sparc resource centre pocket guide 2013 edition

sparc

New ideas, new tools,

new ways of doing

:government business

The SPARC pocket

guide to resources on

improving governance

Resource CentrePocket Guide

2 0 1 3 E D I T I O N

pocket_guide_NEW_FINAL_red.qxd 12/02/2013 16:03

CO

NT

EN

TS

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .iHow to use this pocket guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ii

Scan the summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .iiRead or view the resources in full on the CD or website . . . . . . . . . . . . . . . . . . . . . .iiUse as a tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ii

How this guide is organised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ii1 Developing effective policy and strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

1.1 Developing effective policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11.2 Developing effective strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41.3 Performance management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51.4 Statistics and data management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2 Managing public finances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .182.1 Credible budget setting and management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .182.2 Budget execution and management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .212.3 Public financial analysis and information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .252.4 Public expenditure and financial accountability . . . . . . . . . . . . . . . . . . . . . . . . . .31

3 Improving public services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .343.1 Setting priorities for improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .343.2 Government structures and organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .423.3 Strengthening MDAs’ ability to deliver services . . . . . . . . . . . . . . . . . . . . . . . . . .473.4 Managing and reporting on service delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . .513.5 Managing human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52

4 Support from federal and national organisations . . . . . . . . . . . . . . . . . . . . . . . . .554.1 Peer review mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .554.2 Achieving the Millennium Development Goals . . . . . . . . . . . . . . . . . . . . . . . . . . .574.3 Networks and sharing experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61

5 Generic resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .645.1 Manuals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .645.2 Issues leaflets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .675.3 Results leaflets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .705.4 Lessons leaflets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .765.5 Voices leaflets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .795.6 Videos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .835.7 Photographs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91

6 Useful websites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95About SPARC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95Using the Resource Centre CD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Contents


FOR

EW

OR

D

i

ForewordIn 2008, the Nigerian and UK Governments decided to set up a partnership – the StatePartnership for Accountability, Responsiveness and Capability (SPARC) – to work for goodgovernance and less poverty in Nigeria. The two governments agreed to work together,first to support governance reforms in Enugu, Jigawa, Kaduna, Kano and Lagos statesand, second, to support governance reforms at federal level. SPARC now works in 10 ofNigeria's 36 states and the programme will run until 2015.

During the course of the programme, Nigerian partners and SPARC have generated awealth of information and knowledge, and set up many processes and procedures toimprove governance, often surmounting considerable challenges in the process. In order toextract the utmost value from this unique and growing accumulation of know-how, we arefinding new ways of sharing programme outputs to influence wider change. This pocketguide is one of many SPARC initiatives aimed at inspiring a public service 'performanceculture' in Nigeria.

Our primary aim in developing the Resource Centre, of which this guide is a part, is tomake information on actual experiences in governance reform initiatives widely available, toboth those involved in the SPARC programme and to other people and organisations. Thenew ideas, new tools and new ways of doing government business introduced by SPARCand developed with partners that we have collected together in this pocket guide testify toa groundswell of governance reform in our country. We hope that readers will gain insightsinto the changes taking place in Nigeria and be encouraged to stimulate new initiatives.

The pocket guide offers a range of options and choices. There is no 'best' approach orbest way to improve governance as so much depends on the context. Examples from thestates where SPARC works clearly demonstrate this. But there are common patterns thatcan help guide decisions. The emphasis is on long-term learning and change ingovernance processes, policies and institutions. The ideas, tools and methods presentedin the guide are examples for others to adopt, adapt or take forward as they see fit. Webelieve that approaches developed, piloted and successfully launched by SPARC overmany years must be shared widely to reach their full potential.

Another very important reason for collating these materials is to make sure that theinformation and knowledge accumulated during the programme is not lost when theprogramme comes to an end in 2015. The legacy from SPARC will be a rich array ofinformation, knowledge, experiences, insights, ideas and tools relating to governance andgovernance reform derived from the SPARC programme, our partners and otherorganisations involved in governance. We wish to ensure that this legacy endures as asolid foundation for those that follow to build on.

The guide has been designed to be user friendly. Each summary has a unique code whichwhen typed into the search box of the accompanying CD (or the online Resource Centresite) gives access to the full resource. It is a compact tool that can be used even wherethere is no internet connection.

We offer this pocket guide in the hope that what it contains will give readers fresh ideasthat they can adapt to their own circumstances and share with their colleagues. We hopeto inspire new thinking at all levels of government and throughout Nigerian society.

Dr Joe AbahNational Programme Manager, SPARC


HO

W T

O U

SE

TH

IS P

OC

KE

T G

UID

E / H

OW

TH

IS G

UID

E IS

OR

GA

NIS

ED

ii

How to use this pocket guideThis pocket guide brings together aselection of resources on governance andgovernance reform relating to the SPARCprogramme. Most have been produced bySPARC, our partners or other organisationsinvolved in governance. A few are generictools and there are also videos, photos anda list of useful websites.

The main focus when producing the guidewas to make resources on actualexperiences in governance reform initiativesavailable to those involved in governancereforms. SPARC hopes that the documentsincluded in the guide will give readersinsights into change interventions takingplace in Nigeria today.

The pocket guide is one of many SPARCinformation initiatives aimed at policymakers, those responsible for putting policyinto practice, and development partners.Revised editions will be produced regularly.

Scan the summariesThe guide contains easy-to-read summariesof information and knowledge productsrelated to the ongoing SPARC programme.The summaries deal with a range of issuesin governance – strategies, policies,processes, institutions and capacity amongothers.

Read or view the resources in full on theCD or websiteReaders can scan sections and summariesin the guide to quickly find areas and itemsof interest. The full text of the resourcesthat catch readers' attention can then beeasily accessed through a user-friendly,easy-to-search database on the CDattached to the back cover. The CD alsoholds videos and photos. All the summariesand resources can also be accessed atwww.sparc-nigeria.com/RC

Use as a toolThis guide, as the title suggests, has beendesigned as a pocket-size compact tool

that you can carry with you at all times sothat it is at hand when you need it. Wehope that many different groups of peoplewill find it useful.

Partners in the SPARC programme, forexample, may refer to items in the guidewhen talking through issues withstakeholders. Or they may refer to it tobring them up to speed on what SPARChas done. Policy makers, donors, civilsociety organisations and the private sectormay benefit from knowing what has beendone and where. Public servants may findthe examples of policies and processesuseful in guiding developments in theministries, departments and agencieswhere they work.

How this guide isorganisedThe pocket guide is divided into six sections.The first four sections provide shortsummaries of SPARC, government and otherorganisations' documents. Readers can referto the items summarised by typing the itemcode into the search page on the CDattached to the back of the guide.

Section 1 summarises materials that focuson developing policy and strategy. Section 2 deals with items that focusspecifically on managing public financesand Section 3 with those on improvingpublic services. Section 4 brings togethermaterials on support to state governmentsfrom federal or national organisations forgovernance reforms.

Section 5 is a selection of genericresources. There are manuals, briefs onissues, lessons learned and results, shortvideos of interviews with individualsinvolved in the SPARC programme and aset of photographs of SPARC activities.

Finally, Section 6 lists websites where other resources that may be of use to those involved in governance issues maybe found.


1 Developing effectivepolicy and strategyPolicies set out what a governmentintends to achieve and how it intends toact. Strategies describe the steps agovernment will use to implement apolicy that is already in place. Gettingboth right, therefore, is a key step inimproving the governance of a country.

The SPARC programme encouragesstates to develop policies that align withnational and state priorities. This meansmaking sure that policy in one sectortakes into account the effect that it willhave in other sectors and developingstrategies that are based on accurateinformation. Strategies and targets basedon actual data are more likely to berealistic than those that are not. Researchis important as it helps to ensure thatpolicies benefit everyone they areintended to, to check that there are notechnical reasons to stop the policy beingapplied and to make sure that thegovernment services that have to applythe policy have the capacity to do so.

This section of the guide shows howstate governments have tackledreforming how they develop policy andstrategy.

Section 1 has four sub-sections:

Developing effective policies (1.1), Developing effective strategies (1.2), Performance management (1.3), and Statistics and data management (1.4).

1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.1 D

EV

ELO

PIN

G E

FFEC

TIVE

PO

LICIE

S

1

This generic guide to developing statepolicies and plans, compiled by SPARC,sets out the principles of policy making,especially as regards improving delivery ofpublic services and the welfare of citizens.States can adapt the guide to theirparticular circumstances.

The guide is intended to help policy makersin state governments and ministries ofeconomic planning understand:

What 'policy' is and how it relates to strategy,

The responsibilities of executive councils and of state houses of assembly with respect to policy making,

The basic steps in making a state development plan, especially to ensure that it is affordable and doable,

How policies and plans link to the way governments do business, and how these links affect effective implementation of policies and plans, and

How to ensure that policies respond to the needs of citizens.

Of interest to: State government executives,legislative policy makersIssuing body: SPARCType of resource: SPARC guideStatus: FinalDate: 2012Title: Making State Policy and DevelopmentPlansNumber of pages: 46File type: pdfFile size: 1078 KBTo read the full text: Please type DEP001into the search box on the search page of theCD attached to this book.

1.1.1 Guide to developing statepolicies and plans

1.1 DEVELOPING EFFECTIVEPOLICIES


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.1 D

EV

ELO

PIN

G E

FFEC

TIVE

PO

LICIE

S

2

Enugu State aims to be one of the fourmost economically developed states inNigeria by 2020. To bring this about, in2008, the Enugu State Government beganto develop plans to achieve this. Amedium-term implementation plan, the firstof its kind in the history of Enugu State,was published two years later. This planhas now been translated into strategies andannual budgets for all major sectors.

This leaflet briefly describes the plan, how itwas developed and useful lessons learnedalong the way.

Of interest to: State governments,development partners, civil societyIssuing body: Enugu State GovernmentType of resource: FlyerStatus: FinalDate: 2012Title: Developing the Enugu State Medium-Term Implementation Plan (2010–2013)Number of pages: 2File type: pdfFile size: 97 KBTo read the full text: Please type DEP002into the search box on the search page of theCD attached to this book.

1.1.2 Developing the Enugu State Medium-TermImplementation Plan 2010–2013

Medium-term sector strategies (MTSSs) arean important part of the policy, strategyand corporate planning process in KanoState. All ministries, departments andagencies (MDAs) in Kano State have todevelop annual budget proposals as part ofthe medium-term sector strategy process.The Ministry of Planning and BudgetMedium-Term Sector Strategy (MTSS)Guide indicates the steps Kano StateMDAs can take to:

Ensure consistency between submissions from different ministries,

Reflect differences between sectors, and

Allow learning and development throughout the process.

The guide draws on federal governmentguidelines and the experiences of otherstates, but takes account of specificcircumstances and particular needs in KanoState. It covers the what, why and who ofMTSSs and explains policy, strategy, theresults chain and programme-basedbudgeting. The steps outlined in the guideare not prescriptive. Each ministry maychoose to adapt the process or addadditional steps as they see fit.

1.1.3 Guide to Kano State medium-term sectorstrategies

Of interest to: State MDAs, developmentpartnersIssuing body: Kano State GovernmentType of resource: State government reportStatus: FinalDate: 2011Title: Ministry of Planning and BudgetMedium-Term Sector Strategy (MTSS) GuideNumber of pages: 57File type: pdfFile size: 1028 KBTo read the full text: Please type DEP003into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.1 D

EV

ELO

PIN

G E

FFEC

TIVE

PO

LICIE

S

3

A review of policies, strategies and otherkey documents is the first stage indeveloping a state development plan andmedium-term sector strategies. This reviewof strategies and policies in Lagos Statecovers the Lagos State EconomicEmpowerment Development Strategy, theReview Report 2008, the Ten-Point Agenda2003–2007, the Lagos State Vision 20:2020,and other key policy and strategydocuments.

The lessons drawn from the review couldinform future programmes. Implementingthe recommendations could improveplanning and documentation. Suggestednext steps are consulting with stakeholders,discussing the review with selectedstakeholders, validating the review,mapping stakeholders in the policy andstrategy development process, andclarifying policy and strategy developmentprocesses.

1.1.4 Reviewing strategies andpolicies in Lagos State

Of interest to: State governments,development partners, stakeholdersIssuing body: Lagos State GovernmentType of resource: State governmentdocumentStatus: FinalDate: 2010Title: Report on Review of High-Level PolicyDocumentsNumber of pages: 28File type: pdfFile size: 401 KBTo read the full text: Please type DEP004into the search box on the search page of theCD attached to this book.

This is a report of a workshop run bySPARC for staff in departments of theLagos State Ministry of Economic Planningand Budget that work together on researchapplications in policy and strategy (RAPS).Participants at the workshop workedthrough an actual task – the requirement forone of the ministry's departments, theEconomic Intelligence Unit, to produce apolicy brief on affordable housing – usingthe RAPS structured approach toformulating policy and strategy.

The report summarises what was coveredduring the four-day workshop and how thetraining was delivered. It highlights lessonslearned and indicates the next stepsworkshop participants were required totake in using their new knowledge andskills in their day-to-day activities back intheir offices. Section 1 covers the rationalefor the course, the objectives and expectedoutcomes. Section 2 introduces the RAPSapproach, describes the contents of theworkshop, how the course was organised,highlights, lessons learned and conclusionsdrawn.

1.1.5 Introducing the researchapplications in policy andstrategy (RAPS) approachin Lagos State

Of interest to: Ministries of planning andbudgeting, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Joint P&S / M&E Activity Report –LASG MEPB RAPS Training WorkshopNumber of pages: 37File type: pdfFile size: 1230 KBTo read the full text: Please type DEP005into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.2 D

EV

ELO

PIN

G E

FFEC

TIVE

STR

ATE

GIE

S

4

This guide is a tool that has been producedto help state public servants who areinvolved in developing strategies. The guideis intended to be used, in the first instance,in discussions with senior state civilservants to introduce them to best practiceprinciples in developing strategies,especially strategies for improving thedelivery of public services and the welfareof citizens. If they wish, states can thentake the guide and adapt it to their specificcircumstances and aspirations.

Most of the text is quite technical. Statescan copy or edit the guide as they see fit.In some sections, information specific tothe state would need to be added, forexample, on key policy goals or existingplans. This third edition of the guideincorporates lessons and developments –especially on using templates forconverting sector strategy costs intobudgets – from states which have alreadyused the guide.

1.2.1 Guide to developingmedium-term sectorstrategies

Of interest to: Senior state public servants,state MDAs, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: Third editionDate: 2012Title: Developing Medium-Term SectorStrategies – A Guide for Main Vote-Controlling Ministries and Their MDAsNumber of pages: 85File type: pdfFile size: 2.03 MBTo read the full text: Please type DES001into the search box on the search page of theCD attached to this book.

1.2 DEVELOPING EFFECTIVESTRATEGIES

This report of a Lagos State medium-termsector strategy (MTSS) training workshopsummarises topics that were covered,describes the approaches taken to deliverthe training and highlights lessons learnedduring the training. It sets out the nextsteps in developing MTSSs in sectors thathave not yet done so.

Novel and innovative approaches used inthe workshop included:

Use of illustrations and examples drawnfrom participants' experiences to explain complex concepts,

Sharing participants' experiences in preparing MTSSs,

Asking workshop participants to recap the previous day's session, and

Drawing together a mix of participants with different degrees of understanding and exposure to the MTSS process.

Workshop participants took a draft outlineaction plan back to their workplaces tonegotiate and agree how activities wouldbe implemented and who would beresponsible.

1.2.2 Training on medium-termsector strategies in LagosState

Of interest to: State MDAs, developmentpartners, civil societyIssuing body: SPARCType of resource: SPARC activity reportStatus: DraftDate: 2011Title: Draft Activity Report – LASG MEPBTraining on the MTSS ProcessNumber of pages: 14File type: pdfFile size: 516 KBTo read the full text: Please type DES002into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.3 P

ER

FOR

MA

NC

E M

AN

AG

EM

EN

T

5

Kaduna State launched its changeprogramme in 2009. Each year, a review ofthe change programme assessesachievements and challenges, and makesrecommendations for adjusting strategies,plans and budgets. The first annual reviewof the change programme took place inJune 2010 and made recommendations toimprove its effectiveness. The secondreview took place in June 2011. This reportsets out the results of the 2011 review.

The review took place at a high-level retreatwhere workstream groups reviewed theirperformance. The groups put forwardrecommendations to build on achievementsand address challenges, and discussedhow to link changes across workstreams.Overall, the review showed that there wasan overarching need to strengthenunderstanding of, and commitment to, thechange programme in the civil service. Thiswould mean more sensitisation andongoing communication.

1.3.1 Reviewing the KadunaState Change Programme2011

Of interest to: State governments,development partnersIssuing body: Office of the Head of ServiceBureau of Public Service Reform, KadunaState GovernmentType of resource: State government reportStatus: FinalDate: 2012Title: Change Programme AnnualPerformance ReportNumber of pages: 36File type: pdfFile size: 1257 KBTo read the full text: Please type DPM001into the search box on the search page of theCD attached to this book.

The Kaduna State Government ChangeProgramme was launched in May 2009 tosupport delivery of the Eleven-PointAgenda in three areas: public servicemanagement, public financial management,and policy and strategy. The guidelines forthe 2011 annual review of the changeprogramme cover the:

Main activities and timetable, Responsibilities for the change

programme review process, High-level retreat agenda and schedule, High-level retreat participants, Key documents for review at the high-

level retreat, and Expected outputs of the high-level

retreat and the process for follow up.

The 2011 review takes the same format asthe first review in 2010 but focuses moreon responding to findings and makingrecommendations for improving the changeprogramme.

1.3.2 Guidelines for the 2011review of the Kaduna StateChange Programme

Of interest to: State MDAs, developmentpartners, permanent secretaries, directors,commissionersIssuing body: Office of the Head of Service,Kaduna State GovernmentType of resource: GuidelinesStatus: FinalDate: 2011Title: 2011 Change Programme Joint AnnualReview Operational Guidelines: Process andTimeNumber of pages: 8File type: pdfFile size: 703 KBTo read the full text: Please type DPM002into the search box on the search page of theCD attached to this book.

1.3 PERFORMANCEMANAGEMENT


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.3 P

ER

FOR

MA

NC

E M

AN

AG

EM

EN

T

6

The Kaduna State Government brochure onits change programme, formally launchedby the Governor during Civil Service Week,briefly describes the change programmeand its objectives, and highlights successstories.

Successes featured are:

Improvements in accounting – financial and statistical reports are prepared more quickly and accurately helping theState government to better monitor annual budgets,

Clearer mandates – synergies and harmony between sectors is leading to better efficiency in way government business is conducted,

Introduction of corporate planning – efforts are more cohesive,

Stronger partnerships with international development agencies, and

Multiyear budgeting – helping ensure policy targets in the Eleven-Point Agenda and Kaduna State DevelopmentPlan are achieved on time.

1.3.3 Changing the machinery ofKaduna State Government

Of interest to: State governments,development partners, civil servantsIssuing body: Kaduna State GovernmentType of resource: BrochureStatus: FinalDate: 2010Title: Change Programme – Changing theMachinery of GovernmentNumber of pages: 2File type: pdfFile size: 1683 KBTo read the full text: Please type DPM003into the search box on the search page of theCD attached to this book.

This brochure explains the Kaduna StateChange Programme, its objectives and howthe state government is delivering betterservices through improved governance.

The brochure describes how cross-cuttingreforms are being piloted in health,education and agriculture. The wide-ranging reforms in the public service arehelping clarify responsibilities across thestate government and are helping theservice become more efficient andprofessional. The government, in managingfor results, sets clear goals to guideplanning and allocation of budgets. Bymeasuring progress towards these goals,the government can ensure plans remainon track, report progress to the public andbe accountable for the use of public funds.

1.3.4 Kaduna State ChangeProgramme

Of interest to: State governments,development partners, civil servantsIssuing body: Kaduna State GovernmentType of resource: BrochureStatus: FinalDate: 2011Title: Change Programme – HelpingGovernment Perform BetterNumber of pages: 2File type: pdfFile size: 2.42 MBTo read the full text: Please type DPM004into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.3 P

ER

FOR

MA

NC

E M

AN

AG

EM

EN

T

7

In 2009, SPARC and Kano StateGovernment agreed on a set of programmesthat would lead to changes in the KanoState governance system. The changeprogramme reforms address three areas thatare important for effective implementation ofthe Kano State Roadmap for Development:public service reform, public financial reform,and policy and strategy, including monitoringand evaluation.

The Kano State Operational Guideline forJoint Annual Performance Review 2010explain the purpose and scope of the 2010review, and describe the outputs that wereexpected:

A report showing how the change programme contributed to reform,

Tools that the state government could own and adapt for other reviews, and

Enhanced capacity in conducting performance reviews.

The guidelines cover the approach to thereview, roles and responsibilities, the mainactivities, a timetable, and the arrangementsand documents for a high-level retreat.

1.3.5 Guidelines for Kano Statejoint annual performancereview

Of interest to: State governments, civilservants, development partnersIssuing body: Kano State Government andSPARCType of resource: GuidelinesStatus: FinalDate: 2010Title: Kano State Operational Guideline forJoint Annual Performance Review 2010Number of pages: 12File type: pdfFile size: 254 KBTo read the full text: Please type DPM005into the search box on the search page of theCD attached to this book.

This presentation was given to staff ofministries, departments and agencies inKaduna State. It covers the performancereview process step-by-step, as well astimelines and expected outputs. Thepresentation describes how to:

Organise a performance review, Prepare a performance report, Analyse progress using key

performance indicators, Assess sector financial performance,

and Determine next steps.

1.3.6 Reviewing sectorperformance in KadunaState

Of interest to: Civil servants, MDAs,development partnersIssuing body: Ministry of Economic PlanningKaduna State GovernmentType of resource: PresentationStatus: FinalDate: 2011Title: Implementing Sector PerformanceReviewsNumber of slides: 43File type: pdfFile size: 1114 KBTo view the presentation: Please typeDPM006 into the search box on the searchpage of the CD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.3 P

ER

FOR

MA

NC

E M

AN

AG

EM

EN

T

8

The Kaduna State Sector PerformanceReview Guidelines explain how sectors canreview and report on progress in achievingthe goals and objectives of medium-termsector strategies (MTSSs), and use theresults to adjust and carry MTSSs forward.The guidelines are not prescriptive but areoffered to help sectors strengthen how theymonitor and evaluate MTSSs. They stressthe need to assess results against goalsand objectives by focusing on outcomesand outputs rather than inputs andactivities.

The guidelines describe how to organise asector performance review, suggest astructure for sector performance reportsand give advice on writing a report.Although the guidelines have been writtenfor reporting performance on MTSSs, theyare also useful for reporting performance insectors that do not yet have MTSSs and incross-cutting reform initiatives such as theKaduna State Change Programme.

1.3.7 Guidelines for reportingperformance in Kaduna State

Of interest to: State MDAs, developmentpartnersIssuing body: Ministry of Economic PlanningKaduna State GovernmentType of resource: GuidelinesStatus: FinalDate: 2011Title: Sector Performance Review GuidelinesNumber of pages: 20File type: pdfFile size: 1091 KBTo read the full text: Please type DPM007into the search box on the search page of theCD attached to this book.

These are guidelines for Kano State sectorperformance reports.

1.3.8 Kano State guidelines forsector performance reports2011

Of interest to: Kano state ministries,departments and agenciesIssuing body: Kano State GovernmentType of resource: GuidelinesStatus: FinalDate: 2011Title: The Kano State Roadmap forDevelopment (KSRD) Sector PerformanceEvaluation Report GuidelineNumber of pages: 6File type: pdfFile size: 357 KBTo read the full text: Please type DPM008into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.3 P

ER

FOR

MA

NC

E M

AN

AG

EM

EN

T

9

This template for sector performanceevaluation reports 2009–2010 was to beused by Lagos State ministries,departments and agencies (MDAs) fordocumenting outcomes, methods, lessonslearned and plans for improvement in 2010.It was designed to help MDAscommunicate successes and challenges inprogrammes set out in medium-term sectorstrategies to policy makers, and internaland external stakeholders. The template isan aid to clear reporting for a wide range ofreaders.

1.3.9 Template for Lagos StateGovernment performanceevaluation reports 2010

Of interest to: State MDAs, developmentpartnersIssuing body: Lagos State GovernmentType of resource: TemplateStatus: FinalDate: 2010Title: XXXX Sector Performance EvaluationReport 2009–2010Number of pages: 10File type: pdfFile size: 365 KBTo read the full text: Please type DPM009into the search box on the search page of theCD attached to this book.

This report introduces the self-evaluationassessment tool (SEAT). SEAT is based onthe Public Expenditure and FinancialAccountability-Public FinancialManagement (PEFA-PFM) approach nowadopted by national and state governmentsas an international standard for measuringfinancial management performance.

Using the assessment framework,government stakeholders can self-assesspolicy and strategy, information systems,and monitoring and evaluation. Initial self-assessments provide a baseline againstwhich to monitor subsequent performance.State partners and stakeholders can useself-assessments to develop a strategy andwork plan to roll out a programme ofgovernance reform.

1.3.10 How to use the self-evaluation assessment tool

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: SPARC final reportStatus: Final reportDate: 2012Title: SEAT Performance MeasurementFramework – Policy and Strategy/Monitoringand Evaluation Final ReportNumber of pages: 38File type: pdfFile size: 949 KBTo read the full text: Please type DPM010into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

10

The Policy and Strategy InformationManagement/Monitoring & Evaluation Self-Assessment Final Report provides anobjective assessment of policydevelopment, strategic planning, monitoringand evaluation (M&E), and informationmanagement (IM) in Kaduna State. Thereport sets out a baseline against whichprogress on reforms can be measured andidentifies priorities to address in developingpolicy, planning strategy, M&E and IM.

The results of the self-assessment showedthat the capacity for making effective policyand developing strategy improved inKaduna State over the three years to 2012.This could be partly because donoragencies supported various programmesand partly because the state executive andadministration committed to improveplanning. The assessment found that therewas no clear legislative or regulatoryframework for M&E and, as a result, MDAshave each developed their ownarrangements. Most MDAs have limitedunderstanding of IM and M&E, and limitedcapacity for organisational development.This means M&E and IM are a challenge.

1.3.11 Self-assessment of policy,strategy, monitoring andevaluation in Kaduna State

Of interest to: State MDAs, developmentpartners, permanent secretaries, directors,commissionersIssuing body: Kaduna State GovernmentType of resource: State government reportStatus: FinalDate: 2012Title: Policy and Strategy InformationManagement/Monitoring & Evaluation Self-Assessment Final ReportNumber of pages: 59File type: pdfFile size: 956 KBTo read the full text: Please type DPM011into the search box on the search page of theCD attached to this book.

This toolkit explains key performanceindicators (KPIs) and how to use them forthe Comprehensive Development Framework(CDF) in Jigawa State. Explanations cover:

Data processing techniques, How to calculate key performance

indicators for the Comprehensive Development Framework Monitoring and Evaluation Results (CDF M&E) Framework, and

How to interpret results and present them in user-friendly ways.

The manual has four sections that describehow to:

Develop KPI formulas, Collate data and enter it into KPI

formulas, Develop charts to show results, and Present charts and analyses.

The manual is a useful reference on KPIs inthe CDF M&E Framework.

1.4.1 Jigawa State toolkit for keyperformance indicators

Of interest to: State MDAs, developmentpartners, statistics officersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Measuring and Presenting Jigawa CDFKPIsNumber of pages: 23File type: pdfFile size: 643 KBTo read the full text: Please type DSD001into the search box on the search page of theCD attached to this book.

1.4 STATISTICS AND DATAMANAGEMENT


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

11

This manual explains key performanceindicators (KPIs) and describes how to:

Define KPIs for medium-term sector strategies,

Use data processing techniques, Calculate baselines and values of KPIs,

and Present results and analyses in user-

friendly ways.

The manual has six sections:

An introduction to results-based management (RBM) and KPIs,

Defining KPIs for MTSSs, Developing KPI formulas, Collating data and using KPI formulas, Developing charts to show KPI results,

and Analysing key features.

A worked example helps readers tounderstand and use KPIs. The manual isalso a reference for defining and measuringKPIs in medium-term sector strategymonitoring and evaluation (MTSS M&E)frameworks.

1.4.2 Enugu State manual for keyperformance indicators

Of interest to: State MDAs, developmentpartnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Defining, Measuring and PresentingEnugu MTSS KPIsNumber of pages: 38File type: pdfFile size: 703 KBTo read the full text: Please type DSD002into the search box on the search page of theCD attached to this book.

This seminar presentation explainsmonitoring and evaluation (M&E) clearly,simply and comprehensively. It introduces,defines and puts M&E into the widercontext of results-based management(RBM). The seven phases, benefits and keyprinciples of RBM are covered.

The presentation introduces the resultschain as a framework for M&E and explainshow to set targets, indicators andbaselines, and how to benchmark. Asection on performance monitoring coversthe performance framework, and collectingand analysing data to measureperformance against indicators. The sectionon reviewing and reporting resultsdescribes how results feed back into theplanning cycle. Types of evaluations andevaluation methods are also dealt with.

1.4.3 Demystifying monitoring andevaluation in Lagos State

Of interest to: State MDAs, federalinstitutionsIssuing body: Lagos State GovernmentType of resource: PresentationStatus: FinalDate: 2012Title: Monitoring and Evaluation Demystified– A Seminar for Lagos State GovernmentNumber of pages: 117File type: pdfFile size: 2011 KBTo view the presentation: Please typeDSD003 into the search box on the searchpage of the CD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

12

This study analysed monitoring andevaluation (M&E) in Ekiti State andassessed the capacity for undertaking M&Ein the ministries, departments and agencies(MDAs) that are responsible for reporting onprogress towards the MillenniumDevelopment Goals and Ekiti State Eight-Point Agenda targets. The review foundthat indicators for measuring progresstowards the Millennium Development Goalsand Eight-Point Agenda Goals were notbased on detailed sectoral planning. Thismeant that M&E was a randomcombination of high-level impact data andlow level data on inputs and activities, anddid not provide a full picture of progress.

The limitations in M&E reflected the lack ofresources and staff capacity in MDAs. Datacollection, processing, analysing andreporting processes were, in most cases,dysfunctional and uncoordinated. The studycalled for an approach to building capacityin M&E that combines technical learningwith acquiring skills in processes, and inorganisation and institution building.

1.4.4 Assessing capacity forreporting progress towardsthe Millennium DevelopmentGoals in Ekiti State

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Final reportStatus: FinalDate: 2011Title: Final Report: Ekiti State MDGs M&ECapacity Assessment ReportNumber of pages: 78File type: pdfFile size: 1063 KBTo read the full text: Please type DSD004into the search box on the search page of theCD attached to this book.

The Ekiti State Government is setting up astate-wide monitoring and evaluation (M&E)system. This will track and report onprogress towards the MillenniumDevelopment Goals and the goals of theEkiti State Eight-Point Agenda. The newsystem will consider performance at alllevels of the results chain – from inputs andactivities to outputs and, most importantly,outcomes and impact.

To put the M&E system in place many gapswill need to be filled – in developingpolicies and plans, clarifying roles andresponsibilities, building the capacity ofMDAs, and rationalising data collection andsystems. The Roadmap for StrengtheningEkiti State Monitoring and EvaluationSystems sets out nine steps for developingand implementing a results-based M&Epolicy and master plan for the state.

1.4.5 Roadmap for results-basedmonitoring and evaluationin Ekiti State

Of interest to: MDAsIssuing body: Department for Monitoring andEvaluation, Ministry of Budget and EconomicPlanning, Ekiti StateType: State government reportStatus: FinalDate: 2012Title: The Roadmap for Strengthening EkitiState Monitoring and Evaluation SystemsNumber of pages: 16File type: pdfFile size: 466 KBTo read the full text: Please type DSD005into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

13

Prepared by the Ekiti State Ministry forIntegration and Intergovernmental Affairsand Ministry of Budget and EconomicPlanning this fact sheet sets out what EkitiState has delivered against MillenniumDevelopment Goals 1 to 8 and what thestate hopes to achieve by 2014.

The fact sheet is illustrated with reader-friendly graphs and charts that summariseprogress.

1.4.6 Progress on the MillenniumDevelopment Goals in EkitiState

Of interest to: State governments, ministries,departments, agencies, non-governmentorganisations, development partnersIssuing body: Ministry for Integration andIntergovernmental Affairs and Ministry ofBudget and Economic PlanningType of resource: LeafletStatus: PublishedDate: 2012Title: Ekiti State Millennium DevelopmentGoalsNumber of pages: 4File type: pdfFile size: 701 KBTo read the full text: Please type DSD006into the search box on the search page of theCD attached to this book.

Prepared by the Ekiti State Ministry forIntegration and Intergovernmental Affairsand Ministry of Budget and EconomicPlanning this poster shows what Ekiti Statehas delivered against MillenniumDevelopment Goals 1 to 8 and what thestate hopes to achieve by 2014.

Graphs and charts show progress at aglance.

1.4.7 Progress on the MillenniumDevelopment Goals in Ekiti State

Of interest to: State governments, ministries,departments, agencies, non-governmentorganisations, development partnersIssuing body: Ministry for Integration andIntergovernmental Affairs and Ministry ofBudget and Economic PlanningType of resource: PosterStatus: PublishedDate: 2012Title: Ekiti State Millennium DevelopmentGoalsNumber of pages: 1File type: pdfFile size: 596 KBTo see the poster: Please type DSD007into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

14

This report presents the state grossdomestic product (SGDP) for Kaduna Stateat current and real prices 2002–2008.Making decisions in an open, liberal,market economy requires qualityinformation. In Nigeria, the quality of dataand the capacity to use informationeffectively to manage the economy,particularly in the lower levels ofgovernment, needs to improve if scarceresources are to be used effectively. Statesnow control significant resources. How theyspend these affects the national economy.This means calculating gross domesticproduct (GDP) at the state level.

The Kaduna State economy was the 15th

largest state economy in Nigeria 2002–2008and made up 3.3% of Nigerian GDP.Agriculture contributed 30% of SGDP inKaduna. The information presented in thisreport on the various sectors of the stateeconomy, though tentative, can be used byplanners and policy makers in consideringprospects and challenges.

1.4.8 Overview of Kaduna Stateeconomy 2002–2008

Of interest to: State governments, privatesector, development partners, economists,planners, policy makersIssuing body: Kaduna State GovernmentType of resource: State government reportStatus: FinalDate: 2010Title: Index of Economic Activities in KadunaStateNumber of pages: 39File type: pdfFile size: 1036 KBTo read the full text: Please type DSD008into the search box on the search page of theCD attached to this book.

This checklist for gender and socialinclusion can be used by those involved indeveloping medium-term sector strategies.The list covers situational analysis,participation and decision making.Checking off items in the list will helpensure social inclusion issues are notneglected in medium-term sectorstrategies.

1.4.9 Checklist for gender and social inclusion inmedium-term sectorstrategies and plans

Of interest to: MDAs, development partnersIssuing body: SPARCType of resource: ChecklistStatus: FinalDate: 2011Title: Checklist for Gender and SocialInclusion (G&SI) in MTSS and PlanningNumber of pages: 5File type: pdfFile size: 431 KBTo read the full text: Please type DSD009into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

15

In 2010 a survey of citizens' perceptionswas conducted in Lagos, Enugu, Kaduna,Kano and Jigawa states by NOI Polls. Fivehundred people were interviewed in eachstate and asked how they felt aboutgovernment service delivery, governance,voice and accountability.

This leaflet summarises the findings inJigawa State on: 1) maintaining roads, 2)keeping communities safe, 3) providingclean water, 4) providing primary education,5) providing access to medical care, 6)public service funding and accountability ofgovernment to the state House ofAssembly or the law, 7) responsiveness ofgovernment, 8) how included or excludedspecific groups felt in decision making onbig issues and 9) how comfortable they feltexpressing their satisfaction/dissatisfactionwith government services. The surveysample size was small meaning that thefindings indicate possible trends but are nota sound basis for proposing fundamentalchanges to government policy or reforms.

1.4.10 Perceptions of servicedelivery and governance inJigawa State

Of interest to: Citizens, state governments,development partnersIssuing body: NOI PollsType of resource: FactsheetStatus: FinalDate: 2011Title: Jigawa State Perceptions of ServiceDelivery & GovernanceNumber of pages: 4File type: pdfFile size: 464 KBTo read the full text: Please type DSD010into the search box on the search page of theCD attached to this book.


This leaflet summarises the findings inEnugu State on: 1) maintaining roads, 2)keeping communities safe, 3) providingclean water, 4) providing primary education,5) providing access to medical care, 6)public service funding and accountability ofgovernment to the state House ofAssembly or the law, 7) responsiveness ofgovernment, 8) how included or excludedspecific groups felt in decision making onbig issues and 9) how comfortable they feltexpressing their satisfaction/dissatisfactionwith government services. The surveysample size was small meaning that thefindings indicate possible trends but are nota sound basis for proposing fundamentalchanges to government policy or reforms.

1.4.11 Perceptions of servicedelivery and governance inEnugu State

Of interest to: Citizens, state governments,development partnersIssuing body: NOI PollsType of resource: FactsheetStatus: FinalDate: 2011Title: Enugu State Perceptions of ServiceDelivery & GovernanceNumber of pages: 4File type: pdfFile size: 469 KBTo read the full text: Please type DSD011into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

16


This leaflet summarises the findings inKaduna State on: 1) maintaining roads, 2)keeping communities safe, 3) providingclean water, 4) providing primary education,5) providing access to medical care, 6)public service funding and accountability ofgovernment to the state House ofAssembly or the law, 7) responsiveness ofgovernment, 8) how included or excludedspecific groups felt in decision making onbig issues and 9) how comfortable they feltexpressing their satisfaction/dissatisfactionwith government services. The surveysample size was small meaning that thefindings indicate possible trends but are nota sound basis for proposing fundamentalchanges to government policy or reforms.

1.4.12 Perceptions of servicedelivery and governance inKaduna State

Of interest to: Citizens, state governments,development partnersIssuing body: NOI PollsType of resource: FactsheetStatus: FinalDate: 2011Title: Kaduna State Perceptions of ServiceDelivery & GovernanceNumber of pages: 4File type: pdfFile size: 463 KBTo read the full text: Please type DSD012into the search box on the search page of theCD attached to this book.


This leaflet summarises the findings inKano State on: 1) maintaining roads, 2)keeping communities safe, 3) providingclean water, 4) providing primary education,5) providing access to medical care, 6)public service funding and accountability ofgovernment to the state House ofAssembly or the law, 7) responsiveness ofgovernment, 8) how included or excludedspecific groups felt in decision making onbig issues and 9) how comfortable they feltexpressing their satisfaction/dissatisfactionwith government services. The surveysample size was small meaning that thefindings indicate possible trends but are nota sound basis for proposing fundamentalchanges to government policy or reforms.

1.4.13 Perceptions of servicedelivery and governance inKano State

Of interest to: Citizens, state governments,development partnersIssuing body: NOI PollsType of resource: FactsheetStatus: FinalDate: 2011Title: Kano State Perceptions of ServiceDelivery & GovernanceNumber of pages: 4File type: pdfFile size: 470 KBTo read the full text: Please type DSD013into the search box on the search page of theCD attached to this book.


1 DE

VE

LOP

ING

EFFE

CT

IVE

PO

LICY

AN

D S

TR

AT

EG

Y1.4 S

TATIS

TICS

AN

D D

ATA

MA

NA

GE

ME

NT

17


This leaflet summarises the findings inLagos State on: 1) maintaining roads, 2)keeping communities safe, 3) providingclean water, 4) providing primary education,5) providing access to medical care, 6)public service funding and accountability ofgovernment to the state House ofAssembly or the law, 7) responsiveness ofgovernment, 8) how included or excludedspecific groups felt in decision making onbig issues and 9) how comfortable they feltexpressing their satisfaction/dissatisfactionwith government services. The surveysample size was small so the findingsindicate possible trends but are not asound basis for proposing fundamentalchanges to government policy or reforms.

1.4.14 Perceptions of servicedelivery and governance inLagos State

Of interest to: Citizens, state governments,development partnersIssuing body: NOI PollsType of resource: FactsheetStatus: FinalDate: 2011Title: Lagos State Perceptions of ServiceDelivery & GovernanceNumber of pages: 4File type: pdfFile size: 463 KBTo read the full text: Please type DSD014into the search box on the search page of theCD attached to this book.

The Citizens Perceptions Survey Crib Sheetprovides suggestions for sharing anddiscussing factsheets on perceptions ofstate service delivery and governance withstate government officials. Each factsheethas four pages:

1. Positioning (population profile and service delivery attitudes),

2. Public service funding and government accountability,

3. Responsiveness and voice, and4. Priorities for defined groups.

Each page has a box suggesting 'points fordiscussions' – useful points of entry fordiscussions with government officials.Government officials may also wish to usethe factsheets in internal discussions.

The guidance note stresses that users ofthe factsheets need to use the surveyfindings with caution because the size ofthe sample was small. The note providesdetails on sampling and error marginsalong with contact details for furtherinformation on the surveys.

1.4.15 Guidance on citizenperceptions factsheets

Of interest to: SPARC, PATHS2, ESSPINIssuing body: SPARCType of resource: Guidance noteStatus: FinalDate: 2011Title: Citizens Perceptions Survey Crib SheetNumber of pages: 2File type: pdfFile size: 350 KBTo read the full text: Please type DSD015into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.1 C

RE

DIB

LE B

UD

GE

T SE

TTING

AN

D M

AN

AG

EM

EN

T

18

The Enugu State Budget Manual sets outstandard budgeting processes andprocedures to be followed by all stateministries, departments and agencies(MDAs) when preparing and implementingannual budgets. The aim is for MDAs toimprove how they plan and preparebudgets by engaging stakeholders andconsulting with them at appropriate stages.

The manual covers the budget cycle andshows how budget processes link to themedium-term expenditure framework.Related issues, such as procedures formaking payments, and preparing auditsand annual accounts, are also covered. Themanual also provides guidelines forreporting, monitoring and evaluating budgetprocesses and outcomes. It is anauthoritative guide to budgeting and can beused in conjunction with existing rules,regulations and laws for budgeting andfinancial management in the state.

2.1.1 Standardising budgetprocesses in Enugu State

Of interest to: Budget and planning officers,public servantsIssuing body: Enugu StateType of resource: ManualStatus: FinalDate: September 2011Title: Enugu State Budget ManualNumber of pages: 26File type: pdfFile size: 455 KBTo read the full text: Please type MBS001into the search box on the search page of theCD attached to this book.

2 Managing publicfinancesWithout good financial management, the risk of inefficient use andmismanagement of public fundsincreases. To boost financialmanagement, SPARC works in threeareas related to managing resources.

Section 2 deals with:

Credible budget setting and management – better fiscal management to ensure that public financial resources are used efficiently and effectively (2.1),

Budget execution and management – better resource allocation to ensurethat taxes are used efficiently and that funds are released to spending ministries on time (2.2),

Audit and oversight – greater technical efficiency to ensure that contracts are completed on time, funds distributed promptly and any inefficiency properly investigated, and

Public Expenditure and Financial Accountability (PEFA)-based public financial management (2.4).

2.1 CREDIBLE BUDGETSETTING AND MANAGEMENT


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.1 C

RE

DIB

LE B

UD

GE

T SE

TTING

AN

D M

AN

AG

EM

EN

T

19

Lagos State Ministry of Economic Planningand Budget developed these guidelines onprogramme-based budgeting (PBB) forministries, departments and agencies. PBBensures that programmes funded throughannual budgets achieve the policyobjectives and goals set in the Lagos Statemedium-term sector strategy (MTSS). Byimplementing PBB and capturing the costsof each programme, the state governmentcan, for example, measure the impactannual budgets are having on achieving theMillennium Development Goals or the stateeconomy. PBB improves transparency, theallocation of resources, control of thebudget, tracking expenditure and fiscalreporting.

The guidelines explain the relationshipbetween the medium-term budgetframework and MTSSs, the links betweenMTSSs and the annual budget, programme-based budgets and the classification ofprogrammes. Templates for programmecosting, costing methods, and guidelines forpreparing and implementing programme-based budgeting are also offered.

Budgets are the main tool governments useto translate policies into measurableoutputs, outcomes and impact. This meansbudget processes must be transparent,comprehensive, predictable and credible. Abudget system built on these valuesencourages accountability. The Final Reporton Annual Budget Process Improvement inLagos State makes recommendations forimproving the budget system in the state tomeet these criteria.

The report provides guidance for staffinvolved in budgeting and planningprocesses. The report also recommendsthat staff should receive ongoing training toenable them to keep abreast of bestpractice. Another recommendation is todevelop templates for budget documentssuch as budget policy statements,economic and fiscal updates and annualmacro-economic analysis statements. Atemplate for quarterly budget performancereports, for example, should emphasisebudget outcomes by sector.

2.1.2 Lagos State programme-based budgeting

2.1.3 Improving budgeting inLagos State

Of interest to: Government staff,development partnersIssuing body: Ministry of Economic Planningand Budget, Lagos StateType of resource: GuidelinesStatus: DraftDate: 2010Title: Practical Implementation of MTSSUsing PBB ApproachNumber of pages: 13File type: pdfFile size: 133 KBTo read the full text: Please type MBS002into the search box on the search page of theCD attached to this book.

Of interest to: Government staff,development agenciesIssuing body: Ministry of Economic Planningand Budget, Lagos State GovernmentType of resource: Final reportStatus: FinalDate: May 2010Title: Final Report on Annual Budget ProcessImprovement in Lagos StateNumber of pages: 38File type: pdfFile size: 520 KBTo read the full text: Please type MBS003into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.1 C

RE

DIB

LE B

UD

GE

T SE

TTING

AN

D M

AN

AG

EM

EN

T

20

This circular, issued by the PermanentSecretary, Ministry of Economic Planningand Budget, informed recipients that theapproval of the Lagos State ExecutiveCouncil had been secured for the2013–2015 Medium-Term BudgetFramework. It set out how ministries,departments and agencies (MDAs) were toprepare budgets. MDAs were required toensure that proposed programmes andprojects for the 2013 budget aligned withministerial mandates and state governmentpolicies, and that they focused on providingand maintaining key infrastructure,stimulating growth, supporting privatesector job creation and improving thewellbeing of the citizens of Lagos.

This report describes progress during the2011 inception phase of the SPARCprogramme in Zamfara. The situation inZamfara State was assessed and asimplified version of the medium-term fiscalframework (MTFF) model used in KanoState was adapted, updated and preparedfor use. In order to address governanceacross the board, SPARC will advise onfiscal discipline in budgeting using theMTFF. The MTFF model and instructionsfor calculations were provided to the stategovernment on compact disks. The reportindicated that further support would benecessary to institutionalise the model, andapply it in preparing the 2013 budget.

2.1.4 Lagos State Governmentbudget circular 2012

2.1.5 Launching multiyear fiscalforecasting in Zamfara State

Of interest to: State MDAs, heads of serviceIssuing body: Lagos State GovernmentType of resource: Lagos State GovernmentcircularStatus: FinalDate: 2012Title: Lagos State Government BudgetCircular 2012Number of pages: 13File type: pdfFile size: 342 KBTo read the full text: Please type MBS004into the search box on the search page of theCD attached to this book.

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: SPARC inception reportStatus: FinalDate: 2011Title: SPARC Inception Engagement in ThreeNorthern StatesNumber of pages: 26File type: pdfFile size: 910 KBTo read the full text: Please type MBS005into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.1 C

RE

DIB

LE B

UD

GE

T SE

TTING

AN

D M

AN

AG

EM

EN

T

21

This scoping paper puts forward options formedium-term expenditure frameworks(MTEFs) that could be adopted by Nigerianstates. Approaches taken in Indonesia andthe Philippines are compared with respectto their usefulness to state governments inNigeria. The paper addresses the question'Should an MTEF be introduced in a weakbudget environment?' Issues consideredare the capacity of state governments tointroduce and implement sustainableMTEFs, and barriers that could beencountered.

The paper takes a positive view, arguingthat the process of designing the MTEFitself can help states budget morerealistically. The conclusion is that it wouldbe possible to support both Indonesian andPhilippines approaches. This would takeaccount of state preferences andcapacities. The report cautions thatadopting an MTEF approach is not apanacea for unrealistic budgets. States willneed political commitment and thecommitment of key ministries, departmentsand agencies (MDAs) to use an MTEFapproach to preparing budgets.

2.1.6 Options for medium-termexpenditure frameworks(MTEF) in Nigerian states

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: Discussion draftStatus: DraftDate: 2009Title: Scoping the Introduction of a Medium-Term Expenditure Framework in NigerianState GovernmentsNumber of pages: 40File type: pdfFile size: 475 KBTo read the full text: Please type MBS006into the search box on the search page of theCD attached to this book.

The communiqué issued by theCommissioner for Budget and Planning andthe Speaker, Enugu House of Assembly,describes events and outcomes of a two-day forum for the Executive and Legislatureon budgeting and planning. The workshopbegan with an address by the Governorrestating the key policy thrusts of EnuguState Government. Three backgroundpapers covered effective budgetingprocesses and procedures, Enugu Statebudgeting processes and evidence-basedbudgeting. The papers set the scene for theworkshop and served as workingdocuments for discussion.

The forum delivered resolutions onenhancing budget planning, enhancingappropriation processes, improving budgetimplementation processes and promotingbudget monitoring.

2.2.1 Workshop for theExecutive and Legislatureon effective budgeting andbudget implementation inEnugu State

Of interest to: State executives, statelegislatures, development partnersIssuing body: Commissioner for Budget andPlanning and Speaker Enugu House ofAssemblyType of resource: CommuniquéStatus: Not indicatedDate: 2012Title: Building Effective Budgeting Processand Budget Implementation Framework:Prospects and ChallengesNumber of pages: 6File type: pdfFile size: 1.40 MBTo read the full text: Please type MBE001into the search box on the search page of theCD attached to this book.

2.2 BUDGET EXECUTION AND MANAGEMENT


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.2 B

UD

GE

T EX

EC

UTIO

N A

ND

MA

NA

GE

ME

NT

22

Standard procedures facilitate auditing andcoordination of state programmes. TheEnugu State Government Internal AuditManual sets out policies, methods,approaches and general rules to promoteand maintain integrity and accountability inits financial system. The manual is areference on standard practices for use byall internal audit staff in the stategovernment. Standard practices encourageprofessional, high quality internal audit andhelp maintain consistent formats forworking papers and documents.

Following standard procedures also helpsmonitor internal controls, thereby reducingthe opportunity for corruption, and helpsimprove performance, service delivery andvalue for money, leading to more efficientuse of scarce government resources andimproving staff productivity. Integrity andaccountability in state finances encouragesjob creation, provision of social servicesand private sector investment in the state,and fosters rapid economic growth anddevelopment.

The Enugu State Internal Control Manual isa handy reference for all state MDAs onstandard practices for internal controls. Thestandard practices are benchmarked tobest national and international practice.Standard procedures simplify auditing andcoordination of state activities. By followingthe practices set out in the manual corruptpractices should be minimised, scarcegovernment resources should be betterused and productivity should improve.

The manual is recommended reading foraccounting officers, department heads,internal auditors and accountants. AllEnugu State Government staff will find ituseful for broadening their knowledge andcontributing to reform of financial systems.

2.2.2 Enugu State GovernmentInternal Audit Manual

2.2.3 Enugu State Internal Control Manual

Of interest to: Accounting officers, heads ofdepartment, internal auditors, accountants,staffIssuing body: Enugu State GovernmentType of resource: ManualStatus: FinalDate: 2010Title: Internal Audit ManualNumber of pages: 123File type: pdfFile size: 1.44 MBTo read the full text: Please type MBE002into the search box on the search page of theCD attached to this book.

Of interest to: Accounting officers,department heads, internal auditorsIssuing body: Enugu State GovernmentType of resource: State government reportStatus: FinalDate: 2010Title: Internal Control ManualNumber of pages: 49File type: pdfFile size: 655 KBTo read the full text: Please type MBE003into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.2 B

UD

GE

T EX

EC

UTIO

N A

ND

MA

NA

GE

ME

NT

23

This manual provides practical guidance onpolicies and procedures for managingEnugu State Government public debt –internal or domestic debt, external debt andpublicly guaranteed debts. It is mainlymeant for staff of the new Enugu StateDebt Management Department, Ministry ofFinance. Staff of other MDAs, including theMinistry of Finance, Accountant General'sOffice, Ministry of Budget and Planning,Enugu State Economic PlanningCommission, Project Finance ManagementUnit, Office of the Attorney-General andCommissioner for Justice, AuditorGeneral's Office involved in debtmanagement will also find it useful.

The manual follows Federal DebtManagement Office guidelines for theestablishment of debt managementdepartments and best practice in debtmanagement. It clarifies institutional roles,responsibilities and accountabilities. Usingthe manual will help avoid overlaps andconflict in managing state public debt andimprove the efficiency and effectiveness ofdebt management.

2.2.4 Enugu State DebtManagement Policy andProcedures Manual

Of interest to: Debt managementdepartments, ministries of financeIssuing body: Enugu State GovernmentType of resource: State government reportStatus: FinalDate: 2011Title: Debt Management Policy andProcedure Manual for Debt ManagementDepartmentNumber of pages: 32File type: pdfFile size: 686 KBTo read the full text: Please type MBE004into the search box on the search page of theCD attached to this book.

The Lagos State Government passed a lawto establish the Lagos State PublicProcurement Agency and for ConnectedPurposes in October 2011. The lawestablished the Public Procurement Agencyas the regulatory authority for publicprocurement by Lagos State institutionsand prescribed the principles and practicesby which public procurement should beconducted. This report describes asensitisation programme to makegovernment officers, community leadersand the business community aware of thekey provisions of the law and the significantimpact it will have on public procurementpractices.

Recommendations made as a result of theprogramme concern making amendmentsand correcting errors in the law to enable itto work effectively, and drawing upregulations and guidelines. It would then beimportant to train staff and provide themwith a manual of procedures.

2.2.5 Changes in publicprocurement in Lagos

Of interest to: Government staff, communityleaders, private sectorIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: March 2012Title: The Sensitization Programme on theLagos State Public Procurement LawNumber of pages: 44File type: pdfFile size: 912 KBTo read the full text: Please type MBE005into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.2 B

UD

GE

T EX

EC

UTIO

N A

ND

MA

NA

GE

ME

NT

24

This report describes the training given toEnugu State Government account officerson International Public Sector AccountingStandards (IPSAS). Officers wereintroduced to the structure of IPSAS, itssections and standards relating to thepublic sector at a workshop. Thechallenges and benefits of implementingIPSAS in Enugu State Government wereexplained, helping them understand howintroducing IPSAS would affect accountingprocesses and procedures.

The workshop covered the requirements forimplementing IPSAS, such as a standardchart of accounts, double-entry book-keeping, supportive accounting policiesand procedures, and political will.Participants appraised state accountingpractices against IPSAS requirements, andthe implications of adopting and complyingwith the standards. Officers maderecommendations on prerequisites foradopting IPSAS, including automatingfinancial accounting processes andprocedures, providing account officers withlaptops and maintaining fixed assetsregisters. They recommended introducingIPSAS gradually.

This review examined Lagos State laws andpolicies on gender and social inclusion (G&SI).There were four issues in planning processes:

Poor sex and gender disaggregated data and information,

Inadequate stakeholder consultation and communication,

Inadequate knowledge and skills in G&SI, and

Inadequate inter-sectoral coordination.

The review recommended engaging with theBoard of Permanent Secretaries to addressthese gaps in 2012 budget planning. Areasneeding attention were:

Collecting and analysing sex and gender disaggregated data and information,

Data management and information systems,

Engaging stakeholders in sector planning and programming,

Popularising G&SI laws and policies, Training managers and staff in G&SI, and Setting up cross-sector groups to link

G&SI programmes.

2.2.6 Training on InternationalPublic Sector AccountingStandards in Enugu State

2.2.7 Mainstreaming gender andsocial inclusion in LagosState planning andbudgeting

Of interest to: Account officers, stategovernments, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2010Title: Sensitisation and Training Workshop onInternational Public Sector AccountingStandardsNumber of pages: 22File type: pdfFile size: 710 KBTo read the full text: Please type MBE006into the search box on the search page of theCD attached to this book.

Of interest to: Permanent secretaries, stategovernments, development partnersIssuing body: Lagos State GovernmentType of resource: State government reportStatus: FinalDate: 2011Title: Mainstreaming Gender & SocialInclusion in LASG Planning & Budget ProcessNumber of pages: 27File type: pdfFile size: 473 KBTo read the full text: Please type MBE007into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.2 B

UD

GE

T EX

EC

UTIO

N A

ND

MA

NA

GE

ME

NT

25

The guidance paper ICT SystemsDevelopment and Implementation is apractical guide to developing andimplementing information andcommunication (ICT) systems. The paperstresses that the first step is to clearlyidentify the problem, requirement orbusiness process that the system is toaddress.

The paper outlines issues to consider whendeciding whether to develop a system in-house or buy a commercial off-the-shelfpackage. A set of key questions is providedto help readers decide whether to replacean existing system or go for a new system,and whether to take the in-house orcommercial route. The paper offers adviceon drawing up business plans andspecifications. For putting a system inplace effectively, whether developing in-house or buying off-the-shelf, theguidelines suggest taking a projectmanagement approach. Advice onassessing medium and long-term costs andsustainability is also provided.

2.2.8 Guidelines for developinginformation systems

Of interest to: MDAs, information technologymanagersIssuing body: Joint State-level ProgrammeType of resource: Guidance paperStatus: DraftDate: 2010Title: ICT Systems Development andImplementationNumber of pages: 11File type: pdfFile size: 70 KBTo read the full text: Please type MBE008into the search box on the search page of theCD attached to this book.

This fact sheet presents a summary ofbudgets and financial results for JigawaState 2004–2010. Data were drawn fromJigawa State Government approvedbudgets 2004–2010, Jigawa State AuditorGeneral's audited accounts 2004–2008,and Jigawa State accountant general draftaccounts submitted to the auditor general2009.

The analysis showed a difference betweenreceipts and payments. The Office of theAuditor General was notified. The factsheets notes that in 2007 the distributionfrom the Paris Club Refund was lower thanbudgeted for. Internally generated revenueincluded license fees and fines, earningsand sales, interest and loan repayments,recurrent grants and reimbursements, andmiscellaneous revenues. Other revenue wasmade up of recurrent contributions by localgovernment for salaries of primary teachersand health workers. Most external grantswere given in kind, and no money for thesepassed through government books. Internalloans 2004–2006 were sourced from banksfor specific projects and programmes.

2.3.1 Jigawa State budget andfinancial results 2004–2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Jigawa State Government FactSheetStatus: FinalDate: 2010Title: Summary Budget and Actual FinancialResults 2004–2010Number of pages: 2File type: pdfFile size: 40 KBTo read the full text: Please type MPF001into the search box on the search page of the

2.3 PUBLIC FINANCIALANALYSIS AND INFORMATION


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

26

This fact sheet analyses Jigawa StateGovernment revenue and capital receipts2004–2009, compares revenue and capitalreceipts with budgets up to 2010, andsummarises the main findings.

Recurrent revenue accounted for 76% ofJigawa State Government revenue andcapital receipts. Of this, statutory receiptsfrom the Federation accounted for 79%,value added tax 10%, internally generatedrevenue 5% and local government revenuecontributions 6%. Capital receiptsaccounted for 24% of total receipts, ofwhich 55% were local government capitalcontributions. Capital receipts were variableand marked reductions in local governmentreceipts and internal loans severely cutexpenditure in 2007.

The credibility of Jigawa State Governmentrevenue and receipts budgets was good in2005, 2006, 2008 and 2009. Performance in2004 and 2007 was poorer, butnevertheless good compared to mostNigerian states.

This fact sheet analyses Jigawa StateGovernment expenditure 2004–2009 andpresents the main findings. Average capitalbudget implementation was 65% over thesix-year period, meaning performance wasabove average. Expenditure on capitalprogrammes was generally belowestimates, ranging from 35% to 87%. Debtservicing was a major expense between2004 and 2007 but dropped significantly insubsequent years due to a shift in thepolicy on loan financing.

Expenditure on roads, education andhousing increased significantly, particularlyafter 2006. Capital investment in the watersupply, health and general administrationsectors was relatively high. Personnel andoverhead costs were also high. Expenditureexceeded budget estimates, especially in2004 and 2006. However, excess recurrentexpenditure over budgeted recurrentexpenditure during the six-years averaged5%. Jigawa State Government reliesheavily on transfer of substantial recurrentrevenue from the consolidated revenuefund to the capital development fund tofinance capital projects.

2.3.2 Jigawa State revenue andcapital receipts 2004–2009

2.3.3 Jigawa State expenditure2004–2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Jigawa State Government FactSheetStatus: FinalDate: 2010Title: Receipts 2004–2010Number of pages: 4File type: pdfFile size: 171 KBTo read the full text: Please type MPF002into the search box on the search page of theCD attached to this book.

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Jigawa State Government FactSheetStatus: FinalDate: 2010Title: Payments 2004–2010Number of pages: 8File type: pdfFile size: 345 KBTo read the full text: Please type MPF003into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

27

In 2009, the Jigawa State Governmentbudgeted N49.4 billion for capitalinvestment, 64% of the budget. This factsheet analyses the data on capital projectsand programmes for 2009 and presents themain findings. Actual capital expenditurewas N37.7 billion, or 76% of the budgetedamount, indicating that the capital budgetwas reasonably executed. In both absoluteand relative terms, this was a marginalimprovement compared to the 2008 budget.

The main source of funding for capitalprojects was N29.76 billion – 80% of capitalexpenditure – transferred from theconsolidated revenue fund. Most capitalexpenditure was on roads, education,general administration, agriculture, health,housing and water supply. Roads accountedfor 42% of capital expenditure, education18% and general administration 9%.

2.3.4 Jigawa State capitalexpenditure 2009

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Jigawa State Government FactSheetStatus: FinalDate: 2010Title: Execution of the Capital Budget 2009Number of pages: 2File type: pdfFile size: 59 KBTo read the full text: Please type MPF004into the search box on the search page of theCD attached to this book.

This fact sheet summarises budgets andfinancial results for Kaduna State,2004–2010. Data were drawn from KadunaState Government annual budgets(2004–2010), reports of the auditor general(2004–2008) and report of the accountantgeneral (2010).

In 2007 the distribution from the Paris ClubRefund was less than budgeted for. Thelargest budget in 'other revenue' wasusually fertiliser sales. Most external grantswere given in kind, and no money for thesepassed through government books. Whatactually happened to local governmentfunds was not clear. Internal loans2004–2006 were mainly project finance,since repaid. Information for education andhealth sector fees, and the Ministry ofFinance was not separately collected forthe years 2004 to 2009 and is included in'internally generated revenue: other'.

2.3.5 Kaduna State budget andfinancial results 2004–2010

Of interest to: MDAs, development partnersIssuing body: SPARCType of resource: Public FinancialManagement Kaduna State Government FactSheetStatus: FinalDate: 2011Title: Summary Budget and Actual FinancialResults 2004–2010Number of pages: 2File type: pdfFile size: 217 KBTo read the full text: Please type MPF005into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

28

This fact sheet analyses published data onKaduna State Government revenue andcapital receipts for the seven years,2004–2010, and presents key findings. Ten graphs illustrate the main points.

Between 2004 and 2010, 80% of KadunaState Government receipts were fromrecurrent revenue, and 70% of this wasstatutory allocation. Capital receipts (loansand grants) were not important until 2010.When adjusted for inflation, statutoryallocation only rose slightly over the sevenyears, but value added tax and Board ofInternal Revenue tax receipts performedwell. In contrast, other internally generatedrevenue, rents on government property forexample, fell significantly and need to beanalysed in detail with regard toaccountability.

Illustrated with graphs and charts, this factsheet presents an analysis of publisheddata on Kaduna State Governmentexpenditure in the seven years 2004–2010and highlights the main findings.

Expenditure on education, water andagriculture rose significantly in 2010because of large capital projects. Healthexpenditure declined in 2010, reversing theprevious growth trend. More expenditureon security, water supply, power and theenvironment replaced a previous emphasison roads. Growth in recurrent expenditurecontinued to outstrip recurrent revenue. Insum, Kaduna State Government budgetingbecame significantly more risky.

2.3.6 Kaduna State revenue andcapital receipts 2004–2010

2.3.7 Kaduna State expenditure2004–2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Kaduna State Government FactSheetStatus: FinalDate: 2011Title: Receipts 2004–2010Number of pages: 4File type: pdfFile size: 397 KBTo read the full text: Please type MPF006into the search box on the search page of theCD attached to this book.

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Kaduna State Government FactSheetStatus: FinalDate: 2011Title: Payments 2004–2010Number of pages: 8File type: pdfFile size: 1020 KBTo read the full text: Please type MPF007into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

29

This fact sheet analyses published data onthe 2009 Kaduna State Government capitalbudget and presents the reasons whyactual capital expenditure fell well belowbudgeted capital expenditure. The datasummarise all projects in the capital budgetwith a value greater than N100 million andpresents an analysis of the reasons for theratio of actual to budgeted expenditure.

Only 8.5% of budgeted projects totallingN39.3 billion were executed. In some casesthis was because the availability of loanswas over-estimated and in others becausethere were practical problems in carryingout projects. N35 billion of budgetedgeneral loans meant there was a majorshortfall in Kaduna State Government fundsfor capital projects. Most capitalexpenditure was on administration, watersupply, transport, health and education.Capital expenditure in the health andeducation sectors has been rising for someyears, while capital expenditure ontransport (roads) has fallen.

2.3.8 Kaduna State capitalbudget 2009

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Kaduna State Government FactSheetStatus: FinalDate: 2011Title: Execution of the Capital Budget 2009Number of pages: 4File type: pdfFile size: 384 KBTo read the full text: Please type MPF008into the search box on the search page of theCD attached to this book.

This fact sheet analyses Zamfara StateGovernment budgets and financial results2008–2010. Data are drawn from ZamfaraState Government annual budgets2008–2010, reports of the Auditor General,Zamfara State Government 2008–2010, andreports of the Accountant General, ZamfaraState Government 2008–2010. The analysiswas done in two ways. In the firsttraditional analysis, the 'headline budget'shows total receipts and total payments.The second cash flow analysis providesinsight into the use of loan finance.

The conclusion of the analysis was that, forthe three years 2008–2010, the budget wasroughly twice the actual reported recurrentplus capital expenditure, N38 billion in 2008,N28 billion in 2009 and N34 billion in 2010.

2.3.9Zamfara State budget andfinancial results 2008–2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Zamfara State GovernmentFact SheetStatus: FinalDate: 2011Title: Summary Budget and Actual FinancialResults 2008–2010Number of pages: 4File type: pdfFile size: 331 KBTo read the full text: Please type MPF009into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

30

This fact sheet presents an analysis ofZamfara State Government revenue andother receipts for the years 2008–2010, andthe main findings.

Revenue accounted for 85% of receipts.Between 70-75% of this was statutoryallocation, including excess crudedistributions. New loans were mainly used torefinance existing loans. Although grantrevenues featured significantly in the budget,these did not materialise. When adjusted forinflation statutory allocation was relativelystatic over the three years. However, internalgovernment revenue tax receipts more thandoubled in real terms. Revenue from valueadded tax also grew. In contrast, otherinternal government revenue was poor.

Statutory allocations, including excesscrude, were consistently over-estimated.Actual receipts were 72% of budget in 2008,93% in 2009 and 77% in 2010. Internalgovernment revenue has been consistentlyunder-estimated. Actual receipts were 109%of budget in 2008, 217% in 2009 and 188%in 2010. The forecasts for revenue fromvalue added tax have been the mostaccurate. Actual receipts for the three yearswere 105%, 96% and 115% of budget.

This fact sheet presents an analysis ofZamfara State Government expenditure forthe years 2008–2010 and gives the mainfindings. Actual capital expenditure for2010 was N12 billion compared withbudgeted expenditure of N30 billionbecause of large debt repayments.

In real terms, there was a 27% reduction inbudget expenditure between 2008 and2010, a significant cut. All the cut wasborne by capital projects. Expenditure onhealth and town and country planningshowed the biggest cuts in capital projects.

The proportion of total expenditure spenton education was 28%, agriculture 8% andhealth 7%. In health, recurrent expenditurerose by 58% over the three years, 27% inreal terms. Originally a large component ofrecurrent expenditure was allocated formedical treatment overseas, but this fell by85% between 2008 and 2010. It is clearthat the execution rate for capital budgetswas very low but high for recurrentbudgets.

2.3.10 Zamfara State revenue2008–2010

2.3.11 Zamfara State expenditure2008–2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Zamfara State GovernmentFact SheetStatus: FinalDate: 2011Title: Receipts 2008–2010Number of pages: 4File type: pdfFile size: 355 KBTo read the full text: Please type MPF010into the search box on the search page ofthe CD attached to this book.

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Zamfara State Government FactSheetStatus: FinalDate: 2011Title: Payments 2008–2010Number of pages: 4File type: pdfFile size: 396 KBTo read the full text: Please type MPF011into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.3 P

UB

LIC FIN

AN

CIA

L AN

ALY

SIS

AN

D IN

FOR

MA

TION

31

This fact sheet presents an analysis of howZamfara State Government implementedthe 2010 capital budget and gives the mainfindings.

In 2010, because of cash shortfalls anddebt repayments, the state prioritised largecapital projects. Twenty large – over N100million – projects accounted for 83% ofcapital expenditure, mainly inadministration, education, agriculture, roadsand water. Implementation rates weresignificantly higher for large projects thanfor small projects of less than N100 million.On average the execution rate for largecapital projects was 46%, as against 15%for small projects.

Zamfara State sensibly focused on themore significant projects when revenueswere below expectations. Of the largeprojects budgeted for, 21 were postponedor abandoned.

2.3.12 Zamfara State capitalbudget 2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: Public FinancialManagement Zamfara State GovernmentFact SheetStatus: FinalDate: 2011Title: Execution of the Capital Budget 2010Number of pages: 4File type: pdfFile size: 268 KBTo read the full text: Please type MPF012into the search box on the search page of theCD attached to this book.

This guide to the performancemeasurement framework (PMF) is one ofvarious technical guidance notes and toolsto help assessors and stakeholderconducting a Public Expenditure andFinancial Accountability (PEFA)-basedpublic financial management (PFM)assessment. The guide has been compiledfrom reviews and comments on completedassessments and from responses toquestions from teams applying theframework at country level.

The field guide is a comprehensiveresource for users of the PMF. It bringstogether previous guidance produced bythe PEFA Secretariat for assessorsundertaking an assessment and includesexamples of presenting evidence forratings.

2.4.1 Public Expenditure andFinancial Accountability(PEFA) field guide

Of interest to: Assessors, stakeholders,development partnersIssuing body: Public Expenditure andFinancial AccountabilityType of resource: Field guideStatus: FinalDate: 2012Title: 'Fieldguide' for Undertaking anAssessment Using the PEFA PerformanceMeasurement FrameworkNumber of pages: 180File type: pdfFile size: 1.64 MBTo read the full text: Please type MPE001into the search box on the search page of theCD attached to this book.

2.4 PUBLIC EXPENDITURE ANDFINANCIAL ACCOUNTABILITY


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.4 P

UB

LIC E

XP

EN

DITU

RE

AN

D FIN

AN

CIA

L AC

CO

UN

TAB

ILITY

32

These Guidelines for application of the PEFAPerformance Measurement Framework atSub-National Government Level describehow to assess the six dimensions of publicfinancial management (PFM) within the PublicExpenditure and Financial Accountability(PEFA) framework at sub-national level. Sub-national applications of PEFA can be part ofan overall assessment of PFM in the countryor stand alone exercises for sub-nationalentities. The guide, prepared by the PEFASecretariat, takes users through the sixdimensions of public financial management(PFM):budget credibility, budgetcomprehensiveness and transparency, policybased budgeting, predictability and control inbudget execution, adequate accounting,recording and reporting, and appropriateexternal scrutiny and audit arrangements.

The guidelines are practical and detailed.Following them will ensure consistent andappropriate application of the indicators andprovide a sound basis for interpreting thefindings. The guidelines address the widevariety of sub-national government structuresin existence.

This assessment provides the 'big picture' of public financial management (PFM) inAnambra State between 2004 and 2006. The Public Expenditure and FinancialAccountability (PEFA) assessment coveredthe six dimensions of PFM and the extent towhich the weaknesses identified affected theachievement of outcomes of fiscal discipline,strategic allocation of resources andeffective service delivery.

The Offices of the Accountant General andAuditor General, and payroll control wereperforming well. State government plans forfiscal and economic reforms – multiyearbudgeting, new chart of accounts, budgetclassification, fiscal responsibility, andprocurement – were also underway. Themajor weaknesses were in formulating andimplementing budgets, internal controls, andexternal scrutiny and audit. The procurementprocess appeared to be particularly weak.The report concluded by examiningprospects for planning and implementingreforms in the state, and the institutional andother factors that could support publicfinancial management reform.

2.4.2 PEFA guidelines onmeasuring performance atsub-national level

2.4.3 Assessment of publicfinancial management inAnambra State 2004–2006

Of interest to: Assessors, stakeholders,development partnersIssuing body: Public Expenditure andFinancial AccountabilityType of resource: Exposure draftStatus: Exposure draftDate: 2008Title: Guidelines for Application of the PEFAPerformance Measurement Framework atSub-National Government Level Volume 1 –Main GuidelinesNumber of pages: 31File type: pdfFile size: 109 KBTo read the full text: Please type MPE002into the search box on the search page of theCD attached to this book.

Of interest to: State governments,development partners, assessors, stakeholdersIssuing body: European Development Fundand Federal Government of Nigeria NationalPlanning Commission Support to ReformingInstitutions ProgrammeType of resource: Consultant reportStatus: FinalDate: 2007Title: Assessment of Public FinanceManagement System in Anambra State, UsingPEFA – Performance Measurement FrameworkNumber of pages: 82File type: pdfFile size: 834 KBTo read the full text: Please type MPE003into the search box on the search page of theCD attached to this book.


2 MA

NA

GIN

G P

UB

LIC FIN

AN

CE

S2.4 P

UB

LIC E

XP

EN

DITU

RE

AN

D FIN

AN

CIA

L AC

CO

UN

TAB

ILITY

33

An assessment of public financialmanagement (PFM) in Yobe State coveringthe fiscal years 2006–2008 was done usingthe Public Expenditure and FinancialAccountability (PEFA) framework. Theassessment provided a baseline formeasuring the effects of reforms and fordeveloping reform action plans. The reportprovides a detailed account of theperformance of PFM systems, processesand institutions.

The assessment found that the legal andregulatory framework for public financialmanagement and institutional arrangementshad many of the prerequisites for putting inplace sound PFM practices. Yobe Statehad made a considerable effort to establishthe foundations for sound PFM in manyareas. However, the assessment indicatedthat there was still serious work to be donein ensuring PFM would enable fiscaldiscipline, strategic allocation of resourcesand efficient service delivery.

2.4.4 Public Expenditure andFinancial Accountability(PEFA) assessment ofpublic financialmanagement in Yobe State2006–2008

Of interest to: State governments,development partners, assessors, stakeholdersIssuing body: Public Expenditure andFinancial AccountabilityType of resource: Consultant reportStatus: FinalDate: 2010Title: PEFA Public Financial ManagementPerformance Assessment Report for YobeState, NigeriaNumber of pages: 77File type: pdfFile size: 544 KBTo read the full text: Please type MPE004into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

34

The Self-Assessment PerformanceMeasurement Framework was designed tohelp states carry out self-assessments oftheir performance. It has three parts. Part Aexplains common terms and concepts usedto describe public service managementfunctions. Part B provides self-assessmentindicators and criteria which can be used toreview and assess performance. Part C is atemplate for recording the score for eachcriterion and documenting the rationale foreach score.

Guidance on scoring indicators for thevarious criteria and using the scores tounderstand the current situation is offered.Using the framework will help states identifyareas where performance is satisfactory andareas state governments may wish toimprove.

3.1.1 Framework for self-assessment performance measurement2011–2012

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Self-Assessment PerformanceMeasurement Framework 2011–2012Number of pages: 62File type: pdfFile size: 1183 KBTo read the full text: Please type ISP001into the search box on the search page of theCD attached to this book.

3 Improving publicservicesImproving public services meanschanging the ways that public servicesdeliver services to citizens. This meansfirst defining responsibilities ofgovernment ministries, departments oragencies, then ensuring that ministersand staff have enough funds, people,equipment and other resources to carryout these responsibilities. All this cannotbe tackled at once. It is a step-by-stepprocess over several years.

Clearly, public service reform caninclude almost anything that could affectthe effectiveness – doing the right things– and efficiency – doing things in theright way – of public service delivery.SPARC and state governments areworking together to understand wherechanges are needed, and to decidewhich areas to tackle first.

This section includes documents on:

Setting priorities for improvement (3.1),

Government structures and organisation (3.2),

Strengthening the ability of ministries, departments and agencies to deliver services (3.3),

Managing and reporting on service delivery (3.4), and

Managing human resources (3.5).

Section 3.1, Setting priorities forimprovement, contains a guide forconducting self-assessmentperformance management for improvingpublic services. It also containsexamples from Lagos and Enugu forimproving public services, managingpublic finances, developing policies andstrategies, and monitoring andevaluation. The examples from Lagosshow the two step process (i) a changematrix followed by (ii) a change plan,which together constitute the Lagoschange programme. The examples fromEnugu focus on the change plans.

3.1 SETTING PRIORITIES FORIMPROVEMENT


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

35

This two-page 2009 Lagos State changematrix for policy and strategy, andmonitoring and evaluation (M&E) sets outthree priorities:

Performance management processes for medium-term sector strategies and governance reform,

Increasing the availability of data analysis and information for M&E, formulating policy and strategic planning, and

Improving institutional and organisational capacity for managing information and carrying out M&E.

The change matrix indicates the 2009baseline, immediate and intermediate policyactions and outcomes, the 2014 policytarget and 2020 long-term vision for eachof the priorities.

3.1.3 Lagos State change matrixfor policy and strategy, andmonitoring and evaluation2009

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State government changematrixStatus: PublishedDate: 2009Title: Lagos P&S and M&E Change Matrix,June 2009Number of pages: 2File type: pdfFile size: 47 KBTo read the full text: Please type ISP003into the search box on the search page of theCD attached to this book.

The Lagos State change matrix for publicservice management sets out priorities for:

Organising the public service – mandates of MDAs, local government and parastatals,

Human resources management – workforce development policies,

Operating and managing the public service – public performance management policy,

Individual performance objectives, targets and service standards, and

Human resources development capability.

The change matrix indicates the 2009baseline, immediate and intermediate policyactions and outcomes, the 2014 policytarget and what would be a perfect world in2015 for each of the priorities.

Although this change matrix focuses onpublic service management, it is onecomponent of change matrices whichinclude developing policies and strategies,managing public finances, and monitoringand evaluation.

3.1.2 Lagos State change matrixfor public servicemanagement

Of interest to: State governments, ministries,departments, agencies, development agenciesIssuing body: Lagos State GovernmentType of resource: State government changematrixStatus: PublishedDate: 2010Title: Public Service Management (PSM) LagosChange MatrixNumber of pages: 12File type: pdfFile size: 94 KBTo read the full text: Please type ISP002 intothe search box on the search page of the CDattached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

36

This four-page 2010 Lagos State changematrix for policy and strategy, incorporatingmonitoring and evaluation (M&E), sets outfour priorities:

Developing medium-term renewable plans,

Supporting political leadership in effective policy and strategy development,

Building the capacity of the central planning office, and

Spreading medium-term sector strategyapproaches across government.

The change matrix indicates the 2009baseline, immediate and intermediate policyactions and outcomes, the 2014 policytarget and 2020 long-term vision for eachof the priorities.

3.1.4 Lagos State change matrixfor policy and strategy 2010

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State government changematrixStatus: PublishedDate: 2010Title: Lagos P&S and M&E Change MatrixNumber of pages: 4File type: pdfFile size: 62 KBTo read the full text: Please type ISP004into the search box on the search page of theCD attached to this book.

The Lagos State change matrix for publicfinancial management sets out priorities for:

Budgeting, Effective and efficient accounting,

recording and reporting systems, Accounting payroll controls, Accounting internal controls, Administering revenue, Managing debt, Managing procurement, External audit, Internal audit, and Intergovernmental fiscal relations.

The change matrix indicates the 2009baseline, improvements suggested by LagosState Government, immediate andintermediate policy actions and outcomes,the 2014 policy target and the ideal world foreach of the priorities.

3.1.5 Lagos State change matrixfor public financialmanagement

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State government changematrixStatus: PublishedDate: 2009Title: Lagos State Government PublicFinancial Management Improvement/ChangeMatrixNumber of pages: 16File type: pdfFile size: 193 KBTo read the full text: Please type ISP005into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

37

The Lagos State change plan for policy andstrategy and monitoring and evaluation setsout the priorities for improving policydevelopment and strategic planningprocesses in the state. The work planaddresses seven priorities and, for each,clearly states how capacity can bestrengthened, and activities and targetsagreed with staff. The work plan recognisesthe central place of monitoring andevaluation throughout. It sets out specificimprovements required in:


Supporting political leadership in effective policy and strategy development,

Building the capacity of the central planning office,

Spreading medium-term sector strategy (MTSS) approaches across government,

Performance management processes for MTSSs and governance reform,

Information for monitoring and evaluation (M&E), policy formulation andstrategic planning, and

Improving institutional and organisational capacity for managing information and carrying out M&E.

3.1.7 Lagos State change planfor policy and strategy andmonitoring and evaluation

Of interest to: State governments, ministries,departments, agencies, development agenciesIssuing body: Lagos State GovernmentType of resource: State government changeplanStatus: PublishedDate: 2010Title: Work Plan for Policy and StrategyDevelopment (Incorporating Monitoring &Evaluation)Number of pages: 8File type: pdfFile size: 164 KBTo read the full text: Please type ISP007 intothe search box on the search page of the CDattached to this book.

The Lagos State change plan for publicsector management set out priorities for theperiod to December 2010. These were:

Organisation of the public service – mandates and responsibilities of ministries, departments and agencies, local government and parastatals,

Performance management policies – workforce establishment and planning,

Information and communication technology policy and implementation,

Human resource management policies to ensure staff have the skills and capabilities to do their jobs,

Public performance management, standards and measures,

Individual performance objectives and standards, and

Professional human resources capability.

Although this change plan focuses onpublic service management, it is onecomponent of a wider change plan whichincludes developing policies and strategies,managing public finances and monitoringand evaluation.

3.1.6 Lagos State change plan forpublic sector management

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State government changeplanStatus: PublishedDate: 2009Title: Public Sector Management: ImmediateWork Plan for the Period to December 2010Number of pages: 15File type: pdfFile size: 75 KBTo read the full text: Please type ISP006into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

38

The Lagos State change plan for publicfinancial management sets out the targetsand outputs, activities, agenciesresponsible and timelines for changes in:

Budgeting, Accounting, Administering revenues, Managing debt, Managing procurement, External and internal audit, and Intergovernmental fiscal relations.

3.1.8 Lagos State change planfor public financialmanagement

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State government changeplanStatus: PublishedDate: 2009Title: Lagos State Public FinancialManagement Work Plan and MatricesNumber of pages: 27File type: pdfFile size: 227 KBTo read the full text: Please type ISP008into the search box on the search page of theCD attached to this book.

The Lagos State Governance ChangeProgramme 2010–2011 set out governancereforms in three main areas. The first areawas policy and strategy for development.Reforms in this area were to address howpolicies and strategies are agreed,prepared, monitored and evaluated. Thesecond area was public financial resources.Here reforms aimed to improve how publicfinances are managed. The third area forreform was in the delivery of publicservices.

The change programme was the outcomeof almost a year of thorough consultationsbetween SPARC and Lagos StateGovernment officials. The changeprogramme matrices and plans outlined inLagos State Governance ChangeProgramme [2010–2011] were not,however, exhaustive. As reforms gotunderway, additional priority areas wouldhave emerged and would have been takeninto account when work plans were revisedat the end of 2010.

3.1.9 Lagos State GovernanceChange Programme 2010–2011

Of interest to: Public servants, developmentagenciesIssuing body: Lagos State GovernmentType of resource: State documentStatus: Not indicatedDate: Not indicatedTitle: Lagos State Governance ChangeProgramme [2010–2011]Number of pages: 90File type: pdfFile size: 1518 KBTo read the full text: Please type ISP009into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

39

The public service management changeplan for Enugu State is a working plan forimplementing a comprehensive programmeof reform in public service management. Itwas developed in response to the need toimprove service delivery and governance inline with the Enugu State GovernmentFour-Point Agenda.

Senior officers evaluated the state of publicservice management using a self-assessment tool designed specifically foruse in Nigerian states. The findings wereused to develop a change matrix, andestablish milestones and indicators to beachieved in the immediate, intermediateand medium term in seven areas of publicservice management.

Although this change plan focuses onpublic service management, it is onecomponent of a wider change plan whichincludes developing policies and strategies,managing public finances, and monitoringand evaluation.

3.1.11 Enugu State change plan for public servicemanagement

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Enugu State GovernmentType of resource: State government planStatus: PublishedDate: 2010Title: Change Plan Public ServiceManagement EnuguNumber of pages: 27File type: pdfFile size: 274 KBTo read the full text: Please type ISP011into the search box on the search page of theCD attached to this book.

Lagos State and SPARC have beenworking in partnership to fulfil the LagosState Ten-Point Agenda and the Governor'svision of Lagos as a mega-city with theinfrastructure and facilities to meet twenty-first century aspirations and needs. In April2009, senior public service officialsundertook a self-assessment to considerwhat they needed to do to move forwardon the Ten-Point Agenda. They determinedseven priorities and developed a changematrix for the priorities together with targetsfor 2010, 2012 and 2014–2015.

The LASG/SPARC 2010 Annual JointReview of Public Service Managementsummarises progress on the change matrix.The review describes the lessons learnedand key challenges, and makesrecommendations for changes to theprogramme and working methods. Themain recommendation is to consolidate andsimplify public service management.

3.1.10 Lagos State-SPARC annualjoint review of public servicemanagement

Of interest to: Public servants, developmentagenciesIssuing body: Lagos State GovernmentType of resource: Annual reviewStatus: PublishedDate: July 2010Title: LASG/SPARC 2010 Annual JointReview of Public Service Management (PSM)Number of pages: 35File type: pdfFile size: 1888 KBTo read the full text: Please type ISP010into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

40

The Enugu State change plan formonitoring and evaluation (M&E) is aworking plan that sets out a matrix ofchanges to be made in three areas:

Institutional and organisational capacity for managing information and providing M&E services,

Performance management processes for impact and effectiveness of policies,strategies and programmes, and

Use of baseline data and research for M&E, policy formulation and strategic planning.

For each area, the plan describes the:

Strategy – the background and approach,

Key milestones – indicators for measuring what has been achieved by 2010 and 2012,

Targets and outputs – deliverables due by 2010 and 2012,

Activities – what has to be done, Responsible agency – the agency or

agencies involved, and Schedule of activities – a realistic

timetable.

3.1.12 Enugu State change plan for monitoring andevaluation

Of interest to: Public servants, developmentagenciesIssuing body: Enugu State GovernmentType of resource: State government planStatus: PublishedDate: 2010Title: Change Plan Monitoring and EvaluationEnuguNumber of pages: 13File type: pdfFile size: 176 KBTo read the full text: Please type ISP012into the search box on the search page of theCD attached to this book.

The policy and strategy change plan forEnugu State is a working plan forimplementing a comprehensive programmeof policy and strategy reform in the state. Itis driven by the urgent need to improveservice delivery and governance asexpressed in the Enugu State GovernmentFour-Point Agenda. The change plan wasdeveloped by senior officers through alengthy consultative process facilitated bySPARC.

The first step was a self-assessment. Thiswas the basis for determining priorities forpolicy and strategy reform. A change matrixwas drawn up defining the current status,and establishing milestones and indicatorsto be achieved in the immediate,intermediate and medium term in four areasof policy and strategy:


Supporting political leadership in effective policy and strategy,

Building capacity in central planning ministries, departments and agencies, and

Adopting medium-term sector strategies across state government.

3.1.13 Enugu State change planfor policy and strategy

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Enugu State GovernmentType of resource: State government planStatus: PublishedDate: 2010Title: Change Plan Policy and Strategy EnuguNumber of pages: 13File type: pdfFile size: 183 KBTo read the full text: Please type ISP013into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.1 SE

TTING

PR

IOR

ITIES

FOR

IMP

RO

VE

ME

NT

41

SPARC supports governance reforms inLagos State in three main areas,strengthening the capacity for developingpolicies and strategies, improving themanagement of public financial resourcesand improving the management of publicservices. These briefing notes for the LagosState Head of Service summarise SPARCwork with the Lagos State Government2010–2012. The notes cover progress withgovernance initiatives on:

Corporate planning (September 2010), Workforce planning (September 2010), Role of the Special Adviser (July 2011), Understanding the human resources

concept, and Human resources management concept

note and decision paper (October 2011).

The paper summarises concepts, progressand recommendations in these areas andproposes next steps. An annex providesexamples of good practices of governmentspecial advisers in the UK, Wales, NewZealand, Singapore and Australia.

3.1.15 Supporting governancereforms in Lagos State2010–2012

Of interest to: State heads of service,development partners, special advisersIssuing body: SPARCType of resource: SPARC Working PaperStatus: FinalDate: 2012Title: Briefing Notes Prepared for the LagosState Head of Service (2010 to 2011)Number of pages: 30File type: pdfFile size: 900 KBTo read the full text: Please type ISP015into the search box on the search page of theCD attached to this book.

The public financial management changeplan for Enugu State is a working plan forimplementing a comprehensive programmeof financial management reform. It wasdeveloped in response to the urgent needto improve service delivery and governancein line with the Enugu State GovernmentFour-Point Agenda. The change plan wasdeveloped by senior officers through alengthy consultative process facilitated bySPARC.

The first step was a self-assessment. Thisevaluated the state of public financialmanagement using the internationallyaccepted Public Expenditure and FinancialAnalysis tool. The findings were used todevelop a change matrix, and establishmilestones and indicators to be achieved inthe immediate, intermediate and mediumterm in seven areas of financialmanagement:

Budgeting, Accounting, Administering revenue, Managing debt, Procurement, Audit, and Intergovernmental fiscal relations.

3.1.14 Enugu State change plan for public financialmanagement

Of interest to: State governments, ministries,departments, agencies, developmentagenciesIssuing body: Enugu State GovernmentType of resource: State government planStatus: PublishedDate: 2010Title: Change Plan Public FinancialManagement EnuguNumber of pages: 27File type: pdfFile size: 287 KBTo read the full text: Please type ISP014into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

42

Good governance is about focus. Eachgovernment institution must have a clearpurpose and know what outcomes it needs to deliver to citizens. Enugu State iscommitted to improving the delivery ofservices across all ministries, departmentsand agencies. To do this, the stategovernment needed to first collect informationon the structure, mandate and functions ofevery government establishment. When puttogether, this information enabled thegovernment to see how various arms ofgovernment related to each other, where theyduplicated each other's actions and wherethere were gaps that need to be filled toachieve the state's vision.

Armed with this detailed information aboutthe functions and service responsibilities ofgovernment establishments the stategovernment could identify areas that can bestreamlined. Rationalising duplications andfilling gaps would make government leanerand lead to more efficient delivery of services.

3.2.1 Knowing what you have isthe first step in planning howto do better in Enugu State

Of interest to: Government staff, citizensIssuing body: Enugu State GovernmentType of resource: State governmentdocumentStatus: FinalDate: 2012Title: Mandates, Structure, Organisation andFunctions of Public ServiceNumber of pages: 40File type: pdfFile size: 931 KBTo read the full text: Please type IGS001into the search box on the search page of theCD attached to this book.

The Enugu State Government isrestructuring to improve the delivery ofservices to citizens. Starting in 2009, thestate began to map the mandates – thestructures and responsibilities – of allministries, departments and agencies. Thegovernment now has a clear idea of howstate public services are structured andwhere there is duplication. This briefdescribes mandate mapping process, thelessons learned and the next steps.

Ironing out the overlaps in functions andresponsibilities was nearly complete in2012 and is helping MDAs to identify whatpositions they need to fill in order carry outtheir mandates. Staff are being redeployedand the state has lifted an embargo onrecruitment, allowing people withappropriate skills to be taken on.

3.2.2 Mandate mapping – theEnugu State experience

Of interest to: Public servants, developmentagenciesIssuing body: Enugu State GovernmentType of resource: State government leafletStatus: PublishedDate: May 2012Title: Mandate Mapping: the EnuguExperienceNumber of pages: 2File type: pdfFile size: 216 KBTo read the full text: Please type IGS002into the search box on the search page of theCD attached to this book.

3.2 GOVERNMENTSTRUCTURES ANDORGANISATION


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

43

This presentation to the Jigawa StateGovernment Public Service ManagementSensitisation Workshop on CorporatePlanning Reform introduced the concept oforganisational planning to ministries,departments and agencies. Thepresentation explained what corporateplanning is, and outlined the six stages:

1. Clarifying mandates,2. Defining long-term strategic objectives,3. Setting medium-term objectives,4. Carrying out a functional review,5. Preparing an establishment plan and

analysing jobs, and6. Developing a workforce plan.

The aims of the presentation were to helpparticipants get corporate planningunderway in their organisations and toprovide them with a starting point fordiscussions on how to manage thecorporate planning process.

3.2.4 Sensitisation to corporateplanning in Jigawa State

Of interest to: State ministries, departments,agencies, development partnersIssuing body: SPARCType of resource: PresentationStatus: FinalDate: 2010Title: Jigawa State Government PublicService Management Sensitisation Workshopon Corporate Planning ReformNumber of slides: 56File type: pdfFile size: 1.4 MBTo view the presentation: Please typeIGS004 into the search box on the searchpage of the CD attached to this book.

Corporate planning in Jigawa Stateincluded a review of the Budget andEconomic Planning Directorate in theMinistry of Finance and Economic Planning.The report of the review describes thefunctions of the directorate and how it isorganised to deliver on its mandate.

The main issue for the directorate wasfound to be under-staffing. Due to an acuteshortage of staff, officers in its sixdepartments were undertaking ad hoctasks assigned by the Permanent Secretaryon top of their normal duties. Overall,functions of departments were aligned withthe core mandate of the directorate. Thereview found little evidence of duplicationof functions or overlaps betweendepartments. A proposal to establish adepartment of statistics, monitoring andevaluation in the directorate was found tobe appropriate. The report alsorecommended the creation of an economicintelligence unit to serve as a proactiveeconomic think tank.

3.2.3 Reviewing the mandate ofthe Budget and EconomicPlanning Directorate,Jigawa State

Of interest to: Ministries of finance, planningministries, state governments, developmentpartnersIssuing body: Budget and Economic PlanningDirectorate, Ministry of Finance and EconomicPlanning, Jigawa StateType of resource: State government reportStatus: Validated draftDate: 2011Title: Functional Review Report as Part of theCorporate Planning ProcessNumber of pages: 47File type: pdfFile size: 796 KBTo read the full text: Please type IGS003into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

44

Kaduna State commissioned a review ofthe mandates of all state ministries,departments and agencies (MDAs). The aimwas to identify and eliminate overlaps andredundancies. This would streamline andimprove the delivery of public services. TheReport on the Review of Mandates ofMinistries, Departments and Agencies inKaduna State describes how the reviewwas done, and presents the mandates andpriorities of 69 of the 74 MDAs. The reviewsof MDAs cover organisational structure,legislation, core mandates andrecommendations on streamliningmandates where applicable.

Acting on the recommendations will providefocus and clarity on the mandates andfunctions of each MDA. This will be a stepforward in delivering quality public servicesefficiently, promoting synergy andharmonising activities within sectors.

3.2.5 Kaduna State review ofministry, department andagency mandates

Of interest to: Public servants, developmentagenciesIssuing body: Office of the Head of ServiceKaduna State GovernmentType of resource: ReviewStatus: Final reportDate: February 2010Title: Report on the Review of Mandates ofMinistries, Departments and Agencies inKaduna StateNumber of pages: 237File type: pdfFile size: 1.7 MBTo read the full text: Please type IGS005into the search box on the search page of theCD attached to this book.

A multidisciplinary review of the Ministry ofEconomic Planning and Budget (MEPB)was carried out as part of the Lagos Statecorporate planning process. Corporateplanning assists government ministries,departments and agencies (MDAs) to clarifytheir mandates, to define their objectives,priorities, structure and functions, and todecide how best to organise and use theresources at their disposal to achieve theirobjectives and meet service deliverystandards. In Lagos State the MEPB waschosen to pioneer this corporate planningmethodology.

The Functional Review, Ministry ofEconomic Planning and Budget sets outrecommendations for each of thedirectorates reviewed. There aresuggestions on improving processes. Some suggestions are aspirational butothers are concrete and could be adoptedimmediately.

3.2.6 Review of functions of theMinistry of EconomicPlanning and Budget,Lagos State

Of interest to: Public servants, developmentagenciesIssuing body: Lagos State GovernmentType of resource: ReportStatus: Final validatedDate: July 2012Title: Functional Review, Ministry ofEconomic Planning and BudgetNumber of pages: 172File type: pdfFile size: 2.4 MBTo read the full text: Please type IGS006into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

45

This interim report on corporate planning inLagos State describes progress in 2010 andplans for 2011. In 2010 SPARC advised onworkforce planning and service charters.The methodology for corporate planningwas tested in the Ministry of EconomicPlanning and Budget, an enthusiastic earlyadopter. The plan for 2011 was to roll outcorporate planning in three core ministries,the Ministry of Establishment Training andPensions, the Public Service Office and theCivil Service Commission.

This report describes how the scheduleslipped because of a lack of pace, capacityissues in Lagos State Government, and thecapacity of SPARC to coordinate anddeliver corporate planning.

3.2.8 Progress on corporateplanning in Lagos State2010

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: SPARC reportStatus: Interim reportDate: 2010Title: Lagos State Government Public ServiceManagement Corporate PlanningNumber of pages: 88File type: pdfFile size: 1262 KBTo read the full text: Please type IGS008into the search box on the search page of theCD attached to this book.

This interim report describes corporateplanning and organisational developmentprocesses in the Office of the Head ofService, Public Service Office, Lagos State.The report indicates that during the processof setting objectives and key performanceindicators it became apparent that theOffice of the Head of Service would need tomake serious decisions about the futureorganisation of the office before furtherwork could be done in corporate planning.

3.2.7 Corporate planning andorganisational developmentin Lagos State

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: SPARC interim reportStatus: Interim reportDate: 2011Title: Staged Report of the CorporatePlanning Process in the Office of the Head ofService and the Public Service Office of LagosState GovernmentNumber of pages: 62File type: pdfFile size: 1081 KBTo read the full text: Please type IGS007into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

46

This report describes the findings of anexercise to map the mandates andresponsibilities of all ministries,departments and agencies (MDAs) in LagosState. The objectives were to get a clearpicture of mandates, to identify anyduplication of functions and to eliminate orreduce waste of state resources. Theexercise also provided baseline informationon MDA structures, systems andprocesses.

In all, 33 ministries with their variousagencies and parastatals were mapped.Based on the findings, recommendationswere made to clarify mandates and buildcollaboration between MDAs. The LagosState Government was recommended tourgently eliminate duplication in mandates.

3.2.9 Mapping mandates in Lagos State

Of interest to: State governments, ministries,departments, agencies, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Lagos State Public Service ManagementReform Priority 1: MDA Mandate MappingNumber of pages: 56File type: pdfFile size: 1.1 MBTo read the full text: Please type IGS009into the search box on the search page of theCD attached to this book.

The Governor of Ekiti State put forward aproposal to create an Office ofTransformation, Strategy and Delivery(OTSD) in the Office of the Governor. Therole of the new office would be to "initiate,refine and sustain strategic initiatives thatcut across ministries, departments andagencies, in particular those that have thegreatest probability of rapidly transformingthe state in line with the Governor's Eight-Point Agenda".

This SPARC report proposes a mandate,functions, structure and staff complementfor the OTSD. Set up according to thisproposal, the OTSD could transform theability of the government to provideservices to the people of Ekiti State.However, the report cautions that it wouldtake sustained commitment by governmentleaders to see the proposal through. Atimetable is offered that could see an OTSDestablished, launched and operationalwithin three months of approval.

3.2.10 Creating an Office ofTransformation Strategyand Delivery in Ekiti State

Of interest to: State governments, MDAs,development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2011Title: Establishing the Ekiti StateGovernment's Office of Transformation,Strategy and DeliveryNumber of pages: 54File type: pdfFile size: 1097 KBTo read the full text: Please type IGS010into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.2 GO

VE

RN

ME

NT S

TRU

CTU

RE

S A

ND

OR

GA

NIS

ATIO

N

47

Corporate planning is a process. It startswith a mandate and ends with a detailedplan of how to achieve the mandate. EnuguState Planning Commission takes a four-step approach to corporate planning. Thefirst step is to review and redefine themandate, vision and mission, long-termgoals, medium-term objectives and themedium-term plan. The next step is tomeasure and analyse functions, processesand structures, and assess how they helpor hinder the ability to fulfil the mandate.The first three steps help in proposing waysto make improvements. The last step is todraw up a detailed plan and timetable forputting the changes in place.

The Corporate Planning Guidelines explainin detail the various steps for workingthrough the four stages of the corporateplanning process.

3.3.1 Guiding corporateplanning in Enugu State

Of interest to: Government staff, citizensIssuing body: Enugu State Government,Economic Planning CommissionType of resource: GuidelinesStatus: DraftDate: October 2010Title: Corporate Planning GuidelinesNumber of pages: 15File type: pdfFile size: 636 KBTo read the full text: Please type ISM001into the search box on the search page of theCD attached to this book.

3.3 STRENGTHENING MDAs’ABILITY TO DELIVERSERVICES

Civil society, traditional rulers, Ulamma,non-government organisations and theprivate sector all have an important part toplay in the governance of public services.The report on Proposed OrganisationalArrangements and Structures for theReform of the Kano State GovernmentPublic Service outlines proposals for reforminitiatives that include these groups.

Recommendations of the report includeestablishing various governance structures– an Executive Council Reform Committeeto oversee the reform process, a ReformSteering Committee comprising seniorpublic servants, a Voice and AccountabilityTechnical Committee, Sector ReformCommittees in each MDA or group ofMDAs, and a Reform Secretariat to supportthe reform process. These governancestructures would support Kano StateGovernment efforts to develop an effectivepublic service of skilled staff, leaders,organisations and systems to delivergovernment policy, goals and objectiveseffectively.

3.2.11 Kano State Governmentproposes governanceinstitutions to overseereforms

Of interest to: Civil society, traditional rulers,Ulamma, non-government organisations,private sector, public servants, developmentpartnersIssuing body: Kano State GovernmentType of resource: ReportStatus: Second draftDate: December 2009Title: Proposed Organisational Arrangementsand Structures for the Reform of the KanoState Government Public ServiceNumber of pages: 10File type: pdfFile size: 331 KBTo read the full text: Please type IGS011into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.3 STR

EN

GTH

EN

ING

MD

As’ A

BILITY

TO D

ELIV

ER

SE

RV

ICE

S

48

In 2011, the Bureau of Establishments,Management Services and Training(BEMST) in the Kaduna State GovernmentOffice of the Head of Service reviewed itsstructure and functions as part of thecorporate planning process. Departmentsin BEMST were reorganised to align withkey functions. Staff requirements for thereorganised departments were determinedby an establishment planning exercise inDecember 2011.

As described in Establishment PlanningReport Bureau of Establishments,Management Services and Training theexercise identified the tasks of the bureauand the staff resources required toundertake these tasks. The informationgathered was used to determine positionsthat could be streamlined and the staffinglevels required at each grade for eachdepartment. Once staffing levels had beendetermined, job descriptions wereprepared. The costs of salaries andallowances for the proposed establishmentwere then calculated based on the currentsalary structure.

3.3.2 Kaduna State determinesstaff requirements

Of interest to: Public servants, developmentagenciesIssuing body: Office of the Head of ServiceKaduna State GovernmentType of resource: ReportStatus: FinalDate: July 2012Title: Establishment Planning Report Bureauof Establishments, Management Services andTrainingNumber of pages: 66File type: pdfFile size: 1251 KBTo read the full text: Please type ISM002into the search box on the search page of theCD attached to this book.

This document lists ministerialresponsibilities in Lagos State. The listindicates normal responsibilities, andadditional and reassigned responsibilities.

3.3.3 Ministerial responsibilitiesin Lagos State Government

Of interest to: Ministries, departments,agenciesIssuing body: Lagos State GovernmentType of resource: State government reportStatus: FinalDate: 2011Title: Assignment of MinisterialResponsibilitiesNumber of pages: 31File type: pdfFile size: 410 KBTo read the full text: Please type ISM003into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.3 STR

EN

GTH

EN

ING

MD

As’ A

BILITY

TO D

ELIV

ER

SE

RV

ICE

S

49

This report makes recommendations forinformation and communicationtechnologies (ICT) in Lagos State. The recommendations derive from anassessment of ICT infrastructure undertakenwith a view to optimising performance andenhancing services to state ministries,departments and agencies (MDAs).

The assessment found that the Ministry ofScience and Technology has deployedworld class ICT infrastructure across thestate. However, there were issues that needto be tackled. There were discrepancies inthe way data security was managed. TheICT policy did not meet internationalstandards. Service agreements, systemmanuals, documentation and procurementspecifications were inadequate. Theassessment showed that a comprehensiveassessment of training needs was requiredto determine the skills and address skillgaps needed to support and manage theICT infrastructure. The report recommendedthat acquisition and procurement of ICThardware should be monitored as, in somecases, ICT resources are underutilised. Thereport offers a strategic action plan foraddressing priorities.

3.3.5 Assessment of informationand communicationtechnology in Lagos State

Of interest to: State governments,development partners, ICT service providersIssuing body: Lagos State GovernmentType of resource: State government reportStatus: FinalDate: 2011Title: Information Communication Technology(ICT)Number of pages: 91File type: pdfFile size: 1211 KBTo read the full text: Please type ISM005into the search box on the search page of theCD attached to this book.

This document sets out the mandate of theMinistry of Economic Planning and Budget(MEPB) as amended by the MEPBCorporate Planning Core Group inDecember 2010. The changes reflectchanges in governance since the mandatewas originally set. The document gives thenew vision statement, the new missionstatement and lists core values.Perceptions of the reputation of MEPB, andwhat the core group like and do not likeabout the ministry, are reported togetherwith the findings of a stakeholder analysis,situational analysis and strengths-weaknesses-opportunities-threats (SWOT)analysis.

3.3.4 Mandate, responsibilities,vision, mission and valuesof the Ministry of EconomicPlanning and Budget,Lagos State

Of interest to: Ministries, departments,agencies, development partnersIssuing body: Ministry of Economic Planningand Budget Corporate Planning Core GroupType of resource: State governmentdocumentStatus: ValidatedDate: 2011Title: MEPB Mandate or MinisterialResponsibilityNumber of pages: 5File type: pdfFile size: 168 KBTo read the full text: Please type ISM004into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.3 STR

EN

GTH

EN

ING

MD

As’ A

BILITY

TO D

ELIV

ER

SE

RV

ICE

S

50

The Lagos State Information Security Policymanual establishes rules and policies onaccess to state government computersystems. The policies were formulated toensure confidentiality, integrity andavailability of the information assets withinLagos State Government. The policiesapply to employees, service providers andall other parties who make use of theseresources.

3.3.6 Lagos State InformationSecurity Policy Manual

Of interest to: State government employees,service providers, consultants, contractors,development partnersIssuing body: Lagos State GovernmentType of resource: ManualStatus: FinalDate: 2010Title: Information Security PolicyNumber of pages: 66File type: pdfFile size: 586 KBTo read the full text: Please type ISM006into the search box on the search page of theCD attached to this book.

This Lagos State Government AcceptableUse Policy establishes rules and policies onaccess to state government computersystems. The policy governs the use of,access to, review and disclosure of variouselectronic communications, including thosesent or received by state governmentemployees. For the purposes of the policy,'electronic communications' includes, but isnot limited to, the sending, receipt and useof information through the corporateelectronic information network, the internet,voicemail, facsimiles, teleconferencing, andall other online information services.

The policy applies to all individuals usingstate government computer and networksystems, including employees, contractors,subcontractors, vendors, consultants andother authorised users.

3.3.7 Lagos State policy foracceptable use ofcomputer systems

Of interest to: State government employees,contractors, subcontractors, vendors,consultantsIssuing body: Lagos State GovernmentType of resource: State government policyStatus: FinalDate: 2010Title: ICT Acceptable User Policy/OfficePracticesNumber of pages: 20File type: pdfFile size: 240 KBTo read the full text: Please type ISM007into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.4 MA

NA

GIN

G A

ND

RE

PO

RTIN

G O

N S

ER

VIC

E D

ELIV

ER

Y

51

The Lagos State Government is committedto making citizen-centred public services areality. The Service Charter Policy sets outguiding principles for reinvigorating,broadening and making service charterseffective in improving public services anddelivering state development plans. Servicecharters will ensure officials deliver servicessuccessfully and that they are responsive tocitizens. This will lead to greater publicsatisfaction with the state government.

The Guidelines for Implementing ServiceCharters provide a road map for all stateministries, departments and agencies toconsult with staff, customers andstakeholders in developing and puttingservice charters into practice. Theguidelines can also be used in other ways:to review an existing service charter, as areference for evaluating and assessing thequality of service, as a guide for stakeholderconsultations, and as a tool for training,monitoring and reporting.

3.4.1 Lagos State servicecharters put customerservice at the forefront

Of interest to: Government staff, citizensIssuing body: Lagos State GovernmentType of resource: GuidelinesStatus: FinalDate: July 2010Title: Guidelines for Implementing ServiceChartersNumber of pages: 30File type: pdfFile size: 382 KBTo read the full text: Please type ISD001into the search box on the search page of theCD attached to this book.

3.4 MANAGING ANDREPORTING ON SERVICEDELIVERY

The Lagos State InformationCommunication Technology Policy covers:

Acquiring, deploying, using and retiring information communication technology (ICT) resources in Lagos State Government ministries, departments and agencies (MDAs),

Standards for deploying, using and controlling ICT infrastructure, services and staff development in state MDAs, and

Standards for ICT systems, access, operations procedures, ICT vendors, management personnel and state employees.

3.3.8 Lagos State InformationCommunication TechnologyPolicy

Of interest to: ICT vendors, management,employeesIssuing body: Lagos State GovernmentType of resource: State governmentdocumentStatus: FinalDate: 2010Title: Information Communication TechnologyPolicy Volume 2 – Model Draft PolicyDocumentsNumber of pages: 69File type: pdfFile size: 562 KBTo read the full text: Please type ISM008into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.5 MA

NA

GIN

G H

UM

AN

RE

SO

UR

CE

S

52

The Lagos State Service Charter Policysets out how civil servants will provideservices to customers. The state isintroducing service charters in all ministries,departments, extra-ministerial departmentsand agencies as part of a performancemanagement framework. The policyembraces staff, customers andstakeholders.

The policy encourages continuousimprovement in service delivery bypromoting transparency, accountability andresponsiveness. It links targets,performance and reports. This enablescitizens to get involved in setting andmonitoring service delivery, and to demandthat service standards are met. By makingcitizens more aware of what services thegovernment provides, how they areprovided and how well they perform, thepolicy challenges civil government staff todeliver quality services.

3.4.2 Lagos State Service Charter Policy

Of interest to: Heads of service, permanentsecretaries, directors of MDAs, citizensIssuing body: Lagos State GovernmentType of resource: PolicyStatus: FinalDate: July 2010Title: Lagos State Service Charter PolicyNumber of pages: 10File type: pdfFile size: 309 KBTo read the full text: Please type ISD002into the search box on the search page of theCD attached to this book.

The Enugu State induction programme forcivil servants, designed in wide consultationwith senior officials, helps new, transferredand promoted civil servants to quicklysettle into their posts and becomeproductive. The programme familiarisesstaff with their responsibilities and civilservice operations, enabling them toquickly become proficient in deliveringservices to citizens and fellow workersefficiently and effectively.

For new entrants, the programme coversthe code of conduct, public service rulesand procedures, office administration andmanagement, information andcommunication technology, environmentalhealth, attitudes, behaviour, ethics andgeneral etiquette. For transferred andpromoted staff, topics additionally includeleadership, finance and generalmanagement.

3.5.1 Enugu State inductionprogramme for civilservants

Of interest to: Heads of service, permanentsecretaries, directors of MDAsIssuing body: SPARCType of resource: ReportStatus: FinalDate: July 2010Title: Enugu State Government: ProposedInduction CourseNumber of pages: 52File type: pdfFile size: 785 KBTo read the full text: Please type IHR001into the search box on the search page of theCD attached to this book.

3.5 MANAGING HUMANRESOURCES


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.5 MA

NA

GIN

G H

UM

AN

RE

SO

UR

CE

S

53

As part of a change managementprogramme to improve public services,Lagos State set up a group to makerecommendations for decentralising humanresources management (HRM). The grouprecommended establishing a senior humanresources committee – a strategic thinktank – and supporting human resourcessub-committees to coordinate andchampion the transformation of personneladministration into strategic HRM.

The group's report describes the proposedapproach to HRM, explains how HRMdiffers from personnel administration andthe rationale for change, and how and whenchanges might be introduced.Recommendations cover the overall goaland strategy, roles of the senior committeeand sub-committees, activities, protocolsand communication. Annexes provide termsof reference for the committees, principlesof human resources management, aproposed structure for HRM and proposalsfor HRM training.

3.5.3 Lagos State humanresources committees

Of interest to: Heads of service, permanentsecretaries, directors of MDAs, personneladministratorsIssuing body: Lagos State GovernmentType of resource: ReportStatus: FinalDate: December 2011Title: Preliminary Report on HumanResources CommitteeNumber of pages: 29File type: pdfFile size: 1.04 MBTo read the full text: Please type IHR003into the search box on the search page of theCD attached to this book.

Creating an efficient and effectiveworkforce means planning workforcelearning, training and overall capacitydevelopment. The Kaduna StateGovernment first prepared a humanresources development policy in 1991. Thepolicy was updated in 2005 as 'Guidelinesfor Training in the Kaduna State PublicService'. To improve public services further,the state government is now developing acomprehensive, proactive policy to developthe skills of public servants, and to recruitand train new staff to replace experiencedstaff as they retire.

The first step was to review previouspolicies, guidelines, laws and regulations.Based on the findings of the HumanResources Development Policy, a drafthuman resources development policy wasprepared for discussion at a teamworkshop. The draft policy presented in thereview has two parts. Part one looks atoverarching issues in developing humanresources. Part two then considers ways todeliver human resources development in apublic service context.

3.5.2 Developing a competentworkforce to deliver publicservices in Kaduna State

Of interest to: Government staff,development partnersIssuing body: Kaduna State Government,Office of the Head of Service, Bureau ofEstablishments, Management Services andTrainingType of resource: PolicyStatus: DraftDate: August 2011Title: Human Resources Development PolicyNumber of pages: 32File type: pdfFile size: 490 KBTo read the full text: Please type IHR002into the search box on the search page of theCD attached to this book.


3 IMP

RO

VIN

G P

UB

LIC S

ER

VIC

ES

3.5 MA

NA

GIN

G H

UM

AN

RE

SO

UR

CE

S

54

Lagos State has introduced professionalhuman resources management tostrengthen leadership, build capability andsupport managers in getting the best out oftheir people while providing value-for-money services. New Lagos StateGovernment Human Resources Policiessupport the goal of improving theperformance of individual civil servantsthrough shared central services andindividual centres of excellence.

The policies cover workforce planning,recruitment, selecting and appointing staff,terms and conditions, working hours andleave, discipline, grievance and whistleblowing, appeals, sickness and medicalprovisions, staff separation, careerdevelopment, learning and development,data management, diversity, and genderand social inclusion.

3.5.4 New Lagos State humanresources policies

Of interest to: Civil servantsIssuing body: Lagos State GovernmentType of resource: PolicyStatus: DraftDate: February 2012Title: Lagos State Government HumanResources PoliciesNumber of pages: 56File type: pdfFile size: 641 KBTo read the full text: Please type IHR004into the search box on the search page of theCD attached to this book.

To achieve its vision of socioeconomicgrowth and sustainable transformationLagos State needs to ensure effective andefficient use of state public servants. Thismeans sound workforce planning based onstrategic goals.

The Baseline Report of Workforce Planningin Central MDAs, Lagos State, Nigeriaprovides data on demographics andworkforce planning practices in centralministries, departments and agencies(MDAs) – Lagos State Judicial Commission,Health Service Commission, Civil ServiceCommission, Local Government ServiceCommission, Teachers Establishment andPension Office, Public Service Office,Ministry of Establishment, Training andPensions and Education District II. Thereport recommends a model for workforceforecasting and planning, together withshort, medium and longer term actions tostrengthen public services in Lagos State.

3.5.5 Workforce planning inLagos State

Of interest to: Public servants, developmentagenciesIssuing body: Lagos State GovernmentType of resource: ReportStatus: FinalDate: July 2010Title: Baseline Report of Workforce Planningin Central MDAs, Lagos State, NigeriaNumber of pages: 52File type: pdfFile size: 544 KBTo read the full text: Please type IHR005into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.1 PE

ER

RE

VIE

W M

EC

HA

NIS

M

55

The Nigeria Governors' Forum designed theState Peer Review Mechanism (SPRM) tohelp states encourage good governanceand accelerate development. Periodicreviews of progress on state developmentpolicies, plans and programmes help shareexperiences and reinforce commendableand innovative practices. State governorswho participate in the peer reviews learnabout innovative and good practices thatthey could adapt and adopt in their states.

The leaflet Nigeria's State Peer ReviewMechanism describes the SPRM, thelaunch, the SPRM processes, areas that willbe assessed, how the SPRM will be put intoaction, and how the findings will be shared.The leaflet also lists the members of theSteering Committee and provides contactdetails for further information.

4.1.1 Nigeria Governors' ForumState Peer ReviewMechanism

Of interest to: State governors, civil servants,citizensIssuing body: Nigeria Governors' ForumType of resource: Issue BriefStatus: FinalDate: April 2012Title: Nigeria's State Peer Review MechanismNumber of pages: 2File type: pdfFile size: 282 KBTo read the full text: Please type SPR001into the search box on the search page of theCD attached to this book.

4.1 PEER REVIEWMECHANISM

4 Support from federal and nationalorganisationsSPARC works with federal and nationalorganisations in support of reform in stategovernments. This includes coordinatingactivities with other state-levelprogrammes, and development partners atthe federal level.

This section contains summaries ofdocuments relating to:

Peer review mechanism (4.1), Achieving the Millennium Development

Goals (4.2), and Networks and sharing experience (4.3).


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.1 PE

ER

RE

VIE

W M

EC

HA

NIS

M

56

The State Peer Review Mechanism (SPRM)helps federating states in Nigeria toaccelerate the pace of development byperiodically reviewing progress of theirdevelopment policies, plans andprogrammes. SPRM works by allowingstates to share experiences. Sharingreinforces commendable and innovativepractices. By participating in the SPRMprocess, state governors become aware ofinnovative and good practices used by theirpeers that they could adapt and adopt intheir states.

This document describes how SPRMassessments are done. The three mainoutputs are: a state self-assessment report;a state programme of action and a statepeer review report. These do not report onthe state, or state government, butdocument findings on the indicators andthemes or sectors, spell out achievements,best practices, challenges andshortcomings, and make suggestions forremedies and proposals.

4.1.2 How the State Peer ReviewMechanism works

Of interest to: State governors, governmentaland non-governmental institutionsIssuing body: Nigeria Governors' ForumType of resource: DocumentStatus: FinalDate: 2010Title: SPRM Base DocumentNumber of pages: 260File type: pdfFile size: 1.33 MBTo read the full text: Please type SPR002into the search box on the search page of theCD attached to this book.

The Nigeria Governors' Forum (NGF)collaborates with the Bill & Melinda GatesFoundation on the ImmunisationLeadership Challenge, launched inSeptember 2011. The leadership challengeencourages state governors to get involvedin efforts to eradicate polio in Nigeria. Theprogramme recognises executive governorsfor improving routine immunisationcoverage by awarding their statesUS$500,000 from the Bill & Melinda GatesFoundation to support health priorities.

NGF Issue Brief No. 2 Polio eradicationproject of the NGF describes governors'efforts to reduce polio, progress to date,the challenges ahead and the need tostrengthen collaborative efforts.

4.1.3 Nigeria Governors' Foruminitiative to eradicate polio

Of interest to: State governors, internationaldevelopment partners, civil societyorganisations, citizensIssuing body: Nigeria Governors' ForumType of resource: Issue BriefStatus: FinalDate: April 2012Title: Polio Eradication Project of the NGFNumber of pages: 2File type: pdfFile size: 191 KBTo read the full text: Please type SPR003into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.2 AC

HIE

VIN

G TH

E M

ILLEN

NIU

M D

EV

ELO

PM

EN

T GO

ALS

57

This report analyses Nigeria's progresstowards the Millennium Development Goals(MDGs) by 2010. It describes MDGinterventions, challenges and successes, aswell as 'misses' since the mid-pointassessment in 2007/2008.

The MDG Report 2010 provides data onNigeria's MDGs indicators. These indicatorstell a compelling story of successes. Debt-relief gains funded the extension of primaryhealth care services to over 20 million people,provision of safe water to over 8 millionpeople, the distribution of insecticide-treatednets to protect 5 million people from malaria,and a 98% reduction of polio incidence. Thereport demonstrates unprecedented progresson some indicators, such as a one-thirdreduction in maternal mortality, and sustainedimprovements on indicators such as nutritionand access to safe water.

4.2.1 Nigeria MillenniumDevelopment Goals Report2010

Of interest to: Federal government ministries,departments and agencies, civil societyorganisations, citizens, internationaldevelopment partnersIssuing body: Office of the Senior SpecialAssistant to the President on MillenniumDevelopment Goals, Government of theFederal Republic of NigeriaType of resource: ReportStatus: FinalDate: 2010Title: Nigeria Millennium Development GoalsReport 2010Number of pages: 64File type: pdfFile size: 2.11 MBTo read the full text: Please type SMD001into the search box on the search page of theCD attached to this book.

4.2 ACHIEVING THEMILLENNIUM DEVELOPMENTGOALS

The Nigeria Governors' Forum (NGF)knowledge management initiativerecognises that knowledge managementstrengthens organisational intelligence andimproves performance. The knowledgemanagement initiative will provide tools toimprove the way the NGF captures, sharesand uses knowledge, and will helpmembers build on experience to ensurebetter practice, strategy and policy.

NGF Issue Brief No. 3 Knowledgemanagement at the NGF outlines the NGFknowledge management cycle, sets out thegoals for NGF knowledge management,describes The Hub – the online contentmanagement system – and its maincomponents. Plans for the future includesetting up a reference library and resourcecentre at the NGF Secretariat tocomplement the online contentmanagement system and introducingknowledge share fairs.

4.1.4 Nigeria Governors' Forumknowledge managementinitiative

Of interest to: State governors, internationaldevelopment partners, civil societyorganisations, citizensIssuing body: Nigeria Governors' ForumType of resource: Issue BriefStatus: FinalDate: April 2012Title: Knowledge Management at the NGFNumber of pages: 2File type: pdfFile size: 344 KBTo read the full text: Please type SPR004into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.2 AC

HIE

VIN

G TH

E M

ILLEN

NIU

M D

EV

ELO

PM

EN

T GO

ALS

58

The Nigeria: Millennium Development Goals(MDGs) Countdown Strategy 2010 to 2015:Achieving the MDGs identifies the gaps andlays out the policy actions, investments andmilestones that will help Nigeria scale-up itssuccesses and remedy its weaknesses. Thestrategy provides a road map for Nigeria toachieve MDG targets – by improvingservice delivery and public accountability,increasing investment and buildingpartnerships across the three tiers ofgovernment.

The countdown strategy provides guidanceon the institutional improvements, policiesand human resources required to meet theMDGs, charts the trajectory of MDGsfinancing and investment to 2015, andaligns with the country's Vision 20:2020and the Seven-Point Agenda.

4.2.2 Millennium DevelopmentGoals Countdown Strategy

Of interest to: Government, the privatesector, civil society, international developmentpartnersIssuing body: Government of the FederalRepublic of Nigeria, Office of the SeniorSpecial Assistant to the President onMillennium Development GoalsType of resource: StrategyStatus: FinalDate: 2010Title: Nigeria: Millennium Development Goals(MDGs) Countdown Strategy 2010 to 2015:Achieving the MDGsNumber of pages: 76File type: pdfFile size: 1.3 MBTo read the full text: Please type SMD002into the search box on the search page of theCD attached to this book.

The Content Editing of the 2009 Debt-ReliefFunded Projects M&E Report describes howthe results-oriented monitoring andevaluation (M&E) report for projects fundedfrom debt-relief gains (DRG) in 2009 wasproduced. Producing the M&E reportrequired training staff in two consulting firmsto process data from the 45 stateconsultants and 37 civil society organisationswho reported on projects in the field.

Section 1 of the report introduces thebackground, aims and objectives of theexercise, and sets out the strategy. Section 2 summarises the shortcomings ofprevious M&E reports on projects fundedfrom DRG and the reasons for theshortcomings. Section 3 sets out thegroundwork for preparing a useful results-based M&E report. Section 4 presentsconclusions and recommendations, andSection 5 the lessons learned. Appendicescontain the terms of reference, trainingmodules for training workshops, a list of allthose involved in preparing the 2009 DRGM&E report and the draft 2009 M&E Report.

4.2.3 Monitoring and evaluationof 2009 projects fundedfrom debt-relief gains

Of interest to: Federal, state and localgovernment officials, consultants, civilsociety organisations, development agenciesIssuing body: SPARCType of resource: Consultant reportStatus: FinalDate: May 2011Title: Content Editing of the 2009 Debt-ReliefFunded Projects M&E ReportNumber of pages: 150File type: pdfFile size: 4.23 MBTo read the full text: Please type SMD003into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.2 AC

HIE

VIN

G TH

E M

ILLEN

NIU

M D

EV

ELO

PM

EN

T GO

ALS

59

The Evaluation Study of SPARC Support andthe Resultant Progress Made inImplementing the MDGs Conditional GrantsScheme assesses SPARC support, and theprogress made due to this support, inimplementing the MDG Conditional GrantsScheme (CGS). A key conclusion is that,overall, SPARC's objectives at the federallevel align with those of the Office of theSenior Special Assistant to the President onthe Millennium Development Goals (OSSAP-MDG) and the Conditional Grants Scheme(CGS). SPARC has helped the CGS makesignificant improvements to workingpractices, in particular, in developingqualifying criteria and improving the rigour ofthe evaluation processes. These have helpedto improve the quality of applications andtransparency.

At the state level there has been significantprogress, with states increasing commitmentto the CGS but there are concerns about theextent to which the CGS can leveragereforms. The study makes recommendationson the sustainability and impact of SPARCsupport to the CGS.

4.2.5 Evaluation of SPARCsupport to the ConditionalGrants Scheme

Of interest to: Department for InternationalDevelopment, international developmentpartners, federal and state ministries,departments and agenciesIssuing body: SPARCType of resource: ReportStatus: FinalDate: December 2010Title: Evaluation Study of SPARC Supportand the Resultant Progress Made inImplementing the MDGs Conditional GrantsSchemeNumber of pages: 72File type: pdfFile size: 1.03 MBTo read the full text: Please type SMD005into the search box on the search page in theCD attached to this book.

The presentation by the Senior SpecialAssistant to the President on the MillenniumDevelopment Goals (MDGs) first addressesissues from the first quarter 2010appropriation for the MDGs, then describesimplementation in the first and secondquarters. It reports on projects funded from2009 debt-relief gains (DRG) through the2008–2009 Conditional Grants Scheme andprovides an update on 2010 DRG projects.The presentation also covers monitoringand evaluation, reporting to the UN GeneralAssembly on MDG+10, communication anddata challenges.

The presentation draws three conclusions.First that implementation of the 2010 MDGDRG budget requires prioritising projectsand effective procurement. Second, thedevelopment agenda needs to be guidedby data, which means urgently transformingdata management through the NationalStrategy for the Development of Statistics.Lastly, the UN General Assembly SpecialSession on MDG+10 is an opportunity toconvey Nigeria’s achievements and strategyon the MDGs.

4.2.4 Report on implementation ofMDG budget appropriations1st and 2nd quarters 2010

Of interest to: Federal and state ministries,departments and agencies, internationaldevelopment partnersIssuing body: Office of the Senior SpecialAssistant to the President on the MillenniumDevelopment GoalsType of resource: PresentationStatus: FinalDate: June 2010Title: Presidential Committee on theAssessment and Monitoring of the MDGs 2ndQuarter 2010 ReportNumber of slides: 39File type: pdfFile size: 2.15 MBTo view the presentation: Please typeSMD004 into the search box on the searchpage of the CD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.2 AC

HIE

VIN

G TH

E M

ILLEN

NIU

M D

EV

ELO

PM

EN

T GO

ALS

60

The presentation by the Conditional GrantsScheme (CGS) Unit, Office of the SeniorSpecial Assistant to the President on theMillennium Development Goals to the UKDepartment for International Development(DFID) explains what the CGS is, how itworks, what has happened to date andplans for the future.

The presentation first describes the CGSand outlines its objectives then givesdetails of how the scheme works. This isfollowed by data on grants to states andgraphs of grants by sector 2007 and 2009,together with examples of projects andbeneficiaries. The presentation thendescribes consolidation in 2010 when nogrants were awarded. The intention behindnot awarding grants in 2010 was to allowstates to finish projects underway, toanalyse progress to date, to bring the CGSin line with federal budget planning and toput in place logistics for scaling up thescheme.

4.2.6 Conditional Grants Scheme,past, present and future

Of interest to: DFID, internationaldevelopment partners, states, localgovernment authoritiesIssuing body: Conditional Grants SchemeUnit, Office of the Senior Special Assistant tothe President on the Millennium DevelopmentGoalsType of resource: PresentationStatus: FinalDate: April 2011Title: MDGs Conditional Grants SchemeNumber of slides: 50File type: pdfFile size: 3.2 MBTo view the presentation: Please typeSMD006 into the search box on the searchpage of the CD attached to this book.

This presentation describes the datasources and methodology for a baselinesurvey of key local government officials ontheir experience with the MillenniumDevelopment Goals (MDGs) and theirperceptions of opportunities for localgovernment authorities (LGAs) to engagewith the Conditional Grants Scheme (CGS).

The presentation provides information onmobile communication (GSM) providers inLGAs, LGA budgets, staffing by sector,accessibility during wet and dry seasons,main commercial activities, powerconnectivity, average distance to capitals,and age and gender of LGA chairs andsecretaries for the North East, NorthCentral, North West, South East, SouthSouth and South West. The presentationthen summarises the perceptions of LGAsecretaries, LGA heads of department forprimary healthcare and education on theirexperience with the MDGs, and theirperceptions of opportunities for LGAs toengage with the CGS.

4.2.7 Perceptions of localgovernment officials on theConditional Grants Scheme

Of interest to: Local government authorities,local government officialsIssuing body: Conditional Grants SchemeUnit, Office of the Senior Special Assistant tothe President on the Millennium DevelopmentGoalsType of resource: PresentationStatus: Version 4 – FinalDate: July 2010Title: CGS Local Government Track BaselineSurveyNumber of slides: 39File type: pdfFile size: 2.67 MBTo view the presentation: Please typeSMD007 into the search box on the searchpage of the CD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.2 AC

HIE

VIN

G TH

E M

ILLEN

NIU

M D

EV

ELO

PM

EN

T GO

ALS

61

The Nigeria Governors' Forum (NGF) is aninformal non-profit organisation that bringstogether the democratically electedgovernors of the states of the NigerianFederation. The Strategic Plan 2010–2012sets the direction and focus of NGF, andgives partners, stakeholders and otherinterested parties an understanding of whatthe forum aims to do and how it will goabout it.

The key elements of the plan are the vision,mission and objectives. Also included isinformation about the governance challengesthat the forum hopes to help address in theshort term. The plan sets out the prioritiesthat the NGF will concern itself with in2010–2012.

4.3.1 Nigeria Governors' ForumStrategic Plan 2010–2012

Of interest to: Federal government, stategovernors, state governments, developmentpartners, non-government organisationsIssuing body: Nigeria Governors' ForumType of resource: Strategic planStatus: FinalDate: 2010Title: Nigeria Governors' Forum Strategic Plan2010–2012Number of pages: 40File type: pdfFile size: 7668 KBTo read the full text: Please type SNS001into the search box on the search page of theCD attached to this book.

4.3 NETWORKS ANDSHARING EXPERIENCE

This manual explains how the ConditionalGrants Scheme (CGS) works and how toapply for grants. State and localgovernments can apply to the CGS for fundsfrom federal debt-relief gains to undertakeprojects to achieve the MillenniumDevelopment Goals (MDGs). States and/orlocal governments must match federalgovernment conditional grants with a 50%cash counterpart contributions.

The manual sets out:

Institutional arrangements for the CGS atfederal, state and local government levels,

Roles and responsibilities for administering the CGS,

Requirements and how to apply for CGSfunds,

Projects that can be funded, Financial and project management

practices and procedures, Communication and branding

requirements, and Guidelines for project monitoring

evaluation and reporting.

4.2.8 Conditional Grants SchemeManual 2012

Of interest to: Federal and state ministries,departments and agencies, local governmentauthorities, communities, civil societyIssuing body: Conditional Grants SchemeUnit, Office of the Senior Special Assistant tothe President on the Millennium DevelopmentGoalsType of resource: ManualStatus: FinalDate: July 2012Title: MDGs Conditional Grants SchemeImplementation ManualNumber of pages: 82File type: pdfFile size: 946 KBTo read the full text: Please type SMD008into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.3 NE

TWO

RK

S A

ND

SH

AR

ING

EX

PE

RIE

NC

E

62

The Nigeria Governors' Forum intranet is atool that keeps state governors informed.The Standard Users Manual providesinstructions on what is available on theintranet and how to use it. The intranetallows governors, the Forum Secretariatand key stakeholders to access informationand updates that are particularly relevant totheir needs. The intranet has five mainareas: a database of documents, an areathat allows users to track the status of anyfederal or state bill or law, a database ofexperts, a directory of contacts and ashared calendar. Governors can subscribeto receive alerts on issues and events ofinterest.

The information available to governors onthe intranet helps them collaborate onmatters of public policy, promote goodgovernance, share good practice, andenhance cooperation between states andwith other arms of government and society.

4.3.2 Dedicated intranet keepsstate governors informed

Of interest to: Governors, developmentpartnersIssuing body: Nigeria Governors' ForumType of resource: ManualStatus: FinalDate: November 2011Title: Standard Users ManualNumber of pages: 25File type: pdfFile size: 2.35 MBTo read the full text: Please type SNS002into the search box on the search page of theCD attached to this book.

This booklet Governance Share FairNorthern States, Nigeria is an account ofthe Governance Share Fair held 12–13March 2012 for northern states. The sharefair brought together high-level delegationsfrom the six states SPARC supports innorthern Nigeria: Jigawa, Kaduna, Kano,Katsina, Yobe and Zamfara. Officials fromNiger State came as observers. The CDaccompanying the report contains theprogramme, list of participants, pensketches, photos and presentations, as wellas SPARC issues, lessons, results andvoices leaflets, and 'talking heads' –animated interviews.

Share fairs are free-flowing, open, flexibleand non-hierarchical. They encourage face-to-face networking, promote discussion oncommon agendas, allow people to benefitfrom each other's experiences, andstimulate interest in future collaboration andthe development of new programmes.Participants in the share fair set up displaysto showcase their successes. They hadopportunities to tell others about theirachievements, exhibit products, and marketnew ideas to donors, policymakers, otherinstitutes and potential partners.

4.3.3 Governance share fair – aninformation market place

Of interest to: Government staff,development partners, mediaIssuing body: SPARCType of resource: BookletStatus: PublishedDate: March 2012Title: Governance Share Fair Northern States,NigeriaNumber of pages: 20File type: pdfFile size: 0.99 MBTo read the full text: Please type SNS003into the search box on the search page of theCD attached to this book.


4 SU

PP

OR

T FRO

M FE

DE

RA

L AN

D N

ATIO

NA

L OR

GA

NIS

ATIO

NS

4.3 NE

TWO

RK

S A

ND

SH

AR

ING

EX

PE

RIE

NC

E

63

Generating and sharing knowledge arecornerstones of successful communities ofpractice (CoPs). The report ImplementingCommunities of Practice for the State PeerReview Mechanism and the ConditionalGrants Scheme defines and describesCoPs, and discusses challenges andopportunities.

CoPs have been created to support theNigeria Governors' Forum KnowledgeManagement Unit and the MillenniumDevelopment Goals Communication Unit.Other CoPs will support the NigeriaGovernors' Forum State Peer ReviewMechanism and the MillenniumDevelopment Goals Conditional GrantScheme at both state and local governmentlevels. Based on an assessment of CoPsalready set up, the report offersrecommendations and maps out next steps.Appendix One of the report describes thevarious stages in setting up and managingCoPs as a framework for planning.

4.3.5 Communities of practice inthe State Peer ReviewMechanism and theConditional Grants Scheme

Of interest to: State MDAs, federalinstitutions, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: InterimDate: 2011Title: Implementing Communities of Practicefor the State Peer Review Mechanism and theConditional Grants SchemeNumber of pages: 30File type: pdfFile size: 1056 KBTo read the full text: Please type SNS005into the search box on the search page of theCD attached to this book.

The booklet Governance Share Fair SouthEast States, Nigeria describes the Share Fairheld for four states: Abia, Anambra, Enuguand Imo. Jigawa State also took part,presenting best practice in pension reforms.The accompanying CD contains resourcesgenerated from the event.

The share fair was a collaborative effort tocreate a friendly market place for states toshowcase their achievements and learn fromeach other. The fair:

Provided opportunities for state governments to broadcast achievements, exhibit products and reforms,

Facilitated face-to-face networking and promoted state-to-state exchange on common agendas,

Allowed participants to benefit from others' experiences, and

Stimulated future collaboration.

4.3.4 South East GovernanceShare Fair

Of interest to: Government staff,development partners, mediaIssuing body: Nigeria Governors' ForumType of resource: BookletStatus: PublishedDate: 2012Title: Governance Share Fair South EastStates, NigeriaNumber of pages: 20File type: pdfFile size: 1062 KBTo read the full text: Please type SNS004into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.1 M

AN

UA

LS

64

These guidelines have been produced bySPARC to support state government self-assessments. The self-assessment processis divided into nine stages:

1. Identifying the core team,2. Conducting a briefing,3. Preparing for the assessment

workshop,4. Conducting the assessment workshop,5. Preparing the workshop report,6. Validating self-assessment findings,7. Developing the state government high-

level change agenda,8. Developing the state government

change plan, and9. Developing SPARC work plans.

Each section covers objectives, describesthe process instigated by SPARC2008–2009 and suggests who should beinvolved. The appendices containresources such as presentations, templatesand useful links.

5.1.1 Guidelines for state self-assessments

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: SPARC reportStatus: Working draftDate: 2011Title: State Self-Assessment GuidelinesWorking Draft – for ConsultationNumber of pages: 41File type: pdfFile size: 968 KBTo read the full text: Please type GRM001into the search box on the search page of theCD attached to this book.

5 Generic resourcesThis section of the pocket guidedescribes generic resources that maybe of interest to those involved ingovernance reforms:

Manuals (5.1), Issues leaflets (5.2), Results leaflets (5.3), Lessons leaflets (5.4), Voices leaflets (5.5), Videos (5.6), and Photographs (5.7).

5.1 MANUALS


5 GE

NE

RIC

RE

SO

UR

CE

S5.1 M

AN

UA

LS

65

The SPARC Federal Component KnowledgeManagement Strategy is the framework forknowledge management activities in theSPARC federal component. The strategy isa guide for making operational choices anddirecting work plans.

The strategy sets out a 'model forreplication'. This describes SPARC'sunderstanding of how successful reformideas may be spread from state to state,the roles that various actors may play andthe ways SPARC can provide support. Thestrategy outlines the main areas of federalsupport to: federal intermediary bodies(principally the Nigeria Governors' Forumand the Millennium Development GoalsOffice), other national coordinating bodiesand individual initiatives at state level. Thework plan and activities set out in thestrategy are based on priorities and astrategic approach to communications.

5.1.3 Federal knowledgemanagement strategy

Of interest to: Federal government,development partnersIssuing body: SPARCType of resource: SPARC strategyStatus: RevisionDate: 2012Title: SPARC Federal Component KnowledgeManagement StrategyNumber of pages: 20File type: pdfFile size: 736 KBTo read the full text: Please type GRM003into the search box on the search page of theCD attached to this book.

The SPARC Knowledge ManagementStrategic Plan sets out the approach toknowledge management in SPARC. Itincludes a communication strategy tosupport knowledge management. This is thethird revision of the plan.

The strategy describes knowledgemanagement approaches appropriate tostates at different stages of the reformprocess:

States with relatively mature experiencesof governance reform,

States with some experience and understanding but a need to deepen the process, and

States newly entering the programme that have a commitment to reform.

The communications strategy sets theoverall directions for communications work,including goals, overarching messages andsegmentation of audiences that SPARC willhave to target to ensure that its voices andopinions are heard and acted upon.

5.1.2 Knowledge managementstrategic plan

Of interest to: Federal government, stategovernments, development partnersIssuing body: SPARCType of resource: SPARC strategic planStatus: RevisionDate: 2012Title: Knowledge Management Strategic PlanNumber of pages: 28File type: pdfFile size: 629 KBTo read the full text: Please type GRM002into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.1 M

AN

UA

LS

66

This SPARC Knowledge ManagementToolkit briefly describes the knowledgemanagement cycle and how it can providea working framework for communities ofpractice – people with common concernsor problems – to extract and shareknowledge. The toolkit explains thedifferences between communities ofpractice and work teams, and howcommunities of practice can help sustainchange and encourage replication beyondthe community itself.

The toolkit outlines how to formcommunities of practice, who should beinvolved, how communities of practiceshould be facilitated, how and whenmembers should meet and what knowledgeis useful to capture. It is a useful guide toboth knowledge management andcommunities of practice.

5.1.4 Knowledge managementtoolkit for communities of practice

Of interest to: MDAs, development partnersIssuing body: SPARCType of resource: SPARC reportStatus: FinalDate: 2010Title: SPARC Knowledge Management ToolkitCommunities of PracticeNumber of pages: 6File type: pdfFile size: 440 KBTo read the full text: Please type GRM004into the search box on the search page of theCD attached to this book.

The SPARC Knowledge ManagementToolkit Innovation Diaries explains howinnovation diaries can be used inknowledge management. Innovation diariescapture knowledge which is ephemeral andnot likely to be captured by conventionalmonitoring and reporting. Often, theimportant knowledge is not just 'what wasdone', but 'how it was done', and how theroles and relationships of people andinstitutions worked. Innovation diariescapture key turning points and criticaldecisions, as well as failures, in real time asthey happen.

The toolkit provides advice on when to useinnovation diaries, appropriate people tocollect information and insights, how andwhen to collect information, and what tocapture. The resulting diaries provide anarrative report of the history and lessonslearned during a project or in an institution,including how concerns were met and howinnovation occurred. The knowledge in thediaries can be used to reflect and learnlessons on why and how what happeneddid happen.

5.1.5 Knowledge managementtoolkit for innovation diaries

Of interest to: Knowledge managers, MDAs,development partnersIssuing body: SPARCType of resource: SPARC KnowledgeManagement ToolkitStatus: FinalDate: 2010Title: SPARC Knowledge ManagementToolkit Innovation DiariesNumber of pages: 6File type: pdfFile size: 474 KBTo read the full text: Please type GRM005into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.1 M

AN

UA

LS

67

The Nigerian and UK Governments areworking together to transform governance inNigeria through the State Partnership forAccountability, Responsiveness andCapability (SPARC) programme. ThroughSPARC, politicians and government staffcan access the tools and knowledge theyneed to reform governance processes.

This leaflet explains the difference between'governance' and 'government', describesgood governance and why it is important,and the key elements of governance andthe links between them. Reforms in policyand strategy, public financial managementand management of public services will helpNigeria make more efficient use of itsresources and give more Nigerians accessto basic public services.

5.2.1 Good governance:understanding it and puttingit in place

Of interest to: Politicians, government staff,civil society organisations, citizens,international development partnersIssuing body: SPARCType of resource: Issues leafletStatus: FinalDate: 2009Title: Good Governance: Understanding It andPutting It in PlaceNumber of pages: 4File type: pdfFile size: 1.55 MBTo read the full text: Please type GIL001into the search box on the search page of theCD attached to this book.

5.2 ISSUES LEAFLETS

The Federal Government allocates part of thefederal share of debt-relief gains each year toconditional grants to leverage resources andpolicy reforms. State and local governmentscan request funds from the ConditionalGrants Scheme (CGS) but must comply withspecific criteria and governing guidelinesoutlined in the MDGs Conditional GrantsScheme Implementation Manual.

The manual explains:

MDGs CGS institutional structures at federal, state and local government levels,

Roles and responsibilities for administering the CGS,

Requirements and methods for states and local governments to apply to the CGS,

Projects that can be funded by the CGS, Procurement processes for CGS

projects, Financial and project management

practices and procedures, Communication and branding

requirements, and Project monitoring evaluation and

reporting guidelines.

5.1.6 Guidelines for theConditional Grants Scheme

Of interest to: Federal institutions, stategovernments, development partnersIssuing body: The Office of the SeniorSpecial Assistant to the President onMillennium Development Goals, FederalRepublic of NigeriaType of resource: ManualStatus: RevisedDate: 2012Title: MDGs Conditional Grants SchemeImplementation ManualNumber of pages: 82File type: pdfFile size: 945 KBTo read the full text: Please type GRM006into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.2 IS

SU

ES

LEA

FLETS

68

Governments are the major players ingovernance – the processes by whichdecisions are made and the ways in whichwhat has been decided are carried out –but others, such as civil societyorganisations, traditional leaders and citizengroups can influence governance as well.

This leaflet explains what good governanceis, what makes for good governance, whygood governance matters and howgovernments can bring about goodgovernance.

The partnership between the Nigerian andUK Governments in the State Partnershipfor Accountability, Responsiveness andCapability (SPARC) is one of fivegovernance initiatives that the UKDepartment for International Development(DFID) supports in Nigeria. SPARC supportsgovernance reform in three areas: publicfinancial management, public sector reformand policy, and strategy development, aswell as assisting with monitoring andevaluation, and knowledge management.

5.2.2 Good governance makes all the difference

Of interest to: Federal and stategovernments, civil society organisations,citizen groups, tribal leaders, internationaldevelopment partnersIssuing body: SPARCType of resource: Issues leafletStatus: FinalDate: 2009Title: Good Governance Makes All theDifferenceNumber of pages: 2File type: pdfFile size: 83.3 KBTo read the full text: Please type GIL002into the search box on the search page of theCD attached to this book.

This leaflet defines knowledge managementas interpreted by SPARC and describes theknowledge management cycle. SPARCuses knowledge management to shareknowledge on a whole range of topicsconcerned with reforming governance toencourage innovation.

The principles guiding knowledgemanagement in SPARC are set out togetherwith an overview of the stakeholder groupsinvolved. The leaflet explains howknowledge management supports thevarious areas of work, the practical toolsused in knowledge management and howcommunication fits in. The knowledgemanagement team consists of Abuja-basedstaff, front-line officers in state offices anda range of external consultants and serviceproviders.

5.2.3 Knowledge managementpromotes innovation

Of interest to: Programme managers, federaland state government staff, civil societyorganisations, citizens, internationaldevelopment partnersIssuing body: SPARCType of resource: Issues leafletStatus: 2010Date: Not indicatedTitle: Knowledge Management PromotesInnovationNumber of pages: 2File type: pdfFile size: 104 KBTo read the full text: Please type GIL003into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.2 IS

SU

ES

LEA

FLETS

69

SPARC works in partnership with stategovernments to introduce governancereforms in five Nigerian states. In order tomaximise the impact of successful reformsacross Nigeria, SPARC passes on goodpractices – technical skills, methodologiesand approaches – to other states. This'replication' widens the reach of theprogramme and its impact on governmentreforms.

Replication is about making connections,sharing reform ideas, identifying influentialpeople who might find these ideas useful,and how to reach them and tap into theirnetworks. The aim is to encourage states toadopt these ideas and apply them to theirreform processes. As part of this, SPARChas put together a bank of information thatcan be accessed by all states.

5.2.5 Widening the impact ofgovernance reforms

Of interest to: Politicians, government staff,civil society organisations, citizens,international development partnersIssuing body: SPARCType of resource: Issues leafletStatus: FinalDate: 2011Title: Widening the Impact of GovernanceReformsNumber of pages: 4File type: pdfFile size: 1.38 MBTo read the full text: Please type GIL005into the search box on the search page of theCD attached to this book.

A critical part of driving the Enugu StateGovernment Four-Point Agenda forward isrevitalising the Performance ImprovementBureau to take the lead in reforms. Thisleaflet describes the work of the bureau andsets out the problems it faces.

The keys to revitalising the bureau are tostrengthen the mandate, reorganise thestructure, provide adequate funding andensure high calibre staff. SPARC has helpedto build up the bureau through technicalsupport and training. With state governmentinvestment this support can be stepped up.The bureau will then be able to fully executeits role in spearheading public servicereforms.

5.2.4 Revitalising theengine of public servicereform: Enugu StatePerformance ImprovementBureau

Of interest to: Politicians, government staff,civil society organisations, citizens,international development partnersIssuing body: SPARCType of resource: Issues leafletStatus: FinalDate: 2010Title: Revitalise the Engine of Public ServiceReform: The Enugu State PerformanceImprovement BureauNumber of pages: 2File type: pdfFile size: 350 KBTo read the full text: Please type GIL004into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

70

SPARC began working with five stategovernments in late 2008 and helped themconduct self-assessments of the wayfinances, public services and developmentplanning were managed. The self-assessments brought together senior stategovernment officers and political officeholders to critically reflect on the strengthsand weaknesses of current systems.Following on from the assessments, eachstate government developed its ownstrategy and plans (known as changeprogrammes) for improving governance.

SPARC continued its work with stategovernments on performance reviews in2011. As the quality of these reviewsimproves over time, it is hoped thatparticipation will broaden to include civilsociety, development partners and non-government organisations. This leafletsummarises this process.

5.3.1 Working together to ensuregovernance reforms remaineffective

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partnersIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Working Together to EnsureGovernance Reforms Remain EffectiveNumber of pages: 2File type: pdfFile size: 548 KBTo read the full text: Please type GRL001into the search box on the search page of theCD attached to this book.

The State Peer Review Mechanism (SPRM)is an innovative approach to acceleratingthe development of Nigeria's states. SPRMis a systematic examination of theperformance of each state by other states.The goal is to help every state improve itspolicymaking, adopt best practice andcomply with established standards andprinciples. A set of comprehensiveguidelines supporting the SPRM waslaunched in May2011, and the first pilotsbegan in mid-2011.

This leaflet outlines the history of theSPRM, how it works, how the findings willbe shared, the objectives and points towhere more information can be found.

5.3.2 Overview of the State PeerReview Mechanism

Of interest to: National and federalinstitutions, national planning commissions,New Partnership for Africa's Development(NEPAD), Office of the Senior SpecialAssistant to the President on MDGsIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Nigeria's State Peer Review MechanismNumber of pages: 2File type: pdfFile size: 632 KBTo read the full text: Please type GRL002into the search box on the search page of theCD attached to this book.

5.3 RESULTS LEAFLETS


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

71

Following the declaration of a new governorin Ekiti State in October 2010, the stategovernment developed an Eight-PointAgenda (8PA) to improve the quality of lifeof its citizens, and tackle head on the issueof poverty.

A cornerstone for the government was toestablish a new office to drive forwarddelivery of the 8PA and the Office ofTransformation, Strategy and Delivery(OTSD) was operational by March 2012.Parallel work on mapping otherdepartments of the Governor's Office hasensured there is no duplication of roles ofexisting offices and the OTSD. Targetedwork in public financial management andmonitoring and evaluation is underway tounderpin the first set of reforms.

5.3.4 A fast track approach togovernance reforms

Of interest to: State governors, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,citizensIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2012Title: A Fast Track Approach to GovernanceReformsNumber of pages: 2File type: pdfFile size: 408 KBTo read the full text: Please type GRL004into the search box on the search page of theCD attached to this book.

Improving the management of publicfinances is a major cornerstone of improvingdelivery of services to citizens by stategovernments. In Jigawa State, as part of apackage of reform measures, strides arebeing made in the accuracy and timelinessof managing public funds. A package ofmeasures (known as the 'bank reconciliationpackage') is now being implemented.

This leaflet outlines the reasons why thispackage is important, and speculates on thereasons for progress so far.

5.3.3 Bank reconciliation in Jigawa

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,finance managersIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Bank Reconciliation in JigawaNumber of pages: 2File type: pdfFile size: 564 KBTo read the full text: Please type GRL003into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

72

To gain an understanding of the existingtraining and development capacity ofindigenous Nigerian organisations, the UKDepartment for International Development(DFID) state-level programmes (SLPs) inNigeria, including SPARC, jointly undertooka training capability assessment in 2010.This assessment now provides acomprehensive guide to potential partnersor contractors for the delivery of trainingand development services, describing theirareas of expertise and their relevance forthe SLPs.

This leaflet provides an outline of themethodology used in the assessment andthe results of the exercise.

5.3.5 Building for the future:assessing local trainingcapability

Of interest to: Heads of service, permanentsecretaries, directors of MDAs, personneladministrators, international developmentpartners, training organisationsIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Building for the Future: Assessing LocalTraining CapabilityNumber of pages: 2File type: pdfFile size: 612 KBTo read the full text: Please type GRL005into the search box on the search page of theCD attached to this book.

To deliver on plans, governments need tobalance budgets and income. However, formany years, this has not happened inKaduna. Overinflated budgets have beenthe norm, resulting in governmentapproving large budgets, but only releasinga fraction of the funds allocated. KadunaState has now made considerable progresstowards drawing up realistic budgets.These budgets will make spending onhealth and education more effective, andhelp realise health and education plans toachieve MDG targets.

This leaflet explains the importance ofbudget realism and the problems causedby unrealistic budgets; examines theactions taken to address the problem; anddemonstrates the results achieved inbudget realism and health and educationexpenditure.

5.3.6 Realistic budgets advanceKaduna State towards MDG targets

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,finance managersIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Realistic Budgets Advance KadunaState Towards MDG TargetsNumber of pages: 4File type: pdfFile size: 635 KBTo read the full text: Please type GRL006into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

73

In many states, a deeply ingrained practiceof over-stated budgets and disconnecteddevelopment strategies has obstructedrational planning and has frustrateddevelopment over the years. For statescommitted to breaking this cycle, SPARChas developed capacity within keyministries and agencies, introducing toolsand processes to support integrated,consistent and realistic planning andbudgeting.

This leaflet describes progress in thisexercise. All five lead states (Enugu, Jigawa,Kaduna, Kano and Lagos) have receivedsupport, in the form of hands-on capacitystrengthening, to develop plans, sectorstrategies and multiyear budgets. As well asnow having more realistic plans – and thebenefits of better governance and improveddevelopment performance that follow – thestates are now committed to this approachfor the future. The capacity that has beendeveloped will help ensure that thisbecomes a sustained reality.

5.3.8 Medium-term budgeting and planning: more realismdrives improvedperformance

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,finance managersIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Medium-term Budgeting and Planning:More Realism Drives Improved PerformanceNumber of pages: 2File type: pdfFile size: 148 KBTo read the full text: Please type GRL008into the search box on the search page of theCD attached to this book.

The improvement of governance is one ofSPARC's primary aims in its support forNigeria to achieve the MillenniumDevelopment Goals (MDGs). A fundamentalof good governance is that theresponsibilities and structures of keyministries, departments and agencies shouldbe clearly described. This is essential fortransparency, effective planning andaccountability, and avoids the confusion ofoverlapping and incomplete mandates.Before this exercise, none of the fiveSPARC-supported states was able toproduce an organisational map showing theresponsibilities and structure of governmentagencies.

This leaflet summarises the outcomes andimpact of the mandate mapping exercisesconducted in Enugu, Jigawa, Kaduna, Kanoand Lagos in 2009 and 2010.

5.3.7 Mandate mapping showsthe way to bettergovernance

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, civil servantsIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Mandate Mapping Shows the Way toBetter GovernanceNumber of pages: 2File type: pdfFile size: 359 KBTo read the full text: Please type GRL007into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

74

Lagos State Government seeks to enhanceits capability to deliver improved services tothe people of the state in a cost-effectiveand efficient manner. A major first step toimproving performance and accountabilityis to create a clearer picture of mandatesand responsibilities of each ministry,department or agency (MDA). The report ofthe MDAs mandate mapping exercise thatbegan in November 2009 was formallysubmitted to the state government inFebruary 2011.

This leaflet summarises the work carriedout to map ministerial mandates in Lagos State.

5.3.9 Mapping mandates in Lagos State

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, civil servantsIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Mapping Ministerial MandatesNumber of pages: 2File type: pdfFile size: 221 KBTo read the full text: Please type GRL009into the search box on the search page of theCD attached to this book.

Nigeria's Millennium Development Goals(MDGs) Conditional Grants Scheme (CGS)addresses the MDGs at the local level byproviding financial and technical support toscale-up state and local governmentactivities related to the MDGs.

This leaflet describes the rationale behindthe CGS, introduced in 2007, and how itbridges the gap between the MDG effortsof federal and state governments. The aimsand achievements of the CGS aredescribed, together with lessons learned.The State Partnership for Accountability,Responsiveness and Capability (SPARC),has been helping improve the criteria forselection of projects, assisting withevaluation, and helping design andcoordinate local government CGS.

5.3.10 Improving lives through the MillenniumDevelopment GoalsConditional Grants Scheme

Of interest to: State and local governments,international development agenciesIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: Improving Lives Through the MillenniumDevelopment Goals Conditional GrantSchemeNumber of pages: 2File type: pdfFile size: 122 KBTo read the full text: Please type GRL010into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.3 R

ES

ULTS

LEA

FLETS

75

The United Kingdom and NigerianGovernments have partnered to improvegovernance in Nigeria. SPARC is beingfunded as part of several programmes withthe same aim – to help state governmentsimprove the efficiency and effectivenesswith which they use public resources. Thispartnership was put in place in 2008, and asit passes its halfway point, results areemerging that show real progress is beingmade. These include closing dormantgovernment bank accounts, betterreconciliation of existing accounts, gettingon top of debt, elimination of ghost workersand ensuring debt-relief gains are usedappropriately for poverty reduction.

This leaflet highlights a few examples of thisprogress, and shows the value for moneythat SPARC is delivering.

5.3.12 State governments improvemanagement of publicresources

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,finance managers, citizensIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: State Governments are Improving theManagement of Public ResourcesNumber of pages: 4File type: pdfFile size: 451 KBTo read the full text: Please type GRL012into the search box on the search page of theCD attached to this book.

SPARC is committed to promoting genderequality and social inclusion in its technicalsupport to state partners, recognising thatthese are important goals and are vital topoverty elimination and the achievement ofall the Millennium Development Goals(MDGs).

To make good that commitment, SPARChas developed its own capacity for genderand social inclusion (G&SI) mainstreaming toenable staff to make appropriate G&SIconsiderations in their work and to providequality technical support and advice togovernment partners. Althoughmainstreaming G&SI is a long-term process,a lot has already been achieved. This leafletsummarises progress in the five lead states(Enugu, Jigawa, Kaduna, Kano and Lagos).

5.3.11 Mainstreaming gender andsocial inclusion in statepolicy and planning

Of interest to: State government, heads ofservice, permanent secretaries, directors ofMDAs, international development partners,human resources management, citizensIssuing body: SPARCType of resource: Results leafletStatus: FinalDate: 2011Title: The Mainstreaming of Gender andSocial Inclusion in State Policy and PlanningNumber of pages: 2File type: pdfFile size: 392 KBTo read the full text: Please type GRL011into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.4 LE

SS

ON

S LE

AFLE

TS

76

The rehabilitation of the Wudil RegionalWater Scheme – a scheme that servesabout 198,000 people – is one of 15regional schemes in Kano State. The stategovernment is keen to scale-up the Wudilmodel to provide clean water to over onemillion people.

The leaflet Putting the People's Hands onthe Tap: Water Management Innovations inKano State explains the lessons that can belearned from the Wudil project. The projectwas successful because people wereempowered to demand and expect betterservice, and there was high-level politicalsupport. The community-public partnershipmodel for managing and supplying water –whereby people in the community pay forwater supplies and local governmentsubsidises the costs – could be replicatedelsewhere.

5.4.1 Water managementinnovations in Kano State

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Putting the People's Hands on the Tap:Water Management Innovations in Kano StateNumber of pages: 2File type: pdfFile size: 420 KBTo read the full text: Please type GLL001into the search box on the search page of theCD attached to this book.

The leaflet Better pensions…and They CostLess: Civil Service Pension Reforms inJigawa describes how Jigawa State hasreformed civil service pensions and thelessons that can be learned from itsexperience. Pensioners are paid on time, allarrears have been settled and unclaimedbenefits returned. Weeding ghostpensioners and other irregularities out ofthe system meant that the stategovernment cut the pension bill by two-thirds in just three months.

The Jigawa State civil service scheme wasthe first of its kind in Nigeria. This leafletgives the reasons why Jigawa Statemanaged to introduce its contributorypensions scheme so smoothly. Elevenstates have studied and learned from theJigawa experience.

5.4.2 Civil service pensionreforms in Jigawa

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Better Pensions…and They Cost Less:Civil Service Pension Reforms in JigawaNumber of pages: 2File type: pdfFile size: 518 KBTo read the full text: Please type GLL002into the search box on the search page of theCD attached to this book.

5.4 LESSONS LEAFLETS


5 GE

NE

RIC

RE

SO

UR

CE

S5.4 LE

SS

ON

S LE

AFLE

TS

77

Several Nigerian states are reforming theirland registries. This means that transferringland in Nigeria is becoming far quicker andmore secure. The reforms make it moredifficult to avoid paying land taxes so stategovernment revenues also benefit.

As described in the leaflet Beating a Trackthrough the Land Rights Maze: LandRegistry Reforms in Lagos, Lagos led theway in reforming its land registry,introducing a computerised documentmanagement system for land titles andtransfers in 2006. Citizens can now doonline searches at the Lagos Land Registryin less than an hour, compared to daysbefore. The change for the better would nothave happened without political will on thepart of the state government, whichallocated human and financial resources toput the new system in place.

5.4.4 Land registry reforms inLagos State

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Beating a Track Through the LandRights Maze: Land Registry Reforms in LagosNumber of pages: 2File type: pdfFile size: 896 KBTo read the full text: Please type GLL004into the search box on the search page of theCD attached to this book.

The multi-door courthouses described in theleaflet Arbitrate Rather Than Litigate:Resolving Differences Quicker at the LagosMulti-Door Courthouse are spreading acrossNigeria. This new type of courthouse meansthat people no longer have to put up withlong delays, congested courts and high legalcosts to resolve relatively simple disputes.The 'alternative dispute resolution' offeredby the multi-door courthouses can settlecases in just two weeks.

The lessons learned from the multi-doorcourthouses are that justice can be quicklydispensed at a low cost by involving thepublic in arbitration and conciliation. Thiscollaboration makes for wide acceptance ofthe judgements. Parties resolve theirdifferences by looking at needs, interestsand solutions rather than litigating. Becausethe process is voluntary, prompt,confidential and rooted in mutual agreementit promotes healing.

5.4.3 Resolving differencesquicker at the Lagos multi-door courthouse

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Arbitrate Rather Than Litigate:Resolving Differences Quicker at the LagosMulti-Door CourthouseNumber of pages: 2File type: pdfFile size: 750 KBTo read the full text: Please type GLL003into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.4 LE

SS

ON

S LE

AFLE

TS

78

Kano was the first state in northern Nigeriato computerise public financialmanagement systems to make them moreaccurate and transparent. Neighbouringstates are following suit, showing thatstates can learn from each other. All that isneeded is political will and senior staffwilling to champion the process. The leafletGood News Spreads Fast: Innovations inPublic Finance Management in Kano andJigawa describes how new practices arespreading.

Kano has attracted visitors from Bauchi,Kebbi, Kwara and Jigawa states interestedin seeing how its system works.Encouraged by these visits, communities ofpractices across states are emerging toshare and solve problems. Jigawa, one ofthe states that visited Kano and returned toset up its own system, helped Kano whenits system ran into difficulties. Kano officialsvisited Jigawa to see the improvementsmade there and, based on the lessons theylearned were able to solve their problems.

5.4.5 Innovations in public financemanagement in Kano andJigawa

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Good News Spreads Fast: Innovationsin Public Finance Management in Kano andJigawaNumber of pages: 2File type: pdfFile size: 968 KBTo read the full text: Please type GLL005into the search box on the search page of theCD attached to this book.

A league log is a spreadsheet for collectinginformation on monthly submissions totreasury departments by ministries,departments and agencies (MDAs). Thelogs record the quality, timeliness andcomprehensiveness of monthly returns, andallow the performance of MDAs and theaccountants responsible for the returns tobe appraised. Jigawa produced the firstleague log in 2011, and the logs are now amonthly routine.

The leaflet League Logs: A Means toImprove Financial Performance tells howleague logs came to be used in Jigawa. Itdescribes the lessons learned along theway and sets out what is needed toreplicate league logs elsewhere: computerliterate staff, training, engagingaccountants, a mentor or champion amongaccountants to lead training sessions,piloting the logs with just a few MDAsbefore using them widely and providingincentives to persuade staff to want to bepart of the process.

5.4.6 League logs improvefinancial performance inJigawa

Of interest to: Ministries, departments,agenciesIssuing body: SPARCType of resource: SPARC Lessons leafletStatus: FinalDate: n/dTitle: League Logs: A Means to ImproveFinancial PerformanceNumber of pages: 2File type: pdfFile size: 101 KBTo read the full document: Please typeGLL006 into the search box on the searchpage of the CD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.5 V

OIC

ES

LEA

FLETS

79

The leaflet Transparency Makes All theDifference: Bari'atu Mohammed ExplainsHow Self-assessment is HelpingGovernment Reforms describes aninterview with Bari'atu Mohammed,Director, Public Service Office, Office of theHead of Service, Kaduna State. Bari'atuspeaks about her experiences with theSPARC self-assessment process. Shedescribes how she felt about the self-assessment process and how she thinks itcontributes to the reform agenda in KadunaState.

Bari'atu Mohammed comments on issuesbrought to the fore by the self-assessment,such as attitudes to rules and regulations,the way change is implemented andcommunication. She speaks frankly abouthow her attitudes have changed as a resultof the self-assessment process and howshe looks forward to the next one.

5.5.2 Bari'atu Mohammedexplains how self-assessment is helpinggovernment reforms

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Transparency Makes All the Difference:Bari'atu Mohammed Explains How Self-assessment is Helping Government ReformsNumber of pages: 2File type: pdfFile size: 308 KBTo read the full text: Please type GVL002into the search box on the search page of theCD attached to this book.

The leaflet New Tools for Change: SPARC'sSelf-assessment Processes explains theSPARC self-assessment process, how itwas developed, how it works, how itchanges attitudes, and how it helpsgovernment officials identify the changesthey want to make and set goals. SPARCrecognises that any changes cannot simplybe proposed by external consultants –government officials have to come up withproposals for change themselves ifchanges are to be long lasting andeffective.

Helping officials to recognise governanceproblems and find their own solutions iskey to SPARC's work. Government officialsfrom Lagos State and Kaduna State speakabout how the self-assessment processhas given them new tools for understandingthe way they should work.

5.5.1 New tools for self-assessment

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: New Tools for Change: SPARC's Self-assessment ProcessesNumber of pages: 2File type: pdfFile size: 1.01 MBTo read the full text: Please type GVL001into the search box on the search page of theCD attached to this book.

5.5 VOICES LEAFLETS


5 GE

NE

RIC

RE

SO

UR

CE

S5.5 V

OIC

ES

LEA

FLETS

80

In the leaflet Changing the Way We Work:Owolabi Amisu Describes the Impact of theSelf-assessment Process, Owolabi Amisu,Coordinating Director, ManagementServices and Reforms Office, Lagos State,discusses the benefits of SPARC's self-assessment process. He explains why hefound the self-assessment useful and howhis attitudes have changed in some waysas a result.

Owolabi describes how he thinks the self-assessment process reinforces reformsalready underway in Lagos State. He alsocomments on the new thinking that self-assessment brings, and the benefits of theparticipatory methodology given thecomplex environment in Nigeria.

5.5.3 Owolabi Amisu describesthe impact of the self-assessment process

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Changing the Way We Work: OwolabiAmisu Describes the Impact of the Self-assessment ProcessNumber of pages: 2File type: pdfFile size: 696 KBTo read the full text: Please type GVL003into the search box on the search page of theCD attached to this book.

In the leaflet Better Than the 'ConsultantReport Approach': Peter Bakam ExplainsWhy Self-assessment Works for Him, PeterBakam, Permanent Secretary, Ministry ofEconomic Planning, Kaduna State, speaksabout his experiences with the SPARC self-assessment process. He describes why hefound it useful and how it differed fromprevious experiences.

Peter explains that the self-assessment putweaknesses and strengths in perspective,in terms of international best practice. Hetalks about how government officials inKaduna State have put together changeprogrammes for several streams withspecific target dates, and what this couldmean for the state's Eleven-Point Agendaand Nigeria's 2020 Vision.

5.5.4 Peter Bakam explains why self-assessment works for him

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Better Than the 'Consultant ReportApproach': Peter Bakam Explains Why Self-assessment Works for HimNumber of pages: 2File type: pdfFile size: 520 KBTo read the full text: Please type GVL004into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.5 V

OIC

ES

LEA

FLETS

81

In an interview with SPARC described inthe leaflet The Process Gave Us a RoadMap: K. Keshinro Considers How Self-assessment Can Work Everywhere, K.Keshinro, Director of Financial Intelligenceand Research, State Treasury Office, LagosState Ministry of Finance, talks about howSPARC's self-assessment meshed with thework his department was already doing andhelped it get better.

K. Keshinro describes why the processworked well for him and where it wasparticularly useful, such as pointing to howthings work in other places for comparison.He explains what role the SPARCconsultants played in guiding the self-assessment, identifying information theyshould look at and examining it objectively.This helped determine exactly what wasbeing done and what needed to change toget to where they wanted to go.

5.5.6 K. Keshinro considers howself-assessment can workeverywhere

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: The Process Gave Us a Road Map: K.Keshinro Considers How Self-assessment CanWork EverywhereNumber of pages: 2File type: pdfFile size: 319 KBTo read the full text: Please type GVL006into the search box on the search page of theCD attached to this book.

In an interview with SPARC described inthe leaflet Getting to the Root of Reforms:Tijuanni Musa Reviews His Experience ofSelf-assessment, Tijuanni Musa, PermanentSecretary, Office of Head of Service,Kaduna State, speaks about hisexperiences with the SPARC self-assessment process. He describes how theself-assessment was an opportunity forlocal government officials to talk to eachother frankly, and to be honest about whatwas really happening.

Tijuanni explains that the value of the self-assessment was that they got to the root ofproblems, the first step in finding solutions.He comments on the way the process wasfacilitated by SPARC to bring out criticalissues while making sure everyone wascomfortable and could contribute.

5.5.5 Tijuanni Musa reviews his experience of self-assessment

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Getting to the Root of Reforms: TijuanniMusa Reviews His Experience of Self-assessmentNumber of pages: 2File type: pdfFile size: 809 KBTo read the full text: Please type GVL005into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.5 V

OIC

ES

LEA

FLETS

82

The leaflet Meeting Weaknesses Head On:Ahmed A. Zaria Reflects on the SPARCSelf-assessment Process describes aninterview with Ahmed A. Zaria, PermanentSecretary, Ministry for Local Government,Kaduna State. Ahmed speaks about hisexperiences with the SPARC self-assessment process. He gives examples ofthe kinds of weaknesses uncovered by theself-assessment and how these discoverieshave contributed to the reform agenda. Hevalued the way the consultants helpedeveryone express their views and allowedthose who took part to argue amongthemselves.

Ahmed explains how the self-assessmentgave him insight into the problems facinglocal government and how he uses thisinsight when making decisions andreflecting on problems or suggestions.

5.5.7 Ahmed A. Zaria reflects onthe SPARC self-assessmentprocess

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Meeting Weaknesses Head On: AhmedA. Zaria Reflects on the SPARC Self-assessment ProcessNumber of pages: 2File type: pdfFile size: 432 KBTo read the full text: Please type GVL007into the search box on the search page of theCD attached to this book.

In an interview with SPARC described inthe leaflet Getting Our Priorities Right:Emmanuel Oyegoke Explains How Self-assessment has Helped his Ministry,Emmanuel Oyegoke, Director of EconomicPlanning, Ministry of Economic Planningand Budget Policy and Strategy, LagosState, recounts his experience of SPARCself-assessment. He explains how theprocess led to a new change plan for thestate, new ways of doing things, and newways of articulating projects andprogrammes.

Emmanuel comments that the self-assessment deepened state reforminitiatives that the Lagos State Governmenthad already begun. These reforms matchthe ways of working SPARC is bringing in.The self-assessment helped his ministry geta better understanding of ways of workingand generated ideas for formulating workplans.

5.5.8 Emmanuel Oyegokeexplains how self-assessment has helped hisministry

Of interest to: Policy makers, policyimplementers, development partners, mediaIssuing body: SPARCType of resource: LeafletStatus: PublishedDate: 2009Title: Getting Our Priorities Right: EmmanuelOyegoke Explains How Self-assessment hasHelped His MinistryNumber of pages: 2File type: pdfFile size: 928 KBTo read the full text: Please type GVL008into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.5 V

OIC

ES

LEA

FLETS

83

In this short video, John Sanchez, NationalProgramme Manager for SPARC, describesthe SPARC programme's work to fightpoverty in Nigeria by improvinggovernance. SPARC is building on the workdone previously by the State and LocalGovernment Programme to improvegovernance in Nigeria.

Working with the Nigerian Government toensure that it works as efficiently aspossible is an excellent way of ensuringthat best use is made of the resources thatare available.

5.6.1 What is SPARC? An interview with JohnSanchez, NationalProgramme Manager

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:33 minutesDate: 2010Title: What is SPARC? An Interview with JohnSanchez, National Programme ManagerFile type: MP4To view the video: Please type GVD001 intothe search box on the search page of the CDattached to this book.

5.6 VIDEOS

This leaflet recounts an interview withBarrister K.O.K. Agbowo where he explainshow SPARC and the Enugu State Ministryof Budget and Planning worked together tocomputerise systems in the ministry. Tostart with, SPARC supplied the ministrywith appropriate computer systems, andanalysed what training staff would need touse the new systems for planning andbudgeting.

Along with computerisation, SPARC alsoarranged to improve planning andbudgeting in other ways. Pre-budgetmeetings for directors of planning, researchand statistics in the various MDAsfamiliarised them with the new way ofworking. A visit to Lagos for the directorsprovided an opportunity to learn how newsystems had been adapted to planning andbudgeting in that state.

Kester Agbowo says the new tools andskills have greatly improved how theministry tracks expenditures. He looksforward to the day when SPARC and theministry will complete the next stage,budget profiling and a database of capitalprojects.

5.5.9 Partnering to improveplanning and budgeting inEnugu State

Of interest to: Ministries, plannersType of resource: SPARC Voices leafletStatus: FinalDate: 2012Title: Partnership Impact: Barrister K.O.K.Agbowo Talks About the Impact of SPARC'sSupport to the Enugu State Ministry ofBudget and PlanningNumber of pages: 2File type: pdfFile size: 98.6 KBTo read the full document: Please typeGVL009 into the search box on the searchpage of the CD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

84

In this short video, Joe Abah, SPARC'sDeputy National Programme Head, explainshow the launch of the Mailafiya mobilemedical clinic by the MillenniumDevelopment Goals office in Abuja providesa good example of the way that SPARC'stechnical support has had an immediateimpact on the lives of the poor.

5.6.2 SPARC's impact on theground in Nigeria – aninterview with Joe Abah

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:50 minutesDate: 2010Title: SPARC's Impact on the Ground inNigeria – an Interview with Joe AbahFile type: MP4To view the video: Please type GVD002 intothe search box on the search page of the CDattached to this book.

Ursula Blackshaw, SPARC's leader forwork on public service reform, explains theimportance of the work that SPARC isdoing to improve governance in Nigeria.Public service reform includes looking atthe terms of work of civil servants, whatsupport they need and whether thegovernment is a good employer. It alsoconsiders issues such as what targets arebeing set for government workers andwhether their goals are being met.

5.6.3 SPARC and public servicereform in Nigeria – aninterview with UrsulaBlackshaw

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:49 minutesDate: 2010Title: SPARC and Public Service Reform inNigeria – an Interview with Ursula BlackshawFile type: MP4To view the video: Please type GVD003into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

85

In this short video, Dane Rogers describesthe work that the SPARC programme isdoing to monitor and evaluate progress.The responsibilities of the monitoring andevaluation team include establishing aperformance framework for the programme(a vital first step), developing an in-housemonitoring and evaluation system, andproviding capacity building to stategovernments to improve the way that theymonitor and evaluate performance.

5.6.5 SPARC monitoring andevaluation

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 2:00 minutesDate: 2010Title: SPARC's Monitoring and EvaluationFile type: MP4To view the video: Please type GVD005 intothe search box on the search page of the CDattached to this book.

In this video, Dapo Oyewole describesSPARC’s work as facilitators, helping tobuild government capacity and buildinghigh levels of trust. Because SPARC doesnot have an agenda, but asks partners toshape their own agendas, the programmeis seen as starkly different from (and betterthan) many other development efforts.

5.6.4 Facilitating and buildingtrust with SPARC partners:an interview with DapoOyewole

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:47 minutesDate: 2010Title: Facilitating and Building Trust withSPARC Partners – an Interview with DapoOyewoleFile type: MP4To view the video: Please type GVD004 intothe search box on the search page of the CDattached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

86

In this short video, Ben Arikpo, SPARC'sstate team leader for Lagos State,describes the work that his office is doingin Lagos to help the state governmentreform policy and strategy, public financialmanagement, and public servicemanagement.

In each of the three areas, the Lagos teamhas identified key institutions that theyneed to support in order to ensure that newways of working are institutionalised.Examples include the Lagos FinancialIntelligence and Research Unit in the StateTreasury Office, and the ManagementServices and Research Office.

5.6.6 Introducing SPARC's workin Lagos State, Nigeria –Ben Arikpo

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 3:00 minutesDate: 2010Title: An Introduction to SPARC's Work inLagos State, Nigeria – Ben ArikpoFile type: MP4To view the video: Please type GVD006 intothe search box on the search page of the CDattached to this book.

In this short video, Mark Walker, SPARC'sstate team leader for Kaduna State,describes the work that his office is doingin Kaduna to help state government reformpublic financial management, policy andstrategy, and public service management.

Work is carefully tailored to the ExecutiveGovernor's Eleven-Point Agenda for thedevelopment of the state. The aim is todemonstrate how the work that SPARC isdoing to help build capacity in KadunaState improves delivery of that agenda.

5.6.7 Introducing SPARC's workin Kaduna State, Nigeria –Mark Walker

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 2:21 minutesDate: 2010Title: An Introduction to SPARC's Work inKaduna State, Nigeria – Mark WalkerFile type: MP4To view the video: Please type GVD007into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

87

In this short video, Ifeanyi Peters Ugwuoke,Senior Technical Coordination Manager atSPARC, describes how the programme hasbeen helping state partners to draft andadhere to service improvement plans.

5.6.9 Driving public serviceimprovement in Lagos State

Of interest to: State governments, ministries,departments, agencies, development partnersIssuing body: SPARCType of resource: VideoLength: 2:23 minutesDate: 2012Title: SPARC: Driving Public ServiceImprovement in Lagos StateFile type: MP4To view the video: Please type GVD009 intothe search box on the search page of the CDattached to this book.

In this short video, Ifeanyi Peters Ugwuoke,Senior Technical Coordination Manager atSPARC, talks about budget realism inLagos State. He describes how SPARC isassisting state partners to ensure thatgovernment budgets match actual taxrevenue, for instance through theimplementation of more effective cashmanagement systems.

5.6.8 Budget realism in LagosState

Of interest to: State governments, ministries,departments, agencies, development partnersIssuing body: SPARCType of resource: VideoLength: 2:19 minutesDate: 2012Title: SPARC: Budget Realism in Lagos StateFile type: MP4To view the video: Please type GVD008 intothe search box on the search page of the CDattached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

88

In this short video, Ifeanyi Peters Ugwuoke,Senior Technical Coordination Manager atSPARC, explains how the programme hashelped initiate a more robust corporateplanning process in Nigerian stateministries, departments and agencies.

5.6.10 Strategic corporate planningin Lagos State

Of interest to: State governments, ministries,departments, agencies, development partnersIssuing body: SPARCType of resource: VideoLength: 2:22 minutesDate: 2012Title: SPARC: Strategic Corporate Planningfor MDAs in Lagos StateFile type: MP4To view the video: Please type GVD010 intothe search box on the search page of the CDattached to this book.

In this interview, Ifeanyi Peters Ugwuoke,Senior Technical Coordination Manager atSPARC, describes how the programme hasbeen introducing the use of effective newknowledge management strategies, suchas communities of practice, to governmentpartners.

5.6.11 Promoting effectiveknowledge managementamongst SPARC statepartners

Of interest to: State governments, ministries,departments, agencies, developmentpartnersIssuing body: SPARCType of resource: VideoLength: 2:23 minutesDate: 2012Title: SPARC: Promoting EffectiveKnowledge Management Amongst SPARC’sState PartnersFile type: MP4To view the video: Please type GVD011into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

89

In this short video, Amina Az-Zubair,Special Assistant to the President ofNigeria, gives an overview of how Nigeria isprogressing towards the MillenniumDevelopment Goals.

5.6.13 Millennium DevelopmentGoals in Nigeria: 2010 and beyond

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 2:05 minutesDate: 2010Title: The MDGs and Nigeria: 2010 andBeyondFile type: MP4To view the video: Please type GVD013 intothe search box on the search page of the CDattached to this book.

In this interview with Musbahu RabiuDanbatta about the reform of the bankreconciliation process in Kano State, thesenior civil servant says the new processprovides more detail and is free of errors.

5.6.12 Reforming bankreconciliation processes inKano State

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 5:10 minutesDate: 2010Title: SPARC: An Interview with MusbahuRabiu Danbatta of Kano StateFile type: MP4To view the video: Please type GVD012into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.6 V

IDE

OS

90

In this short video, Faruk Lawal Yola,Permanent Secretary in the Ministry ofFinance in Kano State, explains how theSPARC self-assessment process andchange matrix have helped him find newand better ways of thinking and working.

5.6.14 New ways forward throughself-assessment and thechange matrix

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:37 minutesDate: 2010Title: New Ways Forward Through Self-assessment and the Change MatrixFile type: MP4To view the video: Please type GVD014 intothe search box on the search page of the CDattached to this book.

In this short video, Director Bari'atuMohammed who is in charge of all publicservice issues in Kaduna State describeswhat she took away from the self-assessments sponsored by SPARC.Bari'atu enjoyed all the sessions, and waslater appointed chair of a core group thatdrew up a list of nine issues the stategovernment needed to address. These nineissues formed the basis of a change planthat has now been implemented.

5.6.15 From self-assessment tochange plan in KadunaState

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 1:32 minutesDate: 2010Title: From Self-assessment to Change Planin Kaduna StateFile type: MP4To view the video: Please type GVD015into the search box on the search page of theCD attached to this book.


5 GE

NE

RIC

RE

SO

UR

CE

S5.7 P

HO

TOG

RA

PH

S

91

SPARC works in partnership with 10Nigerian state governments. Theprogramme provides technical support tostate governments to help them developbetter policies and strategies, improve themanagement of public finances andimprove the delivery of services.

Typically SPARC works with 'centralministries', those involved with finance,budget and planning, and with heads of thecivil service. These central ministries arethen in a better position to roll outimprovements to sector ministries, such aseducation and health. The ultimate aim is toimprove delivery of services to citizens inthe states.

The selection of photographs on theattached CD, taken from the SPARC Flickrlibrary, illustrates some of SPARC's work.

Copyright for all images remains withSPARC. Permission to use them must berequested from SPARC.

5.7.1 SPARC photographs

To view the photos: Please type GPH intothe search box on the search page of theCD attached to this book.

5.7 PHOTOGRAPHS

The Northern States Governance Share Fairtook place in March 2012, in Abuja. High-level delegations from the six states thatSPARC has supported in northern Nigeriatook part.

At the share fair participants showcasedtheir successes and set up displays toshare their experiences. Dialogues werefree-flowing, open, flexible and non-hierarchical. The aims of the share fair wereto:

Provide opportunities for state governments to broadcast their achievements, exhibit their products, and market new programmes to donors, policymakers, other institutes and potential partners,

Facilitate face-to-face networking and promote exchange on common agendas,

Help governors benefit from each other's experiences, and

Stimulate interest in future collaborationand the development of new programmes.

5.6.16 Northern StatesGovernance Share Fair

Of interest to: State governments,development partnersIssuing body: SPARCType of resource: VideoLength: 3.31 minutesDate: 2012Title: Opinions and Insights from the NorthernStates' Governance Share FairFile type: MP4To view the video: Please type GVD016 intothe search box on the search page of the CDattached to this book.


6 US

EFU

L WE

BS

ITE

S

92

6 Useful websiteswww.dfid.gov.ukThe website of the Department forInternational Development (DFID), UnitedKingdom. The site provides information onexpenditure and plans, by country orregion, in a 'Where We Work' section. Eachcountry page is a portal to key facts, maps,case studies, country plans and otherrelevant documents, and provides links toproject information and other usefulwebsites.

www.pefa.orgThe Public Expenditure and FinancialAccountability (PEFA) website. PEFAimproves the performance of country publicfinancial management systems tostrengthen economic growth and delivery ofgovernment services.

http://blogs.worldbank.org/governanceGovernance for Development is the WorldBank blog on governance and anti-corruption (GAC). Governance forDevelopment is a forum for World BankGroup staff – and the wider developmentcommunity engaged in governance – todebate, reflect and share experiences onthe implications of mainstreaming GAC indevelopment work.

http://ledna.orgThe Local Economic Development Networkof Africa shares expertise for growth. Thenetwork encourages policy makers andpractitioners in local economic developmentpolicy to work together and learn from eachother. The hub gives access to free andimpartial knowledge, resources andcontacts in the North and South.

http://internationalbudget.orgThe International Budget Partnershipcollaborates with civil society around theworld to analyse and influence publicbudgets in order to reduce poverty andimprove the quality of governance.

http://blog-pfm.imf.org/pfmblogThe Public Financial Management Blogshares the experience of InternationalMonetary Fund staff with public financialmanagement practitioners in ministries of

finance and other fiscal agencies,academia, students, non-governmentalorganisations, as well as with the generalpublic. The blog also features news,resources and ideas about public financialmanagement systems, their operation andimprovement, and their contribution toeconomic growth and achieving nationalobjectives, including economic andfinancial stability.

The blog also highlights new websites,articles and books that public financepractitioners and other readers might finduseful, and provides informed comment onnews and developments in public financialmanagement.

www.odi.org.ukThe Overseas Development Institute is theUK's leading independent think tank oninternational development and humanitarianissues.

www.thepolicypractice.comThe Policy Practice does policy work indeveloping countries, and advises andtrains governments, development agencies,civil society organisations and companies.The approach is multidisciplinary, taking'The New Political Economy Perspective' tounderstand the processes ofsocioeconomic change and their effect onthe implementation of developmentprogrammes.

www.oecd.org/dac/governanceanddevelopmentThe Organisation for Economic Co-operation and Development (OECD)provides a forum in which governments canwork together to share experiences andseek solutions to common problems. OECDworks with governments to understandwhat drives economic, social andenvironmental change and setsinternational standards on a wide range ofthings, from agriculture and tax to thesafety of chemicals.

www.gaportal.orgThe Governance Assessment Portal listsresources produced by the United NationsDevelopment Programme GovernanceAssessments Programme, including userguides, planning resources and toolkits,


www.nggovernorsforum.orgThe website of the Nigeria Governors’Forum (NGF), a coalition of the 36democratically-elected Governors of theFederal Republic of Nigeria. The websiteprovides information on NGF and itsactivities to foster, promote and sustain ademocratic ethos and good governance inNigeria. NGF brings Governors together toshare experiences, promote cooperationamong States and resolve conflictsbetween States on the one hand andbetween States and federal government onthe other.

6 US

EFU

L WE

BS

ITE

S

93

policy documents, discussion papers,presentations and reports.

www.nigerianstat.gov.ngThe website and data portal of the NationalBureau of Statistics is the main statisticalagency and custodian of official statistics inNigeria. The website makes available onlinean extensive collection of data.

www.fmf.gov.ngThe website of the Nigerian Federal Ministryof Finance provides information on thefunctions of the ministry, and on budgets,revenues, policies and service charters.

www.gsdrc.orgThe Governance and Social DevelopmentResource Centre provides cutting edgeknowledge services on demand and online.It aims to help reduce poverty by informingpolicy and practice in relation togovernance, social development, conflictand humanitarian assistance.

www.mckinsey.com/client_service/public_sector/mckinsey_center_for_governmentThe McKinsey Center for Government(MCG) is a global hub for research,collaboration and innovation in governmentperformance. Drawing on a network ofexternal experts and McKinseypractitioners, MCG provides governmentswith both new and proven knowledge andtools to confront critical challenges in acontext of limited resources, and createsopportunities for government leaders tolearn from each other.

www.unpan.org/ELearning/OnlineTrainingCentre/tabid/1456/language/en-US/Default.aspxThe United Nations Public AdministrationNetwork Online Training Centre providesfree online training courses to anyone withinternet access. The courses are availablein English, Russian and Spanish.Registering online gives users access tocourses on:

Electronic and mobile government, Institutional and human resources

management, Knowledge management in

government, and The Millennium Development Goals.


AB

BR

EV

IAT

ION

S

94

AbbreviationsBEMST . . . . . .Bureau of Establishment, Management Services and TrainingCDF . . . . . . . . .Comprehensive Development FrameworkCGS . . . . . . . . .Conditional Grants SchemeCoP . . . . . . . . .Communities of practiceDFID . . . . . . . .Department for International DevelopmentDRG . . . . . . . . .Debt-relief gainsG&SI . . . . . . . .Gender and social inclusionGAC . . . . . . . . .Governance and anti-corruptionGDP . . . . . . . . .Gross domestic productHRM . . . . . . . .Human resources managementICT . . . . . . . . . .Information communication technologyIM . . . . . . . . . .Information managementIPSAS . . . . . . .International Public Sector Accounting StandardsKPI . . . . . . . . . .Key performance indicatorsKSRD . . . . . . . .Kano State Roadmap for DevelopmentLASG . . . . . . . .Lagos State GovernmentLGA . . . . . . . . .Local government authoritiesM&E . . . . . . . . .Monitoring and evaluationMCG . . . . . . . .McKinsey Center for GovernmentMDAs . . . . . . . .Ministries, departments and agenciesMDG . . . . . . . .Millennium Development GoalsMEPB . . . . . . .Ministry of Economic Planning and BudgetMTEF . . . . . . . .Medium-term expenditure frameworksMTFF . . . . . . . .Medium-term fiscal frameworkMTSS . . . . . . . .Medium-term sector strategiesNEPAD . . . . . . .New Partnership for Africa’s DevelopmentNGF . . . . . . . . .Nigeria Governors' ForumOECD . . . . . . .Organisation for Economic Co-operation and DevelopmentOTSD . . . . . . . .Office of Transformation, Strategy and DeliveryP&S . . . . . . . . .Policy and strategyPBB . . . . . . . . .Programme-based budgetingPEFA . . . . . . . .Public Expenditure and Financial AccountabilityPFM . . . . . . . . .Public financial managementPMF . . . . . . . . .Performance measurement frameworkPSM . . . . . . . . .Public service managementRAPS . . . . . . . .Research applications in policy and strategyRBM . . . . . . . .Results-based managementSEAT . . . . . . . .Self-evaluation assessment toolSGDP . . . . . . . .State gross domestic productSLP . . . . . . . . .State-level programmesSPARC . . . . . . .State Partnership for Accountability, Responsiveness and CapabilitySPRM . . . . . . .State Peer Review MechanismSWOT . . . . . . .Strengths-weaknesses-opportunities-threats


AcknowledgementsSPARC would like to acknowledge all theNigerian government officials and SPARCstaff and consultants who produced thevarious documents and resourcesdescribed in this pocket guide.

Production was supported by the UKDepartment for International Development(DFID). The views expressed are notnecessarily those of DFID.

About SPARCThe State Partnership for Accountability,Responsiveness and Capability (SPARC)Programme is an initiative supported byDFID UK, in partnership with theGovernment of Nigeria, to improvegovernance in 10 of the country's 36 states.

Working with state governments to helpthem find their own best systems forimproving the ways that policies andbudgets are set and implemented is animportant way of reducing poverty. TheSPARC programme has the potential toimprove the lives of many of the 51 millioninhabitants of the states in which it works.In order to ensure the programme has along lasting impact, SPARC is also workingwith the federal government agencies thatback up governance reform at state level.

Producing this pocket guide is just one of avariety of ways that SPARC ensures thatthe many tools and findings the programmegenerates will be freely available both nowand after the end of the programme.

You can find out more about SPARC andthe work it does on the SPARC website:www.sparc-nigeria.com.

AC

KN

OW

LED

GE

ME

NT

S / A

BO

UT

SP

AR

C

95


AC

KN

OW

LED

GE

ME

NT

S / A

BO

UT

SP

AR

C

96


Using the ResourceCentre CDWhy do we provide a CD?The CD attached to the back cover of thisbook contains a full copy of the 2013SPARC Resource Centre. This means thatif you are interested in any of thedocuments talked about in this pocketguide, you can get instant access to themwithout needing to the use the internet orcontact SPARC. This will be especiallyuseful for anyone in areas where internetspeeds are slow.

Opening the CDTo open the Resource Centre, simply putthe CD in your computer. In many cases itwill either play automatically or an“Autoplay dialogue box” will open. Justchoose the “open folder” option and thenchoose the icon that saysStart_Resource_Centre.

Searching the CDWe’ve designed the CD to be very easy touse and search in a variety of differentways. The basic points to be aware of arethe “Section tabs” and the “Search box”.

The section tabsThe “Section tabs” at the top of theResource Centre homepage open dropdown menus which take you to differentsubject areas. You can use these tabs toquickly browse to the subject area thatinterests you, and then read a list of all thesummaries/documents that fall within thatsubject area.

The search boxThe search box on the homepage (whichalso appears on every other page) allowsyou to search for documents in lots ofdifferent ways.

Using document codes: You can type inthe unique document code given at thebottom of each summary, and the searchengine will provide you with a link to thesummary and the full document it refers to.

Simple word search: You can also searchfor specific words or acronyms. So

searching for “PFM” will call up alldocuments containing “PFM”.

Match all search words: For more precision, you can also tick the"all search words" button under the searchbox on the homepage.

Choosing this option and searching for"public financial management" will onlyreturn documents containing all threewords.

Excluding words: You can also excludewords by using a hyphen (without a gap)before any word in the search box. So asearch for “PFM -audit” would return onlydocuments that contain the word “PFM”and do not contain the word “audit”.

Wildcards, using the *: You can use anasterix (*) to stand in for letters in a wordwhen you want to search for variations ofthat word. So a search for financ* wouldreturn only documents containing wordslike finance, financing, financial, etc.

Wildcards, using the ?: The question markallows you to search a document andreplaces any given character. So, forexample, if you wanted to search for anacronym and you weren’t sure of one of theletters you could search for SE?T. This willbring up any documents containing wordssuch as SEAT, sept and sent.

The Resource CentreonlineAs an alternative to the CD, you can alsoaccess the 2013 SPARC Resource Centreonline, at www.sparc-nigeria.com/RC

US

ING

TH

E R

ES

OU

RC

E C

EN

TR

E C

D / T

HE

RE

SO

UR

CE

CE

NT

RE

ON

LINE

97

Section tabs

Search box


For more information

Email us: [email protected]

Telephone us: +234 (0) 7029 682832

Visit our website: www.sparc-nigeria.com

Join us on Facebook:www.facebook.com/SparcGovernanceNews

Material may be reproduced as long as full credit is given to SPARC.

Supported by
