Natural Resource Governance Institute

THE NATURAL RESOURCE GOVERNANACE INSTITUTE("NRGI") IS A NON-PROFIT POLICY INSTITUTE AND GRANTMAKING ORGANIZATION THAT PROMOTES THE RESPONSIBLE MANAGEMENT OF OIL, GAS AND MINERAL RESOURCES FOR THE PUBLIC GOOD. WITH EFFECTIVE REVENUE MANAGEMENT, CITIZEN ENGAGEMENT AND REAL GOVERNMENT ACCOUNTABILITY, NATURAL RESOURCE WEALTH CAN DRIVE DEVELOPMENT AND NATIONAL GROWTH. NRGI PROVIDES THE EXPERTISE, FUNDING, APPLIED RESEARCH AND TECHNICAL ASSISTANCE TO HELP COUNTRIES REALIZE THESE BENEFITS.

TRAINING AND CAPACITY DEVELOPMENT BUILDING CHANGE AGENTS' KNOWLEDGE AND CREATING NETWORKS OF REFORM-MINDED INDIVIDUALS IS ONE OF THE LINCHPINS OF NRGI'S WORK. AS ONLINE OFFERINGS BECAME THE ONLY WAY TO CONDUCT CERTAIN TYPES OF CAPACITY BUILDING, NRGI BUILT ON PAST ONLINE SUCCESSES. AT THE GLOBAL LEVEL, WE TRANSFORMED NRGI'S ADVANCED RESOURCE GOVERNANCE COURSE, USUALLY HELD IN PERSON IN A SINGLE LOCATION, INTO A FULLY ONLINE COURSE COMBINING LIVE LECTURES, QUESTION-AND-ANSWER SESSIONS, MULTIMEDIA CONTENT, FORUM DISCUSSIONS AND GROUP WORK. OUR IN-COUNTRY PROGRAMMING ALSO PIVOTED TO VIRTUAL OFFERINGS.

INTERNATIONAL ADVOCACYON THE GLOBAL LEVEL, WE SUPPORTED SIGNIFICANT IMPROVEMENTS TO GLOBAL STANDARDS FOR COMMODITY TRADING GUIDELINES AND REPORTING REQUIREMENTS AT THE EXTRACTIVE INDUSTRIES TRANSPARENCY INITIATIVE (EITI). WE USED OUR EXPERTISE TO INFLUENCE STANDARDS OF THE EITI, GLOBAL REPORTING INITIATIVE (GRI), AND THE ORGANIZATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT (OECD) TO BRING ENERGY TRANSITION ISSUES TO THE FORE OF THESE NORM-SETTING BODIES. NRGI ALSO WORKED ALONGSIDE THESE PARTNERS TO FACILITATE STRONGER STANDARDS AND FOCUS ON ANTI-CORRUPTION ISSUES. IN THE PRIVATE SECTOR, NRGI SHARED RECOMMENDATIONS AND FACILITATED DIALOGUE ON STRATEGIES TO LESSEN CORRUPTION RISKS WHEN DOING BUSINESS WITH STATE-OWNED ENTERPRISES.

RESEARCHNRGI PUBLISHED CROSS-COUNTRY ANALYSES OF GOVERNMENT RESPONSES TO THE FISCAL CHALLENGES POSED BY THE CORONAVIRUS AND RELATED SWINGS IN COMMODITY PRICES. TO FACILITATE THIS WORK, WE CONTINUED TO DRAW ON OUR NATIONAL OIL COMPANY DATABASE AS AN ANALYTICAL TOOL. THESE QUICK ANALYSES OFTEN LED TO ACTION-IN GHANA, NRGI WAS ABLE TO SUPPORT AND WORK ALONGSIDE CIVIL SOCIETY IN PREVENTING RISKY GOVERNMENT PANDEMIC RESPONSE PROPOSALS, INCLUDING THE CONTROVERSIAL AGYAPA GOLD ROYALTY DEAL.

TECHNICAL ASSISTANCENRGI CONTRIBUTED TO TAX POLICY REFORMS THAT HAVE THE POTENTIAL TO INCREASE GOVERNMENT REVENUE. FOR EXAMPLE, IN UGANDA, NRGI'S ANALYSIS OF THE 2018 FISCAL REGIME AND RESULTANT RECOMMENDATIONS WERE REFLECTED IN A NEWLY PUBLISHED REVENUE MOBILIZATION STRATEGY. IN ADDITION, IN GUINEA, LEBANON AND TUNISIA WE SUPPORTED POLICY CHANGES THAT HAVE LED TO GREATER TRANSPARENCY THROUGH DISCLOSURES OF INFORMATION. MONITORING AND EVALUATION IN 2020, NRGI EMBARKED ON ITS 2020-2025 ORGANIZATIONAL STRATEGY WHICH INCLUDES A REVISED ORGANIZATIONAL THEORY OF CHANGE. PLANNING IS UNDERWAY FOR A FUTURE ORGANISATIONAL EVALUATION AT THE END OF THIS STRATEGY PERIOD. NRGI STRIVES TO ALIGN ITS APPROACH TO CONTINUOUS IMPROVEMENT IN-LINE WITH THE VALUES OF A LEARNING ORGANISATION. TO ACHIEVE THIS, THE MEL TEAM WORKS WITH PROGRAM STAFF TO GATHER LESSONS TO CONTINUOUSLY IMPROVE THE QUALITY, RELEVANCE, AND EFFECTIVENESS OF ITS PROGRAMMING.

TRAINING AND CAPACITY DEVELOPMENT BUILDING CHANGE AGENTS' KNOWLEDGE AND CREATING NETWORKS OF REFORM-MINDED INDIVIDUALS IS ONE OF THE LINCHPINS OF NRGI'S WORK. AS ONLINE OFFERINGS BECAME THE ONLY WAY TO CONDUCT CERTAIN TYPES OF CAPACITY BUILDING, NRGI BUILT ON PAST ONLINE SUCCESSES. AT THE GLOBAL LEVEL, WE TRANSFORMED NRGI'S ADVANCED RESOURCE GOVERNANCE COURSE, USUALLY HELD IN PERSON IN A SINGLE LOCATION, INTO A FULLY ONLINE COURSE COMBINING LIVE LECTURES, QUESTION-AND-ANSWER SESSIONS, MULTIMEDIA CONTENT, FORUM DISCUSSIONS AND GROUP WORK. OUR IN-COUNTRY PROGRAMMING ALSO PIVOTED TO VIRTUAL OFFERINGS.

INTERNATIONAL ADVOCACYON THE GLOBAL LEVEL, WE SUPPORTED SIGNIFICANT IMPROVEMENTS TO GLOBAL STANDARDS FOR COMMODITY TRADING GUIDELINES AND REPORTING REQUIREMENTS AT THE EXTRACTIVE INDUSTRIES TRANSPARENCY INITIATIVE (EITI). WE USED OUR EXPERTISE TO INFLUENCE STANDARDS OF THE EITI, GLOBAL REPORTING INITIATIVE (GRI), AND THE ORGANIZATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT (OECD) TO BRING ENERGY TRANSITION ISSUES TO THE FORE OF THESE NORM-SETTING BODIES. NRGI ALSO WORKED ALONGSIDE THESE PARTNERS TO FACILITATE STRONGER STANDARDS AND FOCUS ON ANTI-CORRUPTION ISSUES. IN THE PRIVATE SECTOR, NRGI SHARED RECOMMENDATIONS AND FACILITATED DIALOGUE ON STRATEGIES TO LESSEN CORRUPTION RISKS WHEN DOING BUSINESS WITH STATE-OWNED ENTERPRISES.

RESEARCHNRGI PUBLISHED CROSS-COUNTRY ANALYSES OF GOVERNMENT RESPONSES TO THE FISCAL CHALLENGES POSED BY THE CORONAVIRUS AND RELATED SWINGS IN COMMODITY PRICES. TO FACILITATE THIS WORK, WE CONTINUED TO DRAW ON OUR NATIONAL OIL COMPANY DATABASE AS AN ANALYTICAL TOOL. THESE QUICK ANALYSES OFTEN LED TO ACTION-IN GHANA, NRGI WAS ABLE TO SUPPORT AND WORK ALONGSIDE CIVIL SOCIETY IN PREVENTING RISKY GOVERNMENT PANDEMIC RESPONSE PROPOSALS, INCLUDING THE CONTROVERSIAL AGYAPA GOLD ROYALTY DEAL.

TECHNICAL ASSISTANCENRGI CONTRIBUTED TO TAX POLICY REFORMS THAT HAVE THE POTENTIAL TO INCREASE GOVERNMENT REVENUE. FOR EXAMPLE, IN UGANDA, NRGI'S ANALYSIS OF THE 2018 FISCAL REGIME AND RESULTANT RECOMMENDATIONS WERE REFLECTED IN A NEWLY PUBLISHED REVENUE MOBILIZATION STRATEGY. IN ADDITION, IN GUINEA, LEBANON AND TUNISIA WE SUPPORTED POLICY CHANGES THAT HAVE LED TO GREATER TRANSPARENCY THROUGH DISCLOSURES OF INFORMATION. MONITORING AND EVALUATION IN 2020, NRGI EMBARKED ON ITS 2020-2025 ORGANIZATIONAL STRATEGY WHICH INCLUDES A REVISED ORGANIZATIONAL THEORY OF CHANGE. PLANNING IS UNDERWAY FOR A FUTURE ORGANISATIONAL EVALUATION AT THE END OF THIS STRATEGY PERIOD. NRGI STRIVES TO ALIGN ITS APPROACH TO CONTINUOUS IMPROVEMENT IN-LINE WITH THE VALUES OF A LEARNING ORGANISATION. TO ACHIEVE THIS, THE MEL TEAM WORKS WITH PROGRAM STAFF TO GATHER LESSONS TO CONTINUOUSLY IMPROVE THE QUALITY, RELEVANCE, AND EFFECTIVENESS OF ITS PROGRAMMING.