Lagos Team at the Stadium 2025-09-05 at 07.22.14_f3b42873

Coordinating Fieldwork Across Lagos and Kaduna: Reflections from the Collaboration Hub Evaluation

 

By Ema Ochinyabo

 

Coordinating the data collection process for the Collaboration Hub evaluation across Lagos and Kaduna was both a complex and rewarding experience. The programme, led by Girl Effect and Good Business, brings together diverse projects: Tailors as Agents of Change, Mothers & Daughters TV Show (Recipe for Success), SWAG Campus Theatre, and Blazing Boots Comic to shift gender norms through creative and community-driven approaches. As the lead evaluation coordinator, I was responsible for ensuring that every element of the fieldwork- tool design, recruitment, training, logistics, and partner engagement came together seamlessly to deliver credible insights.

Preparing for Fieldwork

The preparation stage was intensive. Together with Girl Effect, Good Business, and project partners, we co-created the data collection tools to capture not only the key components of the Collaboration Hub but also the contextual realities of each intervention. This collaborative design ensured that the instruments reflected the nuances of different respondent categories from adolescents and mothers to tailors, influencers, and media representatives.

Equally important was the recruitment of the research team. Given the sensitive nature of the projects and their focus on gender norms, we deliberately assembled a team of 20 data collectors; 16 women and 4 men. This balance was strategic, ensuring both credibility and comfort during data collection, particularly in conservative or gender-sensitive spaces. Before deployment, the team participated in a two-day training that covered the evaluation overview, research methodology, dimensions of data quality, safeguarding, ethics, use of electronic data collection tools, and photography. A pilot test followed, allowing us to refine the tools and ensure readiness.

Managing Challenges in the Field

Despite the careful planning, field realities brought their own challenges. In both Lagos and Kaduna, a few research assistants had to withdraw due to ill health or security concerns. This disrupted early schedules, but fortunately, we had a standby pool of trained data collectors who stepped in to fill the gaps. Another recurring challenge was mobilization. While some partners struggled to convene respondents, others were so efficient that, in one case, 11 focus group discussions were scheduled in a single day. This highlighted the importance of working closely with mobilizers, communicating clear requirements, and staggering sessions to reduce waiting time for participants and pressure on the team.

Terrain and security also presented difficulties, particularly in remote or high-risk areas. We mitigated this by traveling in groups, working with mobilizers for real-time safety updates, and selecting interview venues that were private, safe, and conducive. Scheduling interviews with key stakeholders also required flexibility; when respondents were unavailable during the official data collection period, we adapted by conducting virtual interviews to ensure their perspectives were included.

Lessons in Leadership and Collaboration

Daily planning sessions with the Lagos and Kaduna field teams proved invaluable. These check-ins provided space for sharing challenges, adapting strategies, and maintaining morale. As the lead coordinator, it was my responsibility to keep the process aligned and ensure no disruption derailed the larger purpose of the evaluation. This required balancing technical oversight with motivation reminding the team of the importance of their work while also safeguarding their wellbeing.

Looking back, the experience underscored just how complex yet rewarding evaluations can be. Coordinating across multiple projects, states, partners, and communities required constant problem-solving and adaptation. Yet, what stands out most for me is the professionalism and resilience of the field team, the first majority-female evaluation team at CRADI. Their competence, commitment, and ability to navigate difficult terrains and cultural dynamics ensured that we not only met our targets but also upheld the integrity of the evaluation process.

This experience reaffirmed my belief in the importance of women leading in evaluation practice. By creating a team that was gender-balanced and intentionally female-led, we were able to engage respondents more effectively, gain richer insights, and set a precedent for building the next generation of skilled female evaluators.

 

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CRADI Partners with GIZ to Develop a 5-Year Strategic Plan for Taraba State

By Bandin Glory Joseph

 

In a significant move toward lasting stability and development, the Taraba State government has officially launched a comprehensive five-year Strategic Framework and Action Plan for Peace and Conflict Management (2025–2030). The landmark event, held at the Executive Council Chambers, Government House Jalingo on October 8, 2025, marks a pivotal commitment to transforming Taraba into a beacon of peace and prosperity.

Dubbed a “Document Owned by the People,” this strategic framework is the result of an extensive collaboration between the Taraba State Bureau for Peace and Conflict Management (TSBPCM), the Crest Research and Development Institute (CRADI), and the GIZ PeaceCORE Programme. It stands as a testament to what can be achieved when government, communities, and development partners unite behind a shared vision.

More Than a Document: A People-First Approach

What sets this framework apart is its deeply participatory creation process. It wasn’t developed in a closed office but built from the ground up through stakeholder mapping, strategic workshops, and community validation sessions. This ensures the plan reflects the real needs, wisdom, and aspirations of the people it is designed to serve.

Rinji Kwarkas from CRADI, who presented the framework, outlined a powerful vision: “We see a future where Taraba becomes a model for peace where people will travel from other regions to learn from our success stories.”

Leadership and Partners: A Unified Chorus for Peace

The launch event resonated with a powerful sense of collective responsibility.

The Executive Governor of Taraba State Dr. Agbu Kefas fully represented by Dr. Jeji Williams, Chief of Staff to the Governor, delivered a stirring address, framing peace as the essential bedrock of all progress. “This launch is not just a ceremonial event; it is a bold declaration of our political will,” he stated. He powerfully expanded the definition of peace, noting that it is “the presence of justice, opportunity, and equity. It gives life to development, attracts investment, and allows our children to go to school without fear.”

Suzan, representing the GIZ PeaceCORE Project, reaffirmed the partners’ supportive role. She described the strategy as “a roadmap that belongs to the people of Taraba,” emphasizing that GIZ’s mission is to accompany the state on its peace journey, not to direct it.

The Unveiling: Symbolizing a Collective Resolve

The climax of the event was the ceremonial unveiling of the strategy document by the Executive Governor and other dignitaries. This act symbolized more than the launch of a plan; it represented the official dawn of a new era for the state.

“Today, we launch not just a document, but a new era for peace in Taraba State. May peace prevail and may it come to stay,” Dr. Jeji Williams declared, a sentiment met with resounding applause from an audience that included traditional rulers, faith leaders, youth representatives, and civil society organizations.

The Road Ahead

With this robust framework now in place, Taraba State is not just hoping for peace, it is strategically building it. The document provides a clear, actionable roadmap to guide the state from conflict reaction to conflict prevention, and from recovery to resilient prosperity.

The message from Jalingo is clear: the future of Taraba is peaceful, secure, and inclusive. And with this level of collaboration and commitment, that future is already beginning.

Let’s join our voices in support. Share this news and help spread the word.

KII with community influencer (Kaduna south) 2025-09-03 at 20.57.11_3d501c84

Lessons from the Field: Navigating Challenges and Embracing Flexibility in Evaluating Gender Norms Change

By Adide Samuel Emelis

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Crest Research and Development Institute (CRADI) was engaged by Girl Effect and Good Business to evaluate their innovative Collaboration Hub project; an innovative initiative aimed at shifting gender norms and improving sexual and reproductive health outcomes in Nigeria. This initiative stood out to me from the onset because of its creativity and ambition in tackling one of the most complex issues in our society: shifting entrenched gender norms and improving sexual and reproductive health outcomes. The project spanned across Lagos and Kaduna states, weaving together innovative strategies like mother-daughter TV cooking shows, youth-led theater performances, and even football-them

ed comic books to spark conversation and drive meaningful change.

As part of CRADI’s team, I deployed to Kaduna State to support data collection efforts for the Girl Effect tailoring project, working alongside two other research assistants and a team of seven data collectors to cover ten LGAs. The tailoring initiative itself was particularly inspiring. Local tailors, often seen simply as artisans, had been trained as community influencers to pass along messages about sexual and reproductive health during casual conversations with their clients. This approach cleverly tapped into everyday interactions to normalize critical conversations and promote healthier behaviors.

My role combined both coordination and direct data collection. I personally conducted seven key informant interviews (KIIs) with stakeholders like traditional rulers, religious leaders, and organizational representatives. Going into the field, we had carefully planned the evaluation methodology, but very quickly, we learned that fieldwork has a way of humbling even the most meticulous plans.

One of the earliest challenges surfaced even before we began our interviews. The Girl Effect partners were responsible for mobilizing participants for focus group discussions (FGDs), and we had clearly communicated that each FGD needed seven participants to ensure diverse perspectives and rich discussion. While we were already deployed to the field, they shared a spreadsheet containing contact details of mobilized participants. To our surprise, they had allocated just one person per FGD, rather than seven. This discovery caused a major setback. We had to pause, clarify expectations again, and work with their team to urgently re-mobilize participants to meet the required numbers. It was stressful, but it taught us how vital continuous communication and follow-up are when working with multiple partners.

We also had to make adaptations based on realities we encountered in the field. For example, three FGDs were initially planned for “community influencers,” whom we believed to be a large group of mobilizers and sensitizers. Upon arrival, we discovered that these “influencers” were actually community leaders, often just one or two individuals per community. Holding FGDs with such a small number was not feasible, so we quickly pivoted to KIIs instead. A similar adjustment was made for religious leaders. Instead of three FGDs, we opted for two KIIs; one with a Christian leader and one with a Muslim leader; alongside the two that had been planned earlier. These quick shifts required teamwork, creativity, and a willingness to let go of rigid plans in favor of what would best capture the voices and realities of participants.

Perhaps one of the most significant adaptations came when we began interviewing tailors. Initially, we had planned to conduct KIIs with 20 tailors, two from each LGA. However, after our first five interviews, it became clear that the tool we had designed was not fully suited for them. The questions focused on issues like collaboration with other stakeholders, such as health workers or traditional rulers, which were not relevant to the tailors as direct beneficiaries. Instead, we realized that the themes of another FGD tool were better aligned with their experiences and the type of information we needed to capture. During our daily reflection meetings, a routine we maintained throughout the data collection period, we flagged this issue, discussed it collectively, and agreed to revise the tool. The FGD tool was then modified into a KII tool specifically for the tailors, making the process smoother and the data richer. This experience highlighted just how valuable these daily debriefs were for identifying emerging challenges, brainstorming solutions, and aligning the entire team on next steps.

Despite these challenges, there were many rewarding moments that reminded me why this work matters. During one of my KIIs, a women’s leader shared how, at the start of the project, husbands in her community resisted allowing their wives to attend family planning sessions. Through consistent, respectful engagement and culturally sensitive messaging, some of these men gradually shifted their perspectives. A few even began accompanying their wives to sessions. Her story was powerful, showing how slow but steady change can ripple through families and communities when trust is built.

The collaboration at the heart of the Hub was both its greatest strength and its most complex challenge. By bringing together traditional rulers, health workers, religious leaders, civil society groups, and government actors, the project achieved deeper reach and greater credibility. However, this diversity also came with difficulties. Some state-level actors were initially reluctant to participate, causing delays and requiring persistent engagement.

Looking back, this experience taught me valuable lessons about flexibility and humility in the field. Plans are important, but the ability to adapt those plans based on emerging realities is even more critical. Clear communication can never be overemphasized, especially when working with multiple stakeholders. And perhaps most importantly, creating structured spaces for reflection, like our daily debrief meetings, helps teams stay connected, address challenges collectively, and ensure that every voice, including that of the field team, contributes to the success of the evaluation.

As we concluded our work in Kaduna, I felt a profound sense of gratitude for having been part of such a groundbreaking initiative. The Girl Effect and Good Business Collaboration Hub is not just about projects or data; it’s about real people, real conversations, and real change. I’m reminded of the words of 

a community leader I interviewed, who said, “If the message is strong and relevant, people will always gather to listen.” That sentiment captures the essence of this journey-a journey of listening, learning, and amplifying voices to create a future where gender norms are challenged, and communities are empowered to thrive.

 

 

Official Grant Signing flyer(1)

A Space to Dream, Design, and Do: Introducing the Co-Creation and Innovation Lab (CCIL)

A Space to Dream, Design, and Do: Introducing the Co-Creation and Innovation Lab (CCIL)

By Joseph Bandin

At Crest Research and Development Institute (CRADI), we’ve always believed that the best solutions are born not in isolation, but through collaboration. When communities, young people, practitioners, and institutions unite to ask bold questions and build practical answers, real change happens.

We’re thrilled to introduce the Co-Creation and Innovation Lab (CCIL), a multidisciplinary, cross-sectoral space designed to nurture homegrown ideas, test inclusive development solutions, and amplify the voices of those too often excluded from innovation conversations.

The Lab isn’t just a place where innovation is encouraged it’s where innovation is expected. It’s a space where marginalized voices, especially those of youth, women, and grassroots actors, are central to shaping the future.

What Makes the CCIL Different?

The CCIL stands out because it embodies a philosophy where local innovation thrives through active participation and collaboration. Here’s how:

  • Communities Lead the Way

We empower communities to take charge, ensuring their voices shape the solutions that affect them. Imagine a local farmer leading an initiative to develop sustainable practices tailored to their unique environment.

 

  • Cross-Sector Collaboration

We bring together diverse sectors, breaking down silos. For example:

  • Academia and Agriculture: Universities partner with local farmers to research sustainable farming practices, allowing agricultural students to develop crop rotation strategies that boost soil health and yield.
  • Civil Society and Technology: Nonprofits focused on education collaborate with tech startups to create digital learning platforms. A civil society group might help design an app that provides students in rural areas access to tailored online resources.
  • Government and Health Initiatives: Local governments team up with health tech companies to implement community health programs, such as mobile apps that allow residents to track health metrics.
  • Private Enterprise and Environmental Sustainability: Corporations work with NGOs to develop sustainable practices, like recycling programs that educate consumers while reducing waste.
  • Cultural Organizations and Youth Programs: Cultural institutions partner with youth organizations to promote the arts, providing workshops that encourage expression through performance art.
  • Financial Institutions and Community Development: Banks collaborate with community leaders to offer tailored financial products that support local entrepreneurship, such as loan programs aimed at women-led businesses.
  • Innovation Through Experimentation

We foster a culture where ideas can be tested, adapted, and reimagined. For instance, a new agricultural technique can be piloted in a small village, allowing for rapid feedback and improvement.

  • Inclusive, Scalable, and Resilient Solutions

We build solutions that not only address immediate challenges but are also designed to scale and endure. Think of a health app developed in one community that can be adapted for use across the region.

What Will the Lab Actually Do?

The CCIL will support innovation across six core thematic areas:

  1. Education Innovation: The Lab will focus on developing alternative learning models and digital platforms tailored to underserved learners. It will work on EdTech tools for under-resourced communities and design context-specific teacher training models that merge technology with community insight.
  1. Agricultural Transformation and Food Systems: The Lab will explore smart and sustainable farming tools that blend indigenous knowledge with digital technologies. It will also support market linkage models for rural farmers and promote agritech solutions that address food security and climate resilience.
  1. Digital Inclusion and ICT for Development: The Lab will address the digital divide by creating accessible technologies for rural youth, women, and marginalized groups. It will contribute to open digital public goods for governance and civic engagement, supporting ICT tools that solve local challenges from the ground up.
  1. Health Innovation: CCIL will co-create health communication platforms and mobile health (mHealth) tools adapted to local needs. It will work on models that strengthen community health systems, promote accountability, and drive behavior change through user-centered design.
  1. Peacebuilding and Social Cohesion: The Lab will support the design of early warning and response tools co-created with communities. It will also develop peace education modules and dialogue facilitation toolkits, fostering innovations that encourage inter-ethnic and inter-religious collaboration.
  1. Climate and Environmental Resilience: CCIL will promote community-driven environmental education and green entrepreneurship. It will support circular economy innovations, clean technology prototypes, and tools for local climate data collection and risk mitigation.

 

 

What’s Next?

The CCIL will grow through storytelling, design sprints, ideation sessions, co-creation workshops, and field testing, but most importantly, through people. Through those who know their communities, live the challenges, and carry the spark to change things.

We’re grateful to everyone who has helped shape this vision so far and we’re just getting started. The official launch is around the corner, and we can’t wait to co-create the future together!

Have a brilliant idea? Connect with us and be part of the change!

Displaced Kids in an IDP Camp in Riyom LGA

POST-CONFLICT ASSESSMENT REPORT: BASSA, BOKKOS, RIYOM, AND MANGU LGAS, PLATEAU STATE, NIGERIA

Objective:

The primary objective of the Post Conflict Assessment Report is to identify the scale and nature of displacement, assess urgent humanitarian needs, and guide evidence-based response planning by CRADI and its partners.

Locations:

Nigeria - Barkin Ladi, Bassa, Bokkos, Mangu, and Riyom Local Government Areas (LGAs) of Plateau State

Status:

Completed

Practice Area:

Research

Start Date:

April 2025

End Date:

June 2025

Project Summary

Crest Research and Development Institute (CRADI) conducted a two-phase post-conflict assessment in four conflict-affected Local Government Areas (LGAs) in Plateau State Bassa, Bokkos, Riyom, and Mangu between April and June 2025. Phase I focused on Riyom, Bokkos, and Bassa LGAs, while Phase II extended the assessment to include Mangu LGA. The assessment aimed to understand the immediate humanitarian needs of affected populations, the scale and impact of the violence, and inform appropriate response strategies by humanitarian and development actors. This report presents a synthesis of the findings across all four LGAs, covering key sectors such as security, displacement, food security, health, water, sanitation and hygiene (WASH), shelter, protection, and education.

Study Design and Methodology.

The post-conflict needs assessment was designed as a mixed-method, rapid assessment conducted in two phases across four conflict-affected Local Government Areas (LGAs) of Plateau State. Riyom, Bokkos, Bassa, and Mangu. Phase I was conducted between April and May 2025, covering Riyom, Bokkos, and Bassa LGAs, while Phase II took place in June 2025, expanding coverage to include Mangu LGA. The primary objective was to identify the scale and nature of displacement, assess urgent humanitarian needs, and guide evidence-based response planning by CRADI and its partners.

The assessment applied a conflict-sensitive, community-based approach, incorporating both qualitative and quantitative techniques to ensure a nuanced understanding of the local context. It adhered to the principles of do-no-harm, inclusivity, and participatory engagement, engaging local stakeholders and affected populations throughout the process.

Data Collection

Tools and Instruments

Two sets of tools were used: 

  • Household Survey Tool (quantitative): capturing demographic data, displacement status, access to services, and priority needs.
  • Key Informant Interview Guide (qualitative): used with local leaders, women’s leaders, youth representatives, health workers, and LGA officials.

A total of 321 household surveys (89.2%) and 39 key informant interviews (10.8%) were conducted

Data Analysis

Quantitative data from household surveys were cleaned and analyzed using Microsoft Excel and Kobo Toolbox dashboards to generate descriptive statistics, disaggregated by LGA, age, sex, disability status, and displacement status. Key variables included food security, health, WASH, shelter, protection, education, and security access.

Qualitative data from interviews were coded and thematically analyzed to complement quantitative findings and provide deeper insights into community priorities, gaps, and coping mechanisms. Themes included:

  • Nature and pattern of attacks
  • Service disruptions
  • Accessibility constraints
  • Community-based protection strategies

Reporting and Validation

Draft findings were compiled into LGA-specific summaries and cross-validated with community representatives and local government officials to ensure accuracy and contextual validity. A consolidated report was developed to highlight cross-cutting trends and comparative analysis across the four LGAs.

Final outputs included:

  • A summary of priority needs per LGA
  • A vulnerability and accessibility matrix
  • Recommendations for immediate and medium-term response planning

The report serves as an evidence base to inform coordinated, multisectoral interventions, helping partners to tailor their response strategies based on verified, community-driven insights. 

 

Security and Displacement Context

The security situation in Bassa LGA, particularly within the Irigwe Chiefdom, remains tense and unstable, with persistent attacks disrupting daily life and instilling fear across the population. Sustained violence over several days has led to numerous displacements and significantly impacted farming activities. Residents now return earlier from their fields to reduce exposure to attacks, indicating the direct link between insecurity and livelihood disruption.

Riyom LGA has experienced a relative period of calm following recent incidents, though the lingering effects of displacement are evident. Some residents have returned to their communities, while others remain in host communities or IDP camps. The partial return of displaced populations suggests a cautious optimism, but long-term resettlement will require continuous protection and support.

In Bokkos LGA, while some calm has been restored, intermittent attacks continue to affect communities, maintaining a climate of fear and displacement. The unpredictability of violence has disrupted agricultural activities, destroyed homes, and strained coping mechanisms among vulnerable groups.

Mangu LGA currently maintains a fragile calm, with no major incidents reported in recent weeks. However, fear of renewed attacks lingers, prompting some temporary relocations. Farming has cautiously resumed, yet communities remain in urgent need of food, clothing, and shelter due to previous losses and ongoing recovery challenges.

Incident Summary

Between April and June 2025, violent attacks were reported across the assessed LGAs. In Bassa LGA, several wards including Tahu, Te’egbe, and Gabia witnessed deadly ambushes resulting in multiple fatalities and injuries. Victims were often attacked while returning from farms or traveling between communities, with incidents concentrated in remote villages. Similarly, Riyom LGA experienced targeted killings of individuals en route to or from agricultural activities and markets, further exacerbating fear among residents.

In Bokkos LGA, coordinated assaults by armed groups in Mushere villages and Daffo Ward resulted in multiple deaths, arson, and widespread displacement. Mangu LGA reported killings, destruction of property, and attacks on farmlands across various communities such as Aloghom, Derkong, and Chi-chim. The sequence of attacks has contributed to cumulative trauma and significant disruption of community cohesion.

Priority Needs of Affected Populations

Analysis of the assessment findings highlights that priority needs vary by LGA but share common themes of acute vulnerability. In Bassa LGA, security was cited as the most pressing concern (66.7%), followed by health (25%) and food/nutrition (8.3%). These needs reflect persistent violence, lack of healthcare infrastructure, and growing food insecurity due to restricted farming activities.

In Bokkos, food and nutrition were identified as the top priority (40%), with equal attention to protection, security, and shelter (20% each). The attacks have led to poor harvests and damage to key crops such as potatoes, heightening food shortages. Shelter needs are critical due to widespread destruction of homes.

Riyom LGA prioritized food/nutrition (46.2%), protection (38.5%), and health (15.4%), corresponding with the impacts of displacement, inadequate food stocks, and ongoing insecurity. Mangu LGA showed an overwhelming need for food and nutrition support (88.9%), with health (11.1%) also flagged due to limited access to healthcare amidst high malnutrition rates.

Sectoral Overview 

Food Security: Food insecurity is widespread across all LGAs. In Bassa, destruction of barns, farmlands, and stored crops has rendered households dependent on humanitarian food aid. Bokkos and Riyom report severe shortages in food quantity and variety, leading to malnutrition, especially among women and children. In Mangu, the situation is most severe, with farming activities halted or limited due to security threats and environmental stress, amplifying hunger levels.

Health and Nutrition: Access to healthcare remains a major challenge in Bassa and Mangu LGAs. Communities often travel long distances to access services, while others receive minimal home-based care. Malnutrition is prevalent across Bokkos, Riyom, and Mangu, driven by unbalanced diets and inadequate medical services. The health infrastructure is overstretched and requires urgent investment in personnel, supplies, and facilities.

WASH (Water, Sanitation and Hygiene): The assessment revealed significant WASH-related challenges. Bassa relies on a single borehole for water, while IDP camps in Bokkos and Riyom struggle with inadequate water, poor sanitation, and limited access to hygiene materials. This raises concerns about disease outbreaks, particularly in overcrowded areas.

Protection: While most communities did not report active gender-based violence (GBV), the overall protection environment remains fragile. Vulnerable groups, especially women and children, face increased risks due to displacement and lack of privacy and safety in temporary shelters. Insecurity has also disrupted social protection systems and community resilience.

Shelter: Shelter needs are acute in Bokkos and Mangu LGAs, where homes were destroyed in attacks. Displaced persons are living in overcrowded or makeshift shelters, often without basic amenities. This has compounded psychological distress and exposure to the elements.

Education: Education remains a secondary priority for most affected areas, yet the disruption of learning has long-term implications. In Bassa, residents expressed a desire to reestablish schools and learning centers for children. In Riyom and Mangu, educational services have yet to fully resume, due to both displacement and insecurity.

Summary of Key Findings from the Post-Conflict Assessment

The post-conflict assessment conducted across Riyom, Bokkos, Bassa, and Mangu Local Government Areas (LGAs) of Plateau State reveals a complex humanitarian landscape marked by persistent insecurity, widespread displacement, and critical needs across multiple sectors. The evaluation, which combined household surveys and key informant interviews, highlights the following core findings:

  1. Insecurity and Displacement: Continued attacks, particularly in Bassa and Mangu, have severely disrupted community life. Over half of respondents (53.3%) reported the absence of formal security presence, with displacement patterns varying some households remain in their communities while others have relocated to nearby towns or IDP camps. Fear remains high, even in areas of relative calm.
  2. Critical Gaps in Basic Services: Access to healthcare, electricity, and communication services remains significantly limited, especially in Bokkos, Mangu, and Bassa LGAs. Only 32.8% of respondents reported access to adequate health services prior to the conflict. Network communication and electricity infrastructure are either weak or non-existent in many affected communities, compounding the difficulty of emergency response and recovery.
  3. Food Insecurity and Livelihood Disruption: Conflict has devastated farming activities and food supply chains. In Bassa,66.7% of respondents identified security as the top need, followed by health (25%) and food (8.3%). In Mangu, food and nutrition needs dominate (88.9%), indicating critical food insecurity due to displacement, farmland destruction, and looting.
  4. Demographic Vulnerability: The assessment found that 52.6% of respondents were women, and nearly 20% identified as persons with disabilities (PWDs). The majority of deaths (over 80%) occurred among males aged 18–64, often due to direct attacks while farming or traveling. Injuries and missing persons were also disproportionately male.
  5. Residential Damage and Asset Loss: A total of 1,143 residential buildings were reported damaged, with 953 fully destroyed. Additionally, 49 livestock losses were documented. While schools, health facilities, and religious buildings were not widely reported as damaged, their functionality remains questionable due to community displacement.
  6. Community Accessibility and Logistics: Most affected areas (88.9%) were accessible at the time of the assessment, primarily by land (76.3%). However, Mangu and Bokkos presented significant access and communication constraints due to poor infrastructure and insecurity.
  7. Urgent Multisectoral Needs: The most frequently cited priority needs across LGAs included food and nutrition, security, shelter, health services, WASH (water, sanitation, and hygiene), and education. The variation in need severity across locations underscores the importance of localized, context-sensitive interventions.

Conclusion

The rapid needs assessment across Bassa, Bokkos, Riyom, and Mangu LGAs paints a sobering picture of humanitarian distress, driven by persistent violence, displacement, and loss of livelihoods. Urgent, multi-sectoral intervention is needed to address the priority needs identified, particularly in food security, health, shelter, protection, and WASH. Community-based approaches—supported by government agencies, humanitarian partners, and civil society—must be scaled to restore dignity, rebuild livelihoods, and foster long-term peace and resilience. CRADI calls for coordinated and sustained response efforts to ensure the immediate relief and early recovery of affected populations in Plateau State.

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From Evidence to Action: How CRADI is Partnering with National  Organizations to Lead Crisis Response

At Crest Research and Development Institute (CRADI), our approach to humanitarian response has always been clear: start with the people, listen to their lived realities, and support those already rooted in communities to drive the change they want to see.

This belief is what inspired our MSNA Response Small Grants initiative; a modest but powerful intervention aimed at supporting grassroots organizations with flexible funding to implement community-driven solutions in Fragile and Conflict Affected areas.

The journey began with our Multisectoral Needs Assessment (MSNA) in Plateau State. This was not just another research exercise, it was a way to hear directly from affected communities about what matters most to them. The priorities that emerged-from protection to livelihood support to access to basic services- became the framework for our small grants scheme which we published in April 2025.

After the application and vetting processes, we have now reached an exciting milestone. On July 31, 2025, we signed grant agreements with three successful organizations, as our first cohorts of grantees: Christian Women for Excellence and Empowerment in Nigerian Society (CWEENS); Sustainable Education and Eco-conscious Innovative Initiative (SEEII); and Speak for Life Cancer Prevention Initiative.

Each of these organizations bring deep local knowledge and unwavering passion to their work. While CWEENS and SEEII will focus their efforts in Plateau State, Speak for Life will be implementing in Kaduna, extending the reach of our MSNA-driven insights to similar conflict-affected contexts outside the state. It is a significant proof point that locally-generated evidence can guide meaningful action well beyond its point of origin.

Our role has not just been about disbursing funds. Managing this initiative, from conceptualization to selection and now to implementation, has been an exercise in practical localization. We opted for a Fixed Amount Award model, tying disbursements to clear milestones and eliminating the kind of micromanagement that too often frustrates grantees. As someone who’s worked with funding partners where receiving and reporting on funds felt more complicated than implementing the programatic components of the project itself, this shift has been both intentional and liberating.

And while this small grants initiative is underway, CRADI is also gearing up to lead the implementation of a larger FCDO-funded project across Plateau and Benue States. This dual role, as funder on one hand and implementer on another, gives us a unique vantage point. We are not just designing interventions for others; we are in the trenches ourselves. This puts us in a strong position to share learnings with both local and international stakeholders. This will include learnings on grant management systems that work for grassroots partners, and  practical, context-aware programming that responds to urgent needs.

At the heart of all this is a deep belief: crisis response should not be driven by media headlines or political agendas, but by the actual priorities of the people affected. That is what we are building at CRADI-an approach to humanitarian work that’s responsive, rooted in real-time evidence, and powered by local actors who live the issues every day.

This is only the first round of our small grants, but already, the momentum is real. We’re learning a lot. And we’re just getting started.

#CRADI #Localization #MSNA #SmallGrants #FCDO #HumanitarianLeadership #FixedAmountGrants #Kaduna #Plateau #Benue #PowerOfLocal

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Displaced Children in an IDP Camp in Riyom LGA, Plateau State
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MSNA Report Launching Event
MSNA Grantees Award_2025
MSNA Grant Signing Event with Grantees
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University of Jos Deep-Dive Workshop Strategic Planning Workshop Strengthens Faculty of Arts, University of Jos

Objective:

• To reflect on the current state of the faculty. • Do a deep dive on the findings from the assessment that will inform the development of a three (3) year strategic plan for the Faculty of Arts.

Locations:

Plateau State, Jos Nigeria.

Status:

Completed

Practice Area:

Training

Start Date:

3rd June 2025

End Date:

3rd June 2025

Project Summary

On June 3, 2025, the Faculty of Arts, University of Jos, in partnership with Crest Research and Development Institute (CRADI), hosted a one-day Deep Dive and Strategic Planning Workshop at CRADI’s Complex in Jos, Plateau State. The session brought together Heads of Departments, Professors, and Senior Administrative Staff for a focused dialogue on institutional performance, challenges, and pathways for sustainable institutional reforms.

Guided by a participatory approach, the workshop featured presentations, group reflections, and collaborative action planning based on findings from a recent faculty-wide assessment. Key issues addressed included infrastructure gaps, limited research visibility, weak mentorship structure, and funding challenges. Participants also discussed digital innovation, student engagement, and the importance of strategic communication and transparency.

Breakout sessions enabled attendees to co-develop actionable components of a three-year strategic development plan, aligned with the University of Jos master plan. Facilitated by CRADI, the workshop encouraged open dialogue, cross-learning, and a renewed commitment to institutional growth.

Key Outcomes:

  • Consensus to develop a comprehensive strategic plan.
  • Calls for stronger mentorship structures, research visibility, and inter-institutional partnerships.
  • Formation of follow-up mechanisms for implementation, monitoring, and periodic review.
  • Emphasis on engaging postgraduate students in teaching, research, and alumni-driven resource mobilization.

The workshop concluded with a clear resolve to translate insights into impact. A series of follow-up actions have been proposed to ensure sustained progress, including quarterly reviews, capacity-building programs, and institutionalized strategic retreats.

This workshop marks a pivotal step in repositioning the Faculty of Arts for academic excellence, operational efficiency, and long-term innovation.

Project Gallery

Call for Local Community Data Collectors for Rapid Assessment across the 17 LGAs in Plateau State

Crest Research and Development Institute (CRADI) is an independent, nonprofit research and development organization committed to improving the human condition through evidence-based research, humanitarian response, and learning. In response to recent humanitarian emergencies in Plateau State, CRADI is conducting a Rapid Needs Assessment (RNA) to inform immediate and strategic intervention planning.

To this end, CRADI seeks to engage trained Local Community Data Collectors (LCDCs) to support primary data collection in the affected LGAs. These individuals will play a critical role in gathering timely, relevant, and accurate information to guide humanitarian actors and stakeholders in planning and response.

1. Purpose of the Assignment
The purpose of this assignment is to facilitate effective data collection from affected communities by engaging local individuals who understand the context, speak the local languages, and can build rapport with respondents in a culturally sensitive and conflict-aware manner.

2. Scope of Work
Under the supervision of the Rapid Assessment Lead and M&E Manager, the Local Community Data Collectors will:
Participate in a briefing and orientation session on the assessment tools, ethics, and data collection procedures.
Conduct surveys, Focus Group Discussions (FGDs), and Key Informant Interviews (KIIs) in target communities using approved tools.
Collect data in accordance with CRADI’s ethical guidelines and principles, including safeguarding, Do No Harm, and informed consent.
Ensure accurate, complete, and timely submission of data (paper-based or digital tools such as Kobo Collect/ODK).
Report any incidents, challenges, or protection concerns encountered during the assignment.

3. Deliverables

  • Participation in pre-assessment orientation/training.
  • Daily completion and submission of assigned surveys/interviews.
  • Make a summary of field notes or debriefs from FGDs/KIIs, where required.
  • Submission of clean data to the field supervisor by the agreed deadline.

4. Duration
This is a short-term engagement for a period of up to 6 months, including training, field data collection, and debriefing sessions.


6. Qualifications

  • Resident of or familiar with the target LGA/community.
  • Ability to communicate in the local language(s) and English.
  • Minimum of senior secondary school education; tertiary education is an advantage.
  • Prior experience in data collection or community-based assessments is preferred.
  • Experience using KoboCollect, Google Forms, Microsoft Excel 
  • Respect for cultural and social norms, with good interpersonal skills.
  • Demonstrated commitment to confidentiality, neutrality, and ethical data practices.

7. Reporting
The Local Community Data Collectors will report directly to the Rapid Assessment Lead and work closely with the M&E Manager assigned to the LGA.


8. Remuneration
CRADI will provide a daily stipend to cover time and basic transport costs. The amount and payment method will be clearly communicated and formalized in a signed Terms of Engagement.

Interested candidates should click here to apply.

Addressing The Intertwined challenges of Climate Change, Natural Resource-based Conflicts, and Social Vulnerability in Plateau State, Nigeria.

Application Type:
Project location: Plateau State

Project Duration: 1 year
Application Deadline: May 28, 2025

Introduction

Organisational Profile

Crest Research and Development Institute (CRADI), is a Pan African independent, non-profit research institute dedicated to improving the human condition through evidence-based research, human capital development, and developmental aid. We seek to advance humanity through research, sustainable development, and learning by adopting a multidisciplinary, community-friendly, and ethic-driven approach to support independent, high-quality research with an impact on business development, the public sector, civil society, and communities of focus.

 

Our work allows us to address the world’s most pressing issues with context and evidence-based solutions. Institutions rely on us to provide answers to challenges that require an objective, integrative, and multidisciplinary approach-one that brings together expertise from the social sciences and international development.  Registered in Uganda and Nigeria, the institute partners with appropriate research, development, communications, and governance institutions. Team members include people drawn from the academia, civil society, public and private sectors, as well as practitioners in various fields of endeavor who are concerned about the socio-political and economic problems of Africa.

 

Project Summary 

The BRIDGE project is a one-year proposed project designed and submitted to FCDO and Tetra-Tech SPRING to address the intertwined challenges of climate change, natural resource-based conflicts, and social vulnerability in Plateau State, Nigeria. The project focuses on enhancing community resilience and social cohesion through strengthened conflict resolution mechanisms, capacity building, and inclusive land and resource management policies. It promotes climate-resilient agricultural practices, disaster preparedness, and early warning systems while prioritizing the inclusion of women, youth, and marginalized groups. Expected outcomes include reduced resource-based conflicts, improved livelihoods, and increased trust and cooperation among community groups. 

This call for application is in anticipation of the final  award of contract by the donor. 

POSITIONS AND RESPONSIBILITIES

CRADI seeks expression of interest from qualified candidates for the following positions:

  1. Project Manager

 

Position Summary:

The Project Manager will provide overall leadership, strategic direction, and management for the BRIDGE Project. He/She will oversee program planning, implementation, monitoring, and reporting, ensuring activities align with project goals, donor requirements, and national policies.

 

This is a full-time position, anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Lead the planning, coordination, and execution of all project activities.
  • Liaise with government agencies, partners, and stakeholders to ensure project objectives are met.
  • Manage project staff, ensuring high performance and professional development.
  • Prepare high-quality progress reports and represent the project at external forums.
  • Lead the development and execution of annual work plans, implementation strategies, and risk management plans.
  • Facilitate coordination between internal teams and external stakeholders, including donors, ministries, and civil society.
  • Oversee compliance with project standards, timelines, and budgets.
  • Promote innovation, learning, and continuous improvement within the team.
  • Ensure documentation and dissemination of lessons learned, success stories, and best practices.
  • Provide mentoring and coaching to project staff to enhance their technical and leadership capacities.
  • Organize periodic reflection and strategic review sessions to assess project performance and staff growth.
  • Lead donor engagement and reporting, ensuring transparency and accountability.
  • Provide additional support as requested by the line manager

 

Qualifications and Experience:

  • Master’s degree in Project Management, Development Studies, Peace and conflict studies, Environmental Studies, or related field.
  • Minimum of 7 years of project management experience, preferably in climate resilience, peacebuilding, or development programs.
  • Strong leadership, communication, and stakeholder engagement skills.
  • Management and supervisory experience.
  • Established excellence in written communication, including the preparation of complex documents to meet strict deadlines
  • Strong personal communication skills, ability to facilitate liaison between different sectors.
  • Good financial, budget and grant management skills.
  • Ability to work and travel in difficult conditions.
  • Ability to work with diverse team members.
  • Good training skills, with a proven ability to build the capacity of others in report writing.



  1. MERL (Monitoring, Evaluation, Research, and Learning) Manager

 

Position Summary:

The MERL Manager will design and provide technical oversight in ensuring the implementation of the project’s monitoring, evaluation, research, and learning framework to track project progress, assess impact, and ensure adaptive learning throughout the project lifecycle. 

 

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Design, refine and implement the project’s MERL framework, including performance indicators and data collection tools.
  • Manage data collection, analysis, and reporting processes.
  • Ensure compliance with donor reporting requirements and data quality standards.
  • Lead the design and implementation of qualitative and quantitative assessments (baseline, midline, endline, impact evaluations).
  • Train field staff and partners on data collection, analysis, and reporting techniques.
  • Facilitate quarterly learning and reflection meetings, contributing to adaptive management.
  • Develop learning products (briefs, reports, presentations) for various stakeholders.
  • Establish feedback and accountability mechanisms to ensure participatory evaluation processes.
  • Ensure data quality assurance through regular audits and field supervision.
  • Support staff in building data literacy and evaluation capacity for career advancement. 
  • Any other duty as assigned by the project management team.

 

Qualifications and Experience:

  • Good training skills, with a proven ability to build the capacity of others in report writing.
  • Master’s degree in Monitoring and Evaluation, Statistics, Economics, Development Studies, or related discipline.
  • Minimum of 5–7 years of experience in designing and managing M&E systems in development projects, with experience in both quantitative and qualitative research.
  • Minimum of 5 years of M&E experience in international development projects
  • Proficiency in data management and analysis software such as SPSS, STATA, R, Excel, and data visualization tools like Power BI or Tableau.
  • Experience leading evaluations and assessments, including baseline and endline surveys.
  • Strong skills in data quality assurance, learning agenda development, and participatory M&E approaches.
  • Experience building capacity of field staff and partners in data collection and analysis.
  • Good financial, budget and grant management skills
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members



  1. Conflict and Climate Change Management Specialist

Position Summary:

The Conflict and Climate Change Management Specialist will provide technical expertise on integrating conflict sensitivity and climate adaptation approaches into project activities.

 

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Lead conflict analysis and climate risk assessments.
  • Support the design of interventions promoting peaceful resource management.
  • Train staff and partners on conflict-sensitive programming and climate resilience.
  • Develop tools and frameworks for conflict mitigation and climate adaptation.
  • Provide ongoing technical advice to field teams and stakeholders.
  • Conduct participatory conflict mapping and climate vulnerability assessments across project sites.
  • Design and mainstream conflict-sensitive and climate-resilient approaches into sectoral activities (agriculture, land use, pastoralism).
  • Support the development of inclusive land-use frameworks in collaboration with local authorities.
  • Develop training materials and deliver capacity building for staff, community leaders, and local government actors.
  • Provide technical support and quality assurance for conflict/climate-related components.
  • Facilitate multi-stakeholder dialogues and peacebuilding forums.
  • Document and share innovative practices and policy recommendations related to climate-conflict nexus.
  • Mentor junior staff and interns on conflict analysis tools, Do-No-Harm, and environmental sustainability.
  • Any other duty as assigned by the project management team.

 

Qualifications and Experience:

  • Master’s degree in Peace and Conflict Studies, Climate Change, Environmental Management, or a related field.
  • Strong analytical and facilitation skills.
  • At least 5–7 years of relevant experience designing or supporting conflict mitigation and climate adaptation programs.
  • In-depth knowledge of climate risk management, conflict transformation strategies, land governance, and natural resource conflict dynamics.
  • Experience conducting conflict analysis, peacebuilding forums, or climate vulnerability assessments in conflict-prone or rural communities.
  • Strong facilitation and training skills, with demonstrated experience in building capacity of diverse stakeholder groups.
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members

 

  1. Program Specialist

Position Summary:

The Program Specialist will support project implementation, coordination, and stakeholder engagement, ensuring the delivery of high-quality project activities across intervention sites.

 

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Support the Project Manager in planning and coordinating field activities.
  • Liaise with local partners and communities to ensure effective project delivery.
  • Contribute to program design, budgeting, and reporting.
  • Support training, capacity-building, and advocacy efforts.
  • Conduct participatory conflict mapping and climate vulnerability assessments across project sites.
  • Design and mainstream conflict-sensitive and climate-resilient approaches into sectoral activities (agriculture, land use, pastoralism).
  • Support the development of inclusive land-use frameworks in collaboration with local authorities.
  • Develop training materials and deliver capacity building for staff, community leaders, and local government actors.
  • Provide ongoing technical backstopping and quality assurance for conflict/climate-related components.
  • Facilitate multi-stakeholder dialogues and peacebuilding forums.
  • Document and share innovative practices and policy recommendations related to climate-conflict nexus.
  • Mentor junior staff and interns on conflict analysis tools, Do-No-Harm, and environmental sustainability.
  • Any other duty as assigned by the project management team.

 

Qualifications and Experience:

  • Bachelor’s degree (minimum) or Master’s degree (preferred) in International Development, Peace and Conflict Studies, Rural Development, Public Administration, or a related field.
  • Minimum of 3–5 years of experience in project implementation or coordination roles in a development or humanitarian setting.
  • Demonstrated knowledge of climate resilience, livelihoods, and peacebuilding programs.
  • Experience supporting multi-stakeholder platforms and working with community-based organizations.
  • Strong report writing, coordination, and administrative skills.
  • Ability to manage competing priorities, work under pressure, and ensure accountability.
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members

 

  1. Finance and Admin Associate

 

Position Summary:

The Finance and Admin Associate will provide financial management, administrative, and logistical support to ensure smooth project operations. The ideal candidate will ensure compliance with internal policies and statutory regulations while contributing to the strategic efficiency of the finance department.

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

 

  • Maintain financial records and manage project budgets and expenditures.
  • Support procurement, logistics, and inventory management.
  • Prepare financial reports in compliance with organizational and donor requirements.
  • Ensure adherence to internal controls and audit requirements.
  • Provide general administrative support to the project team.
  • Oversee day-to-day financial operations including accounts payable/receivable, bank reconciliations, and payroll.
  • Prepare and monitor monthly, quarterly, and annual budgets.
  • Ensure timely, accurate financial reporting in line with Nigerian regulations and international standards.
  • Develop financial models and forecasts to support business planning.
  • Coordinate internal and external audits.
  • Maintain compliance with financial policies and controls.
  • Stay updated on financial legislation and best practices.
  • Liaise with banks, tax authorities, and financial institutions.
  • Support donor reporting and project-based accounting.
  • Promote financial integrity and strong internal control systems
  • Any other duty as assigned by the project management team.

 

Qualifications and Experience:

  • Bachelor’s degree in Accounting, Finance, Business Administration, or related field.
  • Minimum of 3 years of experience in finance and administration.
  • Proficiency in accounting software (e.g QuickBooks, Sage) and MS Office applications.
  • Professional qualifications such as ICAN, ACCA, or CPA (part-qualified or fully qualified) are an asset.
  • Proficiency in accounting software such as QuickBooks, Sage, or ERP systems.
  • Solid knowledge of financial reporting, procurement guidelines, and donor compliance standards.
  • Demonstrated ability to maintain accurate records, prepare financial reports, and manage logistics effectively.
  • Strong knowledge of Nigerian tax laws, IFRS, and financial regulations.
  • Strong Excel and analytical skills.
  • Excellent communication, organizational, and leadership abilities.
  • High level of integrity and attention to detail.
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members

 

  1. Gender Equality and Social Inclusion (GESI) Associate

Position Summary:

The GESI Associate will ensure that gender equality and social inclusion considerations are mainstreamed across all aspects of the project.

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Conduct gender and social inclusion analysis and integrate findings into project activities.
  • Support capacity building of project staff and partners on GESI approaches.
  • Support the Project Manager in planning and coordinating field activities.
  • Develop and implement GESI action plans and monitor progress.
  • Promote inclusive participation of women, youth, and marginalized groups in project activities.
  • Develop and implement a project-specific GESI action plan and update it annually.
  • Train staff and community partners on gender-sensitive programming and inclusive practices.
  • Track GESI indicators and report progress in quarterly and annual reports.
  • Collaborate with MERL and Program teams to ensure GESI integration into all monitoring tools.
  • Identify barriers to participation among women, youth, persons with disabilities, and other excluded groups and propose solutions.
  • Support mentorship and leadership opportunities for women and youth within project communities.
  • Facilitate internal learning sessions to enhance staff knowledge of evolving GESI frameworks.
  • Any other duty as assigned by the project management team.

 

Qualifications and Experience:

  • Bachelor’s degree in Gender Studies, Social Sciences, Development Studies, or related field.
  • At least 2 years of experience working on gender and social inclusion in development programs.
  • Strong understanding of GESI frameworks and practices.
  • Strong understanding of gender mainstreaming tools, inclusive development principles, and intersectional analysis.
  • Experience conducting gender analyses and working with community-based women’s or minority groups.
  • Excellent facilitation and training skills, particularly in community-driven gender and inclusion approaches.
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members

 

  1. Communication Associate

Position Summary:

The Communication Associate will support the development and dissemination of internal and external communications to raise the visibility of the project and document its achievements.

This position is anticipated to last for one year with the possibility of renewal and is

based in Jos, Plateau State, Nigeria. This position is contingent upon award of contract by the donor.

 

Key Responsibilities:

  • Develop high-quality communication materials, including success stories, newsletters, and social media content.
  • Support the documentation of lessons learned, best practices, and case studies.
  • Manage digital platforms and ensure timely, relevant updates on project progress.
  • Work closely with MERL and Program teams to translate data and field results into accessible stories and reports.
  • Capture success stories and visual documentation through field visits and interviews.
  • Build the communication capacity of field staff through training and editorial support.
  • Monitor media trends and propose innovative ways to improve outreach.
  • Represent the project in communications forums and support visibility events.



Qualifications and Experience:

  • Bachelor’s degree in Communications, Journalism, Public Relations, or related field.
  • At least 2 years of experience in communication roles, preferably in development projects.
  • Excellent writing, editing, and digital communication skills.
  • Proven ability to develop communication strategies, manage digital platforms, and produce multimedia content.
  • Proficiency in content creation tools (e.g., Adobe Creative Suite, Canva, WordPress), and strong storytelling skills.
  • Experience working with diverse teams and communicating complex technical ideas to non-specialist audiences.
  • Excellent writing, editing, photography, and interpersonal communication skills.
  • Ability to work and travel in difficult conditions
  • Ability to work with diverse team members
  • Any other duty as assigned by the project management team.

 

Travel

The candidates must be resident in the chosen country and be willing and able to travel to local and difficult terrains within the project location.

 

Equal Opportunity

CRADI is an equal opportunity employer and does not discriminate in its selection and employment practices on the basis of race, color, religion, sex, national origin, political affiliation, sexual orientation, gender identity, marital status, disability, genetic information, age, membership in an employee organization, or other non-merit factors. Qualified women are strongly encouraged to apply. CRADI recruitment and selection procedures reflect our commitment to protecting children and vulnerable adults from abuse and exploitation.

 

How to Apply

Interested candidates should kindly fill the application form here. Applications must reach us on or before 28th  May 2025. Only candidates who have been selected for an interview will be contacted.

 

Small Grants-Multisectoral Needs Assessment (MSNA) Response

Grant Type: Fixed Amount Award
Grant Amount: Up to $1,000 per organization
Project Duration: 3–6 months (starting July 1)
Application Deadline: June 30, 2025

Introduction

Crest Research and Development Institute (CRADI), a Pan African independent, non-profit research institute dedicated to improving the human condition through evidence-based research, human capital development, and developmental aid, invites proposals from local non-governmental organizations (NGOs) for small grants designed to address critical gaps identified in its recently conducted Multisectoral Needs Assessment (MSNA). These grants aim to support initiatives that respond to the programmatic recommendations of the MSNA, addressing the urgent needs of conflict-affected populations while contributing to long-term recovery and resilience.

To ensure proposals are well-aligned with the identified needs and recommendations, prospective applicants are encouraged to read the full MSNA report before submitting their applications. Please find the report here: Plateau State MSNA Final Report

Priority Areas

Proposals must align with one or more of the following thematic areas derived from the MSNA recommendations:

 

1. Security and Governance:
o Strengthening community-based policing initiatives to build trust between law enforcement and local populations.
o Supporting traditional governance structures with resources and training to enhance their capacity for conflict resolution.
o Promoting disarmament, demobilization, and reintegration (DDR) of militia groups through peacebuilding and social cohesion activities in conflict hotspots.


2. Food Security and Livelihoods:
o Providing emergency food assistance to households experiencing food insecurity, particularly in Mangu and Bassa.
o Supporting agricultural recovery through the provision of seeds, tools, and livestock to affected households, and establishing farmer cooperatives to improve productivity.
o Rehabilitating local markets and transport infrastructure to restore economic activity and improve food security for traders and farmers.


3. Health and WASH:
o Rehabilitating health centers in Bassa, Bokkos, and Mangu, and equipping them with essential supplies, including those for maternal and child health services.
o Deploying mobile health clinics to provide care for displaced and remote populations while permanent facilities are being rebuilt.
o Expanding access to safe water sources and rehabilitating sanitation facilities in Riyom and Mangu, alongside hygiene promotion campaigns to reduce disease outbreaks.
o Scaling up nutrition interventions targeting malnourished children under five, as well as pregnant and lactating women, particularly in Mangu and Bokkos.


4. Protection and Human Rights:
o Establishing mobile legal aid services and psycho-social support programs to address trauma, sexual violence, and property disputes, with a focus on vulnerable groups such as women and children.
o Strengthening gender-based violence (GBV) prevention and response mechanisms, including creating safe spaces for women and girls and enhancing access to medical, legal, and psychological support.
o Providing comprehensive protection services for internally displaced persons (IDPs), including adequate shelter, healthcare, and legal documentation.


5. Education:
o Rebuilding damaged schools in Bokkos, Mangu, and Riyom to provide safe learning environments for children, and supplying necessary educational materials.
o Offering financial assistance to families to cover school-related expenses, addressing high dropout rates due to economic challenges.
o Recruiting and training teachers, with an emphasis on trauma-informed education practices to support students who have experienced conflict-related trauma.
o Implementing school-based psycho-social support programs, integrating mental health services to help students cope with conflict-related trauma.

Eligibility Criteria

    • Applicants must be registered local NGOs with a proven track record in community-based programming.

    • Proposals must demonstrate direct alignment with the MSNA recommendations.

    • Applicants must have the capacity to implement projects within the specified 3–6 month time frame.

    • Preference will be given to organizations with contextual expertise and innovative approaches to addressing identified needs.

Application Submission Process

 

    1. Technical Proposal and Budget Template: Applicants are required to download and complete both the Technical Proposal Template and the Budget Template. Please find both documents here: link

    1. Submission: Completed applications, including the filled Technical Proposal Template and Budget Template, must be submitted via email to grants@cradil.org.

1. Deadline: All submissions must be received on or before June 30, 2025. Late submissions will not be considered.
2. Q&A Session: A virtual Q&A session will be held on June 12, 2025, to provide clarification and address questions from prospective applicants. Interested participants must register for this session using the link provided here. Following this session, feedback and key takeaways will be shared with registered participants to guide proposal submission.