This blog is a recap of the launch of IGD’s NDPI-PIND Impact Assessment Report at IGD Fall Frontier 100 Forum held at the Rayburn House Office Building on October 5 in Washington, D.C.
The IGD Frontier 100 Forum officially launched IGD’s groundbreaking impact assessment report, “Pioneering New Operating Models and Measurement Techniques for Private Sector-Led Development: Assessing Impact in Nigeria’s Niger Delta”, on Oct. 5 at the Rayburn House Office Building in Washington D.C.
The report, which was released in July 2016, culminated a comprehensive and institutional-level impact assessment of the first five years of the activities of the two Chevron-supported nongovernmental organizations Nigeria-based Foundation for Partnership Initiatives in the Niger Delta (PIND) and its U.S-based strategic partner the Niger Delta Partnership Initiative Foundation (NDPI).
Adrienne Gifford, IGD Senior Advisor and Principal of Oceti Advisors and Eniola Mafe, NDPI Program Manager, gave a special presentation on the key report findings, including the critical success factors that the private sector can use to operate in complex environments.
Aligned to the forum’s theme “Unleashing an Enabling Environment for Africa’s Private Sector to Achieve Inclusive Growth”, Gifford and Mafe emphasized that fostering an enabling environment for businesses to operate efficiently is essential to sustainable growth and development.
A key aspect of the NDPI-PIND impact assessment featured a specific focus on measuring the progress of NDPI and PIND in designing and implementing programs that strengthen the business environment for the private sector to thrive in the Niger Delta region of Nigeria.
“The impact assessment is a wonderful partnership between IGD and NDPI-PIND over the course of nearly 18 months,” said Gifford. She highlighted that the assessment shines a light on the importance for the private sector in moving beyond traditional approaches to corporate social responsibility (CSR) initiatives.
Gifford noted that sustainability requires the private sector to develop localized market-system based approaches to development. The model and participatory approaches supported by Chevron through NDPI and PIND provide an example that can be replicated by other private sector companies.
“The Niger Delta constitutes about 75% of the Nigerian government’s revenue… But the potential for this region has not been reached,” said Mafe. Recognizing the risk posed by the lack of peace and stability in the region and the interrelatedness between conflict and economic development, NDPI-PIND identified interventions that mutually reinforce and address the root causes of conflict and poverty in a more localized and sustainable way, simultaneously contributing to a stable environment for Chevron’s business operations.
New models and appropriate approaches to measuring outcomes and impacts are needed for private sector-led development initiatives to create lasting, sustainable change, Gifford emphasized. The shift away from aid-based approaches to market systems based approaches introduces additional complexity and dynamics that are not easily quantified, she added.
The NDPI-PIND impact assessment offered the opportunity to develop innovative methods to address the challenges associated with measuring the impacts of complex market systems-based interventions. In addition, the assessment introduced a new adaptive management tool that enables organizations to calibrate a portfolio of activities, which will give companies and project and program managers the insights necessary to adapt interventions and realign funding across a portfolio to ensure the greatest level of impact before completion.
In the special presentation, Gifford highlighted three key tools that IGD developed in the assessment that can be used by other private sector and market-systems based interventions including: a qualitative outcomes framework with indicators that describe the behavior change that local people go through in adopting new best practices, ideas, and technologies; 2) The Rates of Adoption measurement tool that quantitatively measures how many individuals have adopted best practices, ideas, and technologies being introduced; and, 3) a Systemic Change Maturity model which provides leadership teams with the ability to understand the level of impact that has been created and what resources are needed (stronger cross-sector partnerships, networks, and aligned strategies, investment and evaluation) to create systemic change.
“There are many critical lessons learned for the private sector,” Gifford said. She cited building strong foundational networks, not only among people who they are working with, such as smallholder farmers and other value chain actors, but also with international and local organizations, in order to catalyze resources to create sustainable impact across the Niger Delta.
Other key lessons learned included:
- Adopt Lean Innovation, where possible: piloting projects first and making sure they work before using significant resources to spread them widely.
- Develop market relationships to cultivate an ‘honest broker’ reputation to have greater influence and trust in local environments.
- Look outside the traditional/formal institutions to identify “early adopters” who will share new practices widely to catalyze systemic change.
- Hire and leverage passionate, local, on-the-ground project teams who are highly skilled development professionals are critical for project success.
IGD Advisory delivers consulting services to companies, private foundations, and international development institutions focused on private sector engagement to create inclusive development and sustainable impact. Core services include: Private Sector Integration to Development Initiatives; Sustainability Consulting; and Business-Oriented Impact Assessment and Monitoring and Evaluation.
For any questions or to receive more information about IGD advisory services please contact: Adrienne Gifford, Senior Advisor at the Initiative for Global Development at phone: (703) 585-3464 and email: email@example.com