In 2015, we commenced the second phase of our work by developing a new strategic plan for 2015 -2019. Being a learning organization, the plan is informed by two key reviews – a Look Back Peer Review led by Chevron held in the third year of our first phase funding to assess our performance against original objectives and a comprehensive Participatory Strategic Review (PSR) to provide strategic direction and identify opportunities for continued development with respect to the partnership-based approach. The PSR gathered data through key informant interviews, focus group discussions and telephone surveys. In total 102 face-to-face interviews took place in Nigeria involving 316 stakeholders. A further 30 interviews took place among the Washington DC-based development community (where NDPI is based). A telephone-based survey of 1300 participants was also conducted across the Niger Delta states.

Our 2015-2019 Strategic Plan continues to focus on four strategic areas of work with opportunities to expand on each. The four strategic priorities are:

  • ECONOMIC DEVELOPMENT

    Developing opportunities for market development and employment generation

  • PEACE BUILDING

    Strengthening conflict resolution mechanism for enabling integrated peace and economic growth

  • ANALYSIS AND ADVOCACY

    Improving analysis and understanding of systematic constraints to growth in the Niger-Delta Region

  • CAPACITY BUILDING

    Building service delivery and engagement capacity of government civil society and communities.

THE PEACE BUILDING TEAM FOCUSES ON

Building a network of local organizations and individuals committed to reducing conflict in the region.
Undertaking data collection and analysis, production of conflict bulletins and capacity building.
M a i n s t r e a m i n g a n d e n s u r i n g peace-building approaches and objectives are built into other program areas

View PDF

IN THE FIRST PHASE FROM 2010-2014

  • 1600 Individuals and institutions were linked into a network for discussing and addressing conflict issues physically or through social media.

  • 9 P4P  S t a t e c h a p t e r s w e r e established to expand the network of Peace building advocates.

  • A website was created that contains various tools for addressing conflict including a web map that shows where conflict and peace building initiatives exist in the region

  • A variety of short films were also produced by PIND media production hub to generate interest and collective action for addressing conflict as part of the P4P program.

KEY TARGETS FOR SECOND PHASE FROM 2015- 2019

  • Providing data collection and analysis, conflict bulletins, and capacity building as needed to stakeholders

  • IPDU will leverage assets (social capital, skills, and key stakeholders) from within the P4P Network for interventions, such as SMS early warning, which will in turn strengthen the peace building efforts of the P4P Network and other partners.

  • Scoping and analysis that comes out of peace building activities will inform planning and implementation across PIND’s four program areas.

Over the next 5 years, the program will build on the successes of the first phase by:

Since 2010 PIND’s capacity building program has been collaborating with diverse partners to build and enhance capacity of government, civil society, business associations including service providers and communities to engage in economic, governance, advocacy and peace-building initiatives and activities.

ACHIEVEMENTS IN THE FIRST PHASE

Improved governance at local and state levels through initiatives such as the Local Capacity Building Program ( LCBP) that increased the skills of local government officials and  community  leaders  to  better d e s i g n a n d i m p l e m e n t c o m m u n i t y development projects

PIND also partnered with the United States Agency for International Development (USAID) to build the institutional and operational capacity of local organizations under its Advocacy Awareness and Civic Empowerment  (ADVANCE)  program, L e a d e r s h i p E m p o w e r m e n t A d v o c a c y and Development ( LEAD) program and Strengthening Advocacy and Civic Engagement (SACE) program.

View PDF

FOCUS FOR THE NEXT PHASE

The capacity building program will continue to strengthen governance at state and local level through partnerships such as LEAD and support new governments to translate elections manifestos into actionable plans.  It will seek opportunities to strengthen capacity of civil society organizations including community-based organizations and business membership organizations through projects such as SACE and CAPABLE project.

The capacity building program will continue to build capabilities of individual and corporate service providers within the region to become competitive in terms of knowledge and diversity. The program will continue to seek collaborations to scale up support in building leadership and entrepreneurship capacity of young men and women as change agents in the region.

+ Economic Development
+ Peace Building

THE PEACE BUILDING TEAM FOCUSES ON

Building a network of local organizations and individuals committed to reducing conflict in the region.
Undertaking data collection and analysis, production of conflict bulletins and capacity building.
M a i n s t r e a m i n g a n d e n s u r i n g peace-building approaches and objectives are built into other program areas

View PDF

IN THE FIRST PHASE FROM 2010-2014

  • 1600 Individuals and institutions were linked into a network for discussing and addressing conflict issues physically or through social media.

  • 9 P4P  S t a t e c h a p t e r s w e r e established to expand the network of Peace building advocates.

  • A website was created that contains various tools for addressing conflict including a web map that shows where conflict and peace building initiatives exist in the region

  • A variety of short films were also produced by PIND media production hub to generate interest and collective action for addressing conflict as part of the P4P program.

KEY TARGETS FOR SECOND PHASE FROM 2015- 2019

  • Providing data collection and analysis, conflict bulletins, and capacity building as needed to stakeholders

  • IPDU will leverage assets (social capital, skills, and key stakeholders) from within the P4P Network for interventions, such as SMS early warning, which will in turn strengthen the peace building efforts of the P4P Network and other partners.

  • Scoping and analysis that comes out of peace building activities will inform planning and implementation across PIND’s four program areas.

+ Analysis & Advocacy for Niger Delta

Over the next 5 years, the program will build on the successes of the first phase by:

+ Capacity Building

Since 2010 PIND’s capacity building program has been collaborating with diverse partners to build and enhance capacity of government, civil society, business associations including service providers and communities to engage in economic, governance, advocacy and peace-building initiatives and activities.

ACHIEVEMENTS IN THE FIRST PHASE

Improved governance at local and state levels through initiatives such as the Local Capacity Building Program ( LCBP) that increased the skills of local government officials and  community  leaders  to  better d e s i g n a n d i m p l e m e n t c o m m u n i t y development projects

PIND also partnered with the United States Agency for International Development (USAID) to build the institutional and operational capacity of local organizations under its Advocacy Awareness and Civic Empowerment  (ADVANCE)  program, L e a d e r s h i p E m p o w e r m e n t A d v o c a c y and Development ( LEAD) program and Strengthening Advocacy and Civic Engagement (SACE) program.

View PDF

FOCUS FOR THE NEXT PHASE

The capacity building program will continue to strengthen governance at state and local level through partnerships such as LEAD and support new governments to translate elections manifestos into actionable plans.  It will seek opportunities to strengthen capacity of civil society organizations including community-based organizations and business membership organizations through projects such as SACE and CAPABLE project.

The capacity building program will continue to build capabilities of individual and corporate service providers within the region to become competitive in terms of knowledge and diversity. The program will continue to seek collaborations to scale up support in building leadership and entrepreneurship capacity of young men and women as change agents in the region.