2021-09-30-海外发展研究所-英国在尼日利亚的二十年治理方案_成就_挑战_教训和对未来支持的影响（英）_113页_4mb

Twenty Years of UK Governance Programmes in Nigeria: Summary

This flagship report analyzes 20 years of UK governance programmes in Nigeria (2000–2020), focusing on their contribution to governance, health, and education. The United Kingdom has been the second largest bilateral donor to Nigeria, with significant investments in the North-Western states of Kaduna, Kano, Jigawa, and the North-Eastern state of Yobe. The research evaluates whether these programmes contributed to sustained institutional changes and whether findings can be applied more broadly.

Context and Evolution of Programmes

The UK’s engagement with Nigeria began in 2000, coinciding with Nigeria’s transition to democracy. Three generations of governance programmes followed:

1. First generation (CBDD, SLGP, 2001–2008): Organizational support to civil society and state-level governance processes.
2. Second generation (SPARC, SAVI, 2008–2016): Supply-side governance reforms (PFM, PSM, E&A) and demand-side citizen engagement.
3. Third generation (PERL, 2016–present): Integrated programme focused on politically smart and adaptive approaches (TWP).

Key contextual factors influencing reforms included:

• Political settlements: Competitive clientelism, with state Governors leveraging patronage networks.
• Fiscal constraints: Reductions in government revenues, limiting funding for health and education.
• Conflict: Insurgency and insecurity in Yobe hampered reforms.

Contributions to Governance, Health, and Education Outcomes

Governance Outcomes

• PFM and PSM: Improvements in budget transparency, participation in budget processes, and scrutiny by the State House of Assembly, especially in Jigawa and Kaduna.
• E&A: Civil society and media engagement strengthened significantly across all states.
• Limitations: Budget execution and human resource management improvements were less consistent and harder to sustain.

Health and Education Outcomes

• Sectors: Increased health and education budgets and spending, especially in Kaduna and Jigawa.
• Final outcomes: Improvements in maternal healthcare, immunization, and school enrollment, though sustained changes were more evident where governance reforms occurred alongside service delivery.

Key Findings and Trade-offs

1. Causality: UK programmes contributed to changes through mechanisms like participation (E&A), transparency, and accountability, but “firm” linkages to service delivery were less established.
2. Trade-offs: Service delivery improvements occurred without deep governance reforms in places like Kano, driven by low political costs and external funding. However, long-term sustainability often depended on governance reforms.
3. TWP: Programmes were successful in adapting to political contexts but faced constraints due to FCDO’s results agenda and funding cuts.
4. Collaboration: Effective outcomes depended on collaboration between governance and sector programmes (health, education), yet coordination was often challenging.

Main Lessons and Recommendations

To International Development Partners (including FCDO)

1. Long-term investment: Programs require sustained funding and partnerships to build institutional reforms.
2. PEA and mechanism unpacking: Enhance political economy analysis and causal mechanisms to design interventions.
3. TWP: Empower programs to operate flexibly, fostering coalitions and constructive engagement.
4. Impact data: Collect data on final outcomes to better assess sustainment.

To Partner Governments (in Nigeria and beyond)

1. Strategic objectives: Set clear, sustainable objectives and collaborate openly with civil society.
2. Coalitions: Leverage partnerships to address systemic issues and service delivery gaps.

To Non-State Partners (CSOs, media, etc.)

1. Capacity building: Strengthen advocacy and monitoring roles to drive institutional change.
2. Accountability: Use evidence from political economy analysis to amplify impact.

To FCDO

1. Authorising environment: Allow programme autonomy to navigate constraints creatively.
2. Coordination: Invest in long-term, collaborative approaches with state-level actors.

Conclusion

UK governance programmes in Nigeria achieved significant institutional changes in core governance processes and improved service delivery outcomes, though sustainability was context-dependent. Programmes must prioritize context, collaborate strategically, and adapt flexibly to contribute meaningfully in Nigeria and other fragile contexts.