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Before the Flood: How Community Voices Power Early Warning in Buruku

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By: Bandin Glory Joseph

In communities such as Buruku in Benue State, climate change is not understood as an abstract or distant concept. It is felt in very practical and immediate ways through observable changes in the environment. Rising river levels, increasingly unpredictable and delayed rainfall patterns, and declining agricultural yields have become part of everyday experience. For predominantly agrarian communities, these shifts directly affect livelihoods, food security, and household stability. As natural resources such as arable land and water become more constrained, the pressure on them intensifies, often heightening competition and, in some cases, deepening tensions within and between communities.

It is within this context that the need for a more integrated and locally grounded response becomes evident. Recognizing the interconnected nature of climate vulnerability and conflict dynamics, Crest Research and Development Institute (CRADI) implemented the Building Resilient Communities: Integrated Climate Adaptation and Conflict Mitigation in Nigeria’s Middle Belt (BRIDGE) Project. This intervention forms part of the broader SPRiNG initiative supported by the UK Foreign, Commonwealth and Development Office (FCDO), which seeks to strengthen resilience and stability in fragile contexts.

The BRIDGE Project is designed to support vulnerable communities across Plateau and Benue States by addressing both environmental and social dimensions of resilience. Its core objective is to enhance communities’ capacity to adapt to climate variability while promoting peaceful and inclusive management of natural resources. The project places particular emphasis on strengthening local systems, empowering women, youth, and marginalized groups, and improving community preparedness through early warning and anticipatory action mechanisms.

A central component of this approach is the establishment of community-based Climate Early Warning Monitors (EWMs). These individuals are selected from within the communities and are equipped to systematically observe, verify, and share timely information on emerging climate-related risks. Their role involves observing environmental changes, validating information, engaging with relevant agencies where necessary, and sharing timely and accurate warnings with their communities to support early action.

By grounding early warning systems in local knowledge and participation, the project strengthens responsiveness while also fostering trust, collaboration, and collective action.

From Noticing to Structured Response

To support the effectiveness of these Early Warning Monitors, Activity 3.1: Establish and Train Climate Early Warning Monitors was implemented to equip them with the practical skills and tools needed to carry out their role effectively.

At a training session held at the Youth Centre in Buruku, 60 community members came together, not merely as participants, but as individuals stepping into a critical community function. As newly designated Early Warning Monitors, they are now positioned to support timely communication, link with relevant stakeholders, and promote early response within their communities.

 

From Awareness to Structured Response

For many participants, the signs of climate variability were already familiar, unusual river patterns, shifting rainfall, and prolonged dry spells had long been observed within their communities. What had been missing, however, was not awareness, but a structured system to translate these observations into timely action.

The training addressed this gap by shifting participants from passive observation to intentional and coordinated response.

Participants were guided on how everyday environmental changes can serve as early warning signals when properly identified, documented, verified, and communicated.

As one participant shared:

“This training has opened my eyes to how we can identify early signs of flooding and inform others before it becomes a disaster.”

Tools for Timely Action

To support the work of Early Warning Monitors and strengthen real-time information flow, participants were introduced to the Early Warning Early Response (EWER) platform, a digital tool designed to capture, verify, and disseminate climate risk information, including flood alerts, drought trends, and extreme weather patterns.

Recognizing varying levels of digital literacy, the training adopted a hands-on and inclusive approach. Participants were supported step-by-step to create email accounts, download the application, and practice submitting real-time reports.

In my MERL role, I supported participant onboarding onto the EWER platform by assisting with email setup and app usage, ensuring accurate attendance and registration, and capturing participant insights to inform ongoing learning and improve implementation. This ensured that participants were not only introduced to the tool but were able to use it confidently and independently by the end of the session.

As one participant noted:

“Even though I had some difficulty at first, I was able to download it and submit a report. This will help us share information quickly.”

Blending Technology with Trust

While digital tools enhance speed and coordination, participants emphasized that information in their communities still travels fastest through trusted and familiar channels such as community meetings, marketplaces, and local networks. The training therefore encouraged a blended approach, combining digital reporting tools with traditional communication systems to ensure wider reach, trust, and inclusion.

“I learned how to use both my phone and local communication methods to spread early warnings, which will make a big difference in our community,” one participant explained.

 

Why Verification Matters

Before the training, early warnings were often shared informally, sometimes without verification. Through the sessions, participants gained a clearer understanding of the importance of accuracy, validation, and coordination with relevant stakeholders.

“Before now, we only relied on observation without proper guidance. Now we understand how to verify information and pass correct messages to our people,” a participant reflected.

In early warning systems, speed matters, but accuracy remains essential.

Building Resilience from Within

Like many community-based interventions, the process was not without challenges. Some participants required additional time to adapt to digital tools, and occasional network constraints slowed progress. Yet these challenges reinforced an important lesson: resilience is not built under perfect conditions, but through continuous learning, adaptation, and collective effort.

By the end of the training, participants were no longer just attendees. They had become part of a growing, community-driven early warning system capable of identifying risks early, sharing timely information, and supporting coordinated responses.

One Community, Many Watchful Eyes

The experience in Buruku reflects a broader goal of the BRIDGE Project: strengthening local systems so that communities are not only aware of climate risks but are equipped to act on them.

Climate shocks may be inevitable, but their impacts do not have to be devastating. When communities are equipped with the right knowledge, supported with practical tools, and connected through trusted systems, they can act early, protect livelihoods, and reduce vulnerability. In Buruku, that shift is already underway.

Because sometimes, the difference between crisis and preparedness is not just a forecast, it is a person who sees the signs and chooses to act.

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Building Peace from the Ground Up: Five Lessons from Nigeria’s Frontline Communities

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By: Imo Silas, Korshima

Last week, I sat in a room filled with peacebuilders, government officials, and community leaders at the SPRING Programme Annual Learning Event in Abuja. What stayed with me was not the polished presentations or carefully framed policy frameworks, but a simple observation from Barrister Chris Ngwodo: “Federal security agents rotate frequently, but insecurity is rooted locally.”

That statement captured a fundamental truth about sustainable peacebuilding in Nigeria. The drivers of conflict are deeply local, and so must be the solutions. Over two days of rich conversations and honest reflections, what emerged was not a neat blueprint for peace, but something far more valuable. We heard grounded evidence of what is working in communities, why it is working, and what it takes to sustain it.

In this piece, I share some of my key takeaways from the two-day event.

Beyond Putting Women in the Room

Lantana Abdullahi from the Women for Positive Peacebuilding Initiative posed a question that challenged everyone present to think more deeply. She asked whether it is truly enough to include women, or whether we must ask which women are included and whether they have real influence over decisions.

Nigeria has close to twenty state action plans on Women, Peace and Security. On paper, this appears impressive. In practice, the impact depends entirely on whether these plans translate into real power, voice, and agency for women at the community level.

Drawing from her experience, Abdullahi explained that involving women in decisions around resource allocation did more than improve fairness. It transformed accountability. When women helped shape the rules, communities adhered to those rules differently. The lesson was clear. Peace processes that sideline women are not only unjust, they are less effective.

 

 

The Invisible Wound

One of the most sobering contributions came from Dr Maji Peterz of Carefronting Nigeria, who drew attention to the often neglected issue of mental health. He warned that without deliberate attention to psychological wellbeing, the effects of trauma will surface more forcefully in the years ahead.

Communities affected by conflict across Nigeria have lived through displacement, loss, and violence. Yet peacebuilding efforts frequently prioritize reconciliation and coexistence without creating adequate space for healing. Dr Peterz described efforts to support communities in processing trauma and rebuilding emotional resilience, emphasizing that this work is not an optional addon to peacebuilding.

Mental health support is foundational. Communities burdened by unaddressed trauma struggle to sustain peace, regardless of how well designed other interventions may be. Without healing, cycles of fear, mistrust, and violence are likely to re-emerge in new forms.

Young People Know What We Do Not

Noya Sedi from Global Rights offered a reminder that felt obvious once it was said. Young people are often the first to know when violence is occurring or when drug abuse is spreading within a community. Survivors frequently confide in peers long before approaching elders or authorities.

When young people are excluded from designing solutions, vital entry points for prevention are missed. This insight connected strongly with the keynote message from Dr Richard Montgomery, the British High Commissioner to Nigeria, who reminded participants that peace is not a single event but an ongoing process.

Young people are not only future leaders. They are current intelligence assets with access to networks and information that others simply do not have. Treating them solely as beneficiaries, rather than partners, limits the effectiveness of peace efforts.

Peace Does Not Stop at State Lines

Another powerful lesson from the event was the recognition that conflict dynamics do not respect administrative boundaries. Grazing routes extend across states. Criminal networks operate across borders. Climate impacts and resource pressures spill from one community to another.

Josephine Habba emphasized that peacebuilding efforts in Benue must also engage boundary communities in Nasarawa, because conflict flows freely across those lines. Many programmes are designed within neat jurisdictional limits, but lived realities are far messier.

For the herder whose cattle are stolen or the farmer whose crops are destroyed, state boundaries are irrelevant. The most effective interventions discussed during the event were those that deliberately addressed these cross-border dynamics rather than ignoring them.

 

 

What this Means Going Forward

The most important takeaway from the event is that there is no universal blueprint for peace. What works in Kaduna may not work in Plateau. The common thread is not a specific intervention, but an approach rooted in local knowledge, evidence-based adaptation, and institutions that enable communities rather than dominate them. Sustainable peace emerges when solutions are designed with communities, not imposed on them.

The Conversation Continues

What community led peace innovations have you witnessed? How is your organization building local capacity that continues long after project timelines end? We invite you to share your experiences with us at research@cradi.org or connect with us through our social media platforms.

 

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Many Voices, One Message: How Inclusive Leadership is Building Climate Peace in Buruku

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By: Bandin Glory Joseph

In Buruku, Benue State, climate change is not tracked by charts or forecasts. community members see changes in the form of dry riverbeds, shrinking harvests, and seasons that no longer follow familiar patterns. For many families, these changes are not just environmental, they shape livelihoods, daily choices, and growing pressure over shared resources like land and water.

Community members championed a walk to create awareness of the evolving climatic conditions and the need to remain resilient. On this day, awareness moved beyond meeting rooms and onto the streets. As part of the BRIDGE Project’s community road walk, advocacy shifted from discussion to action, stretching from the busy Buruku market down to the bridge over the Buruku River, a vital lifeline and, at times, a contested resource.

Led by BRIDGE project team and 57 trained members of the Local Dialogue Platforms (LDPs), the walk transformed everyday public spaces into places of conversation. Market traders paused, cyclists slowed, commuters listened. The message was simple but urgent: climate stress can fuel tension, but communities have the power to respond early and peacefully.

What made the Buruku walk especially powerful was who was leading it.

Among the LDP members were persons with disabilities (PWDs), stepping forward not as symbolic participants, but as confident mobilisers and educators. Backed by training on climate-smart practices, early warning, and conflict-sensitive resource management, they spoke from experience, both lived and learned.

“Before, we practiced dry-season farming on a very small scale,” shared Lami Njei, a PWD “But with the knowledge gained, we have expanded our cassava farm.”

Her words landed because they reflected action, not theory. They reinforced a key idea running through the walk: resilience is practical, and when livelihoods become more secure, the risk of conflict reduces.

Rather than gathering people in a hall, the team met Buruku where daily life unfolds, engaging farmers, traders, youth, cyclists, and passers-by through open conversations supported by flyers, banners, and local languages. These exchanges made the links between climate change, resource competition, and social tension easy to grasp, while also highlighting practical ways communities can respond. The visible leadership of persons with disabilities at the centre of these interactions shifted perceptions and built trust quickly. As they explained early warning mechanisms and shared personal examples of adaptation, community members listened with attention and respect. Although the road walk followed a simple format used elsewhere, its impact in Buruku was shaped by inclusive leadership and local context. The message resonated clearly: while climate change continues to test communities, inclusion strengthens their response. When everyone, regardless of ability can understand the risks, apply the solutions, and lead the conversation, peace becomes something communities actively build together. In Buruku, many voices walked with one message: climate resilience and peace grow strongest when no one is left behind.

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How Communities in Nigeria’s Middle Belt Are Bridging Climate and Peace

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By: Benard Okereke

Inside a groundbreaking project that’s turning conflict over scarce resources into collaboration for a resilient future.

In Nigeria’s Middle Belt, the lines between a climate crisis and a conflict crisis are blurring. As fertile land and water become scarcer, competition intensifies, threatening the peace that communities in states like Benue and Plateau desperately need.

But what if the same forces driving tension could also fuel collaboration? This is the bold question at the heart of the BRIDGE Project (Building Resilient Communities: Integrated Climate Adaptation and Conflict Mitigation), implemented by The Crest Research and Development Institute (CRADI).

We’re moving beyond theory and into action. Right now, our team is on the ground in Buruku, Bokkos, and Jos North, conducting a vital pulse check. This isn’t just a routine assessment; it’s a listening tour at the intersection of survival and harmony.

We’re Asking the People Who Know Best

Instead of just spreadsheets, we’re using conversations. Through focus group discussions and interviews with farmers, herders, women leaders, youth, and local authorities, we’re uncovering a ground-truth narrative. We’re learning:

  • What’s working? Are the newly established Local Dialogue Platforms helping neighbours resolve disputes over water points?
  • Where do we need to adapt? Is the training on climate-smart agriculture giving farmers real hope for the next harvest?
  • How can action strengthen peace? Are Community-Based Early Warning Subcommittees preventing small clashes from escalating?

This gender-responsive listening process is designed to harvest actionable insights. The goal is simple: to amplify what works, quickly adjust what doesn’t, and ensure that every intervention is community-powered.

From Local Insights to Lasting Impact

The stories and data we gather won’t sit in a report. They are the direct fuel for our adaptive management. They will shape:

  • Smarter Strategies: Informing our next steps to strengthen natural resource governance.
  • Stronger Voices: Guiding how to better support community-led climate action that cools tensions.
  • Inclusive Policies: Influencing dialogues with stakeholders to create a more resilient and peaceful foundation for all.

This quarter’s assessment is more than a milestone; it’s a testament to a core BRIDGE belief: lasting resilience is built when communities are empowered to lead both climate adaptation and peacebuilding, together.

Stay tuned as we share key findings from the front lines of resilience.

Follow our journey or learn more about CRADI’s work in building a more sustainable and peaceful future for Nigeria.

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Community-Led Early Warning: Laying the Foundation for Climate Resilience

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By: Bandin Glory Joseph

 

 

 

The Building Resilient Communities: Integrated Climate Adaptation and Conflict Mitigation in Nigeria’s Middle-Belt Region (BRIDGE) project represents a deliberate commitment to strengthening community-led responses to climate change and conflict. Implemented in Plateau and Benue States, the project recognises that communities are not just victims of climate impacts; they are critical actors in observing, interpreting, and responding to risk.

The first phase of this intervention, implemented in December 2025, was designed to lay the foundation for community-based early warning. At this stage, the focus was not on data reporting but on building structures, clarifying roles, and ensuring that communities clearly understood how early warning systems will function once fully activated.

Across Jos-North and Bokkos Local Government Areas in Plateau State, and Buruku Local Government Area in Benue State, farmers, women leaders, youth, pastoralists, and persons with disabilities came together to identify climate and environmental risks affecting their livelihoods. Flooding, drought, erosion, heatwaves, bush burning, and environmental degradation were not discussed as abstract concepts, but as lived realities shaped by daily experience and indigenous knowledge.

Through facilitated sessions, communities were walked through early warning tools such as hazard logs, observation checklists, alert trackers, and digital reporting platforms. These tools were demonstrated and practiced, allowing participants to understand how observations would be documented and shared through designated subcommittee representatives in subsequent phases. While communities have not yet begun active reporting, there was a clear willingness and readiness to do so once implementation officially commences.

Importantly, inclusion was central to this foundational phase. Women shared insights on changes in water access and crop cycles, youth contributed communication and digital skills, and persons with disabilities highlighted accessibility considerations for information sharing. This collective engagement strengthened trust in the process and reinforced community ownership of the early warning system.

What emerged was a shift from informal observation to structured preparedness. Community members moved from simply noticing climate risks to understanding how those risks can be documented, communicated, and acted upon in a coordinated manner.

As a Monitoring, Evaluation, Research, and Learning (MERL) Officer, this phase was a powerful reminder that effective systems begin long before data collection starts. My role focused on supporting tool orientation, ensuring clarity of roles, and documenting learning honestly and accurately. This experience strengthened my skills in participatory monitoring, adaptive learning, and evidence-based reflection, reinforcing that MERL is as much about building confidence and systems as it is about measuring outcomes.

This December activity marks only the beginning. From January to March, subsequent phases will focus on activating reporting, supporting designated community representatives, reviewing observations, and strengthening linkages between communities and formal early warning institutions.

The journey toward climate resilience is not built in a single workshop. It is built through trust, learning, and consistent engagement over time. This first phase ensured that communities are not rushed into action, but are prepared to lead it.

When early warning is understood, owned, and trusted, early action becomes possible. And this foundation sets the stage for what comes next.

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From Dialogue to Action: Buruku Communities Unite for Climate Resilience

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By: Bandin Glory Joseph 

 

When the first rains arrived late in Buruku, many farmers returned to their fields only to find their seedlings already wilting. One elderly farmer described how he stood in the middle of his land and felt an unfamiliar fear. The rains had failed him, and for the first time in his life, he could not predict what the season would bring. That simple story, shared at the Buruku Youth Centre, captured the reason the community gathered. Climate change is no longer a distant idea. It is changing daily life in ways that people can see and feel. The meeting brought together seventy-two participants under CRADI’s BRIDGE Project. They included farmers, women, youth, traditional rulers and persons with disabilities. The Ter Buruku and a representative of the Local Government Chairman opened the session by acknowledging the challenges everyone in the room already knew too well. The rainy season is now shorter and more unpredictable. The heat is stronger. Water sources are drying up. The soil is losing the strength it once had. These shifts are affecting livelihoods, household survival and the future of young people who depend on the land.

After the opening remarks, the discussion quickly became personal. Elders shared memories of how their fields and rivers once behaved. They described streams that no longer flow throughout the year and soils that respond differently to planting. Women spoke about the pressure these changes place on their homes, their farms and their ability to provide food. They explained how sudden dry spells, erosion and new pest outbreaks are stretching the resources of many households. Youth voiced concerns about what lies ahead for their generation. They spoke about extreme heat, water scarcity, flooding and land degradation that threaten both farming and the wider community. Although each group entered the room with different experiences, their concerns pointed to the same reality. Farming inputs are becoming too expensive. Water is harder to access. Road networks make it difficult to reach markets, and agricultural extension services are not consistent enough to support farmers as they adapt to new conditions. Yet, despite these shared difficulties, the atmosphere was hopeful rather than discouraged.

The conversation gradually shifted from describing problems to identifying workable solutions. Elders suggested planting varieties that survive dry conditions and exploring irrigation where possible. Women proposed practical actions such as planting trees around homesteads, adopting better seed varieties and forming women-led groups that can spread climate awareness. Youth offered their energy and creativity, suggesting community tree planting, learning safer agricultural practices and mobilising other young people to protect the environment. These ideas flowed naturally because they were rooted in the community’s lived experience.

By the end of the session, the room had shaped a clear direction. Participants agreed to strengthen existing community structures such as youth associations, women’s committees and farmer groups so that action can begin from within the community rather than waiting for outside support. They committed to regular awareness sessions that keep climate resilience at the centre of community conversations. They also agreed to promote improved farming practices in households and to welcome regular follow-up visits that sustain progress. Traditional rulers and local authorities were identified as essential partners whose continued involvement can ensure community action is supported by stronger governance. As people left the hall, the atmosphere was noticeably different. What began as a day of sharing concerns had transformed into a unified decision to act. The participants walked away with new knowledge, shared understanding and a sense of direction. Buruku cannot control the changing climate, but its people have chosen not to face it in silence or isolation. They are responding with clarity, unity and a firm belief that resilience starts from within the community itself. The BRIDGE Project is proud to support this journey. If you are a community member, practitioner or policymaker who wants to support or learn from these efforts, join us. Share your experiences, participate in upcoming trainings, or connect with CRADI to explore how your community can build climate resilience. Together, we can turn dialogue into action and create solutions that last.

 

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

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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

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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

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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)

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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!