Justification for these strategies


In 2013, NNNGO started its Strategy 2013–2017, which was approved by Board and ratified by members at the 2012 AGM.

The strategy has three themes: Advocacy and Leadership, 3rd sector development in Nigeria, Strengthen and build the capacity of NNNGO to deliver on its vision and mission., each with a set of strategic goals and an outline of how we will achieve them.

Download strategic plan.



Our goal: We will provide the platform for Nigerian NGOs to influence national policies, make contributions to policy design and implementation in order to help realise sustained economic development across the country. We want to see the proportion of those living on less than $ 2 in Nigeria halved by 2015.

Objective: Focus on a comprehensive program of advocacy work targeted at small number of carefully researched, well chosen and agreed issues. We will develop understanding of the issues amongst our membership, develop campaign and advocacy strategies and will act as a voice for the sector.

We will strengthen the capacity of our members to hold governments accountable on policy design, implementation and financing. We will focus on the use of ICTs in engaging citizens to hold government accountable. We will engage and support collaboration and alliances with various thematic networks in the country.

Outcome: Sustained pressure on the demand and supply side of governance based on thematic issues. Civil society organizations and citizens effectively holding government accountable on delivery of essential services

Governments at all levels fulfilling their electoral and international development obligations in the areas of good quality health services, education, job creation, infrastructure development and security. Evidence based knowledge on the impact of government policies gathered from the field and used for advocacy purposes.

Impact: Nigerian citizens have access to improved service delivery. Number of Nigerian’s living in poverty halved by 2015.

Justification for these strategies:

The level of underdevelopment continues to grow in Nigeria with the country already backsliding in many of its development related goals. Poverty in Nigeria continue to be on the increase with the recent statistics putting the figures at 70% for a population of over 155 million (July 2011 estimates on Wikipedia.com). About 25,000 people die every day of hunger or hunger-related causes, according to the United Nations.

This is one person every three and a half seconds. Yet there is plenty of food in the world for everyone provided our leaders will put on the right political will and put in place policies that can help eradicate poverty.

Service delivery is at its lowest ebb in Nigeria with citizens having difficulties accessing basic and essential services such as health care, education, electricity and water. There is wide gap between the rich and the poor and deepening culture of corruption within the Nigerian public sector space.



Our goal: Promote a vibrant, professional, collaborative, highly effective and accountable NGO sector in Nigeria.

Objective: We will develop and deliver various training modules on NGO management and facilitate the linking of our members and their staff to practical hands on capacity building training. We will facilitate robust dialogue and discussions amongst our members on a thematic basis to share best practices, resources and learning across the Network. We will through our code of conduct set and champion standards of good practice, transparency and accountability. We will work in alliance with other networks and the Government of Nigeria to evolve an effective regulatory framework for the 3rd sector.

Outcome: Improvement in the delivery of organizational objectives by our members.

Effective collaboration between members and increased learning. NGOs paying more attention to their own accountability and putting in place robust accountability mechanisms within their organizations.

A set of code of conduct developed and agreed as a framework for measuring the accountability of member organizations.

The space for civil society activities to thrive and flourish is protected and the independence of NGOs guaranteed.

Impact: Nigerian citizens have access to improved service delivery. Number of Nigerian’s living in poverty halved by 2015.

Justification for these strategies:

The contribution of civil society organizations to the development of the country can’t be overemphasized however in a number of cases, NGOs are weak or play more of an oppositional rather than operational role and this has created a culture of suspicion between government and civil society organizations.

Collaboration and resource sharing amongst NGOs needs to be strengthened as in most cases organizations are interested in taking all the “glory” without wanting to share as this is believed to be the best way for them to maintain organizational visibility.

As the economic crises bites harder and the funding terrain becomes more difficult to access collaboration and resource sharing is an important tool in mitigating the effects. Recent trends in aid effectiveness have seen an increase in the call for civil society organizations to become more transparent and accountable in the use of funds and in reporting to their stakeholders.

Recently some Nigerian NGOs were asked to refund monies that they could not account for under the Global Fund. The Nigerian National Assembly has also indicated its readiness to enact a law to regulate the activities of NGOs and donors in Nigeria


Strengthen and build the capacity of NNNGO to deliver on its vision and mission.

Our goal: We will build an organization that is professionally focused, representative of the sector and respected as a voice for the 3rd sector in Nigeria. .

Objective: We will grow the membership of the Network through targeted campaign aimed at bringing in new members and retaining old members. We will pay deliberate attention to the brand and communication needs of the organization in order to raise its profile and reputation. We will clearly align our resources, governance and management structures and processes to support achievement of our strategic directions. Our planning and budget process will be linked to our agreed strategic directions. We will continue to develop a vibrant, seasoned, effective and well supported Secretariat capable of implementing this strategic plan. We will effectively monitor and evaluate our work to determine how well we are performing and how we can better re-tool where necessary in order to make impact.

Outcome: Diversity and national reach in the membership of the Network. The NNNGO brand easily recognized and respected within the 3 rd sector in Nigeria and amongst the public and private sector.

Effective management of the Networks resources and implementation of the strategic plan

NNNGO consolidates its position as the first generic membership based organization for civil society organizations in Nigeria

NNNGO is increasingly recognized as a voice of the 3rd sector in Nigeria.

Skilled workforce capable of leading change produced. Monitoring and evaluation of NNNGO activities and plan of action for results and impact.

Impact: The Nigeria Network of NGOs becoming more effective at fulfilling its vision and mission.

Justification for these strategies:

As NNNGO clocks 20 in 2012, it is important for it to take on more leadership role in steering the activities of NGOs in Nigeria with a view to becoming a respected voice for the 3rd sector.

Expanding its membership base to capture as many NGOs in Nigeria under its membership will ensure there is reach in terms of mobilization of the critical mass of people to advocate for change within communities and at the national level. An effective work force is imperative to the success of this plan, doing this will require deliberate efforts at ensuring staff members are trained to be able to deliver on the outcomes of the framework.

RESULTS: NNNGO Strategic Plan 2013 to 2017

The projects Nigeria Network of NGOs works on usually do not show immediate results; they are long term processes which might take years or even decades. In order to show that these efforts are yielding and that they do pay off in the long run we selected some inspiring results and outcomes as we implement the Networks 5 year’s strategic plan.

Learn about some of the results achieved so far in the implementation of our strategy here