Report of the Strategic Thinking Leadership Training For

Nigerian Youth South – South Zone 

1^st- 14^th June 2001 

Metropolitan Hotel Calabar 

Report One^[1]:  Summary and Matters Arising 

The first of the series of Zonal trainings, the South - South Youth training, was held from 1^st- 14^th June 2001 at the Metropolitan Hotel Calabar.  A total of 7 resource persons served as facilitators. Three as full time resource persons and the other four as anchor persons for support sessions - these are buffer sessions meant to reinforce the learning process.  

These were drawn from many communities within the Niger delta, the bulk of which is located within the South –South geo polity. Specifically, the six states of the South-South were represented. Selection of participants was informed by the need to represent as equally as possible each key element of diversity in the geo political zone: gender, ethnic group, organisational focus and activism. A total of 13 women and 11 men participated in the training. Participating organisations included student unions, traditional councils, youth help organisations, Community based and NGOs.^[2] 

3. The Training framework   

A strategic thinking dynamic and concern for harnessing knowledge of fundamental human rights to strengthen its application to a process of positive change informed this framework. Individuals and organisations are encouraged to work with communities and groups for the conservation of their resources. Hence an awareness of human rights is linked to peace building, Community development and policy advocacy.  The specific content of the training are as follows: 

Human Rights frameworks, Personal Empowerment, Leadership and Followership, Organisational Development, Community Building, Conflict Management and Negotiation, Advocacy and Influencing Policy, Action Plans, Evaluation^[3]   

4. The Training Methodology 

This was very participatory and adult learner centred. The training drew inferences from the experiences of participants. Techniques that reinforced knowledge in an atmosphere of fun learning were employed. These included, dialogues, group work and case studies. Other techniques were brainstorms, audio- visuals, the experiential and games. Participants provided most of the energizers, in which every one participated.  Training sessions ran the whole day from 9am – 6pm. 15 minute breaks were built in between lunch and dinner to boost energy level, while 1-2 hours were allowed between dinner and the evening sessions, which were informal. Videos and blind questions ‘pass the basket’ techniques that allowed participants to unwind were employed, Participants also acted as facilitators by lending their perspectives to issues raised.  Session objectives are stated at the beginning and reiterated at the end of the sessions. Learning Points are also enumerated during and at the end of each session. The next day’s session also began with a re-cap of the day before.  

5.  New Dimensions 

i. Encounter with a Forester: Tunde Morakinyo a Forester on a retreat was wooed out to give a 15-minute talk on practical interventions to saving the environment. The key challenge was on how to use environmental resources for economic advancement without depleting them.  One strategy identified was sharing information. If people are taught the true economic value of the resources in their environment, they will protect them better. Knowing the true market value of Ogbono^[4] would make it a valuable economic resource and the people are then encouraged to protect the soil on which it grows. 

ii. Information Technology: IT skills sessions (3 in all) were held in a business centre / cyber café where participants were introduced to the realities of the IT challenges in Nigeria. This included having to wait in line for your mails, sharing computers as well as connectivity difficulties. The idea of a cyber café was to demonstrate to participants, many of whom were not conversant with the computer, that you do not need to know how to use a computer before you can access the Internet for human rights work.  

This was an informal session that opened our eyes to the stereotypes we think to be the norm and other diversities we do not always acknowledge; like those of gender and generational differences. Learning point; being different could be an added value, not a threat. Participants resolved to share information on this lesson with members of their communities.  

 A variation to the training was a session, which allowed participants showcase their skills and abilities. These ranged from an awareness of cultural values, musical skills to humour. Others were presentation skills and physical exercises. The aim was to begin an appreciation of our potential and our cultural diversities. To see culture as a multi-thronged dynamic where we all can learn from one another. A CDD song was born out of the evening. 

 8. Policy Dialogue 

The dialogue was an interface with the youth leaders participating in the training. The theme of the dialogue was, building a critical successor generation. The panel was drawn from the legislature, executive, traditional institutions, and the civil society. It was agreed that closely working ties need to be forged between the youth and the leaders by involving them in decision making and listening to their aspirations. The chair of the Cross Rivers State House Committee on Business and Rules Honourable Bassey Ewa agreed to work with the youth on environmental conservation, specifically, the Mangrove forest.  

9.  Advocacy Visits 

Cross-River State Broadcasting Corporation (CRBC) 

i.  Participants were able to visit the Cross River state Broadcasting Corporation. CRBC.  The media is an important tool for advocacy. One major problem unraveled, however has to do with the commercial nature of the media where the highest bidder is news. Participants asked how then will the media protect the masses of people if they cannot pay to have their aspiration represented as news.

ii. Girls Power Initiative (GPI) 

The visit to Girls Power Initiative introduced those participants who had not been to GPI before to the concept of adolescent female capacity building. For those who already knew about GPI’s work, they were able to observe the framework of information, mentoring and transfer of skill through peer educators as delineated by the Executive Director Dr. Bene Madunagu. The GPI is a non-governmental non-profit making, non-sectarian and non-religious organisation. GPI focuses on the education, leadership and other non-sexist life management skills as well as information on sexual and reproductive health and rights of adolescent girls aged 10 –18 years in Nigeria. The initiative to inculcate critical consciousness and develop capacity for gender analysis is key to strategic thinking leadership training as ours.      

iii.  The War front: At the opening evening of the workshop, when participants were informed that they would be visiting Bakassi Local Government, a community on water, there was a lot of apprehension in the room. Organisers had reassured all that the matter would be revisited only with the utmost consideration of all dimensions to it. By the10th day of the leadership training, participants had learnt that leaders do not run away from challenges but rather seek creative ways of meeting them. To identify with the people, we must see how the people live. The result was that participants became eager to visit Bakassi. The organisers had also taken care of all contingencies; the time spent on water was minimised to 13 minutes by going to Ikang a neighboring town on land and then by boat on the Creeks to Archibong.^[5] Archibong was an eye opener for participants. We did not reckon with the fact that Bakassi was a war front until we had sent an advanced party to Archibong to inform the community of our intention to visit.  We then learnt that we had to inform the commanding officer in Calabar Colonel M.B. Muazu.  

 We arrived the community at 12 noon and met with the elders and some of the students. The head prefect told us that they were fortunate to be in school as the rest of them were on the farm or on the seas helping their parents. Those in school and those away were given some notebooks and pens to aid them in their work. There was a 15-minute advocacy dialogue on the need to vote for credible leaders. Students were also advised to teach their parents on the ills of Female Genital Mutilation, as it could lead to diseases, infertility and death. 

iv. Cross Rivers State House of Assembly 

A logical conclusion to the session on accessing the structures of the Legislature for advocacy was a visit to the Cross River State House of Assembly. Here, the Clerk of the House took participants round the various chambers. There was an interactive discussion on the house structures and the legislative process. 

10. Roles for our Alumni 

Some alumni of the Youth Training and the Women’s Leadership Programme were present at the opening evening to give solidarity. One alumnus served as co - facilitator at the training, while two others served as our link persons to facilitate contact with participants for the training. Many of whom had no contact addresses. 

At the first planning meeting, we aimed to build a team of trainers who were versatile in their areas of training. In addition we also wanted people who were politically conscious enough to share in our dream of a critical successor generation. A measure of this commitment was their willingness to give back to the process.  In addition to being ready to be summoned to train in any part of the country whenever the need arose, they were also to participate in designing a draft training manual.  Work has finally started on the draft manual with each trainer contributing sections. In addition, two trainers have offered to do a documentary and a promotional CD on our training. 

      12. Challenging Action Plans 

Having had these 14-days to improve myself I hereby make the following commitments.  

Some participants have resolved to carry on the work in Archibong village on campaigns against Female Genital Mutilation (FGM), responsible leadership amongst the youth and the elected. Conflict resolution skills will also be put to use to transform latent and current conflicts.  

Samples of action plans are as follows: 

*I will carry out a self-assessment / Organisational SWOT analysis 

*Work to resolve the crisis in the National Union of Ogoni students between July and September 2001 

*Do a Gender sensitization workshop for men  

*Advocacy visit to community on harmful effects of FGM 

*Do a documentary film on three communities in the Niger Delta. For greater details on action plans, see appendix 1. 

13. Promotional Materials 

The training tools readers, workbook rucksacks bore the CDD name and logo. In addition we had t-shirts and caps customized for the programme. The materials were tagged Building a Vanguard for Democratic Development. These served for solidarity and security especially at the war - front where the soldiers could easily identify us as a civil society group. It was also given as mementos to all those persons who contributed in one way or the other to the success of the workshop beginning with the policy dialogue, the media and legislative visits. 

14. Evaluation issues and new challenges:  

i. Action Plans 

While it is strategic to have participants draw up action plans, an important aspect of this is follow up on action plans. The question was posed to participants about how soon they would expect a follow up action from CDD. It was collectively agreed that there should be a reminder two weeks after training. (This has been done already). Substantive follow up will commence six months after training  in December 2001.  

ii. The need to fund raise for other regional trainings: There are eight trainings planned in all: Two nationals and six regionals.^[6]  The first national designed as a test case has held in Abuja in October 2000.  The second national is planned as a TOT for a selection of participants from the zones and the first national at the end of the trainings. So far, we have held one zonal training - the South- South. We are also anticipating funding for another round of south - south, which is important, given the challenges of the region. We however need to fund raise for the rest of four zones. Since North east is covered already.  

iii.Use documentation to raise awareness about our work  

Most of the events have been captured through photographs and videotapes. Other sources are evaluation; action plans forms, and workshop report In addition, we can produce documentaries and Compact Discs for sale and for the purposes of promotion.  This is also useful for evaluation and report back to funders. We are exploring possibilities with two of our trainers Titi of ABANTU and Tor of YARACS.   

iv. Greater reach for participation  

We are particularly challenged by adequate reach up country. States in the North East and some parts of the North West do not respond adequately to call for nominations. We may want to carry advertisements in CDD news. For now we utilise our network of alumni, we also distribute them at conferences and workshops. With a better funding base, we may want to advertise in northern newspapers. 

v. External evaluation 

This is a constant challenge of ascertaining the impact of our work. One key avenue of doing this is together with our beneficiaries, through a monitoring of their action plans. All are agreed on a time when monitoring should begin, this gives opportunities for feedback. We are also planning on setting up a computer list serve for both our youth and women’s leadership beneficiaries so we can share information about our work and opportunities that exist. Training of trainers is planned as a regular refresher forum for our critical pool of leaders.