution carried out to stakeholders to ensure that peace is restored and maintained in areas where there are crisis situations and their preparedness. |
| Awareness on peace building and conflict resolution carried out through various media channels |
| Research conducted to unearth barriers and motivations to girls participation in decision making processes, participation of women in politics, and representation of women and girls in governance. |
| Advocacy carried out to target key stakeholders including men, youths, traditional and religious leaders, CBOs, FBOs, state and federal actors to increasingly provide adequate support for women contesting for leadership positions. |
| Media engagement and awareness creation on the inclusion of women in politics and support them to take leadership position. |
| Improved institutional systems and processes that will enable women access to leadership positions and participate in decision making, |
| Trainings carried out on – skills acquisition; entrepreneurship; leadership development, and SRHR. |
| Vulnerable and hard to reach girls empowered with skills and knowledge on sexual and reproductive health rights (covering topics on Violence against women and girls, Sex and family health, and existing and new policies that protect the rights of women and girls). |
| Awareness campaigns created through online and offline means geared towards sensitizing women and girls on new and existing policies that bother on SRHR |
| Increased number of women and girls empowered with adequate skills and information on leadership, economic independence and SRHR to enhance their leadership competence institutional systems and processes that will enable women access to leadership positions and participate in decision making |
| More women and girls that are eligible will be given opportunity to serve in political and leadership positions of their choice in the state due to level playing grounds provided for women participation in politics. |
WEPBI’s Theory of Change describes our understanding that progress in women’s empowerment and gender equality requires changes at three levels: Peace Building and Conflict Resolution; Good Governance; and Women’s Rights and Economic Empowerment and by providing women and girls with technical and practical knowledge and skills for leadership and building enabling and supportive systems, they will be empowered to take up leadership positions in any sphere of the society.
| Women and girls are properly informed and allowed to exhibit their leadership skills in conflict situations |
| Also, the empowered women and girls utilize the skills they have acquired |
| Government, traditional and communities act on their commitments during advocacy visits |
Activities: WEPBI’s strategy is based on experience and lessons learned from the past 4 years, and includes the following activities:
- Research
- Advocacy/Lobbying to key community stakeholders
- Awareness creation
- Courses on leadership, gender integrated planning and related topics
- Capacity building through trainings, mentoring support
- Media engagement for sensitization and advocacy purposes
- Networking.
- STRATEGIC FOCUS
WEPBI remains committed to leading women’s participation in decision making using the 3 key areas for strategic directions as our guide: Peace building and Conflict resolution, Gorvernance, and Womens right and Economic empowerment. We want to achieve the following objectives:
- To build the leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large
- To strengthen institutional systems and processes that will enable women access leadership positions and participate in decision making
- To empower women and girls with adequate skills and information on leadership, economic independence, and SRHR to enhance their leadership competence.
| GOOD GOVERNANCE |
| WOMEN’S RIGHT/ECONOMIC EMPOWERMENT |
| To increase the number of women and girls in active leadership and decision making in public and private spaces |
| PEACE BUILDING AND CONFLICT RESOLUTION |
| STRATEGIC OBJECTIVE 1: To build the leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large |
| STRATEGIC OBJECTIVE 2: To strengthen institutional systems and processes that will enable women access leadership positions and participate in decision making |
| STRATEGIC OBJECTIVE 3: To empower women and girls with adequate skills and information on leadership, economic independence, and SRHR to enhance their leadership competence |
- PEACE BUILDING AND CONFLICT RESOLUTION
STRATEGIC OBJECTIVE 1: To build the leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large
WHAT DOES SUCCESS LOOK LIKE?
100 women and girls with leadership competence proactively promoting peaceful coexistence within their household, communities and society at large
WHAT WE WILL DO TO ACHIEVE OUR OBJECTIVES
- Capacity building – We will conduct quarterly as well as on-demand trainings for women and girls on leadership in crisis situations, peace building and conflict resolution, provide mentoring support and monitor early warning signs to provide support to women proactively promoting peace.
- Research – Conduct research to know the roles of women in crisis and conflict resolutions matter and know how women act during crisis and and how to tackle issues in the communities and their states
- Advocacy and Lobbying – Conduct advocacy activities targeting community people involved in conflict and crisis situations
- Media Campaign – Media campaigns will be rolled out on press, digitally through online and offline media channels (TV, radio, fliers) and traditional communications channel (Town criers, plays, stories, shows etc ) to inform women and girls on their roles in ensuring peace and empower them to take leadership in conflict/crisis situations
- GOOD GOVERNANCE
STRATEGIC OBJECTIVE 2: To strengthen institutional systems and processes that will enable women access leadership positions and participate in decision making
WHAT DOES SUCCESS LOOK LIKE?
- Women and girls supported by their families, and communities to contest for leadership positions.
- Traditional and Government institutions support women to access elected and appointed positions in their families, communities and at the state and national level
- Processes for participation in politics and election made easier and accessible for women and girls
WHAT WE WILL DO TO ACHIEVE OUR OBJECTIVES
- Research – We will conduct research to unearth barriers and motivations to girls participation in decision making processes, participation of women in politics, and representation of women and girls in governance. This research will be a contionous theme in developing strategies for advocacies and lobbying for strengthened systems that support the participation of women and girls in decision making.
- Advocacy – A comprehensive advocacy plan will be developed and implemented to target key stakeholders including men, youths, traditional and religious leaders, CBOs, FBOs, state and federal actors to increasingly provide adequate support for women contesting for leadership positions. This will be in form of town hall meetings, consultative forums, community engagements, capacity development
- Media engagements – There will be media engagement and awareness creation on the inclusion of women in politics and support them to take leadership positions.
- WOMEN’S RIGHT/ECONOMIC EMPOWERMENT
STRATEGIC OBJECTIVE 3: To empower women and girls with adequate skills and information on leadership, economic independence, and SRHR to enhance their leadership competence
WHAT DOES SUCCESS LOOK LIKE?
- 100 women and girls with enhanced leadership competence, successfully managing their businesses and creating jobs.
- 50 Women and 50 girls taking leadership roles and exhibiting competence in their immediate environment and/or beyond.
- 150 women and girls empowered with information and skills on SRHR to advocate for women and girls right in their various communities and beyond.
WHAT WE WILL DO TO ACHIEVE OUR OBJECTIVES
- Capacity building – Capacity development strategies will be deployed to women and girls In communities we work, to advance their leadership qualities, develop them personally and financially, and empower them with information on women’s sexual and reproductive health rights. This will be achieved through skills acquisition, targeted trainings on entrepreneurship, leadership, and SRHR. Trainings on entrepreneurship will enable women and girls become economically independent while leadership trainings will increase their confidence and self esteem to take on leadership roles in their households, communities and beyond. In the course of five years, WEPBI will also target vulnerable and hard to reach girls to empower them with skills and knowledge on sexual and reproductive health rights covering topics on Violence against women and girls, Sex and family health, and existing and new policies that protect the rights of women and girls. This will be aimed at preparing them to be women and girls rights advocates as well as enrich them with information to be decisive leaders in their spaces.
- Media Advocacy – We will carry out awareness campaign through online and offline means geared towards sensitizing women and girls on new and existing policies such as the VAPP act so that they will be informed on their rights with regards to SGBV, know more about SRHR, how they can be economically independent to enhance their leadership competence.
- OPERATIONAL
4.1 ORGANIZATION CAPACITY DEVELOPMENT
STRATEGIC OBJECTIVE: Increase Human Resource, financial and organizational capacity and strengthen accountability to ensure the set strategic goals and objectives are achieved.
WHAT DOES SUCCESS LOOK LIKE?
- Established sustainability plan
- Robust resource mobilisation plan
- Improved financial systems and processes
- Increased expertise in technical and Managerial roles
WHAT WE WILL DO TO ACHIEVE OUR OBJECTIVES
- Review systems and policies– To ensure our policies, program and management staff core skills and competencies are in line with the objectives. There will be continuous review and update of all policies that include Admin, HR, SHEA, Gender, Anti-terrorism, HIV and AIDS, Communication, Whistleblowing Programme Framework, Financial and Procedures Manual, Procurement, Recruitment, Sexual and Gender Based Violence, and Employee Handbook.
- Capacity development plan for staff and board members – WEPBI will develop a capacity development plan and implement for staff, management staff and board members. Board members will attend trainings available and step down to other staff in line with our policy.
- Resource mobilisation and sustainability Plan – WEPBI will develop resource mobilisation and sustainability plan in order to build & strengthen our financial and human resource management systems.
4.2 STAKEHOLDERS ANALYSIS
Currently, WEPBI works with key stakeholders in partnerships, as key actors and to meet their needs and achieve its mandate. The purpose of carrying out this stakeholders analysis include:
- To enlist the help of key organisational players.
- To gain early alignment among all stakeholders on goals and plans.
- To help address conflicts or issues early on.
Our stakeholders were grouped and prioritised using the Power-Interest Grid which is highlighted below:
| Media CSOs/CBOs/FBOs Staff and Volunteers | ActionAid Nigeria Global Affairs Canada DFID NDI |
| Ministry of Women Affairs Enugu State House of Assembly Political party leaders Electoral bodies | Women and Girls Board members Community & Traditional Leaders Women Leaders |
High Power/High Interest: These are ActionAid Nigeria; Global Affairs Canada, DFID, NDI. They are known as the players with whom you will want to collaborate, keep fully engaged and managed closely. They are the most important stakeholders, and will have to prioritise keeping them happy with project’s progress.
Low Power/High Interest: These are the Women and Girls; Board members; Community & Traditional Leaders; Women Leaders. They are known as the subjects are those individuals that can offer great insights and ideas for the project but whom you don’t need to always say yes to. They will always be kept informed.
High Power/Low Interest: These are Media, CSOs/CBOs/FBOs; Staff & Volunteers. They are known as the context-setters who have to be kept satisfied. This is because they can have a lot of influence over the project but don’t want to be involved in the details.
Low Power/Low Interest: These are Ministry of Women/Gender Affairs; Enugu State House of Assembly; Political Party Leaders, Electoral bodies. They are probably the least of all stakeholders, referred to as the crowd. They are to be informed periodically about the project’s progress but have to be monitored.
WEPBI will continue to review, update, and expand the associated list of partners listed in to strengthen its network and effectively deliver
4.3 SWOT ANALYSIS
| STRENGTHS WEPBI has in house skills on grassroot mobilization and development WEPBI Leveraging media to promote issues relating to women and girls and create visibility for the organizationWEPBI has advocacy and lobbying skills for engagement with community members and state actors WEPBI known and trusted among women networks it belongs to because of the relationship and partnership built through the years of engagementCapacity building on leadership | WEAKNESSES WEPBI has inadequate funding for most of the planned activitiesWEPBI lacks her own means of transportation to deliver on activitiesWEPBI has insufficient staffing needed to carryout the organizational activitiesWEPBI does not have most of the equipment needed to effectively carry out her activities |
| OPPORTUNITIES There are pool of funds available for women’s right programming from government and donor agencies that WEPBI can key into and access with strong proposalCapacity building from WVL project is giving WEPBI an edge to access more fund and interconnect with other women right organization and design better programs for women and girlsWEPBI has access to government that open doors for women inclusion in governanceWEPBI is led and managed by young people with new ideas and innovative edge. A shift from the traditional program design into a modern innovative and human centered programming will help WEPBI to uniquely standout and attract more fundings and grants from donor agenciesWorking with media creates more visibility for WEPBI within the network of women rights and across the nation deepens the trust people have in us and it widens the scope of the work we do | THREATS Security threatsRisk associated to road travelPandemicFailure of acceptance by community leadersSome harmful traditional practices limits participation |
- M&E FRAMEWORK:
| PROJECT SUMMARY | INDICATORS | MEANS OF VERIFICATION | RISKS / ASSUMPTIONS | |
| Goal | To increase the number of women and girls in active leadership and decision making in public and private spaces | Percentage increase in number of women in political and leadership positions in the public and private spaces. | Records from government agencies Research report | More women and girls that are eligible will be given opportunity to serve in political and leadership positions of their choice in the state due to level playing grounds provided for women participation in politics. Also the political and security situation of the country remains stable. |
| Outcomes | Improved leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large | Number of women and girls with leadership competence proactively promoting peaceful coexistence within their household, communities and society at large | Progress reports | Women and girls are properly informed and allowed to exhibit their leadership skills in conflict situations |
| Improved institutional systems and processes that will enable women access to leadership positions and participate in decision making | Number of Traditional and government institutions that have policies and systems in place that support women to access elected and appointed positions, communities and at the state and national level.(e.g quota systems and gender policies)No of policies that promotes best practices developed to advocate for women inclusion in decision making | Records from political parties Progress report Survey report Action plan/commitments from stakeholders | Women with leadership interest are given slots by various political parties to vie for positions and appointed in leadership positions. | |
| Increased number of women and girls empowered with adequate skills and information on leadership, economic independence and SRHR to enhance their leadership competence | Number of women and girls taking leadership roles and exhibiting competence in their immediate environment and/or beyondNumber of women and girls with enhanced leadership competence, successfully managing their businesses.Number of women and girls empowered with information and skills on SRHR to advocate for women and girls right in their various communities and beyond | Baseline, Midline and Endline report Attendance sheet at trainings Progress report Pre/Post Evaluation test Survey report | Proposed number of women and girls turn up for training and funds are available for the processes. Also, the empowered women and girls utilize the skills they have acquired. | |
| Outputs | 1.1a. Women and girls trained in leadership skills in crisis situations, peace building and conflict resolution 1.1b. Women and girls mentored and informed on how to monitor early warning signs to proactively promote peace in crisis situations. 1.1c. Research carried out in communities to know the preparedness of women and girls during crisis situations and how they handle the issues Advocacy on peace building and conflict resolution carried out to stakeholders to ensure that peace is restored and maintained in areas where there are crisis situations and their preparedness Awareness on peace building and conflict resolution carried out through various media channels | Number of women and girls trained quarterly and on-demand on leadership in crisis situations, peace building and conflict resolution, Number of women and girls given mentoring support quarterly and on-demand to monitor early warning signs No of research carried out in communities know the preparedness of women and girls during crisis situations and how they handle the issues No of advocacy visits conducted on peace building and conflict resolution Number of stakeholders committed to conflict resolutionAwareness on peace building and conflict resolution carried out through various media channelsNumber of people reached through social media with messages on conflict resolutionNumber of call-in during live radio programs | Progress reports Action plan/commitments from stakeholders Social media metrics | Community capacity to participate in project is not compromised by other development initiatives within the community, natural disaster, and so on |
| 2.1 Research conducted to unearth barriers and motivations to girls participation in decision making processes, participation of women in politics, and representation of women and girls in governance. 2.2 Advocacy carried out to target key stakeholders including men, youth, traditional and religious leaders, CBOs, FBOs, state and federal actors to increasingly provide adequate support for women contesting for leadership positions. 2.3 Media engagement and awareness creation on the inclusion of women in politics and support them to take leadership positions. | Number of Research conducted Number of women and girls given leadership and mentoring support quarterly and on-demand.Number of stakeholders committed to increased inclusion of women in leadership positionNumber of TV ads developedNumber of radio jingles developed Number of social media content developed Number of people reached through media campaignNumber of call-in during live radio programs | Survey reports Pre/Post test Attendance sheets at meetings Progress reports Action plan/commitments from stakeholders Social media metrics | ||
| 3.1.a. Trainings carried out on – skills acquisition; entrepreneurship; leadership development, and SRHR. 3.1.b. Vulnerable and hard to reach girls empowered with skills and knowledge on sexual and reproductive health rights (covering topics on Violence against women and girls, Sex and family health, and existing and new policies that protect the rights of women and girls). 3.2. Awareness campaigns through online and offline means geared towards sensitizing women and girls on new and existing policies that bother on SRHR. | a. Number of trainings conducted. b. Types of training conducted c. Number of women and girls trained d. Number of vulnerable and hard to reach girls empowered with skills and knowledge on SRHR e. Number of TV ads developed f. Number of radio jingles developed g. Number of social media content developed Number of people reached through media campaignNumber of call-in during live radio programs | Attendance sheets at trainings Pre/Post Test Survey reports Progress reports Social media metrics | Proposed number of women and girls turn up for training and funds are available for the trainings. |
| INDICATOR | DEFINITION How is it calculated? | BASELINE What is the current value? | TARGET What is the target value? | DATA SOURCE How will it be measured? | FREQUENCY How often will it be measured? | RESPONSIBLE Who will measure it? | REPORTING Where will it be reported? | |
| Goal To increase the number of women and girls in active leadership and decision making in public and private spaces | Percentage increase in number of women put in political and leadership positions in the public and private spaces. | Number women who are in political and leadership positions divided by the total number of women who are not in leadership positions multiplied by 100. | 5% | 10% | Records from government agencies Research report | Annual | Project team | Annual report |
| Outcome 1 1. Improved leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large | i. Number of women and girls with leadership competence proactively promoting peaceful coexistence within their household, communities and society at large | Number of women not involved in decision making before intervention subtracted from number of women and girls involved in decision making after intervention | 0 | 100 | Progress report | Every 6 months | M&E Officer | 6 monthly reports |
| Outcome 2 Improved institutional systems and processes that will enable women access to leadership positions and participate in decision making | Number of Traditional and government institutions that have policies and systems in place that support women to access elected and appointed positions, communities and at the state and national level.(e.g quota systems and gender policies)No of policies that promotes best practices developed to advocate for women inclusion in decision making | Number of women not involved in decision making before intervention subtracted from number of women and girls involved in decision making after intervention | 0 | 20 | Records from political parties Progress report Survey report Commitments from stakeholders | Annual | Project Team | Annual report |
| Outcome 3 1. Increased percentage of empowered women and girls with adequate skills and information on leadership, economic independence and SRHR to enhance their leadership competence | i) Number of women and girls taking leadership roles and exhibiting competence in their immediate environment and/or beyond ii) Number of women and girls with enhanced leadership competence, successfully managing their businesses. iii) Number of women and girls empowered with information and skills on SRHR to advocate for women and girls right in their various communities and beyond | Number of women not empowered/reached before intervention subtracted from number of women and girls empowered/reached after intervention | 000 | i. 100 ii. 100 iii. 150 | Attendance sheet at trainings Progress report Pre/Post Evaluation test Survey report | Quarterly | M&E Officer, Project Team | 6 months report |
| Output 1 1.1a. Women and girls trained in leadership skills in crisis situations, peace building and conflict resolution 1.1b. Women and girls mentored and informed on how to monitor early warning signs to proactively promote peace in crisis situations. 1.1c. Research carried out in communities know the preparedness of women and girls during crisis situations and how they handle the issues 1.2 Advocacy on peace building and conflict resolution carried out to stakeholders to ensure that peace is restored and maintained in areas where there are crisis situations and their preparedness 1.3 Awareness on peace building and conflict resolution carried out through various media channels | a. Number of women and girls trained quarterly and on-demand on leadership in crisis situations, peace building and conflict resolution, b. Number of women and girls given mentoring support quarterly and on-demand to monitor early warning signs c. No of research carried out in communities know the preparedness of women and girls during crisis situations and how they handle the issues d. No of advocacy visits conducted on peace building and conflict resolution I. Number of stakeholders committed to conflict resolution e. Awareness on peace building and conflict resolution carried out through various media channels f. Number of people reached through Social media with messages on conflict resolution g. Number of call-in during live radio programs | Number of women and girls not empowered before intervention subtracted from number of women and girls empowered after intervention | 0 | 50 | Progress reports Action plan/commitments from stakeholders Social media metrics | Quarterly | Project Team | Quarterly report |
| Output 2 2.1 Research conducted to unearth barriers and motivations to girls participation in decision making processes, participation of women in politics, and representation of women and girls in governance. 2.2 Advocacy carried out to target key stakeholders including men, youth, traditional and religious leaders, CBOs, FBOs, state and federal actors to increasingly provide adequate support for women contesting for leadership positions. 2.3 Media engagement and awareness creation on the inclusion of women in politics and support them to take leadership position | a. .Number of Research conducted b. Number of women and girls given leadership and mentoring support quarterly and on-demand. c. Number of stakeholders committed to increased inclusion of women in leadership position d. Number of TV ads developed e. Number of radio jingles developed f. Number of social media content developed g. Number of people reached through media campaign h. Number of call-in during live radio programs | Number of women and girls not empowered before intervention subtracted from number of women and girls empowered after intervention | 0 | 20 | Survey reports Pre/Post test Attendance sheets at meetings Progress reports Commitment form Social Media Metrics | Monthly | Project Team | Quarterly report |
| Output 3 3.1.a. Trainings carried out on – skills acquisition; entrepreneurship; leadership development, and SRHR. 3.1.b. Vulnerable and hard to reach girls empowered with skills and knowledge on sexual and reproductive health rights (covering topics on Violence against women and girls, Sex and family health, and existing and new policies that protect the rights of women and girls.) 3.2. Awareness campaigns through online and offline means geared towards sensitizing women and girls on new and existing policies that bother on SRHR. | a. Number of trainings conducted. b. Types of training conducted c. Number of women and girls trained d, Number of vulnerable and hard to reach girls empowered with skills and knowledge on SRHR a. Number of TV ads developed b. Number of radio jingles developed c. Numebr of social media content developed d. Number of people reached through media campaign e. Number of call-in during live radio programs | Number of women and girls not empowered before intervention subtracted from number of women and girls empowered after intervention | i. 0 ii. 0 iii. 0 | i. 100 ii. 100 iii. 150 | Attendance sheets at trainings Pre/Post Test Survey reports Progress reports Social Media Metrics | Monthly | Project Team | Semi-annually |
- RESOURCE MOBILIZATION PLAN
| RESOURCE MOBILIZATION PLAN | |||||
| GOAL | Task | Objectives | By when | Who | Resources needed |
| Access fund available for women rights programming in Government Institutions | Weekly monitoring of funding opportunities availed by government | To keep up to date with funding streams for timely application | Weekly | Project officer Communication officer | Mobile data |
| Set meetings with governments officials for fund raising and partnership opportunities | To share WEPBI successes and pitch interest in partnership with the government in delivering for women and girls | Bi- Weekly | Executive Director, Communication officer | Communication Transport Success stories Newsletters | |
| Establish proposal development plan and committees to access donor funds | Inaugurate proposal writing committee | To share roles and responsiblilities for proposal writing | November 2020 | Executive Director, | N/A |
| Develop proposal writing workplan | To share timelines, roles and responsibilities for proposal writing | November 2020 | Programme officer | N/A | |
| Monitor funds available for women rights programming | To stay up to date with information on funding for timely application | Daily | Program officer, Communications officer | Internet data | |
| Weekly write-shop for proposal development | To increase chances of funding through submission of proposals | Weekly | Program officer, | Internet data | |
| Establish an alternative funding mechanism | Establish Leadership Academy | Provide women and girls with leadership skills while generating funds from registrations and issuance of certificate | November 2020 | Executive Director | Funds, staff, Space, partnerships |
| Establish Leadership summer camp for in-school girls | Provide women and girls with leadership skills while generating funds from registrations and issuance of certificate | May 2022 | Executive Director | Funds, staff, Space, partnerships | |
| Establish WEPBI microfinance bank | September 2022 | Executive Director | Funds, staff, Space, partnerships | ||
| Establish a skills acquisition center for production and sale of goods and services | Provide women and girls with skills for production of goods and services while generating funds from registerations and issuance of certificate. To generate funds through provision of platform for sales of products | May 2022 | Executive Director | Funds, staff, Space, partnerships | |
| Increase funding stream from community sponsors | Set meetings with community sponsors for fund raising opportunity | To share WEPBI’s success story and solicit for sponsorship to help WEPBI stand for women and girls | Quarterly | Executive Director, Communications Officer | Communication, Transport, Newsletters, Success story |
| STRATEGIC OBJECTIVE 1: To build the leadership competence of women and girls in proactively promoting peaceful coexistence within their households, communities and society at large | ||||
| Activities | Quarterly | Yearly | 5 years | Projected cost in NGN |
| Capacity Building to train women and girls on leadership in crisis situations | 9 | 36 | 180 | 20,880,000 |
| Research to ascertain the roles of women in crisis and conflict resolution matters in their communities | 6 | 24 | 120 | 9,700,000 |
| Advocacy developed to target community members involved in conflict crisis situation | 6 | 24 | 120 | 12,000,000 |
| Media Campaign to inform women and girls on their roles in ensuring peace | 9 | 36 | 180 | 9,425,000 |
| TOTAL | 54,005,000 |
- FNANCIAL PROJECTION
| STRATEGIC OBJECTIVE 2: To strengthen institutional systems and processes that will enable women access leadership positions and participate in decision making | ||||
| Activities | Quarterly | Yearly | 5 years | Projected cost in NGN |
| Research to discover the motivations and barriers to girls participation in decision making processes | 3 | 12 | 60 | 4,850,000 |
| Advocacy plan developed to target key stakeholders including men, youth, CBOs, FBOs, state and federal actors | 6 | 24 | 120 | 12,600,000 |
| Media Engagements to create awareness on the inclusion of women in politics | 9 | 36 | 180 | 9,425,000 |
| TOTAL | 26,875,000 |
| STRATEGIC OBJECTIVE 3: To empower women and girls with adequate skills and information on leadership, economic independence, and SRHR to enhance their leadership competence | ||||
| Activities | Quarterly | Yearly | 5 years | Projected cost in NGN |
| Capacity building to train women and girls and advance their leadership qualities | 18 | 72 | 360 | 36,000,000 |
| Media Advocacy to sensitize women and girls on new and existing policies | 9 | 36 | 180 | 9,425,000 |
| TOTAL | 45,425,000 |