National Strategy to Combat Wildlife and Forest Crime in Nigeria 2022-2026

NatioNal Strategy to combat Wildlife aNd foreSt crime iN Nigeria 2022–2026 NatioNal Strategy to combat Wildlife aNd foreSt crime iN Nigeria 2022–2026 Disclaimer This strategic document was prepared by the Government of Nigeria, led by the Federal Department of Forestry and the National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria, with technical support by the United Nations Office on Drugs and Crime (UNODC). Funding was provided by the Government of Germany, within the Project “Strengthening Nigeria’s Response to the Trafficking of Wildlife and Forestry Products,” implemented by UNODC. The content of this document does not necessarily reflect the views or policies of UNODC or the Government of Germany, nor does it imply any endorsement. This publication has not been formally edited. Photos courtesy: Cover: Vicky Chauhan / gettyimages, p. 12: Lara Zanarini /gettyimages, p. 17: Wikimedia Commons, p. 27 : Rettet den Regenwald e.V., p. 30: Alexas Fotos / pixabay, p. 44: Erol Ahmed/unsplash, p. 67: Brian Patrick/unsplash. Acknowledgements The National Strategy was developed by Nigeria, for Nigeria, following a consultative process involving a broad range of representatives of the key stakeholders (list in Appendix F). Those individuals committed their time, expertise and energy into developing and supporting the strategy process through interviews, virtual roundtables, a workshop, and an iterative review process. The Federal Department of Forestry, under the Federal Ministry of Environment is the lead agency for implementation of the National Strategy of Nigeria. Sincere thanks to everyone who contributed to create this important document. The consultations and strategy drafting process was led by Chris Gordon and Chris Barichievy of Conservation Alpha. Particular thanks to a number of UNODC staff, including Folusho Ajayi Adelekan, Princess Chifiero, Jenna Dawson-Faber, Mercy Rezaun, Jorge Eduardo Rios, Oliver Stolpe, Lejda Toci and Julie Viollaz. Editing: Jaya Mohan Design: Gerda Palmetshofer 3 A Nigeria Free of Wildlife Crime Contents Glossary����������������������������������������������������������������������������������������������������������������������������������������� �5 Foreword���������������������������������������������������������������������������������������������������������������������������������������� �6 Executive�Summary����������������������������������������������������������������������������������������������������������������������� �8 Introduction ���������������������������������������������������������������������������������������������������������������������������� 12 A�� Wildlife�crime�undermines�sustainable�development�������������������������������������������������������������13 B��� Wildlife�crime�is�often�organised�crime�����������������������������������������������������������������������������������14 C��� Negative�social,�political�and�economic�impacts�of�wildlife�crime�in�Nigeria������������������������16 Situational Analysis ���������������������������������������������������������������������������������������������������������������� 17 A�� High�value�timber���������������������������������������������������������������������������������������������������������������������19 B��� Ivory� �����������������������������������������������������������������������������������������������������������������������������������������21 C��� Pangolin�scales������������������������������������������������������������������������������������������������������������������������22 D��� Charcoal�����������������������������������������������������������������������������������������������������������������������������������23 E��� Illegal,�unregulated�and�unreported�(IUU)�fishing�and�crimes�in�the�fisheries�sector�����������24 F�� Domestic�illegal�wildlife�trade�������������������������������������������������������������������������������������������������26 Building the Foundations for Change ������������������������������������������������������������������������������������� 27 Strategy ����������������������������������������������������������������������������������������������������������������������������������� 30 Strategic�goal�� �������������������������������������������������������������������������������������������������������������������������������������32 Strategic�objectives�������������������������������������������������������������������������������������������������������������������������������35 Strategy�implementation����������������������������������������������������������������������������������������������������������������������35 � Partner�roles����������������������������������������������������������������������������������������������������������������������������35 Implementation�coordination���������������������������������������������������������������������������������������������������40 Implementation Framework ��������������������������������������������������������������������������������������������������� 44 1��� Enhance�institutional�capabilities��������������������������������������������������������������������������������������������45 2��� Strengthen�the�legal�framework����������������������������������������������������������������������������������������������50 3��� Increase�collaboration�������������������������������������������������������������������������������������������������������������54 4��� Honour�commitments��������������������������������������������������������������������������������������������������������������58 5��� Remove�enablers�of�crime�������������������������������������������������������������������������������������������������������61 6��� Raise�awareness�of�wildlife�crime�������������������������������������������������������������������������������������������63 7��� Provide�alternative�livelihoods�������������������������������������������������������������������������������������������������65 Appendices ����������������������������������������������������������������������������������������������������������������������������� 67 5 A Nigeria Free of Wildlife Crime Glossary Glossary AEPB Abuja Environmental Protection Board AML Anti-money laundering ANI Africa Nature Investors Foundation CITES Convention on International Trade in Endangered Species of Wild Fauna and Flora ECOWAS Economic Community of West African States EFCC Economic and Financial Crimes Commission EIA Environmental Investigation Agency FAAN Federal Airports Authority of Nigeria FDF Federal Department of Forestry FDFA Federal Department of Fisheries and Aquaculture FMARD Federal Ministry of Agriculture and Rural Development FMOE Federal Ministry of Education FMENV Federal Ministry of Environment FMFBNP Federal Ministry of Finance, Budgets and National Planning FMIC Federal Ministry of Information and Culture FMOJ Federal Ministry of Justice FRIN Forestry Research Institute of Nigeria ICCWC International Consortium on Combating Wildlife Crime ICPC Independent Corrupt Practices Commission INTERPOL The International Criminal Police Organization IUCN The International Union for Conservation of Nature IWT Illegal Wildlife Trade KPI Key Performance Indicator M&E Monitoring and Evaluation NAQS Nigeria Agricultural Quarantine Service NCF Nigerian Conservation Foundation NCS Nigeria Customs Service NESREA National Environmental Standards and Regulations Enforcement Agency NFIU Nigerian Financial Intelligence Unit NIFFR National Institute for Freshwater Fisheries Research NIOMR Nigerian Institute for Oceanography and Marine Research NIMASA Nigerian Maritime Administration and Safety Agency NIPOST Nigeria Postal Service NJI National Judicial Institute NOA National Orientation Agency NPA Nigerian Ports Authority NPS National Park Service NSF National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria PROWPMAN Processed Wood Producers and Marketers Association of Nigeria RMRDC Raw Materials Research and Development Council SDF State Departments of Forestry TWEAN Tropical Wood Exporters Association of Nigeria UNODC United Nations Office on Drugs and Crime WCO World Customs Organization WCS Wildlife Conservation Society WASCWC West Africa Strategy on Combating Wildlife Crime Wildlife crime The term ‘wildlife and forest crime’ has been shortened to ‘wildlife crime’ throughout this text. This is not intended to limit the scope of the assessment and all references to ‘wildlife crime’ should be interpreted to mean poaching and/or illicit trafficking in wildlife, forest and fisheries products, parts and derivatives. 6 National Strategy to Combat Wildlife and Forest Crime in Nigeria Foreword The role of biodiversity in our economy, environment, health and social lives is vital and diverse. We use it as food, fibre, domestic and commercial products, medicine, and for aesthetics and culture, agriculture, knowledge, and industrial processes. Our survival and overall wellbeing depend on how sustainably the environment and its biodiversity are managed. However, serious environmental challenges have led to the loss of biodiversity and threatened our existence. Habitat change, over-exploitation, pollution, invasive alien species, climate change and wildlife and forest products trafficking are the major drivers of biodiversity loss. The attention of the world has been drawn to the need to protect and preserve our precious biodiversity, which include wildlife and forest resources against human unsustainable practices as well as the unbridled activities of the in-country and transborder criminal syndicates. Nigeria, over the past few years, is becoming known as a hub for the trafficking of wildlife products either originating or transiting through our borders and this is a negative trend that that the Nigerian Government is determined to stop. We must stop these criminal syndicates and protect our precious biodiversity and the Federal Government has been taking necessary measures to protect, restore and promote the sustainable use of our terrestrial and aquatic eco systems, sustainably manage forests, combat desertification, land degradation and biodiversity loss. These efforts are yielding results as, in 2021, we witnessed a commendable increase in the interdiction and seizures of illegally trafficked wildlife and forestry products. The Nigerian National Strategy to Combat Wildlife and Forest Crime 2022-2026 is a significant tool in Nigeria’s efforts in tackling these issues, in a holistic evidence-based manner and in conformity with international best practices as well as the relevant Treaties and Conventions to which Nigeria is a signatory which include the Convention on International Trade in Endangered Species of Fauna and Flora (CITES) and the United Nations Convention on Transnational Organized Crime (UNTOC). 7 A Nigeria Free of Wildlife Crime Foreword This Strategy document has been developed through multi-sectoral engagements and collaborations and would likewise, require a multi-sectoral approach in its implementation. It sets out Nigeria’s Vision for eradicating wildlife crime: “A Nigeria Free of Wildlife Crime” and I am confident that the collaborative partnerships which we have forged in developing this strategy would ensure that we achieve this vision. I would like to commend the National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria which has been at the forefront of developing and finalising this document. I am confident that a similar verve would be adopted in ensuring the implementation of this Strategy. I would also like to thank the United Nations Office on Drugs and Crime (UNODC) and the Government of Germany in driving the process of development and finalisation of this important strategic tool as well as the collaboration of our other international partners in complementing Nigeria’s efforts to tackle wildlife and forest crime. I earnestly hope to see the much expected reversal in the current trend as we work together for the benefit of our planet. H.E Sharon O. Ikeazor, Esq. Honourable Minister of State for Environment 8 National Strategy to Combat Wildlife and Forest Crime in Nigeria Executive Summary Protection of natural ecosystems and biodiversity is an essential pre-condition for a fair and equitable society, a functional economy, and ultimately a sustainable future. Halting overexploitation, including through combating wildlife crime, is necessary to ensure such a future. Nigeria faces major developmental challenges that will only be overcome if the environment is safeguarded and restored. Wildlife crime is a major source of illicit funds, creating significant negative impacts on biodiversity and society, but despite this, tackling wildlife crime is often overlooked and not prioritised. The actors involved in wildlife crime are organised networks, converging with other serious organised crimes, including arms, drugs and human trafficking, corruption, and money-laundering. The importance of combatting wildlife crime in Nigeria must not be underestimated. Nigeria has emerged as a key source, destination, and transit country for international illegal wildlife trade (IWT) over the last decade. In 2016, Asian countries imported about 1.4 million m3 of rosewood from West Africa, of which 58 per cent came from Nigeria. Furthermore, Nigeria is the primary exit point for ivory trafficked from Africa to Asia. Nigeria-linked ivory seizures totaled 5,629 kgs between 2009–2011; 11,769 kgs between 2012–2014; and 12,211 kgs in the period 2015-2017.1 In 2019, at least 51 tonnes of pangolin scales originating from Nigerian ports were seized globally. Seizures have increased in 2021; first, in January 2021, a seizure at the Apapa Port contained 2,772 pieces of elephant tusks, weighing 4,752 kgs; 162 sacks of pangolin scales, weighing 5,329 kgs; 5 kgs of rhino horns; 103 kgs of skulls suspected to be of lions and other wild cats; and 76 pieces of processed timber. Later in July 2021, three suspects were arrested with 196 sacks seized containing 7,167 kgs of pangolin scales, 4.6 kgs of pangolin claws and 888.5 kgs of ivory. Then in September 2021, 25 kgs of ivory was seized. Prior to this, two suspects were arrested for being in possession of 15 sacks containing over 1 tonne of pangolin scales, and 5 kgs of pangolin claws. Nigeria has become the key country in the consolidation, packing, sale and export of ivory and pangolin scales to Asian markets. These recent seizures demonstrate that Nigeria is starting to respond to this issue. Nigeria additionally faces major challenges in controlling illegal trade in charcoal and timber and in addressing Illegal, Unregulated, and Unreported (IUU) fishing and crimes in the fisheries sector. The drivers of wildlife crime in Nigeria vary widely. Notable amongst these are the porous borders of Nigeria, corruption, limited political will, challenges in enforcement, regional instability, growing economic development, weak governance and institutions, population growth and associated pressures, lack of awareness and knowledge, and poverty. They have all been proposed as drivers of wildlife crime and enabling conditions that make Nigeria vulnerable to wildlife crime. To generate systemic change, Nigeria needs to address these, and remove the enabling conditions that allow wildlife crime to flourish. 1 UNODC, C. West and Central Africa Wildlife Crime Threat Assessment. (2019). 9 A Nigeria Free of Wildlife Crime Executive Summary The National Strategy to Combat Wildlife and Forest Crime in Nigeria,2 the first document of its kind, is critical for setting the country on the correct path towards attaining the vision of a Nigeria Free of Wildlife Crime. Achieving this ambitious vision will require multiple five-year long-lasting strategies. As a start, the 2022–2026 National Strategy aims to lay the foundation for sustained, long lasting change. Combatting and reducing wildlife crime first requires that all the key stakeholders have the capabilities as well as policy and analytical frameworks to understand, detect and deter wildlife crime, enforce the law and effectively sanction criminals. The National Strategy has set a five-year goal that by 2026, Nigeria will have made demonstrable progress in reducing wildlife crime, while its law enforcement and criminal justice system will have the requisite capabilities and a fit-for-purpose legal framework to effectively and collaboratively tackle wildlife crime. The strategy sets out the objectives as described below. By achieving the defined objectives, Nigeria will have the institutional commitment, necessary organisational structures and capabilities to effectively address both transnational and domestic wildlife crime. 1� Enhance institutional capabilities: Develop the capabilities in all relevant institutions to drive evidence-based action to understand, detect and deter wildlife crime, enforce the law and sanction those involved in wildlife crime. In order to ensure sustainable action, it is essential that all relevant institutions have the organisational capabilities to enable them to fulfill their roles within the larger system. 2� Strengthen the legal framework: Enable legal and sustainable trade, protect Nigeria’s fauna and flora, and deter wildlife crime through a harmonised and strengthened legal framework. Wildlife crime must be recognised as a serious crime. By strengthening the legal framework, Nigeria can ensure successful and fair prosecutions, resulting in swift and certain sanctions that deter wildlife crime perpetrators. 3� Increase collaboration: Ensure strong coordination, led by accountable partners, to facilitate national and international collaboration and information sharing between all relevant stakeholders to combat wildlife crime. Implementing the National Strategy will require all stakeholders to pull together towards the shared vision. Increasing collaboration and coordination, under the direction of specific lead agencies, will facilitate the implementation of the Strategy and ensure effective and proactive information and intelligence sharing to prevent and combat wildlife crime. 2 Hereafter referred to as the National Strategy. 10 National Strategy to Combat Wildlife and Forest Crime in Nigeria 4� Honour commitments: Ensure compliance with national and international commitments to regulate legal trade and combat wildlife crime. To elevate the status of wildlife crime as a serious crime, Nigeria must adhere to its national and international commitments related to legal trade and wildlife crime. Honouring these commitments is a clear demonstration of Nigeria’s willingness to tackle wildlife crime. Nigeria should commit adequate financial and human resources to address wildlife crime. 5� Remove enablers of crime: Tackling corruption risks and preventing financial crime from enabling wildlife crime. By tackling corruption risks and targeting illicit financial flows that emanate from wildlife crime, one can reduce the opportunity for, and benefits from, wildlife crime. Taking proactive steps through targeted interventions will provide a conducive environment for the agencies to effectively tackle wildlife crime. 6� Raise awareness of wildlife crime: Generate social and political will by raising awareness in all stakeholders as to the value of nature and the threat of wildlife crime. Nigeria will need political and social will and commitment to enable success. Raising awareness at all levels can facilitate this willingness and commitment to change. 7� Provide alternative livelihoods: Empower local communities through developing wildlife crime prevention initiatives and providing alternative livelihoods. Providing alternative livelihoods can empower local communities, providing financial resilience so that individuals do not need to engage in wildlife crime. This objective will target communities that are more vulnerable to engaging in wildlife crime. The National Strategy was developed during 2020–21, following a consultative process involving all key stakeholders. Individual partner meetings were held to prepare the outline and themes for a national workshop, held in Abuja in May 2021 and attended by a subset of the stakeholders. The workshop developed a draft vision, goals, objectives, outcomes, and implementation framework. A draft strategy was prepared, based on the agreed outline, and then refined through an iterative process of comments, roundtables, and virtual workshops. The final strategy was presented to the stakeholders and decision makers at the major agencies. The National Strategy relies on significant collaboration between state agencies, non governmental organisations (NGOs), and the international community, including source, transit and destination countries. Implementation will require strong leadership; the Federal Department of Forestry, under the Federal Ministry of Environment, is the lead agency for the National Strategy. The strategy framework lists lead actors for each output, who will engage other partners to implement the required activities. Nigeria has established the National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria (NSF), providing a platform for 11 A Nigeria Free of Wildlife Crime Executive Summary networking, coordination and driving policy change. Focal points from organisations that are not part of the NSF should be identified as well. To maximise joint action, Nigeria will require three additional taskforces with clearly defined roles. These are: � A Resource Mobilisation Taskforce should be convened, consisting of key NSF representatives. This taskforce must develop an outline of resource needs and align all the agencies and engage the donor community to mobilise resources for implementation. � An Operational Taskforce will play a critical role in bringing together the mandated law enforcement agencies, enabling close collaboration and coordination on law enforcement operations, intelligence sharing and investigations. � The creation of a Fisheries Taskforce is also recommended, given the different stakeholders involved in tackling IUU fishing and crimes in the fisheries sector. While the National Strategy does not outline which agencies should be represented on each of the forums and taskforces, the taskforces should be independent (see Figure 8 for further details). The National Strategy is part of a wider initiative by Economic Community of West African States (ECOWAS) to tackle wildlife crime across the West African region. Nigeria played a key role as chair of the steering committee for the development of the regional West Africa Strategy on Combating Wildlife Crime (WASCWC), which has now been validated by ECOWAS Environment Ministers. The National Strategy will provide an opportunity for Nigeria to support implementation of the WASCWC. Addressing wildlife crime in collaboration with ECOWAS partners, including through the West Africa Network to Combat Wildlife Crime (WANCWC), is a unique and vital opportunity to bring organised criminal groups operating in the region to justice. Introduction 1313 A Nigeria Free of Wildlife Crime Introduction Wildlife and forest crime is defined as “the taking [including poaching], trading (supplying, selling, or trafficking), importing, exporting, processing, possessing, obtaining and consumption of wild fauna and flora, including timber and other forest and fisheries products, in contravention of national or international law”.3 For this document, the term “wildlife and forest crime” has been shortened to “wildlife crime”. This is not intended to limit the scope of the work and all references to “wildlife crime” should be interpreted to mean poaching and/or illicit trafficking in wildlife, forest and fisheries products. A� Wildlife crime undermines sustainable development The protection of natural ecosystems and biodiversity is an essential pre-condition for a fair and equitable society, a robust, functional economy, and ultimately a sustainable future. Natural, functioning ecosystems provide services that ensure our continued existence and well-being, underpin the global economy and allow for a functioning society. According to the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES), over one million species will become extinct in the coming decades if current trends continue,4 and overexploitation, partly due to wildlife crime, is the second highest threat to nature (and the greatest threat to marine species). The World Economic Forum has ranked biodiversity loss as fifth (in terms of likelihood) and fourth (in terms of impact) in the top global risks to our planet.5 The recognition of these risks is critical, because humans do not exist in isolation; ecosystems, economies, and societies are interconnected.6 Most of nature’s “services” are irreplaceable. Biodiversity loss undermines sustainable development objectives, has a detrimental effect on the functioning of the planet and can result in large-scale humanitarian crises when ecosystems collapse. The Federal Republic of Nigeria (hereafter referred to as “Nigeria”) is familiar with the effects of such large-scale environmental change and the impact on livelihoods: in the last 60 years, Lake Chad, once one of Africa’s largest lakes, has decreased in size by over 90 per cent in large part due to water overutilisation, exacerbated by climate change. The historically abundant fisheries, agriculture and pasture have been decimated and the livelihoods of an estimated 49 million people, many of which are in Nigeria, that depend upon the Lake Chad basin resources are in a precarious situation.7 The same situation is developing in other areas of Africa where large scale overutilization leaves regions ecologically fallow and unable to provide for the people that depend on the landscape. Simply put, halting overexploitation, including through combatting wildlife crime, is a necessary precondition to ensuring a sustainable future. 3 https://cites.org/eng/prog/iccwc/crime.php 4 Díaz et al. The global assessment report on biodiversity and ecosystem services: Summary for policy makers. (IPBES, 2019). 5 World Economic Forum, “The Global Risk Report” (Switzerland: Global Economic Forum, 2020). 6 Rockström et al., “Planetary Boundaries: Exploring the Safe Operating Space for Humanity,” Ecology and Society 14, no. 2 (2009). 7 Chitra Nagarajan et al., “Climate-Fragility Profile: Lake Chad Basin,” Berlin: Adelphi 32 (2018). https://cites.org/eng/prog/iccwc/crime.php 14 National Strategy to Combat Wildlife and Forest Crime in Nigeria 14 The impact of biodiversity loss is particularly acute in Nigeria due to the socio-economic context of the country. Nigeria is the largest economy in the African continent and is home to over a quarter of the population of Sub-Saharan Africa, an estimated 206 million people. With a current growth rate of 2.6 per cent, the population of Nigeria is projected to increase to 263 million by 2030 and to 401 million by 2050.8 Forty percent of the total population lives below the country’s poverty line, while another 35 per cent of the population is vulnerable to poverty.9 Nigeria’s economy entered a recession in 2020, reversing three years of recovery since the 2016 oil-driven recession, due to a fall in crude oil prices on account of falling global demand and containment measures to fight the spread of COVID-19.10 According to the Nigerian National Bureau of Statistics’ (NBS) Labour Force Survey, Nigeria’s unemployment rate was at 33 per cent by the end of 2020, a 5.2 per cent increase from the second quarter of 2020.11 Nigeria faces some major developmental challenges that can only be tackled if the environment is protected and restored. Clearly, wildlife crime must be addressed if these objectives are to be achieved but tackling wildlife crime is a complex issue. As with any illicit trade, there are various enabling conditions such as poor governance, corruption, and weak institutions. Wildlife crime exploits the resources of countries, while the effects of wildlife crime are disproportionately felt by vulnerable individuals and communities, some of whom are also perpetrators. Wildlife crime directly contributes to a growing illicit economy worth millions of dollars. For example, the UNODC World Wildlife Crime Report 2020 estimates the value of the ivory trade between $310–570 million12, and the trade in rhino horn between $170–280 million.13 Detailed summaries of key traded products are provided in the situational analysis. It is in the context of Nigeria’s large, growing population of vulnerable people with limited opportunities, weakened institutions and structural challenges that wildlife crime is taking place in Nigeria. B� Wildlife crime is often organised crime Not all wildlife crime is part of organised crime,14 however wildlife crime is a growing component of transnational organised crime. Organised crime is defined here as “a structured group of three or more persons; that exists for a period of time; and acts in concert with the aim of committing at least one serious crime; to obtain, directly or indirectly, a financial or other material benefit”.15 This definition does not necessarily imply a vertically integrated hierarchical structure; these criminal groups, working within the IWT supply chain can be decentralized, 8 UN Department of Economic and Social Affairs., “World Population Prospects,” 2019, https://population.un.org/wpp/ 9 The World Bank Group, “Nigeria Overview,” 2020, https://www.worldbank.org/en/country/nigeria/overview 10 African Development Bank Group, “Nigeria Economic Outlook,” accessed 7 February 2021, https://www.afdb.org/ en/countries-west-africa-nigeria/nigeria-economic-outlook 11 National Bureau of Statistics, “Labor Force Statistics: Unemployment and Underemployment Report (Q4 2020),” 2021, https://nigerianstat.gov.ng 12 Unless otherwise indicated, all $ figures refer to US dollars. 13 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 14 Gore et al. 2021. Typologies of urban wildlife traffickers and sellers. Global Ecology and Conservation 27(2):e01557 15 The United Nations Convention against Transnational Organized Crime, General Assembly resolution 55/25 of 15 November 2000. https://population.un.org/wpp https://www.worldbank.org/en/country/nigeria/overview https://www.afdb.org/en/countries-west-africa-nigeria/nigeria https://www.afdb.org/en/countries-west-africa-nigeria/nigeria https://nigerianstat.gov.ng https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html 15 A Nigeria Free of Wildlife Crime Introduction 15 dispersed and have fluid structures,16 varying in size, sophistication and capabilities from a small group of savvy traders, purchasing from local harvesters and selling to the highest bidder, to larger international smuggling operations. Wildlife crime is an extremely lucrative industry with illicit ivory trade valued between $310–570 million and the trade in rhino horn between $170–280 million,17 with demand for wildlife and forest products driving high prices of illegal products, and in some cases, violence and regional insecurity.18 The motives for engaging in wildlife crime are many. In some cases, sheer poverty and food insecurity can drive people to crime, and in others, it is crime driven by a profit motive. However, despite its impact on biodiversity and society, wildlife crime is often overlooked, not prioritised and under-prosecuted resulting in a situation where criminals can currently benefit from low risk and lightly sanctioned wildlife crime, which presents minimal risk compared to other crimes that are considered as more serious. Wildlife crime does not necessarily function in isolation of other crimes or other criminal activity such as money-laundering, human trafficking, and arms and drugs smuggling. In fact, these crimes can enable one another and exacerbate further crime; syndicates can exploit the same transportation routes and corrupt supply chains to fulfil orders. Wildlife crimes also converge; for example, both timber exports and charcoal exports have been shown to facilitate the illegal transport of ivory and pangolin scales.19 But there is increasing evidence of convergence between wildlife crime and other serious crimes. This fact is important to recognise since it implies that it is not possible, efficient, or practical for wildlife law enforcement agencies to work in isolation, or in isolation of the broader law enforcement and security clusters of the government. The increased sophistication of organised crime has resulted in an adaptable network that has shown resilience in the face of law enforcement and criminal justice efforts. Wildlife crime syndicates shift markets, sources and trafficking routes in response to market demand, regulation and enforcement capacity. As regulations strengthen and capabilities to tackle wildlife crime increase, it is expected that markets will shift to countries with weaker regulatory frameworks and law enforcement capacity. In addition, organised crime, increased enforcement, and ease of operations in online marketplaces have driven a recent shift to online markets and the co-opting of legal trade markets into the illicit supply chain, including through captive breeding operations.20 Wildlife crime syndicates exploit complex supply chains and legislative loopholes to conduct their operations, taking advantage of porous borders, corruption risks, weak institutions and rule of law, low human development and subsequent poverty, armed conflict hotspots and instability therein. When combined with the richness of West African biodiversity, these factors 16 Mandel, Dark Logic: Transnational Criminal Tactics and Global Security Stanford University Press, Palo Alto (2011). 17 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 18 Moreto and van Uhm, “Nested Complex Crime: Assessing the Convergence of Wildlife Trafficking, Organized Crime and Loose Criminal Networks,” The British Journal of Criminology, 2021. 19 Environmental Investigation Agency, “Double Impact – The Nexus Where Wildlife and Forestry Crime Overlap,” 2021, https://eia-international.org/report/double-impact-the-nexus-where-wildlife-and-forest-crime-overlap/ 20 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://eia-international.org/report/double https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html 16 National Strategy to Combat Wildlife and Forest Crime in Nigeria 16 interact to make the region exceptionally vulnerable to wildlife trafficking networks.21 Nigeria has one of the highest levels of organised crime on the African continent,22 and combined with a robust port system and transport infrastructure, Nigeria has become a hub for illegal wildlife trade. Given all the above, and the criminality associated with wildlife crime, it is in Nigeria’s best interests to combat wildlife crime, especially where it is difficult to ascertain whether wildlife products have originated from Nigeria or from other sources. As a necessary first step, it is important to elevate wildlife and forest crimes as “serious crimes”. C� Negative social, political and economic impacts of wildlife crime in Nigeria Not all wildlife crime in the country relates to Nigeria’s natural capital. Nigeria has emerged as a key source, destination, and transit country for international IWT.23 While illegal wildlife products trafficked from other countries may not have a direct impact on the biodiversity of Nigeria itself, there are wider implications of allowing the country to be a transit hub for illegal activity. Wildlife crime exacerbates other forms of organised crime, and thereby facilitates corruption, and associated crimes. The political and economic implications of not being able to prevent and control crime has far reaching consequences, such as triggering the Convention on International Trade in Endangered Species of Wild Fauna and Flora’s (CITES) penalties that can prohibit trade, which can negatively impact economies. It is within this context of entrenched regional organised crime and high levels of national wildlife crime, that the National Strategy is being developed. As this is the country’s first National Strategy on Wildlife and Forest Crime, Nigeria will lay the foundations for systemic change to tackle wildlife crime, in collaboration with regional counterparts, all of whom must be networked to combat wildlife crime. Given the broader regional dynamics and impacts of wildlife crime, the development of this National Strategy complements the WASCWC. 21 Environmental Investigation Agency, “Out of Africa: How West and Central Africa Have Become the Epicentre of Ivory and Pangolin Scale Trafficking to Asia,” 2020, https://reports.eia-international.org/out-of-africa/ 22 INTERPOL, “Overview of Serious and Organized Crime in West Africa,” September 30, 2018, https://enact-africa. s3.amazonaws.com/site/ uploads/2018-12-12-interpol-west-africa-report.pdf 23 Emogor et al. 2021. The scale of Nigeria’s involvement in the trans-national illegal pangolin trade: Temporal and spatial patterns and the effectiveness of wildlife trade regulations. Biological Conservation, 264, p. 109365. https://reports.eia-international.org/out https://enact-africa.s3.amazonaws.com/site https://enact-africa.s3.amazonaws.com/site 2018-12-12-interpol-west-africa-report.pdf Situational Analysis 18 National Strategy to Combat Wildlife and Forest Crime in Nigeria 18 Nigeria has variable climatic conditions and physical features, which have combined to create some of the richest floral and faunal biodiversity in Africa. The country’s natural ecosystems range from semi-arid savanna to mountain forests, rich seasonal floodplain environments to rainforests, and vast freshwater swamp forests to diverse coastal vegetation. Nigeria’s Niger Delta contains the largest mangrove habitats in Africa. Currently, Nigeria is estimated to host over 864 bird species, 117 species of amphibians, 203 reptiles, over 775 fish species, 285 mammals, and over 4,715 species of vascular plants,24 and there are likely to be many more undocumented species. However, the country’s natural resources are disappearing at an alarming rate as a result of human pressure, in particular land-use change, and overexploitation through hunting, logging and fishing. Wildlife crime is a major driver of this overexploitation, but wildlife crime is not a purely local phenomenon. The available data of seized shipments from the World Wildlife Seizures (World WISE) database shows Nigeria in the top five for both source and destination countries globally over the last decade (Table 1). The established trade routes and robust ports have been co-opted for illegal purposes by organised criminal networks with illegal products sourced from West and Central Africa and consolidated in Nigeria before being shipped overseas. The wildlife products cover a wide range, and while precise volumes are difficult to identify, seizure data can be used to estimate the scale of illegal trade and the recent growth in the role of Nigeria as a consolidation hub for global IWT.25 As an example, a seizure in January 202126 at the Apapa Port by the Nigeria Customs Service contained 2,772 pieces of elephant tusk, weighing 4,752 kgs; 162 sacks of pangolin scales, weighing 5,329 kgs; 5 kgs of rhino horns; 103 kgs of skulls suspected to be those of lions and other wild cats; and 76 pieces of processed timber. Nigeria Customs Service officers searched a residential address in Lagos in July 2021, arresting three suspects and seizing 196 sacks containing 7,167 kgs of pangolin scales, 4.6 kgs of pangolin claws and 888.5 kgs of ivory.27 In addition, in September 2021, 25 kgs of ivory was seized, and two suspects were arrested for being in possession of 15 sacks containing over 1 tonne of pangolin scales, representing over 2,500 dead pangolins, and 5 kgs of pangolin claws.27 Table�1: Top�five�source�and�destination�countries,�in�terms�of�all�reported�seized�shipments,�� 2007–2019�� Source of shipment Source of shipment Country Seizure % Country Seizure % Nigeria 995 93 USA 443 39 Cameroon 24 2 China�(incl�HK) 244 23 India 7 1 Nigeria 44 4 Mali 6 1 Germany 16 1 South�Africa 5 0 Viet�Nam 13 1 Unspecified 17 2 Unspecified 245 23 Source:�World�WISE� 24 Butler, “The Top 10 Most Biodiverse Countries,” 2016, https://rainforests.mongabay.com/03highest biodiversity.htm. 25 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 26 https://www.unodc.org/nigeria/en/wildlife-trafficking-through-nigerian-ports-continues-despite-covid-19.html 27 https://wildlifejustice.org/joint-operation-with-nigeria-customs-service-leads-to-three-arrests-and-seizure-of-7-1 tonnes-of-pangolin-scales/ incl.HK https://rainforests.mongabay.com/03highest biodiversity.htm https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/nigeria/en/wildlife-trafficking-through-nigerian-ports-continues-despite-covid-19.html https://wildlifejustice.org/joint 19 A Nigeria Free of Wildlife Crime Situational Analysis 19 To illustrate the context of the problem in Nigeria, the following sections provide a brief synopsis of the major species and issues related to wildlife crime, including examples of both international and domestic wildlife crime. Rosewood, elephant ivory and pangolin scales were identified as the three largest wildlife crime related commodities globally, between 2014–2018 (Figure 1), all of which are included as examples. Nigeria is a major player in all three of these supply chains.25 Figure�1: Share�of�type�of�wildlife�among�total�seizures�(aggregated�on�the�basis�of�standard�value*),� 2014–2018�� Assorted reptiles 3.6% Other species 3.1% Sturgeon 1.7% Big cats 0.8% Corals 0.6% Parrots 0.6% Agarwood 0.6% Raptors 0.4% Tortoises and fresh water turtles 0.3% Eels 0.2% Marine turtles 0.1% Rosewood 31.7% Elephants 30.6% Pangolins 13.9% Rhinos 11.8% Source:�Extract�from�UNODC�World�Wildlife�Crime�Report�(2020)��Used�with�permission� A� High value timber Several species of trees are illegally logged for timber, in contravention of Nigeria’s forestry regulations. Most notable from a wildlife crime perspective are the “rosewoods,” a trade term for a wide range of tropical hardwoods, not a botanical category, which describes species with a reddish-hued timber. This situational analysis will focus on rosewood as it is the number one wildlife crime related commodity globally. This wood is in high demand for luxury furniture, particularly in China and South-East Asia. These woods are called “red wood” in China (“hongmu” in Mandarin), and have a high market value, driven by demand from a growing middle class. Hongmu officially consists of 29 species, four of which originate from Africa: a) Pterocarpus erinaceus, an endangered species, listed in CITES Appendix II, native to Sahelian West Africa, including Nigeria; b) Diospyros crassiflora, a vulnerable species, not listed by CITES, this is a lowland rainforest species endemic to West and Central Africa including Nigeria; c) Dalbergia melanoxylon, a Near Threatened species, listed in CITES Appendix II, a wide ranging dry savanna species growing across much of sub-Saharan Africa; and d) Millettia laurentii, an endangered species, not listed by CITES, found in Central Africa. Most of the research into illegal high value timber trade from Africa has been about P. erinaceus, due to its’ being the most commonly 20 National Strategy to Combat Wildlife and Forest Crime in Nigeria 20 traded of the species. Having decimated rosewood forests in South-East Asia, criminals began focusing on Africa for new supplies of rosewood. Illegal logging of P. erinaceus (locally referred to as Kosso) from Africa is now one of the most profitable wildlife crimes, and the largest trade based on seizure records.28 Much of the flow of Kosso from West Africa to Asia was described as illegally sourced, since most countries of origin had imposed domestic bans on harvest or export. The UNODC World Wildlife Crime Report 2020 29 provides detailed assessments of the sourcing, known trafficking methods and routes for rosewood; therefore this information is not repeated here. However, of relevance to the National Strategy is the fact that Nigeria has been at the heart of the international trade in unsustainably harvested rosewood logs from Africa, and how corruption risks, implementation challenges, and fraudulent documentation have allowed this illegal wildlife trade to thrive. Despite only entering the rosewood market in 2012, Nigeria has transformed from a net importer of logs into the world’s largest exporter of rosewood logs, and one of the largest wood exporters on the continent. In 2016, P. erinaceas was listed in CITES Appendix II, effective early 2017. In that same year, Asian countries imported about 1.4 million m3 of rosewood (a lot of it presumably Kosso) from West Africa, of which 58 per cent came from Nigeria and 99 per cent went to China. Because the reported trade volumes were so large and a marked increase from previous years, a mission was undertaken held by the CITES Secretariat to Nigeria in May 2018, to evaluate the bases for these permits. It was found that the timber might have been obtained in accordance with national law, but it was not in accordance with the Convention. The CITES Secretariat pointed to the absence of recent scientific studies to estimate the level of sustainable harvest. Questions were also raised about the manner in which 4,000 permits were issued retrospectively.29 These irregularities resulted in Nigeria being subjected to trade suspensions under CITES Article XIII.30 Nigerian authorities are making concerted efforts to address the illegal timber trade, such as through renewed efforts to enforce the ban on trade in timber (restated in July 2020) and an increased effort to monitor the loading of containers before they reach the ports. Since the imposition of a CITES rosewood export ban from Nigeria in November 2020, there has been no evidence of ongoing exports to consumer countries of P. erinaceus, but the felling of trees is ongoing. Fieldwork reports suggest that traders are switching to exporting Afzelia africana and that P. erianceus logs are piling up at cutting sites.31 Such a switch in species is a typical response of wildlife crime perpetrators to increased enforcement and does not bode well for the future of A. africana. The criminals are also likely to shift operations, as they have done with pangolins and ivory before, potentially shipping P. erinaceous from different ports. Therefore, effort must be made to ensure that not only does Nigeria cease to be a haven for timber trade because it tightens controls, but systems need to be put in place to ensure that traffickers do not simply switch to other countries or species. 28 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 29 Environmental Investigation Agency, “The Rosewood Racket: China’s billion dollar illegal timber trade and the devastation of Nigeria’s forests,” 2017. 30 Article XIII https://cites.org/eng/disc/text.php#XIII 31 UNODC fieldwork https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://cites.org/eng/disc/text.php 21 A Nigeria Free of Wildlife Crime Situational Analysis 21 B� Ivory Africa saw a decline of over 111,000 elephants (both Loxodonta Africana and Loxodonta cyclotis) between 2005 and 2015, during which time West and Central Africa collectively lost more than half of their elephant populations. The Nigerian elephant population was not spared, and a once widespread group comprising both savanna and forest elephants (Endangered and Critically Endangered respectively) is now a fraction of what it once was. The International Union for Conservation of Nature (IUCN) 2016 African Elephant Status Report estimated the country’s remaining population at somewhere between 169 and 463.32 Poaching has been largely to blame for the loss of Nigeria’s elephants. The population in Yankari National Park, the stronghold of Nigerian savanna elephants (L. africana), was decimated between 2006 and 2015, from 350 elephants to a current estimate of only about 100 individuals.33 Scattered in isolated populations, savanna elephants may still occur around Kwiambana Game Reserve and Kamuku National Park in Northern Nigeria, while smaller populations of forest elephants (L. cyclotis) can be found in the Omo Forest Reserve, Okomu National Park, and Cross River National Park in southern Nigeria. There may still be small migratory groups of elephants that move in and out of Nigeria from Niger and Cameroon. The UNODC-International Consortium on Combating Wildlife Crime (ICCWC)34 Risk Assessment for West Africa35 and the UNODC World Wildlife Crime Report 202036 provide detailed assessments of the sourcing, known trafficking methods and routes for ivory. However, of relevance to the National Strategy is the fact that Nigeria is the primary exit point for ivory trafficked from Africa to Asia. African elephants are listed in CITES Appendix I (except for the Botswana, Namibia, South Africa and Zimbabwe populations, which are listed in CITES Appendix II). All commercial international trade in the ivory of African elephants is currently prohibited under CITES. Despite the total ban, Nigeria-linked ivory seizures totaled 5,629 kgs between 2009–2011, 11,769 kgs between 2012-2014, and 12,211 kgs in the period 2015–2017.37 More recently, a seizure in January 202138 at the Apapa Port contained 2,772 pieces of elephant tusks, weighing 4,752 kgs. In July 2021, three suspects were arrested with 196 sacks seized, amongst which were 888.5 kgs of ivory.39 Then in September, 25 kgs of ivory was seized. 32 Thouless et al., “African Elephant Status Report 2016,” Occasional Paper Series of the IUCN Species Survival Commission 60 (2016). 33 Unah, “Satellite Collars to Help Boost Protection for Nigeria’s Largest Remaining Elephant Herd” (Mongabay, October 25, 2019), https://news.mongabay.com/2019/10/satellite-collars-to-help-boost-protection-for-nigerias largest-remaining-elephant-herd/ 34 The International Consortium on Combating Wildlife and Forest Crime (ICCWC) is a partnership between five inter-governmental organizations working to strengthen criminal justice systems and provide coordinated support at national, regional and international level. The Consortium is comprised of the Secretariat of the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES), the International Criminal Police Organization (INTERPOL), UNODC, the World Bank and the World Customs Organization (WCO). https://cites. org/eng/prog 35 CITES UNODC, “West and Central Africa Wildlife Crime Threat Assessment,” CoP18 Doc. 34 Annex 4, 2019. 36 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 37 UNODC, “West and Central Africa Wildlife Crime Threat Assessment.” 38 https://www.unodc.org/nigeria/en/wildlife-trafficking-through-nigerian-ports-continues-despite-covid-19.html 39 https://wildlifejustice.org/joint-operation-with-nigeria-customs-service-leads-to-three-arrests-and-seizure-of-7-1 tonnes-of-pangolin-scales/ https://news.mongabay.com/2019/10/satellite https://cites.org/eng/prog https://cites.org/eng/prog https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/nigeria/en/wildlife-trafficking-through-nigerian-ports-continues-despite-covid-19.html https://wildlifejustice.org/joint 22 National Strategy to Combat Wildlife and Forest Crime in Nigeria 22 Nigeria has become the key country in the consolidation, packing, sale and export of ivory to Asian markets. Ivory is predominantly sourced from countries across West and Central Africa, and although some is sold into local markets, most of it is exported, predominantly to Viet Nam and China.40 CITES has classified Nigeria as Category A, which consists of Parties most affected by the illegal trade in ivory. Nigeria developed a National Ivory Action Plan (NIAP) in 2015,41 which was updated in 2020,42 and in 2018, Nigeria joined the Elephant Protection Initiative (EPI). There have been some successes, such as the identification of key populations, and zero elephant poaching reported in the Yankari population since 2015. However, several other key performance indicators show no progress; no legislative or regulatory measures have been introduced to close the domestic ivory market, and despite significant seizures, there have been limited successful prosecutions of individuals involved in the ivory trade.43 Nigeria will aim to provide measurable and verifiable outcomes as part of the NIAP progress reports. Recent seizures show progress in detection, arrest and investigation, but effective prosecution remains to be seen. C� Pangolin scales Pangolins have been used for hundreds of years for subsistence, livelihood, medicinal, and cultural purposes. Limited quantitative information about population sizes and trends is available, which makes assessments of pangolin conservation status difficult. There are four species of concern in Africa, three of which have been recorded in Nigeria: the black-bellied pangolin (Phataginus tetradactyla – Vulnerable), the white-bellied pangolin (Phataginus tricuspis – Endangered), and the giant pangolin (Smutsia gigantea – Endangered). The distribution of S. gigantea in Nigeria is unclear, but it may occur in the South and was camera-trapped in Gashaka Gumti National Park in 2016.44 The fourth African species is Temminck’s ground pangolin (Smutsia temminckii – Vulnerable), which is widespread across Southern and Eastern Africa, but is not known to range in Nigeria. Pangolins are consumed as bushmeat and their body parts are used in a wide range of ethno pharmacological applications. Both these markets have a negative impact on the sustainability of pangolin populations. However, it is the international trade in scales that has made pangolins the most trafficked species globally. Historically, the demand for pangolin products in Asia was met by local supply or from countries within the region. As Asian pangolin populations have decreased, evidence suggests that Asian demand is, in large part, now being met by African pangolins.45 40 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html 41 Federal Ministry of Environment and Department of Forestry, “National Ivory Action Plan for Nigeria,” 2015, https://cites.org/sites/default/files/common/prog/niaps/Nigeria NIAP.pdf 42 https://cites.org/eng/prog/niaps/parties of primary concern niaps 43 Jayanathan. Combating Wildlife Crime in Nigeria: An Analysis of the Criminal Justice Legislative Framework. (2021) 44 Nixon, Unpublished Data. from IUCN- Redlist Giant Pangolin (Smutsia Gigantea),” https://www.iucnredlist.org/ species/12762/123584478 45 Gomez et al. “The Trade of African Pangolins to Asia: A Brief Case Study of Pangolin Shipments from Nigeria,” Traffic Bulletin 28, no. 1 (2016): 3–5. https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://cites.org/sites/default/files/common/prog/niaps/Nigeria NIAP.pdf https://cites.org/eng/prog/niaps/parties of primary concern niaps https://www.iucnredlist.org/species/12762/123584478 https://www.iucnredlist.org/species/12762/123584478 23 A Nigeria Free of Wildlife Crime Situational Analysis 23 The UNODC-ICCWC Risk Assessment for West Africa46 and the UNODC World Wildlife Crime Report 202036 provide detailed assessments of the sourcing, known trafficking methods and routes for trade of pangolin products. However, of relevance to the National Strategy is the fact that Nigeria has been implicated in much of the trade of pangolins from Africa. In 2016, all pangolin species were listed in CITES Appendix I, effective early 2017 and CITES implemented a total ban on the international trade in wild-caught pangolins for commercial purposes. However, in 2019 alone, at least 51 tonnes of pangolin scales were seized across the world, originating from Nigerian ports, compared to only 2 tonnes in 2015.37 In July 2021, there was a seizure in Nigeria containing 7,137 kgs of pangolin scales and 4.6 kgs of pangolin claws, and in September 2021 another 1 tonne of pangolin scales and 5 kgs of pangolin claws were confiscated.40 DNA evidence of seized pangolin scales revealed that African pangolins were hunted across large areas of their natural range and then delivered to a small number of trade transit hubs including Nigeria.47 In 2019, more than half of all seizures of pangolin scales worldwide could be traced back to Nigeria. Like with elephant ivory, Nigeria has become a key country in the consolidation, packing, sale and export of pangolin scales to Asian markets. Ivory and scales have been found in the same shipments, demonstrating convergence between these two illicit wildlife products, sometimes utilising the same transport infrastructure and weaknesses in enforcement to facilitate transport by criminal syndicates. For example, some ivory traffickers have been recorded to be switching to pangolin trafficking which utilises the same infrastructure but is considered lower risk.48 D� Charcoal Regulation of fuelwood use and charcoal production is a difficult development challenge, one which needs to balance access to resources with the sustainability of environments. People require access to resources to live and develop; charcoal production provides a source of fuel and income to many vulnerable populations. However, the commercial overutilisation of Nigeria’s forests for charcoal, in part, driven by criminal networks and lack of enforcement, has contributed to the degradation of forest habitats. The National Environmental Standards and Regulations Enforcement Agency (NESREA) enforces the provisions of the National Environmental (Control of Charcoal Production Export) Regulations 2014. The Regulation states that “a person shall not undertake or engage in any undertaking or activity relating to commercial charcoal production or handling without a valid permit issued by the Federal or State Department of Forestry”. The regulation also provides that, “a person shall not be granted a permit for charcoal production without having a reforestation and rehabilitation plan for the area from where the charcoal will be derived or produced.” 46 UNODC, “West and Central Africa Wildlife Crime Threat Assessment.”, https://cites.org/sites/default/files/eng/prog/ enforcement/E-CoP18-034-Threat-Assessment.pdf 47 Zhang et al., “Genetic Identification of African Pangolins and Their Origin in Illegal Trade,” Global Ecology and Conservation 23 (2020): e01119. 48 UNODC, World Wildlife Crime Report 2020: Trafficking in Protected Species, Vienna 2020, https://www.unodc. org/unodc/en/data-and-analysis/wildlife.html https://cites.org/sites/default/files/eng/prog/enforcement/E-CoP18-034-Threat-Assessment.pdf https://cites.org/sites/default/files/eng/prog/enforcement/E-CoP18-034-Threat-Assessment.pdf https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html https://www.unodc.org/unodc/en/data-and-analysis/wildlife.html 24 National Strategy to Combat Wildlife and Forest Crime in Nigeria 24 There are limited examples where these regulations have been enforced; in April 2019 NESREA shut down one facility for the illegal production and exportation of charcoal in Nigeria, which was owned by a foreign company. However, the large-scale deforestation of Nigeria’s secondary and primary forests for commercial production of charcoal for export continues. According to UN Comtrade, countries around the world reported importing more than $91 million worth of Nigerian charcoal in 2018 alone and more than $80 million worth in 2019, while Nigeria reported exporting just $4.5 million worth of charcoal in 2018, and about half that amount in 2019. In July 2020, Nigeria reinforced the ban on the export of timber and allied products, including charcoal. The effect of this on illegal wood harvesting remains to be formally quantified. E� Illegal, unregulated and unreported (IUU) fishing and crimes in the fisheries sector Although IUU is not often considered as part of wildlife crime or included in wildlife crime statistics, it provides a major threat to socio-economic development. In Africa’s coastal waters, and particularly the Gulf of Guinea, IUU fishing has reached epidemic proportions. IUU fishing contributes significantly to global overfishing, threatening food security, and the sustainability of fisheries as well as negatively affecting coastal communities who lose the opportunities to catch, process and trade profitably from the fisheries within their waters. IUU incidences are particularly relevant in Nigeria where a recent study estimated that Nigeria ranks third globally for the number of people dependent on coastal fisheries for food security.49 Nigeria’s vast inland water bodies and coastline, measuring over 800 kms, support nearly 1.5 million people engaged in fisheries-based livelihoods.50 IUU fishing is associated with other transnational organised crimes, such as drug trafficking, human trafficking, slavery, and arms smuggling.51 In addition, a broad range of other crimes can occur at each stage of the fisheries value chain, including corruption, fraud, forgery and tax crimes (Figure 2).52 49 Selig et al., “Mapping Global Human Dependence on Marine Ecosystems,” Conservation Letters 12, no. 2 (2019): e12617. 50 Worldfish, “Worldfish in Nigeria,” Factsheet 2017-17 (Penang: WorldFish, 2017). 51 Mackay et al. “The Intersection between Illegal Fishing, Crimes at Sea, and Social Well-Being,” Frontiers in Marine Science 7 (2020): 863. 52 https://www.unodc.org/documents/Wildlife/UNODC Approach to Crimes in the Fisheries Sector.pdf https://www.unodc.org/documents/Wildlife/UNODC Approach to Crimes in the Fisheries Sector.pdf 25 A Nigeria Free of Wildlife Crime Situational Analysis 25 Figure�2: Illegality�in�the�fisheries�sector�� IUU fishing Crimes in the fisheries value chain Crimes associated with the fisheries sector Source:�UNODC�document�‘Approach�to�Crimes�in�the�Fisheries�Sector’��Used�with� permission� The regional and national scale of IUU fishing is increasingly being documented; regional investigations showed that West Africa is a global hotspot.53 There is ongoing Nigeria-specific research and information on the scale, modes of operation and the effect of IUU fishing and crimes in the fisheries sector, although there are generic trends and intelligence. The lack of specific local information has limited the strategic response of national agencies to the crisis. The absence of fishing seasons places increased pressure on fisheries; agreeing upon and implementing fishing seasons would increase production by providing respite for spawning and providing time for juvenile fish to mature. The nexus of organised crime, weakened institutions, lack of capabilities and inadequate tools in enforcement agencies, corruption, and poverty drive and facilitate IUU fishing and crimes in both the inland and marine fisheries sector in Nigeria’s waters. Combatting IUU fishing and crimes in the fisheries sector in Nigeria will require multi-agency collaboration and an integrated approach that develops capabilities across multiple agencies that are responsible for different stages of the fisheries value chain. When arrests are made of any vessel (domestic or foreign) that violate the law, prosecution is according to the Nigerian Sea Fisheries Act of 1992. However, this Act is outdated and doesn’t reflect present-day challenges that did not exist in 1992, including IUU fishing and the need for a Vessel Monitoring System. An amendment to this Act is urgently required. For example, the wide range of criminal activities that support IUU fishing currently overstretch the available capability of the agencies enforcing fisheries regulations, which will need support to meet the challenge. In addition, the violations may only be detected at ports, border crossings, in the review of documents as part of international trade, or through monitoring systems (if present). The agency representatives most likely to see evidence of these violations are not fisheries or Navy officers but representatives of customs, health, and other border agencies that are not usually familiar with the nature and modus 53 Daniels et al., “Western Africa’s Missing Fish,” London: Overseas Development Institute. Retrieved July 1 (2016): 2018. 26 National Strategy to Combat Wildlife and Forest Crime in Nigeria 26 operandi of IUU fishing and crimes in the fisheries sector. The mechanisms for prosecution, the jurisdictions and law enforcement options are further complicated when dealing with foreign vessels, international waters and transnational crime.54 A major focus of this National Strategy is the development of capabilities in the fisheries sector. Nigeria is lacking knowledge base and strategic insight on IUU fishing and crimes in the fisheries sector. As such, much of this initial National Strategy is focused on understanding the drivers, enabling conditions and elucidating the mechanisms by which IUU fishing and crimes in the fisheries sector operate in Nigeria. In addition to developing the knowledge base, the National Strategy will focus on legal reviews, and putting in place the governance and collaboration structures necessary to begin to effectively combat IUU fishing and crimes in the fisheries sector. Given the connections between the various crimes involving wildlife – both terrestrial and marine – and the different sets of stakeholders involved, including some overlapping, convening a Fisheries Taskforce will be critical for a coordinated response to IUU fishing and crimes in the fisheries sector. F� Domestic illegal wildlife trade The examples listed above are not exhaustive and wildlife crime in Nigeria is by no means a purely international challenge. Wildlife (including plants and their derivatives) are exploited to meet demands in illegal markets that are both domestic and international. Market assessments have shown dozens of species are illegally traded in the local markets, for traditional medicine and food, often with little sanction. For example, despite the Nigerian Endangered Species Control Act, 2016, the Critically Endangered hooded vulture (Necrosyrtes monachus), the Endangered lappet-faced vulture (Torgos tracheliotos), the Critically Endangered white backed vulture (Gyps africanus), and the Endangered Egyptian vulture (Neophron percnopterus), all of which are in dramatic decline across the region, have been found to be openly traded in Nigerian markets. Importantly, the domestic and international markets fuel one another, and wildlife crime perpetrators will exploit the people and infrastructure available within the domestic markets to illegally traffic larger volumes or key high-value species internationally. To meet its conservation objectives, Nigeria will need to tackle both unsustainable domestic consumption of wildlife, and domestic illegal trade, as well as international trafficking. 54 INTERPOL, “Study on Fisheries crime in the West African coastal region” (Environmental Security subdirectorate, 2014). Building the Foundations for Change 28 National Strategy to Combat Wildlife and Forest Crime in Nigeria 28 The drivers of wildlife crime vary widely. The major drivers and enabling conditions were identified through the SWOT analysis (Appendix 1), in the stakeholder engagement workshop, and during the partner interviews. These are discussed in the introduction and situational analysis of this document. While by no means exhaustive, they serve to illustrate the scale and complexity of the challenge ahead in addressing wildlife crime in Nigeria. To generate systemic change, there is a need to go beyond addressing enforcement challenges: Nigeria needs to reduce the pressures, and remove the enabling conditions that allow wildlife crime to flourish. The solutions to these identified drivers are far from simple; in fact, wildlife crime is a “wicked problem.”55 Wicked problems are characterised by being difficult to solve. In this instance, this is due to the global scale and adaptability of organised crime networks involved in wildlife crime, and the interconnected nature of wildlife crime with other factors. For example, addressing local poverty or providing alternative livelihoods only will not prevent wildlife crime; greed, criminality, cultural practice, opportunism, and other incentives will continue to drive illicit trade. At a national institutional level, inconsistent laws and regulations, or a weak legal framework to tackle wildlife crime leave countries vulnerable to exploitation. In addition, insufficient law enforcement capacity, limited detection and reporting of wildlife crime, weak governance, corruption risks, or a lack of coordination across the organisations that comprise the enforcement chain (Figure 3) further exacerbates the effectiveness of law enforcement actions. Figure�3:�� The�enforcement�chain�summarises�the�multiple�points�on�the�spectrum�where�law� enforcement�interventions�can�take�place�to�address�wildlife�crime� Source:�developed�during�the�Workshop� 55 Spapens and Huisman, “Tackling Cross-Border Environmental Crime,” Environmental Crime in Transnational Context; Spapens, T., White, R., Huisman, W., Eds, 2016, 27–42. Legislation Prevent & disrupt Intelligence Enforcement Investigations Prosecution Judiciary 29 A Nigeria Free of Wildlife Crime Building the Foundations for Change 29 Wicked problems cannot simply be “fixed”. Rather, agents of change can mitigate the negative consequences and position the broad trajectory of wildlife crime in new and more desirable directions. This demands a desire for change, interdisciplinary collaboration, and perseverance. Generating impact takes time, even more so when attempting to tackle wicked problems. Wildlife crime will never be completely eradicated, but the systems and capabilities to tackle wildlife crime can be put in place. Although achieving this will take longer than the time frame of this first National Strategy, it does provide a set of key Foundations for Change that need to be laid for long-term change in preventing and addressing wildlife crime in Nigeria. Figure�4:� The�National�Strategy�to�Combat�Wildlife�and�Forest�Crime�in�Nigeria�is�based�upon�seven� foundations�for�change� Source:�developed�during�the�Workshop� Enhance institutional capabilities Strengthen the legal framework Increase collaboration Honour commitments Remove crime enablers Raise awareness of wildlife crime Provide alternative livelihoods Foundations for change Strategy 31 A Nigeria Free of Wildlife Crime Strategy 31 Strategic vision A vision statement is the anchor of any strategic plan. It outlines what an organisation or group would like to ultimately achieve – a desired state. The strategic vision sets out an ambitious direction for Nigeria, which is: A Nigeria Free of Wildlife Crime Strategic goal A strategic goal aims to set a realistic target to be achieved at the end of the five-year strategy, based on the various interventions delivered under each theme. The strategic goal allows one to assess progress towards the strategic vision. Ideally, the strategic goal should be SMART,56 but setting goals requires an established baseline. However, there are limitations on the current knowledge of the status of wildlife crime for Nigeria. Identifying Key Performance Indicators (KPIs) and establishing baseline data must be an initial priority for the National Strategy. However, these current limitations mean that the strategic goal for the National Strategy must be pragmatic. The situational analysis and SWOT analysis both highlight the scale of the wildlife crime challenge in Nigeria and the current capabilities in the country to address this challenge. Achieving this ambitious vision will likely require multiple five-year strategies; the 2022–2026 National Strategy needs to progress towards this vision by providing the foundations for change. Combatting and reducing wildlife crime first requires the enabling foundations so that all the key stakeholders have the capabilities and frameworks to understand, detect and deter wildlife crime, enforce the law and effectively sanction criminals. Importantly, there needs to be a collaborative approach so that all stakeholders are moving towards the same shared vision. Thus, the strategy has defined the following goal: By 2026, Nigeria has made demonstrable progress in reducing wildlife crime, while its law enforcement and criminal justice system has the requisite capabilities and a fit-for-purpose legal framework to effectively and collaboratively tackle wildlife crime. While the strategic goal does not meet all the definitions of a SMART target, by being pragmatic and focusing on the building blocks for long-term success, it is realistic. It can be measured by conducting national assessments of capacity and analysing the effectiveness of the legal framework at both the beginning and end of the National Strategy period. Tools such as the ICCWC Indicator Framework57 could be valuable for providing a holistic assessment of Nigeria’s capabilities to address wildlife crime. A comprehensive assessment of the preventive and criminal justice responses to wildlife crime using the ICCWC Wildlife and Forest Crime Analytic Toolkit 56 Specific, Measurable, Attainable, Realistic, Timebound 57 https://www.unodc.org/unodc/en/wildlife-and-forest-crime/wildlife-and-forest-crime-analytic-toolkit.html https://www.unodc.org/unodc/en/wildlife-and-forest-crime/wildlife-and-forest-crime-analytic-toolkit.html 32 National Strategy to Combat Wildlife and Forest Crime in Nigeria 32 and Indicator Framework will start in 2022, while an analysis of the criminal justice legislative framework has been conducted by the Environmental Investigation Agency (EIA). These would act as appropriate indicators for the strategic goal. Strategic objectives The National Strategy requires clearly defined parameters and objectives to guide the implementation and provide focus in achieving the vision and strategic goal. Setting parameters allows all stakeholders to understand the scope within which they will be operating. The scope of the National Strategy should include interventions: a) to tackle transnational and domestic wildlife crime b) to tackle marine, freshwater and terrestrial wildlife crime c) with the transport and financial sector With the parameters defined, the development process identified key themes of interventions for working towards the vision and strategic goal. Based on these themes, seven strategic objectives were defined: 1� Enhance institutional capabilities: Develop the capabilities in all relevant institutions to drive evidence-based action to understand, detect and deter wildlife crime, enforce the law and sanction those involved in wildlife crime. 2� Strengthen the legal framework: Enable legal and sustainable trade, protect Nigeria’s fauna and flora, and deter wildlife crime through a harmonised and strengthened legal framework. 3� Increase collaboration: Ensure strong coordination, led by accountable partners, to facilitate national and international collaboration and information sharing between all relevant stakeholders to combat wildlife crime. 4� Honour commitments: Ensure compliance with national and international commitments to regulate legal trade and combat wildlife crime. 5� Remove enablers of crime: Tackle corruption risks and prevent financial crime from enabling wildlife crime. 33 A Nigeria Free of Wildlife Crime Strategy 33 6� Raise awareness of wildlife crime: Generate social and political will by raising awareness in all stakeholders as to the value of nature and the threat of wildlife crime. 7� Provide alternative livelihoods: Empower local communities through developing wildlife crime prevention initiatives and alternative livelihoods. Importantly, these strategic objectives all provide the necessary foundations for change. By achieving these objectives, Nigeria will have the commitment, necessary structures and capabilities to effectively address both transnational and domestic wildlife crime. They are discussed further below. Wildlife crime is a dynamic and complex problem which requires multiple stakeholders to work together at each stage of the wildlife crime continuum, informed by the best available evidence and information, to detect, deter and prevent wildlife crime, enforce the law and mete out appropriate deterrent sanctions. It will be fundamental to enhance institutional capabilities of all the key stakeholders, so they are capable of performing their role within the larger system. Capabilities refer to an organisation’s ability to perform a particular task or function, and represent the organisation’s capacity to deploy resources that have been purposely integrated to achieve a desired end state. Capabilities require both the necessary capacity (the resources available to perform a task) and competences (the skills and knowledge of the personnel to perform their role within the task). Even if the stakeholders have the necessary capabilities to detect and charge wildlife crime perpetrators, wildlife crime needs to be elevated as a serious crime. By strengthening the legal framework, Nigeria can ensure successful and fair prosecution of wildlife crime perpetrators, resulting in severe, swift and certain sanctions that deter criminals. The recent analysis of the criminal justice legislative framework concluded that the best laws for prosecuting cases involving large-scale seizures are to be found in customs and money-laundering laws, rather than in wildlife-specific laws. Strengthening the legal framework can increase the severity of wildlife-specific laws and elevate the status of wildlife crime. The Federal Department of Forestry, under the Federal Ministry of Environment, shall act as the lead agency for implementation of the National Strategy, and over 70 different stakeholder groups have been identified as contributing actors, to varying degrees, to address this issue. Implementing the National Strategy will require these stakeholders, or subsets of these stakeholders, to pull together towards the shared vision. Failure to coordinate and collaborate will negatively impact the fight against wildlife crime even if the institutions have the requisite capabilities and operate under a strong legal framework. Increasing collaboration and coordination of all stakeholders, under the guidance and direction of the identified lead agencies, will facilitate the implementation of the Action Plan and ensure effective and proactive information and intelligence sharing (where appropriate) to prevent and combat wildlife crime. By ensuring effective collaboration, Nigeria can benefit from the collective strengths and experience of all the stakeholders and improve harmonisation between federal and state actors. 34 National Strategy to Combat Wildlife and Forest Crime in Nigeria 34 To elevate the status of wildlife crime as a serious crime, Nigeria must adhere to its various national and international commitments related to legal trade and wildlife crime. Honouring these commitments is a clear demonstration of Nigeria’s willingness to tackle wildlife crime as an enabling condition for success. As an example, Nigeria is currently subject to trade suspensions under CITES Article XIII.58 Nigeria can honour its commitments and resume trade in those species by fully resolving the outstanding recommendations regarding: a) management of trade in specimens of Pterocarpus erinaceus; b) legislation and law enforcement; c) issuance of export permits and information systems; and d) management and disposal of seized stockpiles. Effective disposal of seized stockpiles will be an important step to prevent leakage back into illegal markets. Furthermore, Nigeria should commit adequate financial and manpower resources to addressing wildlife crime, demonstrating that wildlife crime is taken seriously. It is important to make it difficult for criminals to commit wildlife crime. The introduction highlighted how corruption is a challenge associated with wildlife crime. By tackling corruption risks and targeting the financial flows that emanate from wildlife crime, one can reduce the opportunity for wildlife crime. Taking proactive steps through targeted interventions to remove these enablers of crime will both provide an enabling environment for the agencies to effectively tackle wildlife crime, and will aid in preventing wildlife crime in itself. Given the scale of the challenge, Nigeria will need political and social willingness and commitment to enable success. Raising awareness of wildlife crime at all levels can facilitate this willingness and commitment to change. There needs to be strong messaging and education of the value of nature and the foundations that nature provides for long-term societal and economic development. Without nature, Nigeria’s efforts to develop will ultimately fail. Nigeria’s leaders, the relevant organisations and society at large must understand that wildlife crime is a major driver of biodiversity loss, and that this erosion of nature compromises Nigeria’s future success. In addition, there are negative social, political and economic impact in being a major player in the illegal wildlife trade. As a transit country, the environmental impact of wildlife crime goes beyond Nigeria’s borders. There needs to be clear messaging around the role of wildlife crime in facilitating corruption and other crimes. Only then will the status of wildlife crime be elevated as a priority, engaging everyone to prevent wildlife crime. For many perpetrators of wildlife crime in Nigeria, their role might be borne out of a necessity to survive. Wildlife and forest products may either represent a source of food or a source of revenue for the family. Providing alternative livelihoods can empower local communities, providing financial resilience so that individuals do not need to engage in wildlife crime predominantly because they have alternative revenue sources, but also because they no longer have the time to engage in illicit activities. In a country the size of Nigeria, reducing the need to commit wildlife crime is an enormous task that goes well beyond the remit of the stakeholders engaged in tackling wildlife crime. This objective talks to sustainable social development at a national level, a vision far beyond the scale of the National Strategy. However, it may benefit from implementing interventions to develop alternative livelihoods in certain target communities that provide a greater threat to wildlife crime. On a larger scale, it would be 58 Article XIII https://cites.org/eng/disc/text.php#XIII https://cites.org/eng/disc/text.php 35 A Nigeria Free of Wildlife Crime Strategy 35 invaluable to get buy-in from the Federal Government so that the National Strategy feeds into the national development agenda. Strategy implementation Partner roles The Federal Department of Forestry, under the Federal Ministry of Environment, shall act as the lead agency for implementation of the National Strategy. However, implementing it will require a collective and collaborative effort of many stakeholders, pulling together to deliver on interventions within their mandate and expertise. Having a collaborative approach ensures Nigeria can draw on the strengths of many partners. The partner meetings identified over 70 partners and stakeholders (Figure 5) that have some role to play (in varying degrees) in implementing the National Strategy, broadly categorised within various themes of stakeholders. It is important to note, that Figure 5 is not a list of stakeholders engaged in developing this Nigerian National Strategy, but rather provides a list of the stakeholders that will likely have a role (to varying degrees) in implementing the strategy. Some partners will have significant roles to play in the implementation of the National Strategy, potentially leading on certain interventions, while other partners might have a small but important role to play. For example, the Nigerian Customs Service might lead on the enforcement at international borders (air, land and sea), but they might be supported by other key stakeholders including NESREA, Nigeria Immigration Service, Nigeria Agriculture and Quarantine Service, the Nigeria Police Force and INTERPOL, the World Customs Organization, UNODC and the Nigerian Postal Service and the courier companies. Given the number of partners and stakeholders, a stakeholder mapping exercise (Figure 6) was conducted to emphasise the overlap between partners, to highlight the importance of collaboration, and to outline the roles of each key stakeholder. Defining the roles and responsibilities of each of the partners will prevent conflict and implementation challenges. This exercise considered the multiple intervention points along the spectrum of wildlife crime, and the different geographies where interventions occur. 36 National Strategy to Combat Wildlife and Forest Crime in Nigeria 36 Figure�5:�� Partners�and�stakeholders�with�roles�to�play�in�implementing�the�National�Strategy�to� Combat�Wildlife�and�Forest�Crime�in�Nigeria,�2022–2026� Partners and stakeholders Lead Agency Federal�Department�of�Forestry,�Federal�Ministry�of�Environment Ministries and Government �� Federal�Ministry�of�Agriculture�and�Rural�Development �� Federal�Ministry�of�Education �� Federal�Ministry�of�Finance,�Budget�and�National�Planning �� Federal�Ministry�of�Foreign�Affairs �� Federal�Ministry�of�Industry,�Trade�and�Investments �� Federal�Ministry�of�Information�and�Culture �� Federal�Ministry�of�Justice �� National�Council�of�State �� Nigerian�Governors�Forum �� Abuja�Environmental�Protection�Board�(AEPB) Legislative Actors �� Senate�Committee�on�the�Environment �� Senate�Committee�on�Ecology�and�Climate�Change �� House�of�Representatives�Committee�on�the�Environment Agencies and Departments �� Federal�Department�of�Fisheries�and�Aquaculture �� State�Departments�of�Forestry �� National�Boundary�Commission �� Nigerian�Maritime�Administration�and�Safety�Agency�(NIMASA) �� National�Orientation�Agency�(NOA) �� Border�Communities�Development�Agency Law Enforcement Agencies �� Nigeria�Customs�Service�(NCS) �� Nigeria�Immigration�Service �� National�Environmental�Standards�and�Regulations�Enforcement�Agency�(NESREA) �� National�Park�Service�(NPS) �� Department�of�State�Security�(DSS) �� Nigeria�Police�Force �� Nigeria�Civil�Defence� �� INTERPOL �� World�Customs�Organization�(WCO) �� Nigeria�Financial�Intelligence�Unit�(NFIU) �� Economic�and�Financial�Crimes�Commission�(EFCC) �� Independent�Corrupt�Practices�Commission� Financial Sector �� Central�Bank�of�Nigeria Legal System �� Attorney�General�of�the�Federation�(AGF) �� Chief�Judge�of�the�Federal�High�Court �� Attorney�General�of�state�in�respect�of�crimes�against�state�laws �� Director�of�Public�prosecutions,� �� National�Judicial�Institute �� Prosecutors�and�Judiciary�in�key�states Transport Sector �� Aviation�Industry �� Courier�Services �� Federal�Airports�Authority�of�Nigeria� �� Nigerian�Agricultural�Quarantine�Services�(NAQS) Source:�developed�during�the�Workshop� 37 A Nigeria Free of Wildlife Crime Strategy 37 �� Nigerian�Port�Authority� �� National�Export�and�Import�Association �� Nigeria�Postal�Service �� Shipping�Companies Natural Resource Use Sector �� Nigeria�Export�Promotion�Council �� Association�of�Charcoal�Exporter�of�Nigeria�(ACEN) �� Association�of�Timber�Dealers �� Bushmeat�Marketeers �� Forestry�Association�of�Nigeria �� Hunters�Association� �� Independent�National�Association�of�Nigerian�Traditional�Medicine�Practitioners �� Processed�Wood�Producers�and�Marketers�Association�of�Nigeria�(PROWPMAN) �� Tropical�Wood�Exporters�Association�of�Nigeria�(TWEAN) �� Wildlife�Traders�Association Research Sector �� AP�Leventis�Ornithological�Research�Institute�(APLORI) �� Forestry�Research�Institute�of�Nigeria�(FRIN) �� National�Institute�of�Freshwater�Fishery�Research�(NIFFR) �� National�Institute�of�Oceanography�and�Marine�Research�(NIOMR) �� Raw�Materials�Research�and�Development�Council�(RMRDC) �� University�of�Abuja Regional Partners �� ECOWAS�Commission �� Gulf�of�Guinea�Fisheries�Committee�of�West�African�Countries�(FCWAC) Intergovernmental Partners �� CITES�Secreteriat �� Food�and�Agriculture�Organisation�(FAO) �� International�Consortium�for�Combating�Wildlife�Crime�(ICCWC) �� United�Nations�Office�of�Drugs�and�Crime�(UNODC) �� World�Bank�Group�(WBG) Bilateral Partners �� Federal�Foreign�Office�of�Germany �� British�High�Commission �� International�Narcotics�and�Law�Enforcement�Affairs�(INL) �� UK�Border�Force �� United�States�Agency�for�International�Development�(USAid) �� US�Fish�and�Wildlife�Service�(USFWS) Non-Governmental Organisations �� Africa�Nature�Investors�Foundation �� Birdlife �� Born�Free�USA �� EAGLE-LAGA�network �� Egmont�Centre�of�Financial�Intelligence�Units�(ECOFEL) �� Environmental�Investigation�Agency�(EIA) �� Focused�Conservation�Solutions�(FCS) �� Nigeria�Conservation�Foundation �� Pangolin�Conservation�Guild�Nigeria�(PCGN) �� Royal�United�Services�Institute�(RUSI) �� United�for�Wildlife� �� Wildlife�Conservation�Society�(WCS) �� WildAid 38 National Strategy to Combat Wildlife and Forest Crime in Nigeria 38 Figure�6:�� Mapping�exercise,�conducted�during�the�National�Strategy�workshop,�to�highlight�the� importance�of�collaboration,�and�to�outline�what�roles�each�key�stakeholder�performs�along� the�enforcement�chain�and�at�different�geographies� Legislation Prevent & disrupt Intelligence Domestic Supply �� NPs �� FRs �� Community �� Private �� Marine� �� Freshwater �� National�Assembly �� Executive�Order �� Ministry�of�Justice� �� Ministry�of� Environment �� State�Dept�of� Forestry �� NIMASA �� NGOs �� NPS �� NCS �� State�Department� of�Forestry �� Communities �� Police �� Navy �� NIMASA �� NSCDC �� Army �� Marine�Police �� Marine�Customs �� Federal� Department�of� Fisheries �� NPS �� NCS �� State�Department� of�Forestry �� Communities �� Police �� DSS �� Navy �� NIMASA �� NSCDC �� Army �� Marine�Police �� Marine�Customs �� Federal� Department�of� Fisheries Intermediaries / Transit / Domestic Demand �� National�Assembly �� Executive�Order �� Ministry�of�Justice� �� Ministry�of� Environment �� NGOs �� NCS �� NESREA �� NAQS �� NPS �� NCS �� NESREA �� NPS �� NAQS �� DSS �� NiPost �� Courier�Services �� Communities �� NGOs �� Informants Borders �� Land �� Air �� Sea �� National�Assembly �� Executive�Order �� Ministry�of�Justice� �� Ministry�of� Environment �� NCS �� NESREA �� FAAN �� NPA �� NIMASA �� Nigeria� Immigration� Service �� NGOs �� NCS �� NESREA �� Nigeria� Immigration� Service �� Ministry�of� Environment �� Nipost �� NAQS �� Nigeria�Police� �� Interpol �� EFCC �� NFIU �� FAAN �� NPA �� NIMASA �� NCS �� NESREA �� Nigeria� Immigration� Service �� Ministry�of� Environment �� NiPost �� NAQS �� Nigeria�Police �� DSS� �� Interpol �� EFCC �� NFIU �� ICTC �� FAAN �� NPA �� NGOs International Supply and Demand �� Interpol �� WCO �� CITES �� Interpol �� UNODC �� WCO Source:�developed�during�the�Workshop� 39 A Nigeria Free of Wildlife Crime Strategy 39 Enforcement Investigations Prosecution Judiciary �� NPS �� NCS �� State�Department�of� Forestry �� Communities �� Police �� DSS �� Navy �� NIMASA �� NSCDC �� Army �� Marine�Police �� Marine�Customs �� Federal�Department� of�Fisheries �� NPS �� NCS �� Police �� Navy �� NIMASA �� NSCDC �� Army �� Marine�Police �� Marine�Customs �� NPS �� NCS �� Police �� Navy �� NIMASA �� NSCDC �� Army �� Marine�Police �� Marine�Customs �� Federal�High�Court �� Magistrate�Court �� Area�Court �� Community�Chiefs �� Ministry�of�Justice �� NCS �� NESREA �� NAQS �� NPS �� NCS �� NESREA �� NAQS �� NPS �� EFCC �� NFIU �� NCS �� NESREA �� NAQS �� NPS �� Federal�High�Court �� Magistrate�Court �� Area�Court �� Community�Chiefs �� Ministry�of�Justice �� NCS �� NESREA �� Nigeria�Immigration� Service �� Ministry�of� Environment �� Nipost �� NAQS �� Nigeria�Police� �� Interpol �� EFCC �� NFIU �� NCS �� NESREA �� Nigeria� Immigration� Service �� Ministry�of� Environment �� Nigeria�Police� �� Interpol �� EFCC �� NFIU �� NCS �� NESREA �� Ministry�of� Environment �� Ministry�of� Justice� �� Interpol �� EFCC �� NFIU �� Federal�High�Court �� Magistrate�Court �� Ministry�of�Justice �� Interpol �� UNODC �� WCO 40 National Strategy to Combat Wildlife and Forest Crime in Nigeria 40 Implementation coordination The National Strategy is ambitious, requiring significant collaboration between federal and state agencies, NGOs and the international community. Critically, there needs to be cooperation and trust among the key agencies, operating with clear mandates. The National Strategy requires strong leadership with the authority to drive implementation and bring all the partners together towards a shared vision. The Federal Department of Forestry, under the Federal Ministry of Environment, is the clear lead authority for this National Strategy, but there will be components of implementing this National Strategy that require additional designated leads. For example, strengthening the legal framework will require significant involvement from the Federal Ministry of Justice. The strategy framework has a list of identified lead actors for each output; those lead actors will be expected to identify all other relevant partners for that output, engaging those partners to support the various activities. As an initial action, once the National Strategy is finalised, it would be important to identify lead agencies and KPIs for each activity to drive implementation and ensure that progress can be closely monitored. Coordination, cooperation and collaboration between all the partners will be critical to the successful implementation of the National Strategy. These are all well-established points in a continuum of engagement (Figure 7). Figure�7:�� The�continuum�of�engagement� Networking Exchanging� information�for� mutual�benefit Coordinating In�addition,� altering�activities� to�achieve�a� common�purpose Cooperating In�addition,� sharing�resources� (e�g��staff,� finances,�space,� equipment) Collaborating In�addition,� learning�from� each�other�to� enhance�each� other’s�capacity� for�mutual�benefit� and�a�common� purpose Integrating Completely� merging� operations,� administrative� structures,�� and�budgets�� The�constituent� parts�are� no�longer� discernible Source:�adapted�from�Himmelman,�2002�� For the National Strategy to be successful, all stakeholders must buy-in to the strategy, its vision and objectives. By involving stakeholders in the development process, each agency has had multiple opportunities to shape the Nigerian National Strategy. This organisational buy-in needs to be achieved across each agency. 41 A Nigeria Free of Wildlife Crime Strategy 41 To maximise coordination, Nigeria will require multiple forums and taskforces with clearly defined roles (Figure 8). Nigeria has an established National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria (NSF) with representation from all major stakeholders. This forum meets quarterly, providing a platform for networking, coordination and driving policy change, allowing representatives to regularly report back to their agencies. The NSF allows the Federal Ministry of Environment to regularly engage with all stakeholders and ensure momentum and coordination on strategy implementation. In addition to the current stakeholders of the NSF, it will be important to include the judiciary and state actors to enhance collaboration with these groups. Not all partners are represented on the NSF, including many of the non-governmental and bilateral partners. For these other stakeholders, it will be critical to identify focal persons, who must be familiar with the National Strategy and their roles and responsibilities in implementing it. Regular communications through the NSF and the organisational focal points will prevent duplication of efforts, harness collaboration, and catalyse effective and transparent sharing of information. Implementing the National Strategy is dependent on having the available resources (further details in Appendix C). To this extent, a Resource Mobilisation Taskforce should be convened, consisting of representatives from key NSF agencies such as the Federal Ministry of Environment, the Federal Ministry of Justice, the Federal Ministry of Finance, Budget and National Planning (FMFBNP), the Federal Department of Forestry, the Federal Department of Fisheries, the Nigerian Customs Service and NESREA. The Taskforce must develop an outline of resource needs for each strategic activity, tasking the lead agencies for each activity to prepare budgets for implementation. Once a high-level budget has been prepared for delivering the National Strategy, the Taskforce can align these needs with agency budgeting processes. By having representation from the key agencies and ministries, the representatives will be well placed to report on their own agencies’ budgets and ensure coordination of funding across all the key stakeholders. By engaging the FMFBNP regularly, not only can this elevate the seriousness of wildlife crime, but it also allows the FMFBNP to better understand what resources are required to effectively tackle wildlife crime. The Taskforce can lobby the FMFBNP to raise national financial commitments to tackling wildlife crime. Implementation success will be enhanced through the effective engagement of international support, including bilateral and multilateral agencies, and NGO partners. The NGO sector has an important role to play in supporting implementation but there is a danger that each actor works in isolation. The Resource Mobilisation Taskforce should work regularly with NGO partners to coordinate and plan implementation, and report on what has been delivered. As part of this exercise, the Taskforce can understand which parts of the resource requirements have been covered from other sources. The international donor community may be able to assist in areas with shared objectives. An initial priority must be to identify these donors and garner their financial support for implementing the National Strategy. External partners can mobilise resources for implementation, provide technical support, and help elevate the agenda nationally, generating political will. Nigeria needs to work closely with its donor community to encourage their support, proactively engage with them, and regularly and promptly communicate with them, particularly on bilateral programmes of work. 42 National Strategy to Combat Wildlife and Forest Crime in Nigeria 42 Figure�8:�� An�outline�of�the�key�forums�and�taskforces�for�implementing�the�National�Strategy��� Source:�Outcome�of�the�consultations� Strategy coordination Fisheries Taskforce Fisheries Who: Representatives�from�relevant� institutions�for�fisheries�sector Roles: Adapt�strategy�for�fisheries� sector,�coordinate�and�lead�fisheries related�strategy�implementation Operational Taskforce Who: Identified�law�enforcement� officers�from�key�mandated�agencies Roles: Coordinate�and�initiate� intelligence-driven�law�enforcement� operations�and�investigations,�share� information�and�intelligence�with� trusted�partners Law enforcement coordination Who: Representatives�from�all�the�key�agencies� Roles: Coordinate�all�partners,�coordinate� strategy�implementation,�provide�leadership,� liaise�and�network,�report�back�within�each� agency National Stakeholders Forum for Combatting Wildlife and Forest Crime in Nigeria (NSF) Who:�Identified�Focal�Persons�for� all�other�stakeholders Roles: Regularly�communicate� with�NSF�and�other�stakeholders,� Coordinate�actions�through� NSF,�liaise�and�network,�share� information�with�Operational� Taskforce Focal Persons Who:�Identified�agencies�and�representatives� from�NSF Roles: Develop�an�outline�of�resource�needs�for� each�activity�of�the�Strategy��Align�strategy�needs� with�organisational�/�agency�budgeting�process�� Lobby�FMFBNP�to�increase�national�financial� commitments�to�tackle�wildlife�crime��Liaise� with�bilateral�and�multilateral�agencies,�and� NGO�partners�to�coordinate�funding�requests�to� support�implementation�of�the�strategy Resource Mobilisation Taskforce 43 A Nigeria Free of Wildlife Crime Strategy 43 The National Strategy recommends the creation of two focused taskforces. These are: (i) The Operational Taskforce: this will be critical for bringing together the mandated law enforcement agencies, enabling close collaboration and coordination to tackle wildlife crime. It will enable collaboration on law enforcement operations, intelligence sharing and investigations. (ii) The Fisheries Taskforce: relevant, as there are many different stakeholders involved in tackling IUU fishing and crimes in the fisheries sector (as well as some overlapping institutions). The National Strategy does not outline who should be represented on each of the forums and taskforces, but it’s important that taskforces should be independent, and comprised of agencies with the mandates and capabilities to achieve the task force objectives. The Operational Taskforce needs to share sensitive information between agencies, while the Fisheries Taskforce must include representatives of the Navy who are responsible for the security of territorial waters. Regular reporting and feedback are important components of coordination. The National Strategy will incorporate regular feedback meetings at various levels to ensure the NSF stakeholders, the various taskforces and the focal points of all other stakeholders are aware of all relevant updates and planned activities. Furthermore, Nigeria will develop annual status reports on wildlife crime, part of which will meet the CITES requirements of providing an annual illegal wildlife trade report. Various CITES recommendations59 are particularly relevant to reporting and coordination. 59 Res. 18.6, paras 8 a) on coordinating the preparation of an annual illegal trade report; and paras 11, 12, and 13 regarding coordination and capacity-building. Res. 11.3 (Rev. CoP18) regarding communication of information and coordination, Annex 3, Guidance for specialised wildlife law enforcement units. Implementation Framework 45 A Nigeria Free of Wildlife Crime Implementation Framework 45 Sub-objectives, expected outputs, activities and KPIs were developed for each strategic objective. 1� Enhance institutional capabilities: Develop�the�capabilities�in�all�relevant�institutions�to�drive�evidence-based� action�to�understand,�detect�and�deter�wildlife�crime,�enforce�the�law�and� sanction��those�involved�in�wildlife�crime� Sub-objective�1�1 Conduct national assessments to identify the gaps in the capabilities of relevant agencies to inform targeted training and other strategic interventions Expected output 1�1�1 Completed assessments of wildlife crime-related capabilities at key ministries, agencies and institutions� Activities 1� Undertake�ICCWC�Toolkit�and�ICCWC�Indicator�Framework�assessment� 2� Undertake�UNODC�Value�Chain�analysis�for�the�fisheries�sector� Lead actors � FMENV,�FDF,�FMARD,�FMFBNP,�NESREA,�NCS,�FMOJ,�NJI,�UNODC,�ICCWC Expected output 1�1�2 Targeted action plans have been developed, to inform capacity development for all agencies and institutions, for terrestrial as well as marine and inland fisheries sectors, based upon the outputs of 1�1�1� Activities 1� Develop�targeted�action�plan�to�develop�capabilities�to�combat�wildlife�crime� 2� Develop�targeted�action�plan�to�develop�capabilities�to�combat�IUU�fishing�and� crimes�in�the�fisheries�sector�in�both�marine�and�inland�fisheries� Lead actors � FAO,�FMENV,�FDF,�FMARD,�FMFBNP,�NESREA,�NCS,�FMOJ,�NJI,�FDFA Sub-objective�1�2 Develop wildlife crime and fisheries specific training capabilities in Nigeria Expected output 1�2�1 Training capability requirements for each relevant institution have been determined� Activity 1� Based�upon�targeted�action�plans�to�develop�capabilities�(1�1�2),�identify�which� training�capabilities�need�to�be�institutionalised�and�which�can�be�done�through� short�term�and/or�periodic�trainings� Lead actors � FMENV,�FDF,�FMARD,�FMFBNP,�NESREA,�NCS,�FMOJ,�FRIN Expected output 1�2�2 Requisite training capabilities are institutionalised: Dedicated training institutions, and organisational training units have the necessary capabilities to build competencies related to wildlife crime and fisheries sector� Activities 1� Develop�train-the-trainer�courses�for�major�wildlife�crime�related�topics� (identification�and�detection;�intelligence�gathering;�multi-agency�led� investigations�and�case�preparation;�judicial�processes) 2� Develop�systems�for�relevant�institutions�to�ensure�sufficient�resources,�training� and�retraining�are�in�place�to�keep�high�standards� 3� Appropriately�train�identified�staff�from�relevant�institutions,�and�retrain�as� required� Lead actors � FMENV,�FDF,�FMARD,�FDFA 46 National Strategy to Combat Wildlife and Forest Crime in Nigeria 46 Expected output 1�2�3 Short term and periodic trainings address targeted competency needs� Activities 1� Based�upon�targeted�action�plans�to�develop�capabilities�(1�1�2),�collate� list�of�available�training�courses�provided�by�existing�training�institutions,� intergovernmental�and�NGO�partners� 2� Find�trusted�service�providers�and/or�develop�these�service�providers�locally� 3� Develop�courses�/�request�capacity�building�support�to�address�any�outstanding� capacity�building�needs�� 4� Hold�regular�coordination�meetings�with�institutions�and�partners�to�align�training� to�identified�needs� 5� Appropriately�train�identified�staff�from�relevant�institutions,�and�retrain�as�required� Lead actors � FMENV,�FDF,�FDFA Sub-objective�1�3 Ensure Nigeria has sufficient knowledge of wildlife crime status and trends to inform evidence-based interventions to tackle wildlife crime and IUU fishing and crimes in the fisheries sector Expected outputs 1�3�1 Review of existing data collected by government agencies and interested stakeholders, to align data collection needs, processes, and refine the institutional needs to improve data collection� 1�3�2 Focused list of research questions and knowledge needs from all relevant institutions, including technical specifications of required precision and monitoring frequency� Activities 1� Convene�wildlife�crime-focused�data�collection�workshop�with�all�the�relevant� institutions�and�stakeholders�to�understand�current�processes,�outline�available� data,�introduce�the�CITES�illegal�trade�database�and�identify�research�questions� and�knowledge�needs,�and�opportunities�for�alignment�and�data�collation�� 2� Convene�marine�and�inland�fisheries�crime-focused�data�collection�workshop�with� all�the�relevant�institutions�and�stakeholders�to�understand�current�processes,� outline�available�data,�and�identify�research�questions�and�knowledge�needs,�and� opportunities�for�alignment�and�data�collation� 3� Incorporate�outputs�of�the�data�collection�workshops�into�the�capability� requirements�(1�1�2)� 4� Review�and�strengthen�the�wildlife�crime�and�fisheries�crime�monitoring�and� evaluation�blueprint� Lead actors � FMENV,�FDF,�FRIN,�FDFA,�NIOMR,�NPS Expected output 1�3�3 Effective data collection and reporting systems are in place� Activities 1� Develop�the�specifications�for�an�accessible�data�collection�and�collation�system� based�upon�knowledge�and�reporting�needs��The�CITES�illegal�trade�database�is� a�critical�resource��Where�appropriate,�the�system�must�allow�for�limited�internet� accessibility�and�infrastructure� 2� Develop�a�capability�in�relevant�institutions�to�monitor�the�illegal�charcoal�trade� 3� Develop�a�blueprint�for�data�collection�and�collation�system,�including�centralised� databases�where�necessary� 4� Build�the�data�collection�and�collation�system�� 47 A Nigeria Free of Wildlife Crime Implementation Framework 47 Activities 5� Develop�an�operational�project�register�where�government�agencies,�collaborating� development�partners�and�NGOs�can�report�on�support�provided�to�Nigeria,� highlighting�how�such�support�aligns�with�the�National�Strategy��This�could�be� updated�through�in-person�updates�at�the�NSF�forum��This�register�should�be� updated�quarterly�and�hosted�on�the�Ministry�of�Environment’s�website��This� also�allows�development�partners�and�NGOs�to�better�understand�the�gaps�in� implementation�of�the�National�Strategy�� 6� Build�user�competencies�on�the�data�collection�and�collation�system�with�all� relevant�stakeholders� Lead actors � FMENV,�FDF,�FRIN,�NPS,�FDFA,�NIOMR Expected outputs 1�3�4 Effective collection of information related to wildlife crime status and knowledge needs, collation and analysis of data, and dissemination to relevant institutions� 1�3�5 Report on the status of wildlife crime updated annually in alignment with CITES requirements� Activities 1� Develop�targets�for�activities�in�the�Nigerian�National�Strategy�and�monitoring� framework�for�NSF�oversight� 2� Lead�agencies�provide�reports�regularly,�at�a�minimum�of�once�a�year,�on�targets� to�ensure�implementation�of�the�National�Strategy�and�facilitate�evidence-based� decision�making� 3� Collect�and�collate�relevant�wildlife�crime�and�fisheries�data�(as�determined�in� 1�3�2�and�1�3�3�)� 4� Through�the�lead�agencies,�regularly�collate�and�analyse�data,�and�prepare�annual� reports�on�the�status�of�wildlife�crime�in�Nigeria�to�align�with�CITES�reporting� requirements� 5� Through�the�NSF�Fisheries�Taskforce�(3�1�3),�regularly�collate�and�analyse�data,� and�prepare�annual�reports�on�the�status�of�IUU�fishing�and�crimes�in�the�fisheries� sector�in�inland�and�marine�fisheries�in�Nigeria Lead actors � FMENV,�FDF,�FRIN,�FDFA,�NIOMR Sub-objective�1�4� Build competencies within relevant law enforcement agencies to detect, investigate and report on wildlife crime Expected output 1�4�1 All relevant institutions have clearly defined Standard Operating Procedures and Codes of Conduct for seizures, arrests, detention, and investigations� Activity 1� Strengthen�or�develop�(if�required)�Standard�Operating�Procedures�to�address� wildlife�crime�and�Codes�of�Conduct�at�all�relevant�institutions��Ensure�ownership� of�this�process�within�all�relevant�institutions�to�facilitate�adoption� Lead actors � FMENV,�FDF,�FMOJ,�NJI,�NCS,�NESREA,�NPS,�FRIN,�NPF,�INTERPOL,�FMARD Expected output 1�4�2 All relevant institutions have the competencies to gather and analyse intelligence and share actionable intelligence to drive operations� Activities 1� Based�on�the�assessments�(1�1�1),�build�competencies�in�the�mandated�agencies� (where�required)�to�gather�and�analyse�intelligence�� 2� Strengthen�or�develop�(if�required)�mechanisms�and�agreements�for�sharing� actionable�intelligence�within�trusted�networks,�including�with�international� partners�and�networks� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS,�DSS,�NPF,�INTERPOL 48 National Strategy to Combat Wildlife and Forest Crime in Nigeria 48 Expected output 1�4�3 All relevant institutions can profile suspects and packages, detect wildlife crime, and identify CITES-listed species and their derivatives� Activity 1� Build�capacity�within�relevant�agencies�to�profile�suspects�and�packages,�detect� smuggling�and�identify�wildlife�crime�products� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS,�DSS,�NiPOST,�FAAN,�NPF,�INTERPOL Expected outputs 1�4�4 All relevant institutions have traceable procedures for handling and managing wildlife crime scenes, specimens, and evidence� 1�4�5 All seizures are promptly and properly documented, with evidence chains secured to fully prepare case files for prosecution� Activity 1� Strengthen�or�develop�(if�required)�procedures�and�build�capacity�to�manage� wildlife�crime�scenes�and�specimens,�and�to�secure�evidence�chains�and�prepare� case�files�to�support�prosecutions� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS,�NPF,�INTERPOL Sub-objective�1�5 Build competencies of prosecutors and judiciary to swiftly prosecute cases and pass appropriate sentences Expected output 1�5�1 Reference guides on wildlife crime have been developed for both prosecutors and judiciary� Activity 1� Develop�materials�and�reference�guides�to�support�prosecutors�and�judiciary� Lead actors � FMOJ,�Judiciary,�NJI Expected outputs 1�5�2 Prosecutors and judiciary at both federal and state courts are adequately trained on relevant national laws related to wildlife crime� 1�5�3 All prosecutors (federal, state, agency) have the competencies to successfully prosecute wildlife crime cases� Activities 1� Based�on�the�assessments�(1�1�1),�build�competencies�and�knowledge�to�address� wildlife�crime�of�the�Federal�Ministry�of�Justice,�prosecutors�and�judiciary�(where� required)�at�both�federal�and�state�level�� 2� Investigate�feasibility�for�establishing�dedicated�courts�/�sensitised�judges�for�the� prosecution�of�wildlife�crime�� Lead actors � FMOJ,�Judiciary,�NJI Expected output 1�5�4 Procedures are in place to regularly update prosecutors and judges on latest wildlife crime developments (changes in regional and national policies and legislation, evolution of wildlife crime modus operandi)� Activity 1� Develop�a�network�of�knowledgeable�and�competent�persons�within�the�justice� system��Disseminate�materials�and�updates�to�this�group� Lead actors � FMOJ,�Judiciary,�NJI 49 A Nigeria Free of Wildlife Crime Implementation Framework 49 Sub-objective�1�6 Provide tools, equipment and adequate resources to key institutions Expected output 1�6�1 Relevant institutions have the necessary equipment and resources to perform their mandated roles� Activities 1� Based�on�needs�assessment,�identify�required�equipment�and�resources� 2� Prioritise�equipment�and�resource�deployment�based�on�maximum�impact� 3� Address�identified�equipment�and�resource�gaps�within�relevant�institutions� Lead actors � FMENV,�FDF,�FMOJ,�NJI,�NCS,�NESREA,�NPS,�NPF,�INTERPOL,�FDFA Expected output 1�6�2 Relevant institutions have secure facilities with robust chain-of custody systems and digitized databases of stockpiles and evidence in place for handling and managing specimens and evidence� Activities 1� Strengthen�storage�facilities�at�key�locations�and�create�robust�chain-of-custody� systems� 2� Design�and�institutionalise�transparent�and�verifiable�Standard�Operating� Procedures�for�stockpile�management,�including�information�and�security��The� SOPs�should�detail�the�roles�and�responsibilities�of�each�agency� 3� Build�electronic�systems�to�digitize�records�of�stockpiles�and�evidence,�and�ensure� these�records�are�automatically�updated�and�centralized� 4� Develop�protocols�that�allow�the�use�of�wildlife�/�forestry�product�parts�for� research�purposes,�once�prosecutions�have�been�completed�and�based�on�approval� of�the�courts� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS Expected output 1�6�3 Relevant institutions have the training, equipment, procedures and support necessary to handle and release / rehome confiscated live specimens safely and humanely in the short, medium and long term� Activities 1� Build�competencies�and�develop�procedures�to�handle�confiscated�live�specimens� safely�and�humanely�� 2� Identify�responses�protocols�and�solutions�for�species�that�are�most�commonly� confiscated,�working�with�key�partners� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS,�NGO�partners Expected output 1�6�4 Intelligence sharing and information platforms are institutionalised and fully functioning� Activity 1� Identify�appropriate�intelligence�sharing�and�information�platforms�and�embed� these�within�relevant�institutions,�ensuring�ongoing�training�and�support� Lead actors � FMENV,�FDF,�NCS,�NESREA,�NPS,�NPF,�INTERPOL 50 National Strategy to Combat Wildlife and Forest Crime in Nigeria 50 2� Strengthen the legal framework: Enable�legal�and�sustainable�trade,�protect�Nigeria’s�fauna�and�flora,� and�deter�wildlife�crime�through�a�harmonised�and�strengthened�legal� framework� Sub-objective�2�1 Review, strengthen and harmonise Nigeria’s legislative framework related to wildlife crime Expected output 2�1�1 Recommendations from analysis of criminal justice legislative framework60 have been addressed� Activity 1� Resolve�all�recommendations�from�the�analysis�of�the�criminal�justice�legislative� framework Lead actors � FMOJ,�FMENV,�FDF,�NJI,�relevant�NGOs Expected output 2�1�2 The Endangered Species (Control of International Trade and Traffic) Amendment Act 2015 has been reviewed and updated� Activity 1� Review,�update�and�gazette�the�Endangered�Species�(Control�of�International�Trade� and�Traffic)�Amendment�Act�2016� Lead actors � FMOJ,�FMENV,�FDF,�NJI,�FRIN,�relevant�NGOs Expected output 2�1�3 National fisheries legislation have been reviewed and strengthened to help address international and domestic crimes in the fisheries sector� Activities 1� Amend�and�update�the�Nigerian�Sea�Fisheries�Act�1992�� 2� Review�any�other�pertinent�national�fisheries�laws�and�regulations�to�ensure�they� are�fit-for-purpose�for�combatting�both�international�and�domestic�crimes�in�the� fisheries�sector�� Lead actors � FMOJ,�FDFA,�NIMASA,�NJI Expected output 2�1�4 Thresholds have been put in place above which agencies cannot “compound” wildlife crime offences� Activity 1� Agree�upon�and�update�all�relevant�legislations�to�place�thresholds�above�which� compoundment�(admission�of�guilt�fines)�cannot�be�applied��For�example,�offences� involving�endangered�species�should�not�be�compounded� Lead actors � FMOJ,�NJI Expected output 2�1�5 Federal and State wildlife laws have been harmonised� Activities 1� Implement�the�recommendations�of�the�ongoing�review�of�federal�and�state�laws,� once�completed��Detailed�review�of�federal�and�state�wildlife�laws�pertaining�to� wildlife�and�forest�crime�� 2� Convene�law�makers�from�both�federal�and�state�agencies�to�harmonise�and� gazette�all�relevant�legislation� Lead actors � FMOJ,�NJI 60 Shamini Jayanathan, Arcturus Consultancy Ltd. May 2021. Executive Summary and Key Recommendations – Combating Wildlife Crime in Nigeria: An Analysis of the Criminal Justice Legislative Framework. Africa Nature Investors Foundation and Environmental Investigation Agency (UK). 51 A Nigeria Free of Wildlife Crime Implementation Framework 51 Expected output 2�1�6 Regulation of possession of identified live endangered species, their products and derivatives� Activities 1� List�of�endangered�and�other�species�identified�where�possession�of�that�species�is� unsustainable�on�wild�populations�and�should�be�regulated��This�should�build�upon� CITES�Appendices�and�IUCN�Red�List�data,�incorporating�Nigerian�context��� 2� Lobby�for�policy�change�to�discourage�possession�of�wildlife�(especially� endangered�species)�and�their�derivatives� 3� Incorporate�into�all�relevant�laws�(where�required)�the�regulation�of�the�possession� of�the�identified�live�species,�their�products�and�derivatives� Lead actors � FMOJ,�NJI Expected output 2�1�7 Wildlife and forest offences meet the definition of “serious crimes” under the United Nations Convention Against Transnational Organized Crime� Activity 1� Elevate�wildlife�and�forest�crime�offences�so�they�are�recognised�in�Nigeria�as�a� “serious�crime” Lead actors � FMOJ,�FMENV,�FDF,�NJI,�UNODC Expected output 2�1�8 Nigeria’s legislative framework incorporates provisions to implement the WASCWC� Activities 1� Outline�any�shortfalls�in�the�legislative�framework�for�implementing�the�WASCWC� 2� Strengthen�the�legislative�framework�to�address�these�identified�shortfalls� Lead actors � FMENV,�FMOJ,�NJI Sub-objective�2�2 Effectively regulate legal and sustainable wildlife trade in Nigeria Expected output 2�2�1 Recommendations related to legal framework from CITES Article XIII report have been addressed� Activity 1� Resolve�all�recommendations�related�to�the�legal�framework�from�the�CITES� Article�XIII�report Lead actors � FMENV,�FDF,�FMOJ,�NJI,�NESREA Expected output 2�2�2 Key stakeholders and general public are aware of and comply with the procedures for legal wildlife trade� Activity 1� Conduct�targeted�campaigns�to�raise�awareness�on�wildlife�trade,�permit� procedures�and�CITES� Lead actors � FMENV,�FDF,�NESREA 52 National Strategy to Combat Wildlife and Forest Crime in Nigeria 52 Expected output 2�2�3 Legal trade, even domestic, meets the CITES criteria and does not contribute to the decline of threatened species, with quotas set based upon scientific knowledge, at a minimum “non-detrimental findings”� Activities 1� Design�and�implement�national�level�research�on�the�status�of�key�wildlife�and� flora�species�� 2� Establish�trade�quotas�for�both�international�and�national�trade�of�key�species,� based�upon�rigorous�and�defensible�scientific�knowledge��Research�data�and� modelling�informs�annual�reports�on�the�sustainability�of�trade�in�all�key�species� 3� Identify�and�mandate�the�relevant�agency�to�regulate�and�license�trade�in�common� products�i�e��charcoal,�lumber,�bushmeat�� 4� Investigate�options�to�adopt�and�enforce�‘offtake�seasons’�for�key�species�to�ensure� harvest�is�sustainable� 5� Define�Nigeria’s�position�on�the�captive�breeding�of�endangered�species�� 6� If�approved,�develop�the�capabilities�to�regulate�the�captive�breeding�of�endangered� species�to�prevent�such�operations�acting�as�a�reservoir�for�legal�and�illegal�trade�� Any�actors�should�be�properly�licensed�through�certified�institutions�with�close� monitoring�in�place�� 7� Investigate�regulations�related�to�harvesting�methods�to�reduce�by-catch� Lead actors � FMENV,�FDF,�NESREA,�FRIN Expected output 2�2�4 An online management regulation system for legal trade has been developed� Activities 1� Assess�the�risks�of�an�electronic�permitting�system,�proposing�mitigation� measures�for�these�risks�� 2� Outline�the�parameters�of�an�electronic�permitting�system,�ensuring�permits�can� be�easily�traced�and�audited�� 3� Develop�the�blueprint�for�an�electronic�permitting�system,�consulting�with�all� relevant�institutions�� 4� Build,�test,�refine�and�adopt�the�electronic�permitting�system�� 5� Train�all�relevant�institutions�in�the�use�of�the�electronic�permitting�system� 6� Communicate�the�electronic�permitting�system,�and�the�output�of�validated� permits,�with�counterparts�at�the�countries�of�import�and�at�the�CITES�Secretariat� Lead actors � FMENV,�FDF,�NESREA,�FRIN,�NCS Expected output 2�2�5 Increased incentives and pathways for legal trade are supported� Activities 1� Investigate�options�to�support�and�reward�sustainable�and�legal�trade� 2� Develop�management�and�regulation�systems�that�facilitate�legal�trade� 3� Develop�guidelines�/�standards�for�responsible�wildlife�sourcing�and�business� practices� 4� Design�policy�interventions�that�facilitate�legal�trade�and�promote�behaviour� change�of�the�market� Lead actors � FMENV,�FDF,�NESREA,�FRIN 53 A Nigeria Free of Wildlife Crime Implementation Framework 53 Expected output 2�2�6 Measures are in place to ensure that legal and illegal trade does not contribute to the spread of zoonotic diseases� Activities 1� Complete�risk�assessment�of�where�wildlife�crime�enables�the�spread�of�zoonotic� disease�� 2� Develop�and�disseminate�procedures�to�mitigate�the�risks�of�the�spread�of�zoonotic� diseases� Lead actors � MENV,�FDF,�FMARD,�NESREA,�FRIN,�NPS Sub-objective�2�3 Develop and provide resources to support successful prosecutions Expected output 2�3�1 Case files in priority courts are digitized to expedite trials� Activities 1� Develop�digital�database�systems�to�collate�information�from�priority�courts� 2� �Populate�database�with�historic�cases�from�priority�courts�� 3� Identify�key�persons�from�relevant�institutions�to�maintain�and�update�database�of� court�records�� Lead actors � FMOJ,�Judiciary,�NJI,�NPS Expected output 2�3�2 Central database is established for recording and analysing previous arrests and convictions� Activities 1� Develop�digital�database�systems�to�collate�information�on�previous�arrests�and� convictions�related�to�wildlife�crime� 2� Populate�database�with�historic�wildlife�crime�cases��Identify�key�persons� from�relevant�institutions�to�maintain�and�update�database�of�wildlife�crime� perpetrators� Lead actors � FMOJ,�Judiciary,�NJI,�NPS Expected output 2�3�3 Witness support fund has been established with strong governance in place� Activities 1� Design�governance�and�management�framework�for�witness�support�fund�� 2� Raise�funds�to�mobilise�witness�support�fund� Lead actors � FMOJ,�NJI,�NPS Expected output 2�3�4 Resources are made available to support the judiciary with subregional and international collaboration including through the implementation of Mutual Legal Assistance provisions, the creation of regional networks of judges and prosecutors and any other means appropriate� Activities 1� Strengthen�or�develop�(if�necessary)�a�regional�network�of�judges�and�prosecutors�� Convene�the�network�regularly� 2� Support�the�implementation�of�Mutual�Legal�Assistance�provisions� Lead actors � FMOJ,�Judiciary,�NJI,�NPS 54 National Strategy to Combat Wildlife and Forest Crime in Nigeria 54 3� Increase collaboration: Ensure�strong�coordination,�led�by�accountable�partners,�to�facilitate� national�and�international�collaboration�and�information�sharing�between� all�relevant�stakeholders�to�combat�wildlife�crime� Sub-objective�3�1� Define how all institutions work and collaborate to combat wildlife crime Expected output 3�1�1 Institutional mapping clearly defines roles and responsibilities of all institutions along the spectrum of wildlife crime interventions� Activities 1� Convene�a�workshop�with�all�relevant�stakeholders�at�both�federal�and�state�level� to�outline�roles�and�responsibilities�and�overlaps�between�institutions�� 2� Strengthen�the�stakeholder�mapping�to�document�detailed�roles�and� responsibilities�for�all�relevant�institutions,�and�to�describe�the�overlap�between� federal�and�state�actors� Lead actors � FMENV,�FDF,�FMARD,�FMFBNP,�FMOJ,�NCS,�NESREA,�NPS,�NPF,�SDF,�NJI Expected output 3�1�2 National-level protocols and systems that improve collaboration between partners are in place� Activities 1� Develop�protocols�and�standard�operating�procedures�to�improve�collaboration� between�all�institutions� 2� Foster�more�robust/harmonious�synergies�and�working�relationships�between� Federal�and�State�Ministries,�Departments�and�Agencies� Lead actors � FMENV,�FDF,�FMARD,�FMFBNP,�FMOJ,�NCS,�NESREA,�NPS,�SDF,�NJI Expected output 3�1�3 A Fisheries Taskforce is established to coordinate activities to address IUU fishing and crimes in the fisheries sector in both international and national waters� Activities 1� Identify�all�stakeholders�in�the�fisheries�sector�� 2� Establish�a�Fisheries�Taskforce�to�lead�and�coordinate�activities�to�address�IUU� fishing�and�crimes�in�the�fisheries�sector�in�both�international�and�national�waters�� 3� Conduct�a�review�of�the�annual�plan�to�identify�activities�relevant�to�addressing�IUU� fishing�and�crimes�in�the�fisheries�sector� 4� Secure�resources�to�implement�the�interventions�of�the�Fisheries�Taskforce� Lead actors � FMENV,�FMARD,�NIMASA,�NIFFR,�NIOMR,�NPA Expected output 3�1�4 Implementation of the National Strategy is coordinated by the identified lead agencies for each output� Activities 1� Convene�an�annual�planning�meeting�to�implement�the�National�Strategy�� 2� For�each�activity,�the�lead�actor�must�identify�all�relevant�stakeholders�and� coordinate�multi-stakeholder�support�for�implementation� Lead actors � FMENV,�FDF,�All�Lead�Actors Expected output 3�1�5 Memorandum of Understanding (MoU) between relevant institutions sets the legal basis for information sharing, and defines investigative and prosecutorial ownership over seizures� Activity 1� Agree�upon�and�sign�MoUs�between�relevant�institutions�to�enable�information� sharing�and�to�define�investigative�and�prosecutorial�ownership�over�seizures� Lead actors � FMENV,�FDF,�All�Lead�Actors 55 A Nigeria Free of Wildlife Crime Implementation Framework 55 Expected output 3�1�6 Nigerian institutions actively participate in international and regional partnerships to enhance collaboration� Activities 1� Agree�upon�representatives�to�participate�in�international�and�regional� partnerships,�for�example�WAN�or�the�Regional�Intelligence�Liaison�Officer� 2� Ensure�these�representatives�report�back�to�the�NSF� Lead actors � FMENV,�FDF,�NCS,�INTERPOL,�SDF Sub-objective�3�2�� Strengthen NSF to enhance collaboration of all key institutions Expected output 3�2�1 All key institutions involved in combating wildlife crime are members of a multi disciplinary NSF, with appointed liaison officers represented on it� Activitiy 1� Review�membership�of�the�NSF�to�ensure�all�relevant�institutions�are�represented� Lead actors � FMENV,�FDF Expected output 3�2�2 Minutes of the quarterly NSF meetings are disseminated to all relevant institutions� Activities 1� Convene�regular�meetings�of�the�NSF�� 2� Disseminate�minutes�to�all�relevant�institutions��Focal�points�should�be� responsible�for�disseminating�further�within�each�institution� Lead actors � FMENV,�FDF Sub-objective�3�3� Strengthen the coordination of law enforcement operations and investigations Expected output 3�3�1 An Operational Taskforce has been established to coordinate and initiate intelligence-driven operations and investigations� Activities 1� Constitute�the�Operational�Taskforce�from�mandated�law�enforcement�agencies� to�coordinate�and�initiate�intelligence-driven�operations�and�investigations�� Each�of�the�lead�agencies�should�nominate�personnel�for�the�Taskforce��The� Operational�Taskforce�needs�the�mandate�and�capabilities�to�drive�operations�and� investigations� 2� Outline�a�governance�mechanism�for�the�Operational�Taskforce� 3� Develop�a�Terms�of�Reference�(including�regarding�intelligence-driven�operations� and�inter-agency�intelligence�exchange)�and�SOPs�for�the�Operational�Taskforce�� 4� Develop�procedures�for�the�Operational�Taskforce�to�work�with�other�relevant� partners,�such�as�NGOs,�to�capture�and�act�upon�actionable�intelligence� Lead actors � FMENV,�FDF,�NESREA,�NCS,�EFCC,�NFIU,�NPF,�INTERPOL,�NPS 56 National Strategy to Combat Wildlife and Forest Crime in Nigeria 56 Expected output 3�3�2 A national wildlife crime “fusion centre” has been established to act as an operational centre� Activity 1� Establish�a�national�wildlife�crime�“fusion�centre”�to�host�the�Operational� Taskforce��The�“fusion�centre”�would�provide�a�physical�space�to�serve�as�a�secure� office�for�the�Operational�Taskforce� Lead actors � FMENV,�FDF,�NESREA,�NCS,�EFCC,�NFIU,�NPF,�INTERPOL Sub-objective�3�4�� Information and intelligence are securely shared with appropriate institutions through agreed channels Expected output 3�4�1 Information mapping defines the different levels of information being gathered with procedures defined for the proper sharing of information with appropriate institutions (both locally and internationally)� Activity 1� Convene�information�workshop�with�all�relevant�institutions�and�stakeholders� to�understand�who�is�gathering�what�information,�who�is�analysing�information,� and�agreeing�on�the�procedures�for�the�proper�sharing�of�information�with�the� appropriate�institutions� Lead actors � FMENV,�FDF,�NESREA,�NCS,�NPS,�EFCC,�NFIU,�NPF,�INTERPOL Expected output 3�4�2 Maps of organised crime networks involved in wildlife crime are developed� Activities 1� Research�organised�criminal�networks�and�individuals,�understanding�roles�in� wildlife�crime�and�linking�actors�� 2� Create�maps�of�organised�crime�networks�and�individuals�involved�in�wildlife�crime� Lead actors � FMENV,�NESREA,�NCS,�NPS,�EFCC,�NFIU,�NPF,�INTERPOL 57 A Nigeria Free of Wildlife Crime Implementation Framework 57 Expected output 3�4�3 Intelligence sharing platforms are coordinated at the fusion centre, with analysis conducted to identify actionable intelligence in a timely manner� Activities 1� Collate�intelligence�from�the�operational�intelligence�sharing�platforms�(1�6�4)� through�the�NSF�Operational�Taskforce�� 2� Conduct�regular�analysis�of�intelligence�through�the�NSF�Operational�Taskforce,� and�corroborate�credibility�to�identify�actionable�intelligence� Lead actors FMENV,�NESREA,�NCS,�NPS,�EFCC,�NFIU,�NPF,�INTERPOL Expected output 3�4�4 Protocols are developed and implemented to share intelligence and non-sensitive information to identified institutions based on the agreed information map� Activity 1� Based�on�the�agreed�MoUs�(3�1�5),�develop�and�agree�protocols�for�sharing�both� intelligence�and�non-sensitive�information�with�identified�institutions� Lead actors FMENV,�FDF,�NESREA,�NCS,�NPS,�EFCC,�NFIU,�NPF,�INTERPOL Expected output 3�4�5 Research reports feed into wildlife crime strategies and law enforcement operations, enhancing the capabilities of all relevant institutions to adaptively manage their wildlife crime responses� Activities 1� Develop�systems�to�ensure�all�research�reports�related�to�wildlife�crime�are�shared� with�all�relevant�institutions�� 2� Highlight�and�disseminate�key�recommendations�and�any�pertinent�information� that�can�inform�wildlife�crime�strategies�and�law�enforcement�operations�� Lead actors FMENV,�FDF,�FRIN,�NIOMR,�NIFFR,�NPF,�INTERPOL Expected output 3�4�6 Active engagement with regional and international law enforcement networks and agencies such as WAN, Interpol, Afripol, WCO and the Lusaka Agreement Task Force� Activities 1� Appoint�point�person(s)�from�the�NSF�to�engage�with�all�relevant�regional�and� international�law�enforcement�agencies,�task�forces,�and�networks� 2� The�point�person�must�provide�quarterly�feedback�to�the�NSF�on�any�updates�from� each�of�the�regional�and�international�law�enforcement�agencies,�task�forces,�and� networks� Lead actors � FMENV,�FDF,�NESREA,�NCS,�NPF,�INTERPOL 58 National Strategy to Combat Wildlife and Forest Crime in Nigeria 58 4� Honour commitments: Ensure�compliance�with�national�and�international�commitments�to�legal� trade�and�wildlife�crime� Sub-objective��4�1 Nigeria meets and adheres to its international commitments to CITES Expected output 4�1�1 All recommendations related to CITES Article XIII have been resolved� Activities See�2�2 Lead actors � FMENV,�FDF,�FMFBNP,�NESREA,FRIN Expected output 4�1�2 The National Ivory Action Plan (NIAP) has been implemented� Activities 1� Implement�the�NIAP�for�Nigeria�� 2� Submit�timely�comprehensive�progress�reports�on�the�NIAP�in�the�prescribed� format�to�the�CITES�Secretariat� Lead actors � FMENV,�FDF,�NESREA,�FRIN,�NPS Expected output 4�1�3 CITES Annual Trade Report data and Illegal Trade Report are submitted to CITES annually in the proper format, and in a timely manner� Activities 1� Collate�data�related�to�CITES�Trade�and�Illegal�Trade�on�an�annual�basis� 2� Prepare�the�CITES�Annual�Trade�Report�using�the�proper�format,�and�disseminate� the�finalised�report�to�CITES�in�a�timely�manner�� 3� Prepare�the�Illegal�Trade�Report�using�the�proper�format,�and�disseminate�the� finalised�report�to�CITES�in�a�timely�manner� Lead actors � FMENV,�FDF,�NESREA,�FRIN Expected output 4�1�4 Relevant institutions have the capabilities to effectively implement their CITES mandate� Activities 1� Outline�the�capabilities�required�in�each�of�the�CITES�mandated�institutions�� 2� Identify�the�shortfalls�in�staff�competencies�at�each�of�the�CITES�mandated� institutions� 3� Based�on�available�training�courses�(1�2),�build�the�competencies�of�the�staff�at� the�CITES�mandated�institutions�to�be�able�perform�their�roles�and�responsibilities� effectively�� 4� Resource�the�mandated�CITES�institutions�with�the�personnel,�resources�and� equipment�to�perform�their�roles�effectively�(align�with�1�6�1)� Lead actors � FMENV,�FDF,�NESREA,�FRIN 59 A Nigeria Free of Wildlife Crime Implementation Framework 59 Expected output 4�1�5 CITES permits are endorsed, validated and reported on to the country of import and CITES� Activities 1� Endorse�and�validate�all�CITES�permits,�using�the�electronic�permit�system�(2�2�3),� ensuring�multiple�levels�of�validation�within�the�CITES�mandated�institutions�� 2� Share�approved�permits�automatically�with�counterparts�from�the�country�of� import�and�from�the�CITES�Secretariat,�using�the�electronic�permitting�system� Lead actors � FMENV,�FDF,�NESREA,�FRIN Expected output 4�1�6 Annual stockpile inventories demonstrate auditable control and disposal measures� Activities 1� Conduct�annual�inventories�of�stockpiles�as�per�the�defined�and�agreed�SOPs�for� stockpile�management�(see�1�6�2)�� 2� Compare�inventories�against�digital�databases�of�stockpiles,�specimens�and� evidence�files� 3� Comprehensively�examine�sign-off�processes�for�any�removal�of�evidence�for� judiciary�processes�or�disposal�of�stockpiles�or�specimens� Lead actors � FMENV,�FDF,�NESREA,�NCS,�NPS Sub-objective�4�2 Nigeria meets and adheres to its international commitments on wildlife crime Expected output 4�2�1 Nigeria’s international commitments related to wildlife crime are identified� Activity 1� Review�Nigeria’s�international�commitments�and�conventions�to�identify�those� relevant�to�addressing�wildlife�crime� Lead actors � FMENV,�FDF Expected outputs 4�2�2 The WASCWC is implemented, with active support and implementation by Nigeria� 4�2�3 The Convention on Migratory Species (CMS) multi-species Action Plan is implemented, with active support and implementation by Nigeria� 4�2�4 All other relevant international commitments and conventions are implemented, with active support and implementation by Nigeria� Activities 1� The�identified�point�person�(3�3�6)�identifies�relevant�activities�for�Nigeria�from�the� WASCWC�� 2� The�identified�point�person�(3�3�6)�identifies�relevant�activities�for�Nigeria�from�the� CMS�multi-species�Action�Plan,�including�for�vulture�species�� 3� The�identified�point�person�(3�3�6)�identifies�relevant�activities�for�Nigeria�from�all� other�relevant�commitments�and�conventions� 4� Identified�activities�are�disseminated�to�the�NSF�� 5� Identified�activities�are�aligned�to�the�National�Strategy�during�the�annual�planning� meetings�(3�1�4)� Lead actors � FMENV,�FDF 60 National Strategy to Combat Wildlife and Forest Crime in Nigeria 60 Expected outputs 4�2�5 WAN and Regional Intelligence Liaison Offices have been strengthened to support Nigeria’s regional commitments� 4�2�6 Nigeria’s role as a transit country is reduced through increased collaboration and improved intelligence sharing to protect the natural resources of key source countries both within the ECOWAS region and across Africa� Activities 1� Strengthen�existing�regional�networks,�such�as�WAN�and�the�Regional�Intelligence� Liaison�Office,�by�resourcing�activities�and�supporting�the�identified�point�persons� (3�3�6)�� 2� Develop�networks�beyond�the�West�Africa�region�to�enhance�collaboration�and� information�sharing,�particularly�with�Central�Africa� 3� Conduct�coordinated�law�enforcement�operations�with�the�ECOWAS�and�Central� African�regional�networks� Lead actors � NCS�(only�4�2�5)�and�FMENV Sub-objective�4�3 Nigeria domesticates international commitments on legal trade and wildlife crime Expected output 4�3�1 All relevant institutions understand their role in honoring Nigeria’s International commitments and actively support them� Activity 1� Disseminate�the�identified�international�commitments�to�all�stakeholders,� including�a�summary�of�relevance�to�wildlife�crime,�and�the�roles�and� responsibilities�that�each�institution�can�play�to�support�each�commitment� Lead Actors � FMENV,�FDF Expected output 4�3�2 The financial commitment of Nigeria to address wildlife crime and honour its international commitments have been increased� Activities 1� Lobby�for�the�Federal�Government�of�Nigeria�to�increase�its�financial�commitment� to�tackling�wildlife�crime�to�a�level�that�reflects�the�importance�of�addressing� wildlife�crime�and�is�commensurate�to�implement�this�Nigerian�National�Strategy�� 2� Secure�commitments�from�relevant�institutions�for�the�allocation�of�personnel�and� resources�to�implement�their�roles�and�honour�their�commitments� Lead actors � FMENV,�FMFBNP 61 A Nigeria Free of Wildlife Crime Implementation Framework 61 5� Remove enablers of crime: Prevent�corruption�and�financial�crime�from�enabling�wildlife�crime� Sub-objective�5�1� Tackle corruption risks to reduce the opportunity for wildlife crime Expected output 5�1�1 High-level political commitment to develop a culture of zero-tolerance of corruption has been attained� Activity 1� Facilitate�public�statements�from�the�relevant�ministries,�authorities�and�agencies� committing�to�zero-tolerance�to�corruption�and�if�possible,�an�acknowledgement�of� the�convergence�of�wildlife�crime�with�other�crimes�and�corruption� Lead actors � FMENV,�FMFBNP,�ICPC,�EFCC,�NFIU,�Legislative�Actors Expected output 5�1�2 Corruption risk assessment reports have been completed for all relevant institutions, with practical recommendations provided� Activities 1� Identify�institutions�requiring�corruption�risk�assessments� 2� Complete�corruption�risk�assessments�for�all�identified�institutions� Lead actors � FMENV,�ICPC,�EFCC,�NFIU Expected output 5�1�3 Recommendations from the corruption risk assessments are resourced and implemented� Activities 1� Sensitise�the�findings�and�recommendations�of�the�corruption�risk�assessment� reports�within�the�relevant�institutions,�particularly�to�senior�officials�� 2� Implement�CITES�Resolution�17�6�on�corruption�� 3� Adopt�and�implement�corruption�risk�mitigation�measures�in�all�relevant�institutions�� 4� Educate�officers�on�these�corruption�risk�mitigation�measures�(including�codes�of� conduct,�and�corruption�prevention,�anti-bribery�and�whistle-blowing�policies)� Lead actors � FMENV,�ICPC,�EFCC,�NFIU Expected output 5�1�4 Relevant law enforcement agencies have the capabilities to prevent and identify corruption risks� Activities 1� Develop�and�strengthen�capabilities�with�the�relevant�law�enforcement�agencies�to� prevent�and�detect�corruption�risks�� 2� Develop�systems�within�relevant�institutions�for�whistle-blowers�to�report� corruption�anonymously��Systems�should�provide�transparency�on�the�process� followed�to�address�reports� Lead actors � FMENV,�ICPC,�EFCC,�NFIU,�NPF,�INTERPOL 62 National Strategy to Combat Wildlife and Forest Crime in Nigeria 62 Expected output 5�1�5 The temptations of financial inducement and the opportunity for collusion have been removed� Activities 1� Based�on�the�corruption�risk�assessments�(5�1�2),�identify�clear�shortfalls�in�pay� and�benefits�of�key�individuals�within�relevant�institutions�� 2� Present�risks�to�financial�inducement�to�senior�officials�within�each�institution,� with�clear�recommendations�� 3� Institutionalise�policies�for�key�individuals�at�relevant�institutions�to�be�routinely� supervised�and�rotated�to�remove�the�opportunity�for�collusion� 4� Name�and�dismiss�any�law�enforcement�officers�and/or�government�personnel� found�guilty�of�corrupt�practices��These�individuals�should�be�swiftly�dismissed� from�service�and�receive�heavy�sanctions�as�a�deterrent�to�corruption� Lead actors � FMENV,�ICPC,�EFCC,�NFIU Sub-objective�5�2� Prevent financial crimes from enabling wildlife crime Expected output 5�2�1 Completed assessments of money-laundering risks� Activities 1� Conduct�assessments�of�money-laundering�risks�� 2� Provide�recommendations�to�address�and�mitigate�risks� Lead actors � FMFBNP,�NFIU,�EFCC Expected output 5�2�2 All relevant institutions have the capabilities to identify and report to the NFIU and EFCC on financial flows gained from or supporting wildlife crime� Activities 1� Train�relevant�institutions,�including�banks�and�financial�institutions,�on�tracing,� identification�and�reporting�of�suspected�illicit�proceeds�of�wildlife�crime� 2� Ensure�SOPs�related�to�wildlife�crime�cases�inform�and�include�NFIU�and�EFCC�in� a�timely�manner�to�facilitate�effective�financial�investigations� Lead actors � FMFBNP,�NFIU,�EFCC Expected output 5�2�3 NFIU and EFCC have the capabilities to investigate and prosecute any financial crimes associated with wildlife crime� Activities �1� Undertake�a�needs�assessment�of�capabilities�within�the�NFIU�and�EFCC,�derived� where�possible�from�assessments�completed�in�1�1� 2� Resource�and�implement�the�recommendations�of�the�needs�assessment�to� develop�the�capabilities�of�both�NFIU�and�EFCC� Lead actors � FMFBNP,�NFIU,�EFCC 63 A Nigeria Free of Wildlife Crime Implementation Framework 63 6� Raise awareness of wildlife crime: Generate�social�and�political�will�by�raising�awareness�in�all�stakeholders� as�to�the�value�of�nature�and�the�threat�of�wildlife�crime� Sub-objective�6�1� Develop a wildlife crime-focused communications strategy Expected output 6�1�1 A wildlife crime-focused communication strategy is developed� Activities 1� Define�key�messages�(value�of�nature,�benefits�of�well-regulated�sustainable� trade�to�livelihoods,�threat�of�wildlife�crime,�link�to�organised�crime�and�regional� insecurity,�nature�as�a�driver�of�social�and�economic�development,�link�to�zoonotic� diseases,�social�and�political�relevance,�biodiversity�loss�and�climate�change,�each� stakeholder’s�role�in�addressing�wildlife�crime)�for�the�communications�strategy� 2� Define�target�audiences�(relevant�institutions,�judiciary,�political�and�religious� leaders,�public)�for�the�communications�strategy� 3� Develop�the�wildlife�crime-focused�communications�strategy�sensitisation,� awareness,�and�advocacy� Lead actors � FMENV,�FDF,�FMOE,�FMIC,�SDF Sub-objective�6�2� Sensitise target audiences by implementing the communications strategy Expected output 6�2�1 Personnel at all levels within all relevant institutions, including the judiciary, are aware of the importance of tackling wildlife crime� Activities 1� Run�targeted�campaigns�to�disseminate�the�key�messages�from�the� communications�strategy�to�personnel�at�all�levels�within�all�relevant�institutions�� 2� Conduct�awareness�training�for�staff�at�supply�chain�transport,�postal�and�courier� companies� 3� Conduct�awareness�training�for�staff�at�financial�institutions�that�are�at�risk�of� being�used�to�flow�illicit�proceeds�from�wildlife�crime� 4� Conduct�awareness�training�for�staff�at�online�trading�platforms� 5� Design�and�implement�surveys�to�test�knowledge�of�wildlife�crime�within�relevant� institutions� Lead actors � FMENV,�FDF Expected output 6�2�2 The public are knowledgeable of the key target messages� Activities 1� Run�targeted�campaigns�to�disseminate�the�key�messages�from�the� communications�strategy�to�the�general�public�� 2� Conduct�sensitisation�campaigns�in�key�local�languages�through�the�following� media�(town�hall�meetings,�school�sensitisation,�radio,�films,�poster�adverts)� 3� Develop�and�implement�a�youth�engagement�strategy� 4� Design�and�implement�surveys�to�test�knowledge�of�the�general�public�on�the�value� of�nature�and�the�importance�of�tackling�wildlife�crime� Lead actors � FMENV,�FDF,�FMIC,�NOA,�FMOE,�SDF 64 National Strategy to Combat Wildlife and Forest Crime in Nigeria 64 Expected output 6�2�3 Political and religious leaders understand the value of nature, the threat of wildlife crime, and the critical role they play in elevating the issue and driving change for the benefit of all� Activities 1� Run�targeted�campaigns�to�disseminate�the�key�messages�from�the� communications�strategy�to�political�and�religious�leaders�� 2� Communicate�the�important�role�that�these�groups�play�in�elevating�the�issue,�and� the�actions�that�they�can�take�to�support�the�National�Strategy� Lead actors � FMENV,�FDF,�FMIC,�NOA,�SDF Sub-objective�6�3� Turn social and political will into positive action to address wildlife crime Expected output 6�3�1 Political leadership support the proposed legislative and policy change, provide the resources required for relevant institutions, and reduce the wildlife crime enablers� Activities 1� Communicate�the�important�role�that�political�leaders�play�in�elevating�the�issue,� and�the�actions�that�they�can�take�to�support�the�Nigerian�National�Strategy�� 2� Monitor�and�report�on�the�frequency�of�messaging�from�political�leaders�to�the� public�regarding�the�value�of�nature�and�the�importance�of�tackling�wildlife�crime�� 3� Monitor�and�report�on�the�level�of�financial�resources�provided�to�relevant� institutions�by�the�FMFBNP�to�tackle�wildlife�crime�� 4� Secure�political�support�for�legislative�and�policy�changes�as�outlined�in�2�1� 5� Lobby�political�leaders�to�recognise�wildlife�crime�as�a�serious,�organised�crime� Lead actors � FMENV,�FDF,�SDF Expected output 6�3�2 Religious and traditional leaders act as key communicators in disseminating key messages to the public� Activities 1� Communicate�the�important�role�that�political�leaders�play�in�elevating�the�issue,� and�the�actions�that�they�can�take�to�support�the�National�Strategy�� 2� Monitor�and�report�on�the�frequency�of�messaging�from�religious�and�traditional� leaders�to�the�general�public�regarding�the�value�of�nature�and�the�importance�of� tackling�wildlife�crime� Lead actors � FMENV,�FDF,�SDF Expected output 6�3�3 The public, particularly in identified wildlife crime hotspots (based on intelligence and research findings), create community-based wildlife crime prevention initiatives, neighbourhood watch programmes and conservation clubs to address and report on wildlife crime� Activities 1� Communicate�the�important�role�that�the�public�can�play�in�elevating�the�issue,� and�the�actions�that�they�can�take�to�support�the�Nigerian�National�Strategy�� Disseminate�how�the�public�can�report�on�wildlife�crime�� 2� Support�the�development�of�community-based�wildlife�crime�prevention�initiatives�� 3� Support�the�development�of�neighbourhood�watch�programmes�� 4� Support�the�development�of�conservation�clubs� Lead actors � FMENV,�FDF,�FMIC,�NOA,�SDF 65 A Nigeria Free of Wildlife Crime Implementation Framework 65 7� Provide alternative livelihoods: Empower�local�communities�through�developing�wildlife�crime�prevention� initiatives�and�alternative�livelihoods� Sub-objective�7�1 Develop strategic approach to empowering local communities Expected output 7�1�1 Focal areas for implementation of the alternative livelihood intervention strategy have been selected� Activities 1� Identify�the�position�in�the�wildlife�value�chain�that�would�be�most�impactful�to� change�through�the�development�of�alternative�livelihoods� 2� Identify�key�target�species�for�which�interventions�would�be�important� 3� Use�intelligence,�research�findings�and�community�mapping,�to�analyse�key� locations�and�actors�along�the�wildlife�crime�supply�chain� 4� Generate�a�map�of�locations�(including�villages�and�areas�of�cities)�that�are� hotspots�for�wildlife�crime�based�on�above� 5� Analyse�target�communities�to�identify�governance�structures�to�facilitate� engagement� 6� Analyse�target�communities�to�identify�current�social�development�programmes� Lead actors � FMENV,�FDF,�FRIN,�NPS Sub-objective�7�2 Coordinate livelihood development interventions with all relevant Ministries Expected output 7�2�1 Relevant Ministries and civil society organisations understand why target communities were selected, and the objectives of developing alternative livelihoods� Activities 1� Convene�a�workshop�with�relevant�ministries�and�government�institutions�at� both�state�and�local�level�(those�focused�on�the�social�development�agenda),�and� relevant�civil�society�organisations� 2� Convey�messages�around�importance�of�tackling�wildlife�crime�and�communicate� the�defined�strategy�for�empowering�target�communities�� 3� Create�a�working�group�between�the�stakeholders�to�coordinate�any�activities�with� target�communities�and�to�communicate�progress�updates� Lead actors � FMENV,�FDF,�FRIN,�NPS Expected output 7�2�2 A list of appropriate alternative livelihood interventions has been defined� Activities 1� Review�of�alternative�livelihood�interventions�that�have�been�shown�to�reduce� wildlife�crime,�and�would�work�in�the�Nigerian�context,�including�results-based� mechanisms� 2� List�other�successful�alternative�livelihood�interventions�that�would�complement� the�objectives�of�the�National�Strategy� Lead actors � FMENV,�FDF,�FRIN,�NPS 66 National Strategy to Combat Wildlife and Forest Crime in Nigeria 66 Expected output 7�2�3 A social development plan has been created for each target community� Activities 1� Define�participatory�process�for�co-creating�social�development�plans�with�target� communities�� 2� Based�on�review�of�viable�alternative�livelihood�interventions,�undertake�iterative,� participatory�engagements�with�target�communities,�engaging�with�relevant� ministries�and�government�institutions,�to�design�appropriate�interventions�for� each�target�group� 3� Write�up�a�social�development�plan�for�each�target�community� Lead actors � FMENV,�FDF,�FRIN,�NPS Sub-objective�7�3 Empower target local communities through alternative livelihood development Expected output 7�3�1 Appropriate alternative livelihood interventions are established or strengthened and maintained� Activity 1� Implement�the�social�development�plan�for�each�target�community� Lead actors � FMENV,�FDF,�FRIN,�NPS Appendices 68 National Strategy to Combat Wildlife and Forest Crime in Nigeria 68 Appendix A: SWOT Analysis Strengths Weaknesses Political �� Political�goodwill�in�relevant�sectors �� Inter-agency,�national,�regional,�continental,� international�cooperation�between�some� stakeholders �� Lack�of�comprehensive�implementation�and� weakness�of�national�and�international�policy/ legal�frameworks�on�trafficking �� Limited�mechanisms�for�inter-agency�and�non state�actor�collaboration� �� Wildlife�crime�is�considered�low�priority� �� Weaknesses�within�the�political�governance� structure Economic �� Limited�financial�capacity �� Loss�of�revenue�with�loss�of�natural�capital,� impacting�foreign�earning�potential �� Limited�incentives�for�stakeholders� (government,�enterprises,�etc�)�for�protecting� wildlife�and�the�associated�ecosystems�due�to� competing�economic�interests�for�land�outside� protected�areas Socio-cultural �� Support�for�livelihood�and�social�development� from�intergovernmental�organisations�such�as� UNODC,�UNEP,�GEF,�World�Bank�etc� �� Engaged�civil�society �� Communities�lack�knowledge�of�the�intangible� benefits�of�nature� �� Insufficient�investment�to�create�alternative� livelihoods �� Lack�of�awareness�amongst�law�enforcement� authorities,�civil�society�and�local�communities� on�the�importance�of�addressing�wildlife�and� forest�crime Technological �� Some�surveillance�and�monitoring�systems�are� being�used�by�some�enforcement�agencies �� Lack�of�basic�enforcement�equipment�(e�g�� scanners) �� Inadequate�technology�for�surveillance,� monitoring�and�enforcement �� Lack�of�suitable�databases�for�securely� collating�and�analysing�wildlife�crime�data� �� Cybercrime�attacks�targeting�databases Strengths Weaknesses Legal �� Presence�of�an�enabling�policy,�legal�and� regulatory�framework�(wildlife,�forestry,� environment)� �� A�legal�framework�to�combat�wildlife�crime�is� in�place �� Wildlife�crime�not�currently�treated�as�a�serious� crime� �� Current�penalties�are�not�sufficient�to�act�as� effective�deterrents �� Lack�of�clarity�on�how�non-environmental�laws� can�be�used�to�prosecute�wildlife�crime� �� Limited�accountability�for�confiscated�wildlife� products� �� Lack�of�document�credibility�e�g�� inconsistencies�between�CITES�Act�and�CITES� Regulations,�ranging�from�species�definitions� to�permit�procedures �� Conflicting�legal�provisions�between�agencies� e�g��Customs�and�Excise�Act�provides�NCS� powers�to�investigate�and�prosecute�wildlife� product�seizures,�while�the�NESREA�Act�gives� NESREA�powers�to�prosecute�wildlife�crime Environmental �� Lack�of�baseline�data�on�natural�resources�in� Nigeria�and�the�extent�of�wildlife�crime�to�fully� inform�efforts�to�prevent�and�prosecute�such� crime� �� Wildlife�crime�prevention�efforts�are�not� grounded�in�empirical�data� �� Loss�of�crop�species�resulting�in�a�need�to�seek� alternative�food�sources �� Increasingly�fragmented�landscape� �� Insufficient�mitigation�of�human-wildlife� conflict �� Impact�of�biodiversity�loss�on�climate�change �� Lack�of�community�participatory�management� approaches Law enforcement �� Whistle-blower�protection�and�rewards� (FMFBNP�Whistle�Blowing�Policy) �� Some�enforcement�systems�are�in�place�and� being�used�by�some�enforcement�agencies �� Lack�of�a�high-level�strategic�response�to� wildlife�and�forest�crime� �� Lack�of�support�for�crime�scene�management,� intelligence�sharing�and�data�collection �� Inadequately�trained,�equipped�and�motivated� staff� �� Insufficient�coordination�/�lack�of�agreed� procedures�for�coordination� �� Limited�capacity�to�protect�wildlife�and�forests� �� Lack�of�adequate�procedures�and�storage�for� disposal�of�confiscated�specimens �� Porous�borders 70 National Strategy to Combat Wildlife and Forest Crime in Nigeria 70 Opportunities Threats Political �� Enhance�inter-agency,�regional�and� international�collaborative�efforts� �� Enhance�regional�coordination�through� establishing�a�regional�West�Africa�Network� to�Combat�Wildlife�Crime�and�adopt�the�West� Africa�Strategy�to�Combat�Wildlife�Crime �� Regional�political�instability� �� Presence�of�criminal�organisations/networks� within�the�region Economic �� Enhance�the�wildlife�economy�to�drive�valuation� of�nature-based�land�use�for�example�by� incorporating�payments�for�Ecosystem�Services� initiatives,�taxes,�and�other�financial�modalities� �� Development�of�conservation-compatible� economic�enterprises �� Sustained�international�demand�for�illicit� wildlife,�forest�and�marine�products� �� Other�forms�of�serious�criminal�activities�linked� to�and�enabling�wildlife�trafficking�in�Nigeria Socio-cultural �� Promote�conservation�friendly�cultural� practices/customs,�and�advocate�for�change�of� detrimental�beliefs�and�customs �� Improve�willingness�and�cooperation�from�non state�actors�(NGOs,�media,�citizens) �� Negative�impacts�such�as�human-wildlife� conflict�cause�disenfranchised�communities� who�do�not�support�nature�conservation �� Insufficient�investment�in�alternative� livelihoods Technological �� Adoption�of�validated�technologies�for� enhanced�surveillance,�monitoring�and�forensic� identification�of�specimens �� Online�advertising�and�social�media�platforms� can�be�leveraged�to�run�‘stop�wildlife�crime’� campaigns �� Risk�of�government�IT�infrastructure�and� databases�being�hacked 71 A Nigeria Free of Wildlife Crime Implementation Framework 71 Opportunities Threats Legal �� Amendment�of�provisions�in�the�Wildlife,�Forest� and�Environment�Acts�to�provide�for�tougher� penalties �� Develop�a�strong�enforcement�response�to� trafficking�of�wildlife�and�forest�products�based� on�legal�framework�analysis �� Establish�a�national�Wildlife�Crime�Taskforce�to� ensure�a�coordinated�and�integrated�approach �� Implementing�the�WAN�can�enhance�regional� impact�in�tackling�wildlife�crime Environmental �� Incorporate�marine�aspects�of�wildlife�crime� into�the�National�Strategy �� Leverage�renewed�global�interest�in�climate� change,�biodiversity�agendas �� Expansion�of�protected�area�network�under� post-2020�biodiversity�framework,�with�Nigeria� as�one�of�57�member�countries�of�the�‘30�by� 30�High�Ambition�Coalition’61�and�one�of�the� member�countries�that�has�endorsed�the� ‘Leaders’�Pledge�for�Nature’62 �� Effects�of�climate�change�leading�to�increased� interaction�between�people�and�wildlife� �� Human�pressure�on�natural�resources�due�to� increased�population�growth �� Insecurity�in�forest�areas Law enforcement �� Increased�training,�capacity�building,�and� awareness-raising�through�international/ regional�collaboration �� Establish�mechanisms�for�multi-agency� operations �� Cross-border�crime�-�Presence�of�transnational� criminal�organisations�within�the�region� undermining�law�enforcement�efforts �� High�levels�of�illegal�immigration�introducing� crime�and�stressing�resources �� Porous�borders 61 The High Ambition Coalition (HAC) for Nature and People is an intergovernmental group of (currently) 70 countries championing a global deal for nature and people with the central goal of protecting at least 30 per cent of world’s land and ocean by 2030. The 30x30 target is a global target which aims to halt the accelerating loss of species, and protect vital ecosystems that are the source of our economic security. Retrieved from https://www. hacfornatureandpeople.org/home 62 Political leaders participating in the United Nations Summit on Biodiversity in September 2020, representing 93 countries from all regions, and the European Union, committed to reversing biodiversity loss by 2030. By doing so, these leaders are sending a united signal to step up global ambition and encourage others to match their collective ambition for nature, climate and people with the scale of the crisis at hand. https://www. leaderspledgefornature.org https://www.hacfornatureandpeople.org/home https://www.hacfornatureandpeople.org/home https://www.leaderspledgefornature.org https://www.leaderspledgefornature.org 72 National Strategy to Combat Wildlife and Forest Crime in Nigeria 72 Appendix B: Monitoring and evaluation of implementation The monitoring and evaluation (M&E) component of the National Strategy to Combat Wildlife and Forest Crime in Nigeria provides a framework to track the implementation of the National Strategy and measure the impact of the interventions. It works on two levels, the details of which are to be developed as an action in the strategy. 1. Output tracking (tracking the work that is done) 2. Impact measurement (have we changed the situation to where we want it to be?) Output tracking The goal for output tracking is to ensure the interventions and actions within the National Strategy are being implemented as planned, and to ultimately understand if the objectives and goals of the National Strategy have been achieved. As part of action item 1.3.4, the lead actor(s) will need to define the KPIs and targets for each set of activities and outcomes at the very outset of the National Strategy. The achievements of these outcomes will be regularly reported to the NSF by responsible agencies. It is the responsibility of the NSF to track the progress of the implementation of the National Strategy, measured as the percentage of actions completed. Impact measurement The strategy aims to lay the foundations for change: i.e., By 2026, Nigeria has made demonstrable progress in reducing wildlife crime, while its law enforcement and criminal justice system have the requisite capabilities and a fit-for-purpose legal framework to effectively and collaboratively tackle wildlife crime. The achievement of this can be measured by two metrics: (a) Progress towards achieving the goal that Nigeria has a law enforcement and criminal justice system that has the requisite capabilities which can be measured using the ICCWC Indicator Framework for Combating Wildlife and Forest Crime (ICCWC Indicator framework). This is a complementary analysis to the ICCWC Toolkit that will be conducted by UNODC in 2022. The ICCWC Indicator Framework has been developed to be used alongside the ICCWC Toolkit, providing an additional assessment tool at the national level. While the ICCWC Toolkit provides the means for a comprehensive analysis, the ICCWC Indicator Framework allows for a more rapid assessment of the national law enforcement response to wildlife crime. Importantly, the ICCWC Indicator 73 A Nigeria Free of Wildlife Crime Implementation Framework 73 Framework provides a standardised framework to monitor changes in national law enforcement capacity and effectiveness over time. The ICCWC Indicator Framework is a set of 50 indicators corresponding to 8 desired outcomes of effective law enforcement to combat wildlife crime. The framework is meant to be a self-assessment and is most effective when completed through a collaborative process involving all relevant national law enforcement agencies. To monitor strategy implementation, the ICCWC Indicator Framework assessment can be coordinated under the aegis of the NSF. This should be done at the beginning of the National Strategy implementation, generating an ICCWC Toolkit assessment report, then during a mid-term review after two and a half years and at the end of the strategy. (b) Progress toward ensuring that Nigeria has a fit-for-purpose legal framework to effectively and collaboratively tackle wildlife crime can be measured as the proportion of the recommendations resulting from the recent analysis of the Criminal Justice Legislative Framework in Nigeria that have been successfully implemented. These recommendations have been integrated into the action plan and can be readily reported on. However, there are several subjective recommendations that will need to be assessed by independent and suitably qualified persons. For example, success in the sensitisation of the judiciary at the federal and state level regarding wildlife crime, or the “building of capacity”. These capabilities are best assessed by a suitably qualified person, who can report to the NSF after two and a half years and at the end of the implementation 74 National Strategy to Combat Wildlife and Forest Crime in Nigeria 74 Appendix C: Resource mobilisation Sources of funding Financing the National Strategy in full will be challenging, given limited government resources and complex procedures for soliciting donor funding. It is proposed that the resources to implement this strategy are mobilised once it is complete and the budgets required for each activity are better understood. This allows government agencies to align their budgets with the strategic needs and create a resource mobilisation plan that can be used to attract funding from multilateral and bilateral institutional donors and partners, foundations and NGO partners. With a clear strategic plan and budget in place, these partners can fully understand the strategic approach and how it aligns with their own institutional priorities. As detailed in the implementation coordination section, a Resource Mobilisation Taskforce should be convened, consisting of representatives from key NSF agencies, such as the Federal Ministry of Environment, the Federal Ministry of Justice, the Federal Ministry of Finance, the Federal Department of Forestry, the Federal Department of Fisheries, the Nigerian Customs Service and NESREA. The Taskforce must develop an outline of resources needed for each strategic activity, tasking the lead agencies for each activity to prepare budgets for implementation. Once a high level budget has been prepared for delivering the National Strategy, the Taskforce can align these needs with agency budgeting processes. By having representation from the key agencies and ministries, the representatives will be well placed to report on their own agencies’ budgets and ensure coordination of funding across all the key stakeholders. Where possible, each agency must ensure that their own institutional workplans align with the agreed National Strategy. Engaging the FMFBNP regularly will not only help prioritise the issue at the highest level, but also allows the FMFBNP to better understand what is required to effectively tackle this critical issue. The Taskforce can lobby the FMFBNP to make financial commitments to tackling wildlife crime, as it will require significant resources, political will and government commitment to deliver. Increasing budgets to tackle wildlife crime every year will prove that the Federal Government of Nigeria is serious about tackling wildlife crime. The chances of successful implementation success will be enhanced through the effective engagement of international support, including bilateral and multilateral agencies, and NGO partners. The NGO sector has an important role to play in supporting implementation but there is a danger that each actor works in isolation. The Resource Mobilisation Taskforce should work regularly with NGO partners to coordinate and plan implementation, and collectively report on what has been delivered. As part of this exercise, the Taskforce can understand what sections of the resource requirement have been covered from other sources. The NGO sector are effective fund-raisers particularly where they can clearly demonstrate that they are delivering activities at the request of the Federal Government of Nigeria. By regularly convening NGO partners through the proposed implementation framework, it will also be possible to identify which activities are not being supported and funded adequately, and to jointly raise funds to cover those shortfalls. 75 A Nigeria Free of Wildlife Crime Implementation Framework 75 The international donor community may be able to assist in areas with shared objectives. An initial priority must be to identify these donors and garner their financial support for implementing the National Strategy. External partners can mobilise resources for implementation, provide technical support, and help raise the profile of the agenda at the national level and enhance political support. Nigeria needs to work closely with its donor community to ensure their support, proactively engaging with them, and regularly and promptly communicating emerging needs and status of progress on implementation of bilateral programmes of work. The Resource Mobilisation Taskforce should identify focal points with key donors and ensure there is a dedicated individual tasked with regularly engaging with that donor. Engagement should include communications and updates, invitations to events and workshops, and even field visits so that they understand the challenges faced and how their funds have supported combating wildlife crime. Bringing donors to the field allows them to understand the scale of the issue and meet the teams that will be tasked with implementing the activities that they fund. Ultimately, donors like to know where their funding is going, and whether the team is effective and dedicated. It is critical to understand the priorities of each donor and align needs and donor priorities. Finally, one cannot over emphasise the importance of providing visibility to donors – this is important if one is to attract repeat support. Larger multilateral and bilateral donors are more likely to fund activities where: a) the activities are part of a clearly defined National Strategy; b) it is clear that all partners are working collaboratively within a structured workplan; c) the team implementing the activities are capable and dedicated; d) the private sector is partnering closely with the national authorities – this approach merges the efficiencies and accountability of the private sector with the mandate and authority of the Government (accountability of funds will be critical for most donors and often requires management of funds to be conducted by an NGO or multilateral agency). 76 National Strategy to Combat Wildlife and Forest Crime in Nigeria 76 Appendix D: Process for developing the National Strategy The National Strategy to Combat Wildlife and Forest Crime in Nigeria was developed during 2020-21, following an iterative and consultative process. The coordination of the process was led by UNODC, with the objective of ensuring buy in from all relevant stakeholders, enhancing the chances of successful implementation. Consultants were engaged to develop a strategy outline, which was then finalised following review by the key stakeholder group and a virtual roundtable (Appendix F). a) Background documentation was prepared prior to partner meetings and the National Strategy workshop. This included a standard questionnaire (Appendix E) for the key stakeholder group. b) A subset of individuals from the key stakeholder group were interviewed by the consultants to discuss their responses to the question template. c) A workshop was hosted in Abuja from the 17th to 21st May 2021, facilitated by UNODC and the consultants and attended by a subset of the key stakeholder group. The workshop had structured group sessions to develop a draft Vision, Goals, Objectives, Outcomes and Implementation Framework. d) The consultants wrote the first draft of the National Strategy, based on the agreed outline document. e) The first draft was presented to the key stakeholders for comments. f) A virtual roundtable was conducted with the key stakeholders to discuss the first draft. g) The National Strategy was further developed through two rounds of iterative review with the key stakeholders until a final National Strategy was agreed upon. This was completed through a validation workshop. h) The final strategy was presented to the key stakeholder group and key decision makers at each of the major agencies. 77 A Nigeria Free of Wildlife Crime Implementation Framework 77 Figure�9:�� Roadmap�for�the�development�of�the�National�Strategy Source:�developed�during�the�Workshop�� Finalise� strategy�outline Prepare� background� documentation Preparation Finalise Present� draft� strategy Present� draft� strategy Write� final� strategy Consultations Partner� meetings Workshop Present� draft� strategy Write� strategy draft Draft Strategy Strategic actions Situational� analysis Implementation Logframe� objectives M&E� Framework 78 National Strategy to Combat Wildlife and Forest Crime in Nigeria 78 Appendix E: Key informant questionnaire for partner meetings Interviewee(s): Organisation: Date: 1� Situational analysis: where are we now? Before the development of a new vision and strategy, it is necessary to explicitly define the status and trends of wildlife crime in Nigeria, who the partners are, their roles and responsibilities and the relationships between them. The publicly available literature paints a particular picture of the status and trend of wildlife crime in Nigeria, but we would like to understand the organisational perspective. The following section is to be filled in from the perspective of the organisation which you represent. 1�1� Your organisation’s role and responsibilities (from your organisation’s perspective) 1.1.1. What is the role of your organisation in addressing wildlife crime in Nigeria, what is your organisational mission, what activities does your organisation undertake, and what is your legal mandate? 1.1.2. How are your activities to combat wildlife crime funded? 1.1.3. What human resources capacity does your organisation have to combat wildlife crime (feel free to provide an organisational chart) 1.1.4. Briefly, who are the other partners that you work with and what is their role in addressing wildlife crime? 1�2� Mapping external stakeholders 1.2.1. Who are the most critical stakeholders (you may or may not work with them directly) in combating wildlife crime in Nigeria, and what roles do these stakeholders perform? 1.2.2. What are the main sources of finance for combating wildlife crime in Nigeria? 1.2.3. Please highlight any other external stakeholders (not including those mentioned above) which we should be meeting with during the development of the strategy, and why? 1.3. Status of wildlife crime in Nigeria 1.3.1. Briefly explain the wildlife crime supply chain in Nigeria (if appropriate, feel free to differentiate between types of wildlife crime as you see fit. For example, by species or by domestic vs international crime). 1.3.2. What do you see as the major drivers of international and of domestic wildlife crime in Nigeria? 1.3.3. What do you see as the major drivers of why Nigeria acts as a transit hub for regional wildlife crime? 1.3.4. What change do you think would have the biggest impact on wildlife crime in Nigeria, and why? 79 A Nigeria Free of Wildlife Crime Implementation Framework 79 1�4� Legal frameworks and agreements 1.4.1. Which are the important frameworks and legal agreements that we must be aware of in the development of this strategy? 1.4.2. Are there any legal frameworks or agreements under development that will significantly enhance Nigeria’s capability to combat wildlife crime? 1.4.3. In your opinion, are there any legal frameworks or agreements that need to be developed to enhance Nigeria’s capability to combat wildlife crime? 1�5� SWOT analysis 1.5.1. Do you have any further comments on the SWOT analysis presented in Appendix A? 2� Vision and goal setting: where are we going? We will be developing a vision in conjunction with the various stakeholders. This vision should outline the desired state of wildlife crime in 20–25 years. From this vision, we can work backwards to determine what behaviour changes need to happen for this to occur. Subsequently, we will derive the strategies together that will allow us to generate these behaviour changes. 2.1. What is your suggested vision for the status of wildlife crime in Nigeria in 25 years (A vision should be ambitious)? 2.2. Given the situation described above, what changes to the state of wildlife crime need to occur? 2.3. For us to achieve this, what outcomes (behaviour changes) are needed? 2.4. What are realistic goals for the 5-year strategy to aim to achieve (the goal should be specific and measurable if possible)? Figure�10:� Strategy�vision�workflow� Source:�developed�during�the�Workshop�� Inputs Activities Planned work Intended results Outputs Outcomes Impact Vision The� intended� system� state Change� in�the� state� of�the� system Behaviour� changes The� volume� of�work� done What�is� being� done�with� the�inputs� to�fulfil�a� mission Resources� consumed� to� undertake� work 1� m on th 1� ye ar 5� ye ar s 10 �y ea rs 25 �y ea rs 80 National Strategy to Combat Wildlife and Forest Crime in Nigeria 80 3� Strategy development: how do we get there? 3.1. What do you see as the most critical elements for successfully implementing the suggested strategy? 3.2. What do you see as the biggest challenges for successfully implementing the suggested strategy? 3.3. What capabilities are already present for Nigeria to deliver the suggested strategy? 3.4. What capabilities are required for Nigeria to deliver the suggested strategy? 4� Monitoring and evaluation: how will we know? 4.1. Which is the most valuable source of information/data on wildlife crime in Nigeria? 4.2. Does your organisation have any established Monitoring and Evaluation (M&E) systems for measuring success in combatting wildlife crime? 4.3. How does Nigeria collate and analyse wildlife crime data? 5� Open questions Do you have any comments or recommendations? 81 A Nigeria Free of Wildlife Crime Implementation Framework 81 Appendix F: Key stakeholders during the development of the National Strategy Name m/f Organisation Designation W or ks h op at te n de e In te rv ie w e e 1 H�E�Chief�Sharon�O��IKEAZOR f Federal�Ministry�of� Environment Hon��Minister�of�State 2 Razak�Kolawole�ADEKOLA m Federal�Ministry�of� Environment Director,�Forestry y 3 Timothy�Daniel�JOHN m Federal�Ministry�of� Environment Head�of�Wildlife�and�CITES� Management�Division y 4 Matthew�Olufemi�OKUNUGA m Federal�Ministry�of� Environment Chief�Forest�Superintendent 5 Felix�AJOGWU m Federal�Ministry�of� Environment Senior�Scientific�Officer,� Dept�of�Forestry 6 Dr�Priscilla�Mbarumun�ACHAKPA f Federal�Ministry�of� Environment Special�Adviser�to�the� Honorable�Minister�of�State� for�Environment 7 Odafe�Blessing�OMOVOH f Federal�Ministry�of� Environment y 8 Prof�Aliyu�JAURO m National� Environmental� Standards�and� Regulations� Enforcement�Agency� (NESREA) Director�General/CEO 9 Gbenga�Joshua�KOLAWOLE m NESREA Head,�Conservation� Monitoring y 10 Haruna�Nzwak�JOEL m NESREA CITES�Desk�Officer y 11 Miranda�AMACHREE f NESREA Director,�Inspection�&� Enforcement�(I&E) 12 Simon�B��JOSHUA m NESREA Director,�Environmental� Quality�Control�(EQC) 13 Dutse�SALKA m NESREA Director,�Partnership�and� Education�(P&E) 14 Bola�BRAIMOH-TOKURA f NESREA Director,�Legal/Legal� Adviser 15 Beka�Nenpomigyi�CHRISTOPHER m NESREA Asst��Director,�Land� Resources�and�Watershed� Management�(LR&WM) 16 Raph�NNAM m NESREA Director,�Policy�Planning� Analysis 17 Bello�MAKAMA m NESREA SA�to�DG/CEO 18 Isa�ABDULSALAM m NESREA Director,�Special�Duties 19 Sambo�I��ABUBAKAR m NESREA Director,�Admin�and� Finance 20 Agbor�HAPPINESS f NESREA Wildlife�Officer 21 Ohaeri�SILVALINE NESREA Wildlife�Officer 22 Clement�UWEMEDIMO m NESREA Wildlife�Officer 23 Nsor�Odey�NSOR NESREA Wildlife�Officer 82 National Strategy to Combat Wildlife and Forest Crime in Nigeria 82 Name m/f Organisation Designation W or ks h op at te n de e In te rv ie w e e 24 Col��Hameed�Ibrahim�ALI m Nigeria�Customs� Service�(NCS) Comptroller�General 25 Abimbola�ANIMASHAWUN f NCS NCS�National�Contact� Point�for�WCO's�Regional� Intelligence�Liaison�Office� (West�Africa),�Technical�and� Operational�Advisor�on�IWT y 26 Isah�UMAR m NCS Deputy�Comptroller� Operations 27 Adamu�Sani�KANGIWA m NCS Intelligence�Operative y 28 Kazeem�Idowu�AKANO m NCS Intelligence�Operative y 29 IBRAHIM�M��GONI m Nigeria�National� Park�Service Conservator�General 30 D��ALIYU m Nigeria�National� Park�Service SA�Social�Media�and� Strategic�Relations 31 Henry�Manyo�NDOMA m National�Parks� Service Conservator�of�Park,� Planning�and�Statistics y 32 Janet�AWANEN f Federal�Ministry�of� Justice y 33 Adaeze�Onyeka�NWOKEDI f Federal�Ministry�of� Justice y 34 H�E�Dr�Mohammad�Mahmood� ABUBAKAR m Federal�Ministry� of�Agriculture�and� Rural�Development Hon��Minister 35 Gideon�Kodichimma�ORJI m FMARD-�Fisheries� Department Principal�Fisheries�Officer y 36 Dr�Vincent�ISEGBE m Nigeria�Agricultural� Quarantine�Service Director�General * 37 Ibrahim�ABUBAKAR m Federal�Ministry� of�Agriculture�and� Rural�Development Director,�Fisheries� Department 38 Prof�Adeshola�ADEPOJU m Forestry�Research� Institute�of� Nigeria�(FRIN),� Federal�Ministry�of� Environment Director�General/CEO y 39 Prof�Abiodun�Solomon�KEHINDE m FRIN y 40 Abdulrasheed�BAWA m Economic�and� Financial�Crimes� Commission�(EFCC) Chairman 41 Aliyu�Aminu�WALI m EFCC Ag��Head,�External� Cooperation y 42 DCDS�Saliu�KADIR m EFCC Team�Lead,�Wildlife�and� Forest�Crime y 43 Michael�KAYANKA m EFCC External�Liaison�Officer y 44 Biola�SHOTUNDE f National�Financial� Intelligence�Unit� (NFIU) Associate�Director,� Intelligence�and� Investigation 45 Kelechi�ONWUEGBULE m Nigerian�Financial� Intelligence�Unit� (NFIU) HoD�Natural�Environment� and�Wildlife�Trade�Crimes y 83 A Nigeria Free of Wildlife Crime Implementation Framework 83 Name m/f Organisation Designation W or ks h op at te n de e In te rv ie w e e 46 Emmanuel�Oladotun�AJAYI m Nigerian�Postal� Services�(NIPOST) Chief�Investigation�Officer y 47 Dr�Patricia�ANYANMU f National�Institute�of� Oceanography�and� Marine�Research� (NIOMR) 48 Oyeronke�ADEGBILE f NIOMR Chief�Research�Officer� Marine�Biology�Section,� Fisheries�Resources�Dept� y y 49 Justina�OBIENU m NIOMR y y 50 Dr�Nathaniel�Oluranti�BANKOLE m National�Institute� of�Freshwater� Fisheries�Research� (NIFFR) Executive�Director/CEO y 51 Prof�Rebeccah�NDANA f University�of�Abuja y 52 Lamir�Hassan�MUKHTAR m Federal�Airports� Authority�of�Nigeria� (FAAN) SA�to�CEO�FAAN�and� Assistant�Chief�Bird/ Wildlife�Hazard�Control� Officer y 53 Hamza�BUKAR m Arik�Air y 54 Oliver�STOLPE m United�Nations� Office�of�Drugs�and� Crime�(UNODC) Representative,�Country� Office�for�Nigeria 55 Jorge�Eduardo�RIOS m UNODC Chief,�Global�Programme� for�Combating�Wildlife�and� Forest�Crime 56 Jenna�DAWSON-FABER f UNODC Programme�Officer 57 Lejda�TOCI f UNODC Programme�Officer 58 Julie�VIOLLAZ f UNODC Wildlife�Crime�Research� Officer 59 Folusho�AJAYI-ADELEKAN f UNODC National�Programme� Officer/Project�Coordinator y 60 Princess�CHIFIERO f UNODC National�Programme� Officer y 61 Rezaun�MERCY f UNODC Research�Associate y 62 AJ�JAGELSKI m US�Embassy Environment,�Science,� Technology�and�Health� Officer 63 Linda�ODUME f U�S��Embassy Economic�Assist��for�Env,� Science,�Tech,�and�Health 64 Evans�MAKAMA m INTERPOL y 65 Moshood�Abiodun�ARO m PROWPMAN y 66 Joseph�ODIASE m Tropical�Wood� Exporters� Association�of� Nigeria�(TWEAN) � 67 Arnold�JACKSON m Nigeria�Export� Promotion�Council � 84 National Strategy to Combat Wildlife and Forest Crime in Nigeria 84 Name m/f Organisation Designation W or ks h op at te n de e In te rv ie w e e 68 Dr�Sab�EBIRIEKWE m Raw�Materials� Research�and� Development� Council Deputy�Director:� Bioresources/Biodiversity� Management�and� Plantation�Development * 69 Andrew�DUNN m Wildlife� Conservation� Society�(WCS) Country�Director y 70 Yohanna�SAIDU m WCS y 71 Solomon�ADEFOLU m Nigerian� Conservation� Foundation�(NCF) � y 72 Dr�Joseph�Daniel�ONOJA m NCF Director,�Technical� Programmes y y 73 Tunde�MORAKINYO m Africa�Nature� Investors� Foundation Executive�Director y 74 Wilson�OGOKE m Africa�Nature� Investors� Foundation Lead�Policy�Coordinator,� EIA-ANI�Project y y 75 Mary�RICE f Environmental� Investigation� Agency�(EIA) Executive�Director y 76 Shruti�SURESH f EIA Deputy�Campaign�Lead� (Wildlife) y 77 Philip�REKRET m EIA Project�Officer y 78 Rachel�MACKENNA f EIA Wildlife�Campaigner y 79 Chris�HAMLEY m EIA Lead�on�Pangolin� Campaign y 80 Alice�STROUD f Born�Free�USA Africa�Policy�and�Capacity� Building�Director,�Wildlife� Crime�Consultant 81 Charles�MACKAY m Born�Free�USA Wildlife�Crime�Consultant y 82 Sean�O’REGAN m Born�Free�USA Wildlife�Crime�Consultant y 83 Rabiu�ABUBAKAR m Department�of� State�Service Representative y 84 Adesuwa�OBASUYI f British�High� Commission Climate�Change�Policy� Manager y 85 Edward�VAN�ASCH m CITES * 86 Pia�JONSSON f CITES * 87 Johannes�STAHL m CITES * * Provided comments