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 sexu
al 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.
