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Executive Summary 3List of Abbreviations & Acronyms 7Introduction 81. Project Background 91.1 Entrepreneurship Sector – Opportunities in Digital Era 91.2. Digital Jobs in Nigeria – Kaduna State Program 102. Click-On Kaduna KAD-DIP Program 112.1. An Inclusive and Gender-Smart Programme 122.2 KAD-DIP Structure and Methodology 122.3. Program Activities 173. KAD-DIP Communication 183.1 Communication Objectives 183.2 Communication Strategy 193.3 Communications Results. 194. KAD-DIP Results: 224.1 Participant Baseline and Monitoring Data 234.2. Train the Trainers 244.3 KAD-DIP Outputs and Outcomes; 245. KAD-DIP lessons learned 276. Sustainability 347. Conclusions and Recommendations. 36ANNEX 381. Program Activities 402. Project Team 413. Instructors and Mentors 424. Partners (Local and International) 445.Volunteers 446. Scenes from KAD-DIP 48

Contents

Building the Future of Africa from Kaduna State…

Countries, territories, regions, states and local governments that support entrepreneurs can catalyse economic development within their borders. Countries such as the United States, Israel, Singapore (amongst others) are examples of countries that have supported the growth of their local digital enterprise ecosystems to make them globally competitive. These nations have harnessed the power of innovation and entrepreneurship to build thriving cities and create real economic prosperity.

For decades, the success of the Silicon Valley model has progressively transformed the way innovation and entrepreneurship are viewed globally. This has inspired government and private actors to form clusters, across various geographical regions, that support innovation and digital entrepreneurship in a manner that mirrors that of Silicon Valley.

igital entrepreneurship contributes to economic development in several ways by acting as: i) an important channel to convert innovative ideas into economic opportunities; ii) the basis for competitiveness through the revitalization of social and productive networks; iii) a source

of new employment; iv) a driver of development; and, v) a means of increasing productivity in this digital age.

From Kaduna to the World: A Guide to implementingEntrepreneurship Development Programs in nascent,Fragile, Conflict, and Violent (FCV)regions.

““

Executive Summary

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Executive Summary 3List of Abbreviations & Acronyms 7Introduction 81. Project Background 91.1 Entrepreneurship Sector – Opportunities in Digital Era 91.2. Digital Jobs in Nigeria – Kaduna State Program 102. Click-On Kaduna KAD-DIP Program 112.1. An Inclusive and Gender-Smart Programme 122.2 KAD-DIP Structure and Methodology 122.3. Program Activities 173. KAD-DIP Communication 183.1 Communication Objectives 183.2 Communication Strategy 193.3 Communications Results. 194. KAD-DIP Results: 224.1 Participant Baseline and Monitoring Data 234.2. Train the Trainers 244.3 KAD-DIP Outputs and Outcomes; 245. KAD-DIP lessons learned 276. Sustainability 347. Conclusions and Recommendations. 36ANNEX 381. Program Activities 402. Project Team 413. Instructors and Mentors 424. Partners (Local and International) 445.Volunteers 446. Scenes from KAD-DIP 48

Contents

Building the Future of Africa from Kaduna State…

Countries, territories, regions, states and local governments that support entrepreneurs can catalyse economic development within their borders. Countries such as the United States, Israel, Singapore (amongst others) are examples of countries that have supported the growth of their local digital enterprise ecosystems to make them globally competitive. These nations have harnessed the power of innovation and entrepreneurship to build thriving cities and create real economic prosperity.

For decades, the success of the Silicon Valley model has progressively transformed the way innovation and entrepreneurship are viewed globally. This has inspired government and private actors to form clusters, across various geographical regions, that support innovation and digital entrepreneurship in a manner that mirrors that of Silicon Valley.

igital entrepreneurship contributes to economic development in several ways by acting as: i) an important channel to convert innovative ideas into economic opportunities; ii) the basis for competitiveness through the revitalization of social and productive networks; iii) a source

of new employment; iv) a driver of development; and, v) a means of increasing productivity in this digital age.

From Kaduna to the World: A Guide to implementingEntrepreneurship Development Programs in nascent,Fragile, Conflict, and Violent (FCV)regions.

““

Executive Summary

03

Kaduna State in Nigeria has a population of 9 million people - 75% of whom are below the age of 35. The Kaduna State Government (KDSG) recognizes the importance of digital transformation to achieve its set development objectives. In cognisance of the fact that the labour market of the future will require new skills, the Kaduna State Government is investing in its greatest asset - its youth - by providing them with the skills, resources and support that will empower them to thrive in the digital economy and create new opportunities that lead to job creation, revenue generation and equal access.

The Kaduna State Government (KDSG) launched the Click-On Kaduna programme in partnership with the World Bank Group and the Rockefeller Foundation in order to promote the digital economy. Under the Click-On Kaduna umbrella, a set of digital programs were designed to provide digital skills and enterprise support to youth aged 18-40 including women and disadvantaged groups. The programme aims to lay the foundation to build a youth-based tech-savvy workforce in Kaduna State. This is essential to harnessing emerging opportunities, supporting productive employment and job growth.

At Ventures Platform we believe that economic prosperity in Nigeria, and Africa at large, will be catalysed by entrepreneurs who leverage technology and innovation to create solutions to socio-economic problems. We align with the objectives of the Click on Kaduna initiative and played a key role as the implementing partner for the Digital Entrepreneurship Track.

This report provides information on our processes, methodology and lessons learned in running such programs, especially in FCV environments. We hope that this report serves as a guide for future initiatives with the same objectives and to advise Enterprise Support Organisations (ESOs) and investors who seek to support entrepreneurs and drive job creation at scale. We also hope that this report serves as a policy advisory tool for policymakers to create the enabling environment for digital entrepreneurship to thrive.

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Kaduna State in Nigeria has a population of 9 million people - 75% of whom are below the age of 35. The Kaduna State Government (KDSG) recognizes the importance of digital transformation to achieve its set development objectives. In cognisance of the fact that the labour market of the future will require new skills, the Kaduna State Government is investing in its greatest asset - its youth - by providing them with the skills, resources and support that will empower them to thrive in the digital economy and create new opportunities that lead to job creation, revenue generation and equal access.

The Kaduna State Government (KDSG) launched the Click-On Kaduna programme in partnership with the World Bank Group and the Rockefeller Foundation in order to promote the digital economy. Under the Click-On Kaduna umbrella, a set of digital programs were designed to provide digital skills and enterprise support to youth aged 18-40 including women and disadvantaged groups. The programme aims to lay the foundation to build a youth-based tech-savvy workforce in Kaduna State. This is essential to harnessing emerging opportunities, supporting productive employment and job growth.

At Ventures Platform we believe that economic prosperity in Nigeria, and Africa at large, will be catalysed by entrepreneurs who leverage technology and innovation to create solutions to socio-economic problems. We align with the objectives of the Click on Kaduna initiative and played a key role as the implementing partner for the Digital Entrepreneurship Track.

This report provides information on our processes, methodology and lessons learned in running such programs, especially in FCV environments. We hope that this report serves as a guide for future initiatives with the same objectives and to advise Enterprise Support Organisations (ESOs) and investors who seek to support entrepreneurs and drive job creation at scale. We also hope that this report serves as a policy advisory tool for policymakers to create the enabling environment for digital entrepreneurship to thrive.

“

”

4

0504

This report provides information on the background – the demographic, socioeconomic realities present in Kaduna state that necessitated the implementation of the program, and the program design particularly KADDIP structure, methodology, and objectives. It also includes information on the selection process for the program participants, the communication strategy that was used to secure the diversity of participants, the participant selection process and the sustainability for the program long after implementation.

he KADDIP final report provides an account of the 6-month incubation program with the purpose of providing an overview of various aspects and components of the program particularly those that were central to its implementation and overall success.

After an inception mission in July 2018, KADDIP commenced in June 2019 as an initiative to help Kaduna

state harness its digital entrepreneurship potentials and build a digital entrepreneurship ecosystem. Between the period of the inception mission and commencement of program implementation, the program methodology, particularly program design and curriculum were revised a couple of times to accommodate the demographic and contextual realities in Kaduna state. These changes ensured that the program objectives aligned with expected outcomes which helped deliver equal benefits for all genders that participated in the program. This is an aspect of the report that policy makers, government and development partners should particularly take note of as it is important to ensuring inclusivity in future program initiatives.

Importantly, it highlights outputs, outcomes and impacts that the program has made which helps make a case for program scaleup in the state and replication in other locations that have the same demographics as Kaduna State.

The report comprises three substantive sections. Section 1 provides a report for the project background and rationale for executing the project; Section 2 provides more details about key program components; and, Section 3 provides relevant data that is compiled in the annex including data and testimonials from participants in the program.

180 PARTICIPANTS

men women90 90

List of Abbreviations & Acronyms

ABU Ahmadu Bello University Zaria

BA Business Advisor

B2B Business to Business

B2C Business to Consumer

ESOs Enterprise Support Organisations

FCV Fragility, Conflict and Violence

ICT

Information Communication Technology

IPM

Incubation Program Manager

ISP

Internet Service Provider

KADDIP

Kaduna Digital Incubation Program

KADIPA

Kaduna Investment Promotion Agency KASU

Kaduna State University Kaduna

KDSG

Kaduna State Government

M&E

Monitoring and Evaluation

MSME

Micro Small and Medium Scale Enterprise

MVP

Minimum Viable Product

TAs

Teaching Assistants

TOR

Terms of Reference TTT Train-the-Trainer

VP Ventures Platform

WBG The World Bank Group

Introduction 0807

This report provides information on the background – the demographic, socioeconomic realities present in Kaduna state that necessitated the implementation of the program, and the program design particularly KADDIP structure, methodology, and objectives. It also includes information on the selection process for the program participants, the communication strategy that was used to secure the diversity of participants, the participant selection process and the sustainability for the program long after implementation.

he KADDIP final report provides an account of the 6-month incubation program with the purpose of providing an overview of various aspects and components of the program particularly those that were central to its implementation and overall success.

After an inception mission in July 2018, KADDIP commenced in June 2019 as an initiative to help Kaduna

state harness its digital entrepreneurship potentials and build a digital entrepreneurship ecosystem. Between the period of the inception mission and commencement of program implementation, the program methodology, particularly program design and curriculum were revised a couple of times to accommodate the demographic and contextual realities in Kaduna state. These changes ensured that the program objectives aligned with expected outcomes which helped deliver equal benefits for all genders that participated in the program. This is an aspect of the report that policy makers, government and development partners should particularly take note of as it is important to ensuring inclusivity in future program initiatives.

Importantly, it highlights outputs, outcomes and impacts that the program has made which helps make a case for program scaleup in the state and replication in other locations that have the same demographics as Kaduna State.

The report comprises three substantive sections. Section 1 provides a report for the project background and rationale for executing the project; Section 2 provides more details about key program components; and, Section 3 provides relevant data that is compiled in the annex including data and testimonials from participants in the program.

180 PARTICIPANTS

men women90 90

List of Abbreviations & Acronyms

ABU Ahmadu Bello University Zaria

BA Business Advisor

B2B Business to Business

B2C Business to Consumer

ESOs Enterprise Support Organisations

FCV Fragility, Conflict and Violence

ICT

Information Communication Technology

IPM

Incubation Program Manager

ISP

Internet Service Provider

KADDIP

Kaduna Digital Incubation Program

KADIPA

Kaduna Investment Promotion Agency KASU

Kaduna State University Kaduna

KDSG

Kaduna State Government

M&E

Monitoring and Evaluation

MSME

Micro Small and Medium Scale Enterprise

MVP

Minimum Viable Product

TAs

Teaching Assistants

TOR

Terms of Reference TTT Train-the-Trainer

VP Ventures Platform

WBG The World Bank Group

Introduction 0807

1. Project Background Nigeria – Kaduna State

igeria's population is currently estimated to be over 202 million with an increasing youth population and an unemployment and underemployment rate of 23.1% and 20.2% respectively as of the third quarter of 2018. Nigeria's economy is making a slow recovery from the 2016 recession, the services sector, particularly the digital services -

telecommunications and information services - helped drive growth in the first half of 2019. However, a World Bank report suggests that higher investments in current and future work skills would assist Nigeria in harnessing the economic growth that is locked in sectors such as trade, education and the digital economy.

On the other hand, Kaduna State, is a North-western federating state, with the third-largest population in Nigeria of over 8 million people, 75% of which are under the age of 35. It is widely regarded as the gateway to Northern Nigeria because of its centrality to most Northern states and its huge administrative and commercial significance. Over the past 4 years, it has attracted capital investments of over $500 million. The state government recognizes the potential that digital entrepreneurship holds for increased economic productivity and job creation for its youth population. A core component of the Kaduna State Development Plan (KDSP) 2016 – 2020 is to position Kaduna as a destination for business investment to create jobs, especially among youth and women. Hence it is facilitating the growth of the digital enterprise sector.

1.1 Entrepreneurship Sector – Opportunities in the Digital Era

Technology-driven entrepreneurship contributes to economic development in several ways: i) by acting as an important channel to convert innovative ideas into economic opportunities, ii) as the basis for competitiveness through the revitalization of social and productive networks, iii) as a source of new employment, and iv) as a means of increasing productivity. Globally, increased availability of ICT such as the penetration of mobile phones and internet-enabled devices and computers, particularly in developing countries, is increasing the potential for a transition to a digital economy, driven by digital enterprise particularly by young people. The World Bank observed that every 10% increase in telephone, mobile phone, Internet and broadband usage results in 0.73%, 0.81%, 1.12% and 1.38% increase in the gross domestic product (GDP) respectively. This shows the enormous opportunities that the digital

economy provides for the growth of digital entrepreneurship. This also shows a correlation between technology investments and social and economic growth.

The Africa report presents five big trends in digital jobs in Africa which represent the most promising opportunities for building and growing the digital economy. These five areas are in impact sourcing, online work , loca l content innovat ion , e -publ ic goods , and e-entrepreneurship.

According to a Mastercard Foundation report, evidence shows that globally, there are three main media through which the digital economy is shaping employment opportunities. The first medium is direct, through catalysing employment in the expanding ecosystems forming around digital super platform – giant digital companies that build and coordinate multiple platforms-based ecosystems such as logistics platforms and other supporting business sectors. Amazon and Alibaba are examples of such digital super platforms. Nigeria’s online retail giants Jumia and Konga are examples of such, on a smaller scale. The second medium has the indirect effect of reducing barriers for small enterprises to enter the digital economy and also scale. This medium is more evident in China. The third medium reshapes the nature of work itself. Platforms created by this medium include international giants such as Uber. Digital enterprises of these forms are rapidly emerging across Africa, mostly in the informal sector.

1.2 Digital Jobs in Nigeria – Kaduna State Program

The digital entrepreneurship ecosystem in Nigeria, although nascent, shows great potential as an important contributor to economic development. This includes opportunities to provide digital services in information technology, financial services, outsourcing, hospitality and tourism, and retail. Digital job functions in these areas include: business processes - customer-facing and operations roles; IT support and management; and, content and product development roles. For instance, estimates provided by the digital jobs report indicate that about 50,000 customer-facing jobs will be created in Business Processing Outsourcing (BPO)s, financial services and telecoms industries by 2020.

So far, Nigeria`s early-stage digital entrepreneurship ecosystem is mostly concentrated in Lagos and Abuja, leaving the rest of Nigeria’s entrepreneurial talent untapped. For instance, Lagos has a rapidly

Nigeria is on its way to building a robust digital economy with an ICT sector that is the largest in Africa. With over US$18 billion in investments, revenue growth of 19% in the telecoms industry, and 28% internet penetration which represents the highest active number of mobile and internet users in Africa, Nigeria is readily positioned to harness the jobs that are available in the digital economy.

KAD-DIP Support Quote:

KAD-DIP taught me how to think big and start small

Description: CraveRight is a food prescription business that leverages technology to offer medically compliant healthy food that helps fight ailments

Impact: Ameena wanted to promote healthy eating but did not know where to start. KAD-DIP helped herdevelop a business model, test her idea and find her first 10 customers

Sector: Healthcare/food

Founder: Ameena Bala

Name of Business: CraveRight

1009

1. Project Background Nigeria – Kaduna State

igeria's population is currently estimated to be over 202 million with an increasing youth population and an unemployment and underemployment rate of 23.1% and 20.2% respectively as of the third quarter of 2018. Nigeria's economy is making a slow recovery from the 2016 recession, the services sector, particularly the digital services -

telecommunications and information services - helped drive growth in the first half of 2019. However, a World Bank report suggests that higher investments in current and future work skills would assist Nigeria in harnessing the economic growth that is locked in sectors such as trade, education and the digital economy.

On the other hand, Kaduna State, is a North-western federating state, with the third-largest population in Nigeria of over 8 million people, 75% of which are under the age of 35. It is widely regarded as the gateway to Northern Nigeria because of its centrality to most Northern states and its huge administrative and commercial significance. Over the past 4 years, it has attracted capital investments of over $500 million. The state government recognizes the potential that digital entrepreneurship holds for increased economic productivity and job creation for its youth population. A core component of the Kaduna State Development Plan (KDSP) 2016 – 2020 is to position Kaduna as a destination for business investment to create jobs, especially among youth and women. Hence it is facilitating the growth of the digital enterprise sector.

1.1 Entrepreneurship Sector – Opportunities in the Digital Era

Technology-driven entrepreneurship contributes to economic development in several ways: i) by acting as an important channel to convert innovative ideas into economic opportunities, ii) as the basis for competitiveness through the revitalization of social and productive networks, iii) as a source of new employment, and iv) as a means of increasing productivity. Globally, increased availability of ICT such as the penetration of mobile phones and internet-enabled devices and computers, particularly in developing countries, is increasing the potential for a transition to a digital economy, driven by digital enterprise particularly by young people. The World Bank observed that every 10% increase in telephone, mobile phone, Internet and broadband usage results in 0.73%, 0.81%, 1.12% and 1.38% increase in the gross domestic product (GDP) respectively. This shows the enormous opportunities that the digital

economy provides for the growth of digital entrepreneurship. This also shows a correlation between technology investments and social and economic growth.

The Africa report presents five big trends in digital jobs in Africa which represent the most promising opportunities for building and growing the digital economy. These five areas are in impact sourcing, online work , loca l content innovat ion , e -publ ic goods , and e-entrepreneurship.

According to a Mastercard Foundation report, evidence shows that globally, there are three main media through which the digital economy is shaping employment opportunities. The first medium is direct, through catalysing employment in the expanding ecosystems forming around digital super platform – giant digital companies that build and coordinate multiple platforms-based ecosystems such as logistics platforms and other supporting business sectors. Amazon and Alibaba are examples of such digital super platforms. Nigeria’s online retail giants Jumia and Konga are examples of such, on a smaller scale. The second medium has the indirect effect of reducing barriers for small enterprises to enter the digital economy and also scale. This medium is more evident in China. The third medium reshapes the nature of work itself. Platforms created by this medium include international giants such as Uber. Digital enterprises of these forms are rapidly emerging across Africa, mostly in the informal sector.

1.2 Digital Jobs in Nigeria – Kaduna State Program

The digital entrepreneurship ecosystem in Nigeria, although nascent, shows great potential as an important contributor to economic development. This includes opportunities to provide digital services in information technology, financial services, outsourcing, hospitality and tourism, and retail. Digital job functions in these areas include: business processes - customer-facing and operations roles; IT support and management; and, content and product development roles. For instance, estimates provided by the digital jobs report indicate that about 50,000 customer-facing jobs will be created in Business Processing Outsourcing (BPO)s, financial services and telecoms industries by 2020.

So far, Nigeria`s early-stage digital entrepreneurship ecosystem is mostly concentrated in Lagos and Abuja, leaving the rest of Nigeria’s entrepreneurial talent untapped. For instance, Lagos has a rapidly

Nigeria is on its way to building a robust digital economy with an ICT sector that is the largest in Africa. With over US$18 billion in investments, revenue growth of 19% in the telecoms industry, and 28% internet penetration which represents the highest active number of mobile and internet users in Africa, Nigeria is readily positioned to harness the jobs that are available in the digital economy.

KAD-DIP Support Quote:

KAD-DIP taught me how to think big and start small

Description: CraveRight is a food prescription business that leverages technology to offer medically compliant healthy food that helps fight ailments

Impact: Ameena wanted to promote healthy eating but did not know where to start. KAD-DIP helped herdevelop a business model, test her idea and find her first 10 customers

Sector: Healthcare/food

Founder: Ameena Bala

Name of Business: CraveRight

1009

growing sphere of tech start-ups, with an estimated 400-700 active and viable start-ups in Lagos alone. These start-ups have become key drivers of jobs and economic growth. According to Start-up Genome`s Global Start-up Ecosystem Report 2017, Lagos digital start-up ecosystem is valued at USD $2 billion which is the highest in Africa. The establishment of angel networks and seed funds such as the Lagos Angel Network, Singularity Investments, and Growth Capital Fund, and recently a Lagos State government, $687,000 - N250 million funding to the Lagos State Science Research and Innovation Council (LASRIC) to fund research and development of technology-focused solutions developed by technology innovators. These investments are needed interventions that help incubate new start-ups and grow existing high growth potential digital small and medium scale enterprises (SMEs) that can, in turn, generate jobs.

In Kaduna state, to actualize the state development plan of positioning the state as a destination for business investment to create jobs, especially among youth and women, ICT-related industries such as mobile and web application development and computer assembly, are considered one of the seven areas with significant potential for driving regional economic growth and job creation. With the support of the World Bank Group and Rockefeller Foundation, it was observed that the interventions required include: i) promoting an entrepreneurial environment; ii) supporting local incubators/investment funds; and, iii) funding and training small businesses in the digital ecosystem. Subsequently, the Click-On Kaduna Digital Entrepreneurship Program was conceptualized and designed for implementation with the 6-month Digital Entrepreneurship Incubation Program (KAD-DIP) as a component that will focus on strengthening the digital entrepreneurship ecosystem in Kaduna State. The World Bank, therefore, contracted Ventures Platform to be the KAD-DIP implementing organization.

2. Click-On Kaduna KAD-DIP Program Program Design

The Click-On Kaduna Digital Entrepreneurship Incubation Program (KADDIP) was a 6-month incubation program designed to foster a digital economy in Kaduna State by providing training, mentorship and support to disadvantaged youth, particularly women, to build and advance digital enterprises.

2.1 An Inclusive and Gender-Smart Programme

ADDIP was designed to be inclusive and gender smart. Aspiring entrepreneurs were targeted – young people, women and men between the ages of 18-40 who had ideas they wanted to transform into innovative products and take to market. This was achieved by ensuring there were proportionate targeted communication activities and calls for

participation that reached as many women as men. KADDIP was also designed to enrol and train an equal number of women (90 participants) and an equal number of men (90 participants). The training days for each gender were different and different training methods were adopted to ensure that each gender was adequately and proportionately trained on the curriculum. Training methods included using examples and cases studies of female-run businesses, incorporating public speaking and confidence-building activities that were appropriate for women of this culture to boost communication, emotional intelligence, negotiation and leadership skills. Doing this was a key contributor to the successful outcome and impact of the program. This is because, in Kaduna State, the conservative Islamic culture and the perception of women not being interested and involved in certain types of “high-growth” entrepreneurial ventures were identified as likely to negatively affect full participation of women in the programme. Also, the negative perception of women (especially married working mothers) sacrificing their family obligations to engage in high-risk or time-consuming businesses may deter many women from digital entrepreneurship. Hence the notion from the validation exercise conducted at the inception of the program that female entrepreneurs are often underestimated, overlooked and relegated to certain superficial business sectors that are primarily stereotyped as “women businesses” was challenged especially when there had been concerns that the number of female-led digital enterprises is low even for widely acknowledged Nigerian start-up cities such as Lagos and Abuja.

2.2 KADDIP Structure and Methodology

Figure 1.0 below, shows a schematic diagram of the initial program methodology submitted at the inception of the program. The initial

The digital entrepreneurship incubation program was designed and structured as an immersive hands-on, training program with applied learning and scenario-based instructional design. The training was designed to teach business development, business management, fundraising and digital/soft skills. The structure included opportunities for reflective thinking, accountability to meeting weekly milestones, mentoring sessions by business leaders and successful entrepreneurs. It was designed to also fund trainees to get seed funding to start and grow their businesses.

KAD-DIP Support Quote:

Name of Business: MedCareFounder: Adaugo Chukwu

Description: Medcare connects the sick and elderly with home care services and emergency medical response for those in medical crisis.

Impact: KAD-DIP equipped Adaora with the skills to test and develop her idea into a business. She earned N35,000($97.22) in three weeks from her idea providing home care nurses for three patients.

Sector: Healthcare

KAD-DIP made me knowI can launch with the little in my hands and so I started with thepeople around me telling them what services I can offer

1211

growing sphere of tech start-ups, with an estimated 400-700 active and viable start-ups in Lagos alone. These start-ups have become key drivers of jobs and economic growth. According to Start-up Genome`s Global Start-up Ecosystem Report 2017, Lagos digital start-up ecosystem is valued at USD $2 billion which is the highest in Africa. The establishment of angel networks and seed funds such as the Lagos Angel Network, Singularity Investments, and Growth Capital Fund, and recently a Lagos State government, $687,000 - N250 million funding to the Lagos State Science Research and Innovation Council (LASRIC) to fund research and development of technology-focused solutions developed by technology innovators. These investments are needed interventions that help incubate new start-ups and grow existing high growth potential digital small and medium scale enterprises (SMEs) that can, in turn, generate jobs.

In Kaduna state, to actualize the state development plan of positioning the state as a destination for business investment to create jobs, especially among youth and women, ICT-related industries such as mobile and web application development and computer assembly, are considered one of the seven areas with significant potential for driving regional economic growth and job creation. With the support of the World Bank Group and Rockefeller Foundation, it was observed that the interventions required include: i) promoting an entrepreneurial environment; ii) supporting local incubators/investment funds; and, iii) funding and training small businesses in the digital ecosystem. Subsequently, the Click-On Kaduna Digital Entrepreneurship Program was conceptualized and designed for implementation with the 6-month Digital Entrepreneurship Incubation Program (KAD-DIP) as a component that will focus on strengthening the digital entrepreneurship ecosystem in Kaduna State. The World Bank, therefore, contracted Ventures Platform to be the KAD-DIP implementing organization.

2. Click-On Kaduna KAD-DIP Program Program Design

The Click-On Kaduna Digital Entrepreneurship Incubation Program (KADDIP) was a 6-month incubation program designed to foster a digital economy in Kaduna State by providing training, mentorship and support to disadvantaged youth, particularly women, to build and advance digital enterprises.

2.1 An Inclusive and Gender-Smart Programme

ADDIP was designed to be inclusive and gender smart. Aspiring entrepreneurs were targeted – young people, women and men between the ages of 18-40 who had ideas they wanted to transform into innovative products and take to market. This was achieved by ensuring there were proportionate targeted communication activities and calls for

participation that reached as many women as men. KADDIP was also designed to enrol and train an equal number of women (90 participants) and an equal number of men (90 participants). The training days for each gender were different and different training methods were adopted to ensure that each gender was adequately and proportionately trained on the curriculum. Training methods included using examples and cases studies of female-run businesses, incorporating public speaking and confidence-building activities that were appropriate for women of this culture to boost communication, emotional intelligence, negotiation and leadership skills. Doing this was a key contributor to the successful outcome and impact of the program. This is because, in Kaduna State, the conservative Islamic culture and the perception of women not being interested and involved in certain types of “high-growth” entrepreneurial ventures were identified as likely to negatively affect full participation of women in the programme. Also, the negative perception of women (especially married working mothers) sacrificing their family obligations to engage in high-risk or time-consuming businesses may deter many women from digital entrepreneurship. Hence the notion from the validation exercise conducted at the inception of the program that female entrepreneurs are often underestimated, overlooked and relegated to certain superficial business sectors that are primarily stereotyped as “women businesses” was challenged especially when there had been concerns that the number of female-led digital enterprises is low even for widely acknowledged Nigerian start-up cities such as Lagos and Abuja.

2.2 KADDIP Structure and Methodology

Figure 1.0 below, shows a schematic diagram of the initial program methodology submitted at the inception of the program. The initial

The digital entrepreneurship incubation program was designed and structured as an immersive hands-on, training program with applied learning and scenario-based instructional design. The training was designed to teach business development, business management, fundraising and digital/soft skills. The structure included opportunities for reflective thinking, accountability to meeting weekly milestones, mentoring sessions by business leaders and successful entrepreneurs. It was designed to also fund trainees to get seed funding to start and grow their businesses.

KAD-DIP Support Quote:

Name of Business: MedCareFounder: Adaugo Chukwu

Description: Medcare connects the sick and elderly with home care services and emergency medical response for those in medical crisis.

Impact: KAD-DIP equipped Adaora with the skills to test and develop her idea into a business. She earned N35,000($97.22) in three weeks from her idea providing home care nurses for three patients.

Sector: Healthcare

KAD-DIP made me knowI can launch with the little in my hands and so I started with thepeople around me telling them what services I can offer

1211

program methodology was divided into two stages – the preparatory stage and the incubation stage.

Preparatory Stage: The first step of this stage was the call for applications which was done through digital publicity - social media, info sessions/meetups and radio appearances. This was followed by a review of the applications to select qualified candidates for the training. Concurrent with the application review, the organisation of the Train-the-Trainer (TTT) workshop took place which was a training activity to build the skill capacity of select representatives from Enterprise Service Organizations (ESOs), who would serve as Teaching Assistants (TAs) during the incubation stage.

Incubation Stage: This is the training and coaching stage, which is made up of five parts, namely: learning workshops; speaker sessions (fireside chats/buddy day); boot camps (for women only); final presentations and demo day.

Figure 2.0: Revised KADDIP Program Methodology

After 4 months of running the program, a report from feedback reviews showed low retention of the course material and a drop in morale from the participants which necessitated some immediate changes to the program design to reverse the trend. The methodology was revised to include a pre-incubation stage and an incubation stage. Figure 2.0 shows a modified change to the program and these changes are explained briefly below:

1413

program methodology was divided into two stages – the preparatory stage and the incubation stage.

Preparatory Stage: The first step of this stage was the call for applications which was done through digital publicity - social media, info sessions/meetups and radio appearances. This was followed by a review of the applications to select qualified candidates for the training. Concurrent with the application review, the organisation of the Train-the-Trainer (TTT) workshop took place which was a training activity to build the skill capacity of select representatives from Enterprise Service Organizations (ESOs), who would serve as Teaching Assistants (TAs) during the incubation stage.

Incubation Stage: This is the training and coaching stage, which is made up of five parts, namely: learning workshops; speaker sessions (fireside chats/buddy day); boot camps (for women only); final presentations and demo day.

Figure 2.0: Revised KADDIP Program Methodology

After 4 months of running the program, a report from feedback reviews showed low retention of the course material and a drop in morale from the participants which necessitated some immediate changes to the program design to reverse the trend. The methodology was revised to include a pre-incubation stage and an incubation stage. Figure 2.0 shows a modified change to the program and these changes are explained briefly below:

1413

Growth Stage: Included those who already launched in the market and want to increase their customer base.

Women Leadership Bootcamps: These served as supplementary activities/sessions to boost the confidence of female participants in the program with a focus on developing their skills in effective communication. This component remained the same from the initial design.

In addition to splitting each group, the instructional delivery was further simplified with easy comprehension.

Fireside chats/buddy days: These were speaker sessions held once a month where experienced entrepreneurs were invited to inspire participants on their entrepreneurial journey. Participants had opportunities to ask questions that relate to their business. This component remained the same from the initial design.

Launch/MVP Stage: Included those who already have a prototype of the idea and are ready to launch in the market and start acquiring customers.

Learning Workshops Tracks: Rather than teach participants entrepreneurship courses in a general class as per the original plan, classes were divided into 3 subgroups/tracks to suit the different business levels of participants. After conducting a general assessment for each participant, participants were grouped according to the following categories: Idea Stage, Launch/MVP Stage and Growth Stage.Idea Stage: Included those who did not have a business idea upon enrolment into the program or who wanted to change their ideas after gaining some basic insights and being inspired by some entrepreneurship stories.

Business Plan Bootcamps: These provided an opportunity to recap 4 months of class training and to help participants develop their business plan in the course of 5 days. Pitch Practice Sessions: This was organised post the business plan boot camps to help participants prepare their pitch decks and give feedback on their pitches prior to the final presentation so they were not only ready to face the panel of judges and make it into the incubation program, but were ready to pitch post-program intervention and access other opportunities.

Final presentations: These were later called Pitch Competitions had all participants pitch their business before a panel to test knowledge acquired during the program. Participants pitched according to the different stages of their business. Top 30 performing participants (15 men and 15 women) were selected at this stage and given seed funding. The next top 60 were selected and given seed funding of a lesser amount than the top 30.

Demo day: This was the final day and the completion of the program. Selected participants from the top 30 pitched their business to a live audience and all participants were awarded certificates at the end of the program. There was also an exhibition where participants showcased their products and services.

Incubation: The top 30 participants were paired with VP business coaches and were supported to reach predetermined milestones towards achieving business goals - a condition for funding disbursement. This component was scrapped prior to program implementation but reintroduced based on program realities and the need to reward commitment and performance.

KAD-DIP Support Quote:

Name of Business:Founder: Lukman Rabiu,

Description: developed a prototype eyeglass with LED lights that provides extra illumination for people using medicated glasses. To support his idea, Lukeman has taken to selling candy to enable him bootstrap while he engages with potential distributors and manufacturers.

Impact: After joining the KAD-DIP program, he used lessons from Design thinking and rapid prototyping to work on the prototype Led Glasses. He also learned about bootstrapping and has taken to selling candies and use the proceeds to support further development of his prototype

KAD-DIP taught me toThink Big and Start Small

Aggregated Participant Data

1615

2.3 Program Activities

Growth Stage: Included those who already launched in the market and want to increase their customer base.

Women Leadership Bootcamps: These served as supplementary activities/sessions to boost the confidence of female participants in the program with a focus on developing their skills in effective communication. This component remained the same from the initial design.

In addition to splitting each group, the instructional delivery was further simplified with easy comprehension.

Fireside chats/buddy days: These were speaker sessions held once a month where experienced entrepreneurs were invited to inspire participants on their entrepreneurial journey. Participants had opportunities to ask questions that relate to their business. This component remained the same from the initial design.

Launch/MVP Stage: Included those who already have a prototype of the idea and are ready to launch in the market and start acquiring customers.

Learning Workshops Tracks: Rather than teach participants entrepreneurship courses in a general class as per the original plan, classes were divided into 3 subgroups/tracks to suit the different business levels of participants. After conducting a general assessment for each participant, participants were grouped according to the following categories: Idea Stage, Launch/MVP Stage and Growth Stage.Idea Stage: Included those who did not have a business idea upon enrolment into the program or who wanted to change their ideas after gaining some basic insights and being inspired by some entrepreneurship stories.

Business Plan Bootcamps: These provided an opportunity to recap 4 months of class training and to help participants develop their business plan in the course of 5 days. Pitch Practice Sessions: This was organised post the business plan boot camps to help participants prepare their pitch decks and give feedback on their pitches prior to the final presentation so they were not only ready to face the panel of judges and make it into the incubation program, but were ready to pitch post-program intervention and access other opportunities.

Final presentations: These were later called Pitch Competitions had all participants pitch their business before a panel to test knowledge acquired during the program. Participants pitched according to the different stages of their business. Top 30 performing participants (15 men and 15 women) were selected at this stage and given seed funding. The next top 60 were selected and given seed funding of a lesser amount than the top 30.

Demo day: This was the final day and the completion of the program. Selected participants from the top 30 pitched their business to a live audience and all participants were awarded certificates at the end of the program. There was also an exhibition where participants showcased their products and services.

Incubation: The top 30 participants were paired with VP business coaches and were supported to reach predetermined milestones towards achieving business goals - a condition for funding disbursement. This component was scrapped prior to program implementation but reintroduced based on program realities and the need to reward commitment and performance.

KAD-DIP Support Quote:

Name of Business:Founder: Lukman Rabiu,

Description: developed a prototype eyeglass with LED lights that provides extra illumination for people using medicated glasses. To support his idea, Lukeman has taken to selling candy to enable him bootstrap while he engages with potential distributors and manufacturers.

Impact: After joining the KAD-DIP program, he used lessons from Design thinking and rapid prototyping to work on the prototype Led Glasses. He also learned about bootstrapping and has taken to selling candies and use the proceeds to support further development of his prototype

KAD-DIP taught me toThink Big and Start Small

Aggregated Participant Data

1615

2.3 Program Activities

Lessons Learned

The quality of an entrepreneurship incubation program is largely dependent on the quality of participants with genuine interests in becoming entrepreneurs. The archetype of the ideal participant (regardless of socio-economic status or level vulnerability) shows motivation, creative thinking, team and business management tendencies, and grit. Rather than focus on a quota system, it is important that the beneficiaries of this program meet the criteria to maximise the opportunity the program offers. The majority of applicants were people who saw entrepreneurship as an intermediary option while awaiting a job opportunity or admission to school. Others felt it was an opportunity to make money. With the majority of participants having diverse interests, the instructional delivery and business support was more complex and cumbersome.

3. KAD-DIP Communications3.1 C ommunication Objectives

The objectives of communication for the program was to raise strong awareness for potential participants, i.e., young people, women, entrepreneurs, software developers, ESOs, stakeholders and the general public to apply for the program. The following are the objectives of the program:

To provide information on program activities to keep the general public and supporters informed.

To create anticipation that will drive applications for future programs.

To create program followership on social media and providing answers to various inquiries concerning the program.

To Create International and local awareness of the Kaduna State Government’s Click-On Kaduna initiative and its various components.

To drive 2000+ Applications to KAD-DIP.

3.3 Communications Results.

3.2 Communication Strategy

RadioDuring this period, the program team was able to organize a number of info sessions around Kaduna state. Leveraging radio in publicizing the program and different tech-event platforms played a critical role in driving awareness and applications. Here is a breakdown of info sessions and awareness activities.

The communications strategy leveraged all relevant media platforms to reach the target audience for the program. The project recruited PR personnel who is well versed in the Kaduna digital ecosystem to drive awareness. During the application period, two information sessions were held - one each in KAD-ICT Hub and Co-Lab respectively; a radio interview was held on Invicta Radio 98.9 FM; an information booth was set up at the KadInvest program for two days, and virtual communication was carried out on digital media outlets. Info sessions were organised at National Youth Service Corps (NYSC) and leveraging social media including blogs, WhatsApp groups, Twitter, Instagram and Facebook. Application links were also shared to previous participants of government-funded programs from KDSG and the W o m e n A f f a i r s c o m m i s s i o n . D u r i n g t h e p r o g r a m , communications consisted mostly of posting pictures and short video clips of key program components on social media and the website.

Channel Locations/Stations Description

Radio ● Invicta FM

● KSMC

● Liberty FM

Interview at INVICTA RADIO,

98.9 FM

Info session ● CoLab

● NYSC Camp, Kaduna

● Kaduna State University

The sessions lasted an average

of 1hr 30min. Inquiries were

mostly about time, date,

benefits, eligibility and

differentiation with the skills

program.

Name of Business: Zamani WebFounder: Ahmad Bala

Description: Zamani Web is a web application and an internet platform that lets its users create and manage their own websites easily in Hausa language.

Impact: KAD-DIP inspired him to go out and talk to people about his product, listen to them, observe and understand their needs and nimbly adapt product his products to market needs. KAD-DIP helped him identify his target customers segment. Within just 3 months of being in the program, his website ZamaniWeb has generated N210,000 ($583.33) in revenue from zero.

Sector: Technology

Our mission is to be the leadingwebsite building platform forcontent creators that are usingHausa language.

KAD-DIP Support Quote:

1918

Lessons Learned

The quality of an entrepreneurship incubation program is largely dependent on the quality of participants with genuine interests in becoming entrepreneurs. The archetype of the ideal participant (regardless of socio-economic status or level vulnerability) shows motivation, creative thinking, team and business management tendencies, and grit. Rather than focus on a quota system, it is important that the beneficiaries of this program meet the criteria to maximise the opportunity the program offers. The majority of applicants were people who saw entrepreneurship as an intermediary option while awaiting a job opportunity or admission to school. Others felt it was an opportunity to make money. With the majority of participants having diverse interests, the instructional delivery and business support was more complex and cumbersome.

3. KAD-DIP Communications3.1 C ommunication Objectives

The objectives of communication for the program was to raise strong awareness for potential participants, i.e., young people, women, entrepreneurs, software developers, ESOs, stakeholders and the general public to apply for the program. The following are the objectives of the program:

To provide information on program activities to keep the general public and supporters informed.

To create anticipation that will drive applications for future programs.

To create program followership on social media and providing answers to various inquiries concerning the program.

To Create International and local awareness of the Kaduna State Government’s Click-On Kaduna initiative and its various components.

To drive 2000+ Applications to KAD-DIP.

3.3 Communications Results.

3.2 Communication Strategy

RadioDuring this period, the program team was able to organize a number of info sessions around Kaduna state. Leveraging radio in publicizing the program and different tech-event platforms played a critical role in driving awareness and applications. Here is a breakdown of info sessions and awareness activities.

The communications strategy leveraged all relevant media platforms to reach the target audience for the program. The project recruited PR personnel who is well versed in the Kaduna digital ecosystem to drive awareness. During the application period, two information sessions were held - one each in KAD-ICT Hub and Co-Lab respectively; a radio interview was held on Invicta Radio 98.9 FM; an information booth was set up at the KadInvest program for two days, and virtual communication was carried out on digital media outlets. Info sessions were organised at National Youth Service Corps (NYSC) and leveraging social media including blogs, WhatsApp groups, Twitter, Instagram and Facebook. Application links were also shared to previous participants of government-funded programs from KDSG and the W o m e n A f f a i r s c o m m i s s i o n . D u r i n g t h e p r o g r a m , communications consisted mostly of posting pictures and short video clips of key program components on social media and the website.

Channel Locations/Stations Description

Radio ● Invicta FM

● KSMC

● Liberty FM

Interview at INVICTA RADIO,

98.9 FM

Info session ● CoLab

● NYSC Camp, Kaduna

● Kaduna State University

The sessions lasted an average

of 1hr 30min. Inquiries were

mostly about time, date,

benefits, eligibility and

differentiation with the skills

program.

Name of Business: Zamani WebFounder: Ahmad Bala

Description: Zamani Web is a web application and an internet platform that lets its users create and manage their own websites easily in Hausa language.

Impact: KAD-DIP inspired him to go out and talk to people about his product, listen to them, observe and understand their needs and nimbly adapt product his products to market needs. KAD-DIP helped him identify his target customers segment. Within just 3 months of being in the program, his website ZamaniWeb has generated N210,000 ($583.33) in revenue from zero.

Sector: Technology

Our mission is to be the leadingwebsite building platform forcontent creators that are usingHausa language.

KAD-DIP Support Quote:

1918

Engaging social media posts, images and videos) were used to create interactions, drive page impressions and grow followership on Facebook, twitter and Instagram. Over the time period, we have had the following growth on social media.

Social Media

Channel

Followers/likes/hits

Impressions/bounce rate

Facebook

7,605 Likes,7640 followers

Reach-

47,000

Engagements-

7,589

New page likes-

276

Instagram

553 Followers

Reach -

10,649

Engagements -

13,542

Twitter

776 Followers

Reach -

81,760

Engagements -143,568

Website

1,422 views per week

42.72% bounce rate

Applications received

Women Track

1,858

Men Track

4,276

Total 6,134

During the program, the communications team promoted key activities and events on the program. Please see below results of public engagements:

Online Public Engagement

Name of Business: Sammax TechFounder: Samson Adekunle Esan,

Description: Sammax Tech refurbishes and sells certified used smartphones, with a stipulated warranty period.

Impact: KAD-DIP equipped him with thee scales to adopt a lean model and scale up using the lean startup approach. He started by refurbishing a relative's phone, this led to multiple referrals from neighborhood. In 2 months of KAD-DIP, He has made overN180,000 ($500) by refurbishing and selling certified used smartphones.

Sector: Hardware

KAD-DIP Support Quote:

Thanks to kaddip for giving me this opportunity to showcase my business idea.

2120

Engaging social media posts, images and videos) were used to create interactions, drive page impressions and grow followership on Facebook, twitter and Instagram. Over the time period, we have had the following growth on social media.

Social Media

Channel

Followers/likes/hits

Impressions/bounce rate

Facebook

7,605 Likes,7640 followers

Reach-

47,000

Engagements-

7,589

New page likes-

276

Instagram

553 Followers

Reach -

10,649

Engagements -

13,542

Twitter

776 Followers

Reach -

81,760

Engagements -143,568

Website

1,422 views per week

42.72% bounce rate

Applications received

Women Track

1,858

Men Track

4,276

Total 6,134

During the program, the communications team promoted key activities and events on the program. Please see below results of public engagements:

Online Public Engagement

Name of Business: Sammax TechFounder: Samson Adekunle Esan,

Description: Sammax Tech refurbishes and sells certified used smartphones, with a stipulated warranty period.

Impact: KAD-DIP equipped him with thee scales to adopt a lean model and scale up using the lean startup approach. He started by refurbishing a relative's phone, this led to multiple referrals from neighborhood. In 2 months of KAD-DIP, He has made overN180,000 ($500) by refurbishing and selling certified used smartphones.

Sector: Hardware

KAD-DIP Support Quote:

Thanks to kaddip for giving me this opportunity to showcase my business idea.

2120

There were a total of 3 baseline surveys that were conducted during the program: one at program kick-off, the second at mid-program review and the third at the end of the program:

4. KAD-DIP Results:

KAD-DIP Support Quote:

4.1 Participant Baseline and Monitoring Data

96% of participants believe their public speaking ability improved only after joining the program.

Results from our participant survey show that of our male 72.6%participants and of our female participants began using technology 70%for their idea only after joining the KAD-DIP.

96% 99% of male participants and of female participants reported their confidence in starting a business has improved since joining the program.

46% 64% of male participants and of female participants surveyed have met a potential co-founder or partner for their business in the program.

All participants have been exposed to leading digital entrepreneurs and industry experts and have been given an opportunity to be mentored and to build their network.

Through the Master Trainer Program; incubation program training and resources were provided to select staff of the public and private entrepreneurship hubs across Kaduna, Zaria and Kafanchan run similar programs independently.

34% 57.3% of male participants and of female participants have sold their product or service to another participant.

Improved knowledge in basic entrepreneurship skills.

Name of Business: GoBigFounder: Ndenum Mary

Description: GoBig aims to solve the problem of structure and access to market for small business owners. The service provides personalised guides to help build small businesses/start-ups to build structural and financial muscles.

Impact: KAD-DIP helped her refine her idea and design a working model of her service. Testing her idea brought in N50,000 ($138.88) from the 2-day growth class and 3 clients bookings for further services.

Sector: small business consulting

Thanks to KAD-DIP, I have embarked on a journey to

be the most preferred solution based platform that

will help northern Nigeria small and mid sized

businesses especially women owned businesses to

grow through structuring and data analytics to

improve their business and chances of getting funded

KAD-DIP Support Quote:

Name of Business: Engrace Gas Ventures

Founder: Douglas Joel

Idea: Engrace Gas is an online retailer of cooking gas,providing home delivery service for clients on demand.

Impact: At KAD-DIP, Douglas learned about prototyping and Customer Acquisition principles which led him to develop the idea for on-demand delivery of cooking gas. This resulted in sales from N80,000 ($222.22) in July to N250,000 ($694.44) in August.

Sector: Delivery

KAD-DIP has transformed my vision for my cooking gas refilling kiosk. I know want to provide cooking gas and accessories on demand for all those who require it through our home delivery service across Nigeria.

2322

There were a total of 3 baseline surveys that were conducted during the program: one at program kick-off, the second at mid-program review and the third at the end of the program:

4. KAD-DIP Results:

KAD-DIP Support Quote:

4.1 Participant Baseline and Monitoring Data

96% of participants believe their public speaking ability improved only after joining the program.

Results from our participant survey show that of our male 72.6%participants and of our female participants began using technology 70%for their idea only after joining the KAD-DIP.

96% 99% of male participants and of female participants reported their confidence in starting a business has improved since joining the program.

46% 64% of male participants and of female participants surveyed have met a potential co-founder or partner for their business in the program.

All participants have been exposed to leading digital entrepreneurs and industry experts and have been given an opportunity to be mentored and to build their network.

Through the Master Trainer Program; incubation program training and resources were provided to select staff of the public and private entrepreneurship hubs across Kaduna, Zaria and Kafanchan run similar programs independently.

34% 57.3% of male participants and of female participants have sold their product or service to another participant.

Improved knowledge in basic entrepreneurship skills.

Name of Business: GoBigFounder: Ndenum Mary

Description: GoBig aims to solve the problem of structure and access to market for small business owners. The service provides personalised guides to help build small businesses/start-ups to build structural and financial muscles.

Impact: KAD-DIP helped her refine her idea and design a working model of her service. Testing her idea brought in N50,000 ($138.88) from the 2-day growth class and 3 clients bookings for further services.

Sector: small business consulting

Thanks to KAD-DIP, I have embarked on a journey to

be the most preferred solution based platform that

will help northern Nigeria small and mid sized

businesses especially women owned businesses to

grow through structuring and data analytics to

improve their business and chances of getting funded

KAD-DIP Support Quote:

Name of Business: Engrace Gas Ventures

Founder: Douglas Joel

Idea: Engrace Gas is an online retailer of cooking gas,providing home delivery service for clients on demand.

Impact: At KAD-DIP, Douglas learned about prototyping and Customer Acquisition principles which led him to develop the idea for on-demand delivery of cooking gas. This resulted in sales from N80,000 ($222.22) in July to N250,000 ($694.44) in August.

Sector: Delivery

KAD-DIP has transformed my vision for my cooking gas refilling kiosk. I know want to provide cooking gas and accessories on demand for all those who require it through our home delivery service across Nigeria.

2322

4.2 Train the Trainers

The training workshop covered modules on innovation program design, program management, execution, instructional design, and facilitation. While the training provided relevant teaching, we realise that the timeframe for this should be more than 5 days to really drive home the learning. While participants in the program already play a critical role in the ecosystem, the majority of them did not have the required business experience to coach other small businesses. This is a critical factor to consider in future programs. While 34 ESO representatives participated in the program, only 18 representatives were selected to work as Teaching Assistants for the 6 month duration of the program.

Sufficiently equip selected participants with the tools, skills and resources needed to effectively function in their capacity as Train-the-Trainers; and to

The Train-the-Trainer workshop aimed to select representatives from credible Enterprise Support Organisation (ESOs) to build their capacity to run future entrepreneurship development programs in Kaduna state. The objective of the 5-day KAD-DIP Train-the-Trainer (TTT) was to:

Develop the state’s ecosystem by teaching trainers how to independently organize similar start-up support programs or be a resource person on such programs in the future.

4.3 KAD-DIP Outputs and Outcomes;

The following outputs and outcomes were achieved by the end of the program:

Entrepreneurs acquired digital and business management skills to start or expand their digital enterprises.

Digital entrepreneurs built and validated their MVPs (Minimum Viable Products)’

New direct jobs were created and 60% of the women benefitted.

ESOs will be able to design and implement similar incubation programs.

90% of digital entrepreneurs achieved market readiness.

An open environment for peer learning and accountability will be created.

Mentors were assigned to entrepreneurs in the program for 1-year mentorship post-program.

Funding was provided to top 90 participants 45 men and 45 women).

Results Chain

Standardized Performance Indicators Targets Actual

IMPACT

Number of users reached by developed/improved digital products/services

300 3,1971

Number of new direct jobs created 60 185

Of which, number of new jobs for women 20 119

Number of users reached by developed/improved digital products/services with social and/or developmental impact

5

OUTCOME

Number of businesses formally registered 4 29

2 15

Number of businesses who registered their invention with Intellectual Property (IP) office

0 0

Number of businesses who raised early-stage finance 2 1

10 1

Number of investors that attend Demo Day 5 5

Number of applications submitted 500 6,214

Of which, number which are women 150 1,905

Number of applications accepted 180 180

Of which, number which are women 60 93

Number of digital start-up teams formed 30 0

10 0

Number of teams that pitched at Demo Day 4 4

Of which, number which are women-led 2 2

Number of group service sessions, including training, bootcamps, etc.

8 15

Of which, number which are women led

Number of partnerships with non-financial servicesproviders

Of which, number which are women-led

2524

4.2 Train the Trainers

The training workshop covered modules on innovation program design, program management, execution, instructional design, and facilitation. While the training provided relevant teaching, we realise that the timeframe for this should be more than 5 days to really drive home the learning. While participants in the program already play a critical role in the ecosystem, the majority of them did not have the required business experience to coach other small businesses. This is a critical factor to consider in future programs. While 34 ESO representatives participated in the program, only 18 representatives were selected to work as Teaching Assistants for the 6 month duration of the program.

Sufficiently equip selected participants with the tools, skills and resources needed to effectively function in their capacity as Train-the-Trainers; and to

The Train-the-Trainer workshop aimed to select representatives from credible Enterprise Support Organisation (ESOs) to build their capacity to run future entrepreneurship development programs in Kaduna state. The objective of the 5-day KAD-DIP Train-the-Trainer (TTT) was to:

Develop the state’s ecosystem by teaching trainers how to independently organize similar start-up support programs or be a resource person on such programs in the future.

4.3 KAD-DIP Outputs and Outcomes;

The following outputs and outcomes were achieved by the end of the program:

Entrepreneurs acquired digital and business management skills to start or expand their digital enterprises.

Digital entrepreneurs built and validated their MVPs (Minimum Viable Products)’

New direct jobs were created and 60% of the women benefitted.

ESOs will be able to design and implement similar incubation programs.

90% of digital entrepreneurs achieved market readiness.

An open environment for peer learning and accountability will be created.

Mentors were assigned to entrepreneurs in the program for 1-year mentorship post-program.

Funding was provided to top 90 participants 45 men and 45 women).

Results Chain

Standardized Performance Indicators Targets Actual

IMPACT

Number of users reached by developed/improved digital products/services

300 3,1971

Number of new direct jobs created 60 185

Of which, number of new jobs for women 20 119

Number of users reached by developed/improved digital products/services with social and/or developmental impact

5

OUTCOME

Number of businesses formally registered 4 29

2 15

Number of businesses who registered their invention with Intellectual Property (IP) office

0 0

Number of businesses who raised early-stage finance 2 1

10 1

Number of investors that attend Demo Day 5 5

Number of applications submitted 500 6,214

Of which, number which are women 150 1,905

Number of applications accepted 180 180

Of which, number which are women 60 93

Number of digital start-up teams formed 30 0

10 0

Number of teams that pitched at Demo Day 4 4

Of which, number which are women-led 2 2

Number of group service sessions, including training, bootcamps, etc.

8 15

Of which, number which are women led

Number of partnerships with non-financial servicesproviders

Of which, number which are women-led

2524

In running an entrepreneurship development programme in nascent or FCVN environment, the following lessons would serve as a guide:

5.1 Application & Selection Process

5. KAD-DIP Lessons Learned

The program had outlined its selection criteria, however, not all applicants met the criteria entirely so we decided to make exceptions. A very peculiar case is that of Muktar, the founder of an online automobile start-up that seeks to connect car owners with mechanics seamlessly. Before he joined the program, he had no idea he could leverage tech as he was “a basic mechanic”. He ended up being one of the most active participants even though he could barely communicate in proper English. If we had not given him a chance, there would have been one less brilliant entrepreneur ready to change the world.

OUTPUT

20 90

Of which, number who are women entrepreneurs 7 50

Number of mentoring sessions 30 76

Of which, number who are with women entrepreneurs 10 90

60 76

40 65

Number of media appearances 4 0

2 10

2 1

Number of businesses applying for a grant 20 180

Number of businesses receiving grants 5 90

Amount of grants received by businesses (USD) $5,000 $34,865

Results Chain

Standardized Performance Indicators Targets Actual

Number of one-on-one, in-depth, service sessions with individual businesses/entrepreneurs (coaching sessions)

Number of businesses/entrepreneurs providing feedback on satisfaction

Number of businesses/entrepreneurs reporting satisfied or very satisfied with VP services

Number of knowledge-sharing events

Number of knowledge products (such asprogram curriculum) developed

2726

In running an entrepreneurship development programme in nascent or FCVN environment, the following lessons would serve as a guide:

5.1 Application & Selection Process

5. KAD-DIP Lessons Learned

The program had outlined its selection criteria, however, not all applicants met the criteria entirely so we decided to make exceptions. A very peculiar case is that of Muktar, the founder of an online automobile start-up that seeks to connect car owners with mechanics seamlessly. Before he joined the program, he had no idea he could leverage tech as he was “a basic mechanic”. He ended up being one of the most active participants even though he could barely communicate in proper English. If we had not given him a chance, there would have been one less brilliant entrepreneur ready to change the world.

OUTPUT

20 90

Of which, number who are women entrepreneurs 7 50

Number of mentoring sessions 30 76

Of which, number who are with women entrepreneurs 10 90

60 76

40 65

Number of media appearances 4 0

2 10

2 1

Number of businesses applying for a grant 20 180

Number of businesses receiving grants 5 90

Amount of grants received by businesses (USD) $5,000 $34,865

Results Chain

Standardized Performance Indicators Targets Actual

Number of one-on-one, in-depth, service sessions with individual businesses/entrepreneurs (coaching sessions)

Number of businesses/entrepreneurs providing feedback on satisfaction

Number of businesses/entrepreneurs reporting satisfied or very satisfied with VP services

Number of knowledge-sharing events

Number of knowledge products (such asprogram curriculum) developed

2726

Communicating the application process required a robust strategy that ensured we were targeting the participants who met our selection criteria. Communication around the application process was bold and clear on all platforms ranging from online to physical platforms. We had a solid online presence and also leveraged channels such as Invicta F.M While handling this, the team also engaged in Physical Info sessions at Kaduna State University, NYSC Camp, Tech Hubs, and took advantage of events such as KADINVEST, etc.

The program's objective was to target disadvantaged youths in Kaduna state, and it was important to select participants from this demography who met the fundamental requirements for being enrolled in any of the entrepreneurship programs. While we believe that no one is born with an entrepreneurship mindset, and people learn it over time, having an idea, the right vision, as well as passion and determination to build great products, teams and companies are key to maximising the opportunities that an entrepreneurship development program will have. Application questions and selection processes must be effectively designed to admit participants that show these qualities.

When we adopted both electronic and paper-based format to collect feedback, we noticed that the feedback received did not mirror the feedback provided by word of mouth to their peers or teaching assistants. When a focused group session with the men and women was organised separately, they were able to give more candid feedback, and this informed the immediate redesign of the program. Adopting both traditional M&E methods as well as face-to-face conversations, either in a group or with a random selection of participants for one-on-one informal conversations, provided the qualitative feedback required to make necessary changes to the program to achieve the desired outcomes.

5.2 Monitoring and Evaluation FrameworkKAD-DIP Support Quote:

Name of Business: SuperWife Delight

Founder: Zainab Ahmad Shagari,

Description: SuperWife Delight aims to train housewives to become business owners from home.

Impact: Joining KAD-DIP equipped her with the skills to take advantage of digital platforms to find new trainees willing to pay more for her training. She learned how to develop a business plan and digital marketing strategies that helped her grow her earning from N3,000 ($8.33) a month to N71,000 ($197) in less than 2 months from a few customers.

Thanks to new knowledge I got from KAD-DIP I am planning towards taking my business to other parts of Nigeria and begin an online training for customers outside Nigeria.

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Communicating the application process required a robust strategy that ensured we were targeting the participants who met our selection criteria. Communication around the application process was bold and clear on all platforms ranging from online to physical platforms. We had a solid online presence and also leveraged channels such as Invicta F.M While handling this, the team also engaged in Physical Info sessions at Kaduna State University, NYSC Camp, Tech Hubs, and took advantage of events such as KADINVEST, etc.

The program's objective was to target disadvantaged youths in Kaduna state, and it was important to select participants from this demography who met the fundamental requirements for being enrolled in any of the entrepreneurship programs. While we believe that no one is born with an entrepreneurship mindset, and people learn it over time, having an idea, the right vision, as well as passion and determination to build great products, teams and companies are key to maximising the opportunities that an entrepreneurship development program will have. Application questions and selection processes must be effectively designed to admit participants that show these qualities.

When we adopted both electronic and paper-based format to collect feedback, we noticed that the feedback received did not mirror the feedback provided by word of mouth to their peers or teaching assistants. When a focused group session with the men and women was organised separately, they were able to give more candid feedback, and this informed the immediate redesign of the program. Adopting both traditional M&E methods as well as face-to-face conversations, either in a group or with a random selection of participants for one-on-one informal conversations, provided the qualitative feedback required to make necessary changes to the program to achieve the desired outcomes.

5.2 Monitoring and Evaluation FrameworkKAD-DIP Support Quote:

Name of Business: SuperWife Delight

Founder: Zainab Ahmad Shagari,

Description: SuperWife Delight aims to train housewives to become business owners from home.

Impact: Joining KAD-DIP equipped her with the skills to take advantage of digital platforms to find new trainees willing to pay more for her training. She learned how to develop a business plan and digital marketing strategies that helped her grow her earning from N3,000 ($8.33) a month to N71,000 ($197) in less than 2 months from a few customers.

Thanks to new knowledge I got from KAD-DIP I am planning towards taking my business to other parts of Nigeria and begin an online training for customers outside Nigeria.

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5.3 Hand Holding Requirement and Techniques

With nascent entrepreneurship environments like Kaduna, the level of handholding required to attain the desired learning outcome should not be underestimated. It is almost like teaching children the alphabet for the first time. It is important to provide this type of support at this stage to aspiring entrepreneurs in this environment. Types of handholding support included: i) scheduling office hours sessions, ii) adopting simple to use and easy to understand vocabulary while delivering the instruction, iii) organizing regular accountability sessions where TAs provided additional recap of the previous class and guided participants to complete assignments, iv) providing participants with learning materials at least one week ahead of the class, v) including 5-minute breaks apart from tea breaks to gain clarity from peers and teaching assistants on course instruction before the instructor continued teaching the course for the day.

5.4 Instructional Design Change

In addition, special remedia