Through lDi africaâ€™s partner-ships with the foundation center in nigeria and investors in five countries, african nonprofits and businesses can access funding and busi-ness development services. lDi africa also plans to send young professionals in africa to the united States and around the world for overseas fellowships with nonprofits and busi-nesses seeking an international perspective on the challenges they face. as a young professional in nigeria, Gbenga L Ogunjimi, lDi africaâ€™s founder and ceO, had limited access to international management principles and professional development oppor-tunities. Gbenga saw an opportunity to address development challenges facing his country and other parts of the african continent while work-ing in the Washington, Dc, headquarters of atlas corps, a nonprofit organization that spon-sors international fellowships. He believed that by matching organizational needs for globally competitive expertise with a rapidly growing local workforce, he could create a virtuous cycle of social and economic development. He was motivated to establish a social enterprise based on his own experiences and developed the ini-tial concept for lDi africa. Through volunteer placement services administered by lDi africa, young professionals gain hands-on international experience helping african organizations launch and expand their operations. The youth fellows are able to hone their skills in a challenging work environment characterized by resource constraints, limited infrastructure, and uncertain policies. The afri-can organizations benefit from access to inter-national business practices and skills, such as business planning, finance, marketing, and management. When the 3-to 12-month fellow-ship ends, lDi africa also offers recruitment services for host organizations interested in hiring fellows. Thus, what separates lDi africa from other nonprofits is the fundamental goal of altering a status quo where african youth and organizations are struggling to obtain the capabilities needed to effectively compete in a global marketplace. The organization development process at lDi africa started with a chance meet-ing between Gbenga and an OD practitioner, Kimberley Jutze. Kimberley, a graduate of pepperdine universityâ€™s Master of Science in Organization Development program, was working to establish a consulting practice that addressed the resource and organization development needs of social enterprises. after exchanging contact information, Gbenga and Kimberley met to discuss opportunities to work together on securing start-up capital, setting up an office in Washington, Dc, and develop-ing partnerships with organizations involved in work abroad programs. Once the consulting relationship was for-malized, Kimberley conducted an informal assessment, which revealed that the planning documents in place were insufficiently detailed to prepare lDi africa for a successful launch.
Thus, before any of the initial requests for sup-port could be addressed, lDi africa needed a strategic plan to clearly define its mission, pro-grams, and operations. a business planning approach pioneered by the nonprofit consulting firm root cause guided the development of a three-year strategy for launching and expanding lDi africa. The plan described the social and financial returns that social impact investors could expect. Over the next five months, Kimberley worked closely with Gbenga to facilitate the development of a social impact strategy. The strategy develop-ment process consisted of a series of meetings where each section of the social impact strategy outline (need and Opportunity, Social impact Model, implementation Strategy, and action plan) was reviewed and ideas were discussed. in between meetings, Gbenga prepared drafts of the social impact strategy. Despite having a mutually agreed upon scope of work, differences in communication styles between Kimberley and Gbenga and expec-tations that were not clearly defined upfront posed challenges to the consulting relationship. for exam-ple, both parties had different assumptions about what level of detail was sufficient for addressing each section of the social impact strategy. Gbenga, who wanted to make the most of his limited time in the united States to launch lDi africa as soon as possible, preferred a moderately detailed plan where he could address questions from social impact investors as they came up. in contrast, Kim-berley believed that investing more time up front in addressing anticipated questions in the plan itself would facilitate smoother implementation later on. a final agreement was reached through ongoing feedback on drafts of the plan and open discus-sions about the quality and quantity of information needed to complete it. attention also was given to establishing a collaborative relationship character-ized by open and honest communication between Kimberley and Gbenga.
This greatly improved com-munication between them as well as their working relationship. By the time the social impact strategy was completed, Gbenga gained greater insight into the essential steps needed to transition lDi africa from a concept to an operational organization. He was better prepared to meet with prospective financial supporters and refer to details captured in the social impact strategy to fully explain lDi africaâ€™s model. after the social impact strategy was completed and lDi africa was registered as a nonprofit organi-zation, Gbenga asked Kimberley to help obtain seed funding. as a first step, they agreed to prepare a strategy to guide lDi africaâ€™s resource development efforts. This consisted of meetings to review each section of the strategy outline and discuss ideas. Gbenga also drafted the strategy with support from Kimberley. after agreeing upon a funding target based on the organizationâ€™s annual operating bud-get, Kimberley used a strengths-based approach to assess lDi africaâ€™s fundraising assets. She worked closely with Gbenga to determine which sources of funding the organization was best prepared to cul-tivate as well as best and worst case scenarios for the amount of funding that lDi africa could antic-ipate receiving from each source. a contingency plan was also developed that explained how lDi africa would continue to operate in the event that the funding target was not fully reached during its first year of operation. The strategy also included an action plan with specific tasks, timeline, and tar-gets. Gbengaâ€™s active participation in the strategic planning process led him to appreciate the impor-tance of thinking through different options to obtain funding and deploy lDi africaâ€™s resources expedi-ently rather than just pursuing whatever opportuni-ties happened to come along.
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