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.

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.

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;

1. 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.
2. 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.
3. 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.

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Footnotes:

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Top findings from 7 African Countries;

Liberia

1. 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.
2. 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:

1. 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.
2. Corruption in the Niger Delta Development Commission (NDDC) that involved allocation of funds to combat COVID dated before COVID-19 happened.

Kenya

1. The Auditor General’s special report on Kenya Medical Supplies Agency (KEMSA), revealed that, the following procurement procedures and processes were violated:
2. 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

1. 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.
2. 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

1. 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.
2. 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

1. 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

1. 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.
2. 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.

Ani, Nwachukwu Agwu

President Buhari could leave a disreputable legacy if he does not assent to the Federal Audit Service Commission Bill (FASCB)

Perhaps, because President Buhari is a retired General, many Nigerians see him as a strongman. He was a Brigade Major at the 3rd Infantry Brigade in Nsukka during the Nigerian-Biafra war. Later on, in 1983, he plotted a successful coup d’état that aborted Nigeria’s Second Republic on claims of widespread corruption. Of course, coups begets coups. General Buhari was later toppled. Today, he is a politician, an elected president,  a “democrat”.

Being careful of his new image, the president is uncertain of how he will be remembered after his tenure. He wants to be treated fairly and kindly by history, Nigerians and indeed humankind. Having won elections in 2015 and 2019, he knows that being remembered as a military dictator is no longer fashionable. Could he successfully erase his past as a coupist that overthrew an elected government.

It is no news that political leaders want good legacies after active service. They want to be reckoned with as builders and statesmen who provided public services and listened to the people. But this is not the norm in Nigeria’s political sphere. Otherwise, why are they not uplifting lives, creating wealth and respecting the social contract as obtainable in advanced democracies?  Instead, many of them promote political vulgarity; corruption, mistrust and poverty. If politicians passionately care about what legacies they would leave behind, they would govern differently. But good legacies aren’t cheap.

World history teaches us that when President Franklin D. Roosevelt presented himself for election in the middle of the great depression, he knew the challenges, risks and opportunities but he dared. With time,  he succeeded – becoming the 32nd President (1933-1945) of the USA. Against the odds in this era, President Roosevelt helped Americans regain faith in themselves and their systems by defeating the great depression – the worst economic crisis in America’s history. Also, he famously “ended” World War II.

Back to President Buhari. In Nigeria, our dilemma is corruption – how to end public theft. In 2015 when the President presented his tripodal agenda: Reducing Insecurity, Fighting Corruption and Economic Diversification; upon which he defeated an incumbent president, Nigerians believed him and gave him the constitutional mandate. As such, President Buhari’s legacy would be judged by the tripodal agenda, especially “Fighting Corruption”.

Nigerians would remember him for his anti-corruption policies and positions, including his action or inaction to implement the Federal Audit Service Commission Bill (FASCB). The bill was passed by the National Assembly (House of Representatives – April 2016 and Senate – May 2019) and transmitted to him for assent. Since then, the President has neither assented (signed it into law) nor declined assent. The President’s silence on FASCB is worrisome because corruption continues to rob Nigerians of opportunities to live prosperous lives.

Historically, before the military intervention of 1967, the Audit Ordinance of 1956 was the statutory instrument empowering the Audit Office to discharge its mandate. At the time, the Audit Office had fewer encumbrances and discharged its responsibilities effectively and efficiently. Military interventionists changed the landscape of audit administration by abolishing the National Assembly that houses the Public Accounts Committee in democratic administrations.

In the second republic (1979 to 1983), appreciable progress was made through the 1979 Constitution to re-engineer and re-position audit administration in the country. The 1979 constitution gave the Audit Office extensive powers to audit all public funds and public institutions without exception. For example, section 79(2) of the 1979 constitution states inter alia: “The public accounts of the Federation and all offices, courts and authorities of the Federation, including all persons and bodies established by law entrusted with the collection and administration of public money and assets, shall be audited and reported on by the Auditor-General”.

Sadly, the coup of 1983 led by the General Buhari-Idiagbon regime brought a serious setback to the Audit Office and audit administration. In the Buhari-Idiagbon regime, the powers of the Auditor-General were watered down with the promulgation of Decree 17 of 1985 that prevented full audit coverage of public funds and institutions. Without doubts, this provision that exempts some agencies from the scrutiny of the Auditor-General is an impediment to effective public audit administration in Nigeria.

Since the fourth republic (from 2001 till date), the National Assembly has spent huge resources – material and otherwise, to amend Nigeria’s audit law, but none of these efforts has been successfully done. The failure of successive administrations to amend or enact a modern audit law to complement the provisions of the 1999 Constitution is a major impediment to the effective management of public funds. 

Nonetheless, President Buhari has a window to right his past wrongs. He should exploit the renewed agitations by Nigerians and civil society led by Connected Development (CODE) under its Money Trail Project to append his signature to the Federal Audit Service Commission Bill (FASCB) and give the commission all required political backings to subject all government agencies to yearly audit processes, scrutiny and accountability. There is no better way to fight corruption than instituting process-led anti-corruption policies or laws and giving teeth to the laws.

For three reasons, President Buhari has a moral burden to sign the FASCB. First, it will largely influence how he will be remembered. Two, a new audit law will redeem and repair his infamous role in the past when he enacted Decree 17 of 1985 which effectively withdrew the power of the Auditor General to audit statutory agencies, commissions, established by law.  The third reason is the institutionalisation of the rule of law in resource/fiscal governance – that no government agency can afford fiscal recklessness and go scot free. The ball is in his court!

Like President Roosevelt, Buhari should help Nigerians regain faith in themselves and their systems especially in this era of pervasive depreciation of trust in public institutions – ministries, departments and agencies. For this to happen, the Federal Audit Service Commission Bill (FASCB) should be signed into law without further delay or complacency. This is one way President Buhari will be remembered!

Author: Ani, Nwachukwu Agwu: Mr Ani writes from Enugu. He’s a doctoral candidate at the Institute for Development Studies (IDS), University of Nigeria. He can be reached via his email: nwachukwu@gmail.com.

CODE is pleased to celebrate the appointment of its Senior Legal Adviser, Nnanna Oketa Esq. as a member of the newly established Corporate Counsel Forum of the Nigerian Bar Association (NBA), alongside Seye Kosoko, the Company Secretary of FBN Holdings PLC, as the Chairman.

Beyond advising the Board and CEO on regulatory frameworks, statutory requirements and compliance, policies and internal control systems, Nnanna Esq., is also the In-House Counsel (Deputy Manager – Special Projects) of the Niger Delta Power Holding Company (NDPHC) where he offers and applies his legal expertise on Legal and Regulatory Advisory on Projects and Infrastructure, Securitisation and Corporate Finance, Gas and Power Resale Contracts, including Cross-Border Sale of Power.

In addition, we commend the NBA President, Olumide Akpata Esq., for driving a united, progressive, courageous and citizen-centric Bar, and for the recent establishment of a Lawyers With Disabilities Forum to effectively advocate for issues concerning Lawyers with disabilities, appointment of young lawyers into several fora and committees, and the creation and appointment of young lawyers as permanent observers at the National Executive Committee (NEC) of the NBA.

We are in no doubt that Nnanna Esq. will continue to leverage his decade-long multi-sectoral experience in corporate legal advisory to bring invaluable contributions to the development of this new Forum as they drive issues concerning corporate counsels and governance. 

Once again, a heartfelt Congratulations to you, Nnanna Esq. from the CODE family and we wish you greater and exciting feats in the future.

CODE and OXFAM are implementing a project on the Power of Voices Partnership (PVP) fair for All project within 6 extractive states- Delta, Imo, Akwa Ibom, Cross River, Rivers and FCT. The project seeks to build capacity and raise awareness on the socio-economic costs associated with the Nigerian extractives sector.

PVP will focused on advocating for improved governance in the sector to ensure that corporations operate in human rights and conflict-sensitive demeanour. This project seeks to address by building new structures and strengthening existing ones to achieve sustained efforts and interventions across communities, the private sector and the government. Influence policy debates and other initiatives to ensure sustained and judicious management of tax revenue, other revenues within the extractive sector while promoting accountability.

The Power of Voices Partnership (PVP)- Fair for All (F4A) program, therefore, shall be used to amplify civic education and advocacies to promote:

1. Prudent management of natural resources (oil and gas)
2. Participatory budget
3. Fiscal transparency
4. Fair natural resources governance
5. Economic literacy
6. Fair taxation that energizes voice(s) of socially oppressed and marginalized segments of society, particularly, women, through:
7. Gender justice.

Other programmatic propositions are;

1. Fiscal inclusion through participatory needs assessment (community and shadow budgeting),
2. Tracking of expenditures (public procurement) mobilizing for fair taxation and participatory democratic rights and empowerment through (collective) voices. 

Through PVP, CODE will strengthen community voices and increase awareness on the socio-economic costs of challenges within the Nigerian extractives sector pertaining to the marginalisation of host communities. It will also advocate improved corporate governance in operations and the management of human rights in these communities.
 
One of the objectives of the project is to promote transparency and efficient management of State budgets for the extractive sector. 

To achieve the project objectives our team will strengthen the capacity of local organizations and citizens to increase the level of accountability of public actors within the extractive sectors. The project also seeks to raise awareness within the civic space, schools and the public through outreaches and followthemoney radio.

The United Nations has granted CODE special consultative status with the Economic and Social Council. The Non-Governmental Organizations Committee made the selection as a continuation of its 2021 regular session.  CODE was one of 65 organizations granted general and special status to attend meetings of the Council and issue statements.

The consultative status provides NGOs with access to not only ECOSOC, but also to its many subsidiary bodies, to the various human rights mechanisms of the United Nations, ad-hoc processes on small arms, as well as special events organized by the President of the General Assembly. 

Having fulfilled the requirements proffered by the 19-member Committee, CODE is excited to begin attending exclusive meetings of the council. According to the Chief Executive, Hamzat Lawal, “CODE’s selection offers the opportunity for partnership to advance sustainable development in Nigeria.”

The United Nations Economic and Social Council as a meeting point for partnership to advance the three dimensions of sustainable development – economic, social and environmental. Now in its 75th year, it is regarded as “the central platform for fostering debate and innovative thinking, forging consensus on ways forward, and coordinating efforts to achieve internationally agreed goals.”

It all started with a little discomfort in my chest which then grew into an excruciating pain over a few days. I woke up one Wednesday morning and I couldn’t bear it any longer. The pain in my chest had spread to my left upper body making that part go numb, it even became painful to breathe! This made my whole being scream for oxygen while I trusted the Almighty to keep me alive.

I was up at 5 am to fix my children for school. I was able to whip up breakfast and prepare their school lunch bag. 7 am saw me driving my pain-ridden self to the clinic. I got to the clinic at a quarter to 8 am. I managed to walk up to the entrance, only to be given a tally number with 21 on it and was asked to wait. 

In my painful state, I gently explained to the security guard at the door that it was an emergency and I needed to see a doctor as I couldn’t breathe properly. He politely answered that he was following instructions not to let a patient in until 8 am and I needed to go join the queue  (with numbers 1 to 20) at the waiting cubicle beside the building. Sadly, I looked at my wristband that showed 7:48 am and decided to sit by the stairway. 

My guy (security man) pleaded with me not to sit there and that I should go join the rest in the waiting cubicle. I pleaded with him in return, tears streaming down my face. I explained that I was in pain and wouldn’t be able to make it to the cubicle and back to the entrance. I promised not to get in his way. I guess we are all human because he looked at me, said OK, and told me he was sorry about the pain.

I sat there and watched the clock ticking, some people with express permits (e.g Clinic staff, visitors with food baskets) walked past me and the electronic door parted for them revealing the inside of the reception I longed to get into. 

At 7:56 am, I informed the security guys that it would be a good time to start calling us in. My new friend said not until 8 am on the dot and I had to swallow my pain, sit and continue watching time tick by. By 8:05 am, a man in a black suit and tie walked up to us. By this time, everyone in the waiting cubicle had assembled right in front of the stairway waiting to be called. I was lucky number 21 and was called during the first batch.

Getting through the card desk and checking my vitals at the nursing station took another 10 minutes and I was told to see the doctor in Room 6. Between me being in pain, running out of breath, crying, and explaining my symptoms to the doctor who was staring at me “one kind” perhaps thinking I was overreacting. He was trying to downplay my symptoms to bad sleeping posture. He then said he was going to give me something for the pain. I asked him if he wouldn’t do a chest scan to check what was going on inside of me because my upper body was in turmoil. I felt like all my organs had dropped into my stomach. 

He said he would rather have an X-ray and also invite a senior colleague of his to check me out. He stepped out and in a minute returned with another doctor who examined me and said they should place me on admission for observation and a series of tests would be carried out to determine what was causing the discomfort. I was immediately taken to the female ward, placed on admission, and treatment began.

Twenty-two hours down the line, a concrete diagnosis was yet to be made and I was still in this excruciating pain that I thought was about to take my life. The doctors and nurses kept coming in and going out of the room having managed conversations with me, needles jabbing into me from all angles, drips passing through my veins into my body. Still, I felt no comfort. Finally, a CT scan was done and a diagnosis was made. There was a decision to transfer me to a pulmonologist so I could get the proper treatment I needed. By 12:40 pm on Thursday, I met with the specialist and by 2:15 pm I was checked into Room 412 which would be my place of recovery for the next 7 days.

My experience with the Nigerian health care system has not always been something to write home about. Our lack of emergency response to serious life threatening situations and even situations that seem not too serious can be heartbreaking and have a negative impact on the mental state of the person in need of help. Oftentimes, this leads to avoidable fatal outcomes. A few healthcare centres have picked up the pace in their response to emergencies but a lot more needs to be done to address the nonchalant attitude expressed towards dire conditions that some people find themselves in. 

Looking back, Room 412 wasn’t only full of pains, needles, and medication but it availed me a space to be alone with myself, time to reflect, sleep and rest, and a pseudo-vacation where I was pampered by great doctors and a lovely nurse, wonderful hospital staff, family, colleagues,  and friends. I will surely miss my 7 days in room 412 and I will miss the nice people I met whilst recuperating.

I am dedicating this piece to doctors and nurses and all health workers in Nigeria doing their best to help the sick find healing and comfort. 

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.

Follow The Money is strategically decentralizing its operational structures to allow zonal champions to own the vision and encourage massive volunteer recruitment at the community level. To achieve this, the management of CODE organized a one day “zonal convening” for its FTM state leads in the 6 geo-political zones in Nigeria.

The sessions were designed to review challenges of lack of access to information and other issues that are peculiar to each region, compile success stories and develop strategic plans. These are efforts to strengthen the capacity of regional/state leads and FTM champions to be able to drive the vision of the initiative and achieve needed results with focus on FTM’s Theory of Change. 

The Capacity-building session with CODE’s Community Engagement Director, Busayo Morakinyo, set the tone for understanding CODE’s value and service delivery to her constituencies. “One of the goals of the organization is to strengthen the capacity of her state and local champions and help them grow to be able to demand transparency and accountability from the government.” Mr Morakinyo also emphasised the importance of participatory community mobilization and facilitating information sharing through community champions.

Topics on government data-mining, budget reviews and policy formulations were also discussed. The need for strong collaboration and partnership with community-based associations, youth groups, and community leaders using advocacy, to strengthen community engagement.

Participants also learnt about funding, idea generation, using social media as an advocacy tool to drive change and mobilising citizens.