Women Group

Climate Change Is Not Gender Neutral: Lessons from Inclusive Resilience Training in Benue State

By: Bandin Glory Joseph

 

 

Across Nigeria’s Middle Belt, climate change is no longer a distant threat. In Benue State, rising temperatures, unpredictable rainfall, severe flooding, and erosion are reshaping how people farm, earn a living, and protect their families. For some, these changes create inconvenience, but for many, they create profound challenges that affect safety, livelihoods, and dignity. It was against this backdrop that a two-day climate resilience training took place on 4th and 5th December 2024 in Makurdi. Organized under the BRIDGE Project and implemented by the Crest Research and Development Institute (CRADI), the training brought together eighty community members, including farmers, pastoralists, traditional leaders, women, youth, and persons with disabilities. The training reinforced a vital message: climate change does not affect everyone equally, and true resilience cannot be built without inclusion.

The dialogue began with stories and lived experiences rather than slides and statistics. Elders recalled seasons that once followed predictable patterns but now seem to vanish with each passing year. Farmers described declining yields and rising costs that make it harder to support their families, while women shared how extreme heat has forced them to sleep outdoors, exposing themselves and their children to new dangers. One participant reflected, “Ten years ago our cold seasons were predictable. Now we sleep outside because of extreme heat, and that exposes our women and girls to danger.” These reflections made it clear that climate change is not only an environmental issue. It is social, economic, and deeply gendered, touching on safety, opportunity, and daily survival in ways that are too often overlooked.

A defining feature of the training was its strong focus on Gender Equality, Disability, and Social Inclusion. Women, youth, widows, and persons with disabilities were not merely present; they were heard, engaged, and empowered to shape solutions. One participant with a disability said, “We are happy to be included because most times we are neglected when opportunities come. Now that we have this knowledge, it will really help us, and we will step it down to others.” For widows and female farmers, the sessions were both practical and transformative. One widow explained, “I will share this training with all the groups I belong to, especially on dry-season farming. I wish I had received this earlier; erosion washed away almost half of my yam farm. Before, I planted only one crop, but now I know I can plant different crops on the same land so that if one fails, another can thrive.” These voices demonstrated that inclusion is not a symbolic gesture or charity. It is a practical necessity that strengthens resilience and ensures that no one is left behind.

The training went beyond awareness-raising to provide concrete strategies for adaptation. Lessons on crop diversification, erosion control, and dry-season farming equipped participants with knowledge they could immediately apply to protect their livelihoods and reduce risk. It became clear that resilience only works when everyone is included. Women manage household food systems and local knowledge, youth drive innovation and adaptation, and persons with disabilities contribute unique perspectives that often go unnoticed. Excluding any group weakens community resilience, while including everyone strengthens it.

The lessons from Makurdi are both urgent and inspiring. Climate resilience cannot succeed as a top-down exercise or a one-size-fits-all approach. It requires listening to those most affected, equipping them with knowledge and tools, and empowering them to act. As communities across Nigeria’s Middle Belt continue to face rising climate pressures, the path forward is clear. Everyone must have a voice, access to knowledge, and the ability to contribute to solutions. Inclusive climate action is not optional. It is essential for survival. The time to act is now, and the responsibility lies with all of us to ensure that no voice is left unheard and no community is left behind.

Youth FORB Flyer

CALL FOR APPLICATIONS: Youth of Faith for Peace: Advancing Freedom of Religion or Belief in Nigeria’s Middle Belt (YouthFORB)

Crest Research and Development Institute (CRADI) is seeking a highly skilled Data Analyst to join its team and support a diverse range of research activities both across Nigeria and internationally. This role is crucial to CRADI’s mission of fostering evidence-based solutions to tackle complex societal challenges, requiring a professional who can leverage advanced data management, analysis, and interpretation techniques to ensure that research outputs are not only insightful but also reliable and actionable.

Bandin on duty

From Dialogue to Action: Buruku Communities Unite for Climate Resilience

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.

 

Youth FORB Flyer

CALL FOR APPLICATIONS: Youth of Faith for Peace: Advancing Freedom of Religion or Belief in Nigeria’s Middle Belt (YouthFORB)

Crest Research and Development Institute (CRADI) is seeking a highly skilled Data Analyst to join its team and support a diverse range of research activities both across Nigeria and internationally. This role is crucial to CRADI’s mission of fostering evidence-based solutions to tackle complex societal challenges, requiring a professional who can leverage advanced data management, analysis, and interpretation techniques to ensure that research outputs are not only insightful but also reliable and actionable.

CPVI Announcement (2)

Call for Volunteers: Join the CRADI Professional Volunteer Initiative (CPVI)!Data Analyst

Crest Research and Development Institute (CRADI) is seeking a highly skilled Data Analyst to join its team and support a diverse range of research activities both across Nigeria and internationally. This role is crucial to CRADI’s mission of fostering evidence-based solutions to tackle complex societal challenges, requiring a professional who can leverage advanced data management, analysis, and interpretation techniques to ensure that research outputs are not only insightful but also reliable and actionable.

ChatGPT Image Oct 15, 2025, 08_01_32 PM

CONSULTANCY FOR BASELINE STUDY AND CLIMATE RISK & STAKEHOLDER MAPPING ASSESSMENT

Crest Research and Development Institute seeks a Monitoring, Evaluation, Research and Learning (MERL) Assistant who will support the development of research documents including research proposals, inception reports and evaluation reports and supervise field teams in data collection and the coordination of regional working group coordination meetings.

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.

 

Group

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!