DEVELOPMENT COOPERATION FRAMEWORK II BETWEEN KADUNA STATE GOVERNMENT AND INTERNATIONAL DEVELOPMENT PARTNERS

Transcription

1 DEVELOPMENT COOPERATION FRAMEWORK II BETWEEN KADUNA STATE GOVERNMENT AND INTERNATIONAL DEVELOPMENT PARTNERS DECEMBER, 2014

2 Table of Contents ACRONYMS AND MEANINGS... 3 SECTION A: INTRODUCTION... 4 SECTION B: PURPOSE... 5 SECTION C: BASIS OF THE DEVELOPMENT COOPERATION FRAMEWORK... 5 SECTION D: STATE GOVERNMENT COMMITMENTS... 6 SECTION E: DEVELOPMENT PARTNER COMMITMENTS... 7 SECTION F: MONITORING AND PERFORMANCE MANAGEMENT PROCESS... 7 SECTION G: OVERSIGHT STRUCTURE... 8 SECTION H: RESOLUTION OF DIFFERENCES SECTION I: DURATION SECTION J: SIGNATORIES ANNEX 1: LIST OF DEVELOPMENT PARTNERS ANNEX 2: PERFORMANCE MANAGEMENT FRAMEWORK FOR DCF II INTRODUCTION PURPOSE AND OBJECTIVES CONCLUSION ANNEX 3: THE KSDP RESULTS FRAMEWORK

3 ACRONYMS AND MEANINGS BEMST Bureau of Establishment, Management Services and Training BPSR Bureau of Public Service Reforms DCF Development Corporation Framework DFID Department for International Development Development Partners EFU Economic and Fiscal Update FGN Federal Government of Nigeria HLR High Level Retreat HoS Head of Service JAP Joint Annual Performance JAR Joint Annual Review KDBS Kaduna Bureau of Statistics KDSG Kaduna State Government KDSHA Kaduna State House of Assembly K-JAS Kaduna Joint Assistance Strategy KPIs Key Performance Indicators KRAs Key Results Areas KSDP Kaduna State Development Plan M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MDGs Millennium Development Goals MoEP Ministry of Economic Planning MoU Memorandum of Understanding MTSSs Medium Term Sector Strategies OHoS Office of the Head of Service PFM Public Financial Management PMF Performance Management Framework PRS Planning Research and Statistics PS Permanent Secretary RBM Results Based Management ReYAG Red, Yellow, Amber and Green SCC State Coordinating Committee SG State Government SSC State Steering Committee SSG Secretary to the State Government TRC Technical Reform Committee UK United Kingdom UNS United Nations System WB World Bank 3

4 SECTION A: INTRODUCTION Prior to year 2010, there was no operating Kaduna State Development Plan (KSDP) or KSDP Results Framework to guide sectors to plan for results or Ministries, Departments and Agencies (MDAs) to budget for results. In view of this, on February 10, 2010, the Kaduna State Government (KDSG) entered into a partnership agreement with a consortium of Development Partners () operating in the state, which comprise the United Kingdom (UK) Department for International Development (DFID); the World Bank (WB); and the United Nations System (UNS) in Nigeria. The Partnership Agreement, which is called Development Cooperation Framework (DCF), contains some principles which commit the to providing support to the State Government (SG) in the implementation of its policies and plans, while the SG provides leadership in coordinating the partners towards improved service delivery as well as transparent and accountable governance. Consequently, seven technical reform areas, where technical reform initiatives were considered urgent, were identified for DCF. The seven technical reform areas are: (i) (ii) (iii) (iv) (v) (vi) (vii) Governance; Education; Health; Business Climate and Enterprise; Infrastructural Development; Agriculture and Rural Development; Environment and Natural Resources. Technically, the DCF expired on February 9, 2014, having been initially designed to run for four years. In view of the desire to consolidate on the gains recorded in the implementation of the DCF, and in line with the relevant provisions of the DCF, the KDSG resolved that the partnership principles shall be revised to respond to the improved situation. In line with the above, this document contains a revised set of principles called DCF II that responds to the improved reform system such as the existence of KSDP and the KSDP Results Framework covering 13 sectors, namely: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) Health; Education; Water Resources; Agriculture; Works and Transport; Environment; Power; Lands; Community Development; 4

5 (x) (xi) (xii) (xiii) Law and Justice; Commerce and Industry; Information and Communication; Governance. SECTION B: PURPOSE 1. The objective of DCF II is to establish Development Partnership Agreement between KDSG and International, which comprise the UK DFID, the UNS in Nigeria and the WB. It sets out the shared and individual commitments made by the KDSG and towards achieving the goal of the Paris Declaration on Aid Effectiveness and the 2008 third High Level Forum on Aid Effectiveness in Ghana. 2. DCF II commits the to supporting the development and subsequent alignment with the KSDP. By aligning the programmes of the with the government plans, coordination will be more efficient, support will be more effective and resources utilization will be maximized with minimal duplication. 3. DCF II provides a transparent framework for mutual accountability for implementation of the Development Partnership Agreement. It provides for regular dialogue and establishes a range of policy issues that shall be covered during the dialogue because of their relevance to the achievement of the KSDP in particular, and Millennium Development Goals (MDGs) in general. 4. DCF II does not contravene or override bilateral arrangements with the Federal Government of Nigeria (FGN) or any of the 36 states and the Federal Capital Territory. Rather, it provides a platform for developing Kaduna State Joint Assistance Strategy (K- JAS). 5. Other operating in Kaduna State shall be made to become signatories to this DCF as appropriate. SECTION C: BASIS OF THE DEVELOPMENT COOPERATION FRAMEWORK 6. This DCF is based on commitment to the following three core objectives: (i) Achieving the development priorities set in the KSDP; (ii) Achieving the MDGs in Kaduna State; and (iii) Responding to the Aid effectiveness principles. 5

6 SECTION D: STATE GOVERNMENT COMMITMENTS In the framework of mutual accountability, KDSG commits to: 7. Place poverty reduction, economic growth and sustainable development at the centre of Kaduna State s development policy and resource allocations; 8. Improve development coordination mechanism through the development and utilization of KDSG s JAS. The K-JAS shall be aligned with the KSDP and be used as the tool for aid effectiveness scorecard; 9. Be responsive to Results Based Management (RBM) principles towards improved quality of lives of the citizenry by ensuring that the KSDP responds to the impact and outcome results stated in the KSDP Results Framework; 10. Support poverty reduction through sound fiscal policies, developing and implementing credible budgets and strengthening Public Financial Management (PFM) systems, in line with the approved PFM Reform Plan and Fiscal Responsibility and Public Procurement Legislation, once gazetted; 11. Ensure the implementation of the results based planning by developing sector Results Framework as the basis for preparing Medium Term Sector Strategies (MTSSs) to facilitate achieving the defined results for the sector; 12. Improve effective and sustainable service delivery by developing organizational management framework. The corporate planning and operational plan shall serve as its improvement process and implementation tool respectively; 13. Develop management framework for tracking each partners commitment as stated in this agreement; 14. Provide leadership in developing better donor coordination mechanism, including active leadership in the oversight of implementation of programmes, reviews on partners commitments and results as well as utilization of information; 15. Ensure availability of state official statistics relevant to the indicators in the Results Framework to enhance tracking, reviews and reporting; 16. Ensure availability and timely release of counterpart/cost sharing funds; and 17. Ensure the dissemination of DCF II and its periodic Performance Reports on the SG s website(s). 6

7 SECTION E: DEVELOPMENT PARTNER COMMITMENTS By signing this agreement, the commit to: 18. Provide support for the delivery of the Results targets set in the KSDP, relevant MTSSs and operational plans; 19. Responsive to the K-JAS for ; 20. Ensure that aid is development oriented, predictable, transparent and accountable; 21. Support efficient aid architecture by aligning its programmes with the state s planning (KSDP, MTSS and operational plans), budgeting and management processes; 22. Responsive to aid effectiveness review and other management processes; 23. Ensure the development of action plan for implementing its support to relevant government agencies; and 24. Support the SG effort on publicity and utilization of information by making publicly available DCF Agreement and the Joint Annual Review (JAR) reports through the websites. SECTION F: MONITORING AND PERFORMANCE MANAGEMENT PROCESS 25. KDSG and shall jointly assess these commitments on annual basis, review the of each side in relation to the commitments, and jointly approve specific indicators for monitoring progress for the following year. 26. To the extent possible, Key Performance Indicators (KPIs) shall be drawn from Kaduna State Sector Results Framework and DCF shall be incorporated as part of the overall sector and KSDP reporting. 27. Target-setting, monitoring and review of progress under DCF II shall, as far as possible, be coordinated with other as part of KDSG s annual review process. 28. In addition to the aforementioned monitoring mechanisms, there shall be regular reporting of information to the State Steering Committee (SSC) and other officials through the agreed oversight structures. 29. The Ministry of Economic Planning (MoEP) shall ensure that programmes are properly coordinated and monitored and are aligned with SG policies. 7

8 SECTION G: OVERSIGHT STRUCTURE DCF II shall have the following structure to oversee its operations: 30. The SSC to be chaired by His Excellency, the Governor of the state or his Deputy, if so delegated; 31. Members of the SSC shall comprise the Secretary to the State Government (SSG), Head of Service (HoS), relevant Honourable Commissioners/Special Advisers and while the Bureau of Public Service Reforms (BPSR) shall serve as its Secretariat; 32. This Committee shall be the apex advisory organ of the Reform Programmes in the state. It shall provide the policy direction for the Reforms as well as coordinate support from at the highest level; 33. The SSC shall meet at least twice a year; 34. There shall be a State Coordinating Committee (SCC) on DCF II of which the HoS shall be the chairman and the Permanent Secretary (PS), MoEP shall be the Deputy Chairman; 35. The membership of the SCC shall comprise the PSs of relevant MDAs, Accountant- General, Auditors-General (State and Local Government), Statistician General of the State, Clerk to the Legislature, Kaduna State House of Assembly (KDSHA), Project Coordinator-Public Sector Governance Reforms & Development Project, Head-Project Financial Management Unit of the Ministry of Finance and, and the Secretariat to be provided again by BPSR; 36. The SCC shall meet quarterly in a year to review and address challenges. The SCC shall periodically report to the SSC; 37. There shall be Technical Reform Committee (TRC) for each of the sectors as specified in the KSDP. The PS of the lead MDA for each sector shall be the chairperson of the relevant TRC; 38. Membership of the TRC shall comprise the heads of the MDAs within the sector and the secretary of the TRC shall be the Director of Planning, Research and Statistics of the lead ministry; 39. The TRC shall meet monthly and shall periodically report to the SCC; 40. At the MDA level, each Ministry shall constitute a Reform Cell to be chaired by the PS; 41. Membership of the Reform Cell shall comprise all Directors in the MDAs; 8

9 42. This Reform Cell shall be responsible for initiating and providing the entry point for implementing reforms in their specific MDAs, in liaison with the BPSR and where necessary, the specific TRC; 43. Ministries shall also be mandated to periodically monitor activities of Parastatals under them and report accordingly; 44. The Reform Cells shall meet at least once a month and shall periodically report to the relevant TRC; 45. It is envisaged that these oversight structures, namely the SSC, the SCC, the BPSR and the specific MDA Reform Cell or sector based TRC shall ensure the delivery of the programme of action of successive administrations. However, the overall speed of implementation of these reforms shall need the strong support of the State Chief Executive. Implementation will also be incremental focusing on priority areas as they arise rather than starting simultaneously on all fronts. The BPSR, being the secretariat of reforms and coordinating agency of all reform initiatives in the State, shall carry out the following functions: 46. Be responsible for demanding progress information from the implementing agencies in related areas; 47. Convene quarterly meetings with the to ensure that appropriate implementation/action plans are developed and implemented to operationalize their commitments; 48. Collaborate with the relevant government agencies to ensure implementation of the government commitments in line with the mandates of the agencies; 49. Develop and effectively produce quarterly scorecards on DCF II commitments using a Red, Yellow, Amber and Green (ReYAG) criteria; 50. Produce and submit progress reports to the SCC bi-annually; 51. In collaboration with MoEP, coordinate the JAR on Governance Change Programme, Aid Effectiveness and the conduct of annual retreats for DCF adjustment (refresh) based on the review recommendations using standard guidelines. 9

10 SECTION H: RESOLUTION OF DIFFERENCES 52. If serious concerns emerge related to the of any of the signatories which could undermine the effectiveness of DCF II, KDSG and the individual DP shall undertake to initiate early discussion to facilitate resolution of the concerns. 53. If other matters arise which KDSG or an individual DP consider to be relevant to the objectives of DCF II and require urgent discussion, either side may call for dialogue, with the aim of working cooperatively to resolve the points at issue. 54. Conscious of the importance of maintaining flows of development assistance, it is expected that the mechanisms for dialogue described above shall resolve differences. However, in exceptional cases, where engagement in dialogue does not resolve differences, individual DP and the KDSG shall re-assess the nature and relevance of development assistance to KDSG and the partnership. SECTION I: DURATION 55. DCF II shall come into effect on signature by the KDSG and at least one of the Development Partners. Its duration shall be aligned with the KSDP in operation and shall be subject to annual review. There is also a mid-term review after two years of operation. Adherence to the DCF by individual Development Partner programmes shall terminate at the end of the programme. However, any new programme of the individual Development Partner shall align with the principles of DCF II. 56. DCF II shall be adjusted based on the approved recommendations from the JAR Reports. The DCF can be terminated by three month s written notice by the KDSG and or the individual Development Partner. Comprehensive discussion is required prior to termination. 10

11 SECTION J: SIGNATORIES The signatories below are signing this DCF II on behalf of their respective Governments and Agencies: Signed on behalf of the UK Department for International Development Signature: Date: Name: Designation: Signed on behalf of the United Nations System in Nigeria Signature: Date: Name: Designation: Signed on behalf of the World Bank Signature: Date: Name: Designation: Signed on behalf of Kaduna State Government Signature: Date: Name: His Excellency, Alh. (Dr.) Mukhtar Ramalan Yero (FCNA, MNIM) Designation: Executive Governor of Kaduna State 11

12 ANNEX 1: LIST OF DEVELOPMENT PARTNERS S/N NAME OF DEVELOPMENT PARTNER 1. United Nations Children s Fund (UNICEF) 2. UNDP (Pampaida Village, Ikara) 3. United Nations Fund for Population Activities (UNFPA) 4. United Nations Programme on AIDS (UNAIDS) 5. Millennium City Initiative 6. UK Department for International Development (DFID) OFFICE ADDRESS NATURE OF SUPPORT AREA OF SUPPORT METHOD OF SUPPORT Yakubu Avenue, Kaduna. Grant Survival & early child care Capacity Building, Food & Nutrition Technical & Water, Hygiene & Sanitation Financial Protection & Participation Planning & Communication 1A Sarki Tafida Grant Agriculture Financial & Road, Off Queen Health Technical Elizabeth Road, Education GRA, Zaria Gender empowerment Water & sanitation Infrastructure & Information Communication Technology Alimi Road, Kaduna. Grant Reproductive Health Capacity Building Technical & Financial Kaduna State Ministry of Health C/o Ministry of Economic Planning, State Secretariat Complex, Kaduna. State Partnership for Accountability, Responsiveness & Capability (SPARC) Ministry of Economic Planning, Kaduna. Grant Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome (HIV/AIDS) Control Grant Health Education Gender empowerment Water & sanitation Infrastructure & ICT Grant Public Service Management Public Financial Management Policy & Strategy Capacity Building Technical & Financial Financial & Technical Capacity Building & Technical Education Sector Grant Basic Education Capacity LEVEL OF IMPLEMEN- TATION OF ACTIVITY On-going Phase I completed Nil 50% 12

13 S/N NAME OF DEVELOPMENT PARTNER OFFICE ADDRESS Support Programme in Nigeria (ESSPIN) Ministry of Education, Kaduna. Partnership for Transforming Health Systems (PATHS 2) No. 22 Bida Road (WEMA grant Bank Building), Off Yakubu Gowon Way, Kaduna. Enhancing Nigeria s Response to HIV/AIDS (ENR) Kaduna State AIDS Control Agency (KADSACA), Katuru Road by Rabah Road, Kaduna. Growth & Employment in States (GEMS 3) No. 13, Abdullahi Yaro Road, Abakpa by Total Filling Station, Kaduna. State Accountability and Voice Initiative (SAVI) No. 14, Ishaku Road, Malali, Kaduna. Nigeria Stability & Reconciliation Programme (NSRP) Mobilizing for Development NATURE OF SUPPORT Grant Grant Grant AREA OF SUPPORT Reform Improving delivery of sustainable & replicable pro-poor health services for common health problems Capacity building for KADSACA staff and other related partners Development of private sector & markets Grant Empowering Civil Society Organizations (CSOs) Enhancing good legislation in partnership with State House of Assembly Information Communication Technology (ICT) development Grant Conflict Prevention & Management Grant Local Government Reforms METHOD OF SUPPORT Building & Technical Capacity Building & Technical Capacity Building & Technical Technical Capacity Building, Supplies & Technical Capacity Building, Financial & Technical Capacity Building & LEVEL OF IMPLEMEN- TATION OF ACTIVITY 13

14 S/N NAME OF DEVELOPMENT PARTNER 7. World Health Organization (WHO) OFFICE ADDRESS (M4D) Support to National Malaria Programme (SuNMaP) NATURE OF SUPPORT AREA OF SUPPORT Justice for All (J4All) Grant Security and Justice Sector Reforms Obasanjo House, Yakub Gowon Way, Kaduna. 8. World Bank Public Sector Governance Reforms & Development Project, Ministry of Economic Planning, Kaduna. Ministry of Education, Kaduna. 9. Japan International Cooperation Agency (JICA) 10. Canadian International Development METHOD OF SUPPORT Technical Grant Malaria Control Capacity Building, Financial & Technical Capacity Building & Technical Grant Eye care for the blind Education for blind children Polio eradication and routine immunization Disease Surveillance and Response Credit Governance Reforms & Capacity Building Capacity Building, Technical & Financial Financial Credit State Education Sector Financial Project KADSACA, Kaduna Credit HIV/AIDS Project Financial Ministry of Water Resources, Kaduna (National Urban water Reform Project) Credit Urban Water System Development Project Financial Kaduna Agricultural Development Project (KADP), Kaduna. Ministry of Works, Kaduna. National Water Resources Institute, Mando, Kaduna. Kaduna State Ministry of Health, Kaduna. Grant Third National Fadama Project Commercial Agricultural development Project Credit Rural Access and Mobility Project Grant Water Supply Education Financial 65% Technical & Supplies Grant Health Capacity Building, Technical & LEVEL OF IMPLEMEN- TATION OF ACTIVITY 14

15 S/N NAME OF DEVELOPMENT PARTNER OFFICE ADDRESS Agency (CIDA) 11. Johns Hopkins Pathfinder Office, Gwamna Road, Kaduna. 12. International Off Moh d Isah Centre for AIDS Road, K/Mashi, Care and Kaduna. Treatment (ICAP) 13. Catholic Relief St. Gerald s Catholic Services Hospital, Kaduna. 14. Save the Children-Nigeria 15. Sight Savers International 16. BBC Trust Service 1 st Floor, First Bank Building, Bank Road, Kaduna. Behind NITEL Head Office, Kaduna. Yakubu Gowon Way, After Obasanjo House, Kaduna. 17. Water Aid National Water Resources Institute, Mando, Kaduna. 18. Helen Keller International 19. Bill & Melinda Gates Foundation 20. International Fertilizer Development Centre (IFDC) 21. Nigerian Urban Reproductive Health Initiative, Kaduna (NURHI). 22. United States Agency for International Development (USAID) National Eye Centre Premises, Mando Road, Kaduna. State Ministry of Health, Kaduna. Obasanjo House, Kaduna. National Blood Transfusion Office, Independence Way, Kaduna. State Ministry of Health, Kaduna. NATURE OF SUPPORT Grant Grant AREA OF SUPPORT HIV/AIDS Intervention Capacity Building & Supplies Children &Emergency METHOD OF SUPPORT Financial Technical & Financial Grant Health Technical & Financial Grant Water & Sanitation Capacity Building Technical & Financial Grant Health Capacity Building Technical & Financial Grant Health Grant Reproductive Health Capacity Building & Technical Grant Humanitarian Assistance Health care Capacity Building Technical & Financial LEVEL OF IMPLEMEN- TATION OF ACTIVITY 15

16 ANNEX 2: PERFORMANCE MANAGEMENT FRAMEWORK FOR DCF II 1. INTRODUCTION The DCF II serves like a service charter between the KDSG and operating any programmes in the State. It covers all the that implement programmes in the State irrespective of the existence of an office in the State. The DCF II contains 56 principles of engagement where each partner (KDSG and ) made various commitments towards undertaking the necessary responsibilities that would contribute to actualizing the expressed high level results stated in the Results Framework of the KSDP. In view of this, it was found worthwhile to produce a Performance Management Framework (PMF) to track the progress on each of the principles in the DCF II where commitments have been made, either by the KDSG or the, hence this document. This PMF-DCF II contains key indicators for tracking the progress on these commitments as well as indicators for tracking the operational efficiency of the BPSR in coordinating the implementation of these commitments. The Commitments by the KDSG do not in any way mean that the BPSR has the mandate to implement these activities. Rather, the relevant MDAs that have the mandate for actualizing any of the stated commitments shall be responsible for the implementation. The responsibility of the BPSR within the context of this DCF II remains coordination and demand for information as stated in the principles of engagement, with related indicators as contained in the PMF. 2. PURPOSE AND OBJECTIVES The overarching purpose of this PMF is to provide the partners with a tool for managing effective that would ensure actualization of the commitments made in the DCF II. The specific objectives of this PMF are as follows: To provide the coordinating agency (BPSR) with the relevant annual benchmark for conducting Joint Annual Performance (JAP) Review of DCF II; To provide the partners the framework upon which quarterly progress meeting would be held on DCF II and scorecard produced against every quarter s milestone; To provide a framework to demand by implementing MDAs and whose mandates have direct reform implication toward achieving the expected results stated in the KSDP.

17 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA State Government Commitments Place poverty reduction, economic growth and sustainable development at the centre of Kaduna State s development policy and resource allocations Proportion of the MTSS objectives and programmes that are aligned with the policy thrust in the KSDP for sectors. Only three sectors MTSS exist in the State. Even with the three, some of the sectors objectives are not in alignment with the policy thrust stated for the sector in the KSDP. Some of the programmes of the operating in the State do not align with the sectors programmes they are supporting, partly due to nonexistence of MTSS for the sectors. 70% of the MTSS objectives and programmes align with the sector policy thrust in the KSDP 100% of the MTSS objectives and programmes align with the sector policy thrust in the KSDP 100% of the MTSS objectives and programmes align with the sector policy thrust in the KSDP 100% of the MTSS objectives and programmes align with the sector policy thrust in the KSDP Sector MDAs and MoEP Improve development coordination mechanism through the development and utilization of K-JAS. The K-JAS shall be aligned with the KSDP and be used as the tool for aid effectiveness scorecard. Existence of K-JAS which contains all the programmes and activities with the related MTSS programmes and objectives. Timeliness of conducting annual review of the K-JAS MoEP is yet to develop guidelines for the Annual Review of K-JAS. First generation K-JAS produced. Guidelines for conducting first annual review of K-JAS and reporting issued to all MDAs and by second Monday of December nd generation of K-JAS programmes and activities align with 70% MTSS programmes and activities for the related sectors The report of 1 st JAP Review of K- JAS approved and recommendations used to adjust DCF II where necessary 3 rd generation of K-JAS programmes and activities align with100% MTSS programmes and activities for the related sectors The report of 2 nd JAP Review of K-JAS approved and recommendations used to adjust DCF II where necessary 4 th generation of K-JAS programmes and activities align with100% MTSS programmes and activities for the related sectors The report of 3 rd JAP Review of K-JAS approved and recommendations used to adjust DCF II where necessary MoEP MoEP

18 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA Proportion of the K- JAS review and recommendations implemented First generation of K-JAS yet to be produced by MoEP First generation K-JAS produced. 10% of 1 st JAP review of K-JAS recommendation implemented 50% of 1 st JAP review of K-JAS recommendation implemented 70% of 2 nd JAP review of K- JAS recommendation implemented MoEP Support poverty reduction through sound fiscal policies, developing and implementing credible budgets and strengthening public financial management systems, in line with the approved Public Financial Management Reform Plan and Fiscal Responsibility and Public Procurement Legislation, once gazetted; Existence of fiscal policies in response to the policy thrust in the KSDP ( ) Proportion of the fiscal policy provisions that the relevant years annual budget respond to as required for the year Percentage of annual Budget deficit Economic & Fiscal Update (EFU) documentation prepared in April 2014 to support budget EFU documentation was not prepared in the State % of 2014 budget deficit was 20% EFU documentation is submitted to the KDSHA before the end of April each year 2015 approved budget responds to 50% of the EFU documentation provisions 17.5% budget deficit achieved for 2015 budget EFU documentation is submitted to the KDSHA before the end of April each year 2016 approved budget responds to 70% of the EFU documentation provisions 15% budget deficit achieved for 2016 budget EFU documentation is submitted to the KDSHA before the end of April each year 2017 approved budget responds to 80% of the EFU documentation provisions 12.5% budget deficit achieved for 2017 budget EFU documentation is submitted to the KDSHA before the end of April each year 2018 approved budget responds to 90% of the EFU documentation provisions 10% budget deficit achieved for 2018 budget MoEP MoEP MoEP, MoF SHA Annual recurrent expenditure 80% recurrent expenditure achieved for 2013 budget 85% recurrent expenditure achieved for 2014 budget 90% recurrent expenditure achieved for 2015 budget 95% recurrent expenditure achieved for 2016 budget 100% recurrent expenditure achieved for 2017 budget MoF Annual capital expenditure 20% capital expenditure achieved for 2013 budget 25% capital expenditure achieved for 2014 budget 35% capital expenditure achieved for 2015 budget 40% capital expenditure achieved for 2016 budget 50% capital expenditure achieved for 2017 budget MoF 15

19 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA Annual revenue (aggregate) 55% revenue achieved for 2013 forecast 70% revenue achieved for 2014 forecast 80% revenue achieved for 2015 forecast 90% revenue achieved for 2016 forecast 95% revenue achieved for 2017 forecast BIR MoF Proportion of the MDAs approved budgets that align with the MTSS activities of the respective sectors in the fiscal year Proportion of the RBM principles in the Monitoring and Evaluation (M&E) policy implemented Three MTSSs (Education, Health and Agriculture) exist. Alignment not specified 25% of the MDAs approved budgets align with the MTSS activities of the sectors for the fiscal year 40% of the MDAs approved budgets align with the MTSS activities of the sectors for the fiscal year 60% of the MDAs approved budgets align with the MTSS activities of the sectors for the fiscal year 90% of the MDAs approved budgets align with the MTSS activities of the sectors for the fiscal year MDAs and Estimate Committe e Be responsive to Results Based Management (RBM) principles towards improved quality of lives of the citizenry by ensuring that the KSDP responds to the impact and outcome results stated in the KSDP Results Framework Proportion of the policy thrusts in KSDP that align with the impact and outcome Key Results Areas (KRAs) in the KSDP Results Framework. M&E Policy Framework was produced in the last quarter of 2014 but yet to be signed by His Excellency. All the policy thrusts in the KSDP respond to all the KRAs and related KPI targets in the Results Framework M&E Policy framework signed by His Excellency and 25% of the principles in the approved M&E policy have commenced The policy thrusts in the KSDP respond to 100% of the KPI targets in the Results Framework 50% of the principles in the M&E policy have been enforced The policy thrusts in the KSDP respond to 100% of the KPI targets in the Results Framework 70% of the principles in the M&E policy have been enforced The policy thrusts in the KSDP respond to 100% of the KPI targets in the Results Framework 100% of the principles in the M&E policy have been enforced The policy thrusts in the KSDP respond to 100% of the KPI targets in the Results Framework MoEP MoEP Ensure the implementation of the results based planning by developing sector Results Framework as the basis for preparing Existence of Sector Results Framework derived from the KSDP Results Framework for all the sectors in the KSDP Only three sectors that have MTSS out of the 13 sectors defined in the KSDP have Sector Results 100% of the sectors have developed their sector Results Framework derived from the KSDP Results Framework 100% of the sectors have developed their sector Results Framework derived from the 100% of the sectors have developed their sector Results Framework derived from the KSDP Results Framework 100% of the sectors have developed their sector Results Framework derived from the KSDP Results Framework for the duration of the KSDP MoEP, Sector MDAs 16

20 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA MTSSs to facilitate achieving the defined results for the sector. Framework that were derived from the KSDP Results Framework for the duration of the KSDP KSDP Results Framework for the duration of the KSDP for the duration of the KSDP % of the content standard met by each MTSS None of the existing 3 MTSSs meet 100% of the content standards for quality MTSS 50% of the MTSSs meet at least 50% of the content standards 50% of the MTSSs meet at least 70% of the content standards and the remaining 50% meet up 50% of the content standards 50% of the MTSSs meet at least 85% of the content standards and the remaining 50% meet up 70% of the content standards 50% of the MTSSs meet at least 95% of the content standards and the remaining 50% meet up 90% of the content standards MoEP, Sector MDAs Improve effective and sustainable service delivery by developing organizational management framework. The corporate planning and operational plan shall serve as its improvement process and implementation tool respectively; Proportion of the MDAs that have developed their operational plan from their MTSS activities for each fiscal year. Proportion of the operational plan activities that were achieved for the relevant year There is a total of 77 MDAs in the State and less than 20% of them have developed their operational plans for year 2014 derived from MTSS The few MDAs that had operational plans hardly implemented up to 50% of the activities there-in. 20% of all MDAs in the State have developed their final draft operational plan for the year 2015 awaiting the final adjustment after 2016 budget approval. 20% of the MDAs fully implemented up to 30% of the activities in their operational plans for the year under review 50% of all MDAs in the State have developed their final draft operational plan for the year 2016 awaiting the final adjustment after 2017 budget approval. 20% of the MDAs fully implemented up to 50% of the activities in their operational plans for the year under 100% of all MDAs in the State have developed their final draft operational plan for the year 2017 awaiting the final adjustment after 2018 budget approval. 20% of the MDAs fully implemented up to 70% of the activities in their operational plans for the year under review. While 100% of all MDAs in the State have developed their final draft operational plan for the year 2018 awaiting the final adjustment after 2019 budget approval. 100% of the MDAs fully implemented up to 90% of the activities in their operational plans for the year under review. Each MDA and Perform ance Manage ment Dept. in Office of the Head of Service (OHoS) Each MDA and Perform ance Manage 17

21 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA review. While the remaining 80% of MDAs fully implemented up to 40% of theirs. Mandate and functional reviews and adjustments have been completed for 70% of the MDAs, while process review and adjustments have been done for 50% of the MDAs. the remaining 80% of MDAs fully implemented up to 60% of theirs. ment Dept. in OHoS Proportion of the MDAs that have undergone mandate review, functional and structural review processes. There is a total of 77 MDAs in the state. Mandates, Structures and functions of all MDAs have been reviewed and adjusted in line with the approved recommendations. While functional review and adjustments have been done for 46% of the MDAs. Mandate and functional reviews and adjustments have been completed for 50% of the MDAs, while process review and adjustments have been done for 40% of the MDAs. Mandate and functional reviews and adjustments have been completed for 80% of the MDAs, while process review and adjustments have been done for 60% of the MDAs. Mandate and functional reviews and adjustments have been completed for 100% of the MDAs, while process review and adjustments have been done for 100% of the MDAs. OHoS and relevant MDAs Proportion of the MDAs that have developed establishment plan for all its offices, departments and units from the recommendations in a process review report. 5% of all the MDAs that undergone process reviews have developed their establishment plans 10% of all the MDAs that have undergone process review have developed their establishment plans 50% of all the MDAs that have undergone process review have developed their establishment plans 80% of all the MDAs that have undergone process review have developed their establishment plans 100% of all the MDAs that have undergone process review have developed their establishment plans BEMST Proportion of the MDAs that have 5% of the MDAs that have 10% of the MDAs that have developed 20% of the MDAs that have 80% of the MDAs that have developed 100% of the MDAs that have developed BEMST 18

22 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA developed workforce plans for all its offices, departments and units after developing establishment plan. developed establishment plans have produced Job descriptions for all the positions stated in the Plan. This document is the management framework for DCF II and contains key indicators against each statement of commitment in the DCF II principles of engagement. This was developed and signed alongside the principles of engagement for DCF II. establishment plans have produced Job descriptions for all the positions stated in the Plan. developed establishment plans have produced Job descriptions for all the positions stated in the Plan. 50% of the milestones in the DCF II management framework achieved establishment plans have produced Job descriptions for all the positions stated in the Plan. establishment plans have produced Job descriptions for all the positions stated in the Plan. Develop management framework for tracking each partners commitment as stated in this agreement Existence of DCF II management framework which contains KPIs to track progress on KDSG s and DP s commitments 25% of the milestones in the DCF II management framework achieved 80% of the milestones in the DCF II management framework achieved 100% of the milestones in the DCF II management framework achieved Relevant MDAs with pressure from BPSR Ensure availability of State official statistics relevant to the indicators in the Results Framework to enhance tracking, reviews and reporting Proportion of the KPIs in the KSDP Results Framework with actual KPI values that were approved by the Kaduna State Bureau of Statistics (KDBS) (aggregate) The proportion of the KPIs in the KSDP Results Framework with actual data established with State official statistics was 42% 50% of the KPIs in the KSDP Results Framework established with State official statistics 70% of the KPIs in the KSDP Results Framework established with State official statistics 100% of the KPIs in the KSDP Results Framework established with State official statistics 100% of the KPIs in the KSDP Results Framework established with State official statistics KDSBS 19

23 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA Ensure availability and timely release of counterpart/cost sharing funds Proportion of the KPIs in the sector Results Framework with actual KPI values approved by the KDBS Proportion of the approved counterpart fund that were actually released within the approved fiscal year DEVELOPMENT PARTNER S COMMITMENTS Provide support for the delivery of the Results targets set in the KSDP, relevant Medium Term Sector Strategy (MTSS) and operational plans Proportion of each DP s programmes and activities that align with the MTSS programmes and activities as at end of The proportion of the KPIs in the sector Results Framework of 3 sectors with MTSS with actual data was less than 40% as at end of Counter- part funds are not often released fully, and in many cases when released, they are released beyond the stated period required for timely activity implementation Many of the made commitment in their Memorandum of Understanding (MoU) with the KDSG to align their programmes with the KDSG s development priorities, but in 20% of the all KPIs in the sector Results Framework of all the 13 sectors of KSDP have actual data. 50% of all approved counterpart funding released within schedule 50% of all the signatory activities are directly aligned with the activities of the supporting sector s MTSS or plan towards achieving the KSDP s results 25% of the all KPIs in the sector Results Framework of all the 13 sectors of KSDP have actual data. 70% of all approved counterpart funding released within schedule 80% of all the signatory activities are directly aligned with the activities of the supporting sector s MTSS or plan towards achieving the KSDP s results 70% of the all KPIs in the sector Results Framework of all the 13 sectors of KSDP have actual data. 85% of all approved counterpart funding released within schedule 100% of all the signatory activities have direct mapping with the activities of the supporting sector s MTSS or plan towards achieving the KSDP s results 100% of the all KPIs in the sector Results Framework of all the 13 sectors of KSDP have actual data. 100% of all approved counterpart funding released within schedule 100% of all the signatory activities have direct mapping with the activities of the supporting sector s MTSS or plan towards achieving the KSDP s results MoEP and KDBS MoEP, MoF, MDAs, Each DP 20

24 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA many cases, the absence of MTSS for all the sectors or even operational plans for all the MDAs introduced limitations to proper programme alignment. Responsive to the K- JAS for Development Partners Proportion of the DP s that incorporate their programmes activities within K-JAS for proper harmonization to avoid duplication of support Some of the rarely share their work plans and reports with the KDSG or among themselves. In some cases, some MDAs receive offer of support on the same issue from more than one partner using different technical approaches for the same process. 30% of the signatory programme contained in the K-JAS 80% of the signatory programme contained in the K-JAS 100% of the signatory programme contained in the K- JAS 100% of the signatory programme contained in the K-JAS Each DP Ensure that aid is development oriented, predictable, Proportion of the commitments that were actualized within the scheduled timeframe rarely share their work plans and reports with the KDSG 50% of all programmes achieved within the scheduled timeframe 80% of all programmes achieved within the scheduled timeframe 90% of all programmes achieved within the scheduled timeframe 95% of all programmes achieved within the scheduled timeframe 21

25 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA transparent and accountable % of each DP s annual programme support that goes to programme Administration cost The financial details of each DP s programmes are not made available to the KDSG 20% all provide financial information on the proportion of each of its programme cost that was used for programme Admin and finance for years 2012, 2013 and 2014 are made available to the KDSG 50% all provide financial information on the proportion of each of its programme cost that was used for programme Admin and finance for years 2012, 2013, 2014 and 2015 are made available to the KDSG 100% of activities in K-JAS are aligned with the related MTSS activities 80% all provide financial information on the proportion of each of its programme cost that was used for programme Admin and finance for years 2012, 2013, 2014, 2015 and 2016 are made available to the KDSG 100% all provide financial information on the proportion of each of its programme cost that was used for programme Admin and finance for years2012, 2013, 2014, 2015, 2016 and 2017 are made available to the KDSG Support efficient aid architecture by aligning its programmes with the State s planning (KSDP, MTSS and operational plans), budgeting and management processes Responsive to aid effectiveness review and other management processes Proportion of K-JAS programmes and activities that align with the MTSS programmes and activities for the related sector yet to base their activities on the MTSS due to poor quality standard of the existing MTSS in 3 sectors and nonexistence in 10 sectors 50% of activities in K-JAS are aligned with the related MTSS activities 100% of activities in K-JAS are aligned with the related MTSS activities 100% of activities in K- JAS are aligned with the related MTSS activities Proportion of the that participate in Joint Annual Reviews of DCF II Proportion of the commitment in DCF II Only DFID State Level Programmes participated in the review of the DCF I The DCF II would enter into force as All signatory participate at the High Level Retreat (HLR) of the 1 st annual review of DCF II 25% of the commitments All signatory participate at the HLR of the 2nd annual review of DCF II 50% of the commitments All signatory participate at the HLR of the3 rd annual review of DCF II 75% of the commitments All signatory participate at the HLR of the4 th annual review of DCF II 100% of the commitment achieved 22

26 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA principles actualized within schedule soon as the Governor and any one of the sign the DCF. However, the commitments are underpinned by the assumption that the KDSG developed MTSS for all the sectors achieved within schedule achieved within schedule achieved within schedule within schedule Proportion of the that participate in Joint Annual Reviews of K-JAS K-JAS yet to be developed. However, its development is subject to the existence of Sector results Framework and subsequent MTSS in all sectors All signatory participate at the 1 st annual review of K- JAS All signatory participate at the 2 nd annual review of K-JAS All signatory participate at the 3 rd annual review of K- JAS All signatory participate at the 4 th annual review of K-JAS Proportion of information received on each committed programmes and activities defined in the K-JAS K-JAS yet to be developed, however, its development is subject to the existence of Sector results Framework and subsequent MTSS in all sectors 25% of the activities in the K-JAS have reached 20% implementation during the first K-JAS review 50% of the activities in the K- JAS have reached 50% implementation during the second K-JAS review 100% of the activities in the K-JAS have reached 75% implementation during the third K-JAS review 100% of the activities in the K-JAS have reached 100% implementation during the fourth K-JAS review Ensure the development of action Existence of action plan of DP s do not share their work plans All submit their action plan for the All implement 90% of the All implement 90% of the activities All implement 90% of the activities in their 23

27 THE PRINCIPLES OF ENGAGEMENT FOR DCF II Baseline as at Dec 2014 End of Dec 2015 End of Dec2016 End of Dec2017 End of Dec2018 TARGETS Resp. MDA plan for implementing its support to relevant government agencies programme of support to the relevant MDA with specified set of actions, timelines, responsibility and cost and reports with the KDSG support of the sectors and MDAs they committed to support in their MoU and implement at least 50% of all the activities in the action plan for the year 2015 within schedule activities in their submitted action plan for year 2016 within schedule in their submitted action plan for year 2017 within schedule submitted action plan for year 2018 within schedule Support the SG effort on publicity and utilization of information by making publicly available DCF Agreement and the JAR reports through the development Partners websites. Existence of DCF II on all websites Existence of annual Reports of DCF II in the DP s websites DCF II yet to enter into force DCF II yet to enter into force or implemented up to one year, thus, first JAP on DCF II yet to be conducted DCF II yet to enter into force or implemented up to one year. Thus, first JAP Review of DCF II yet to be conducted and brief produced from it. DCF II hosted in the website of all the signatory First JAP report of DCF II hosted on the websites of the signatory First revised DCF II hosted in the website of all the signatory Second JAP report of DCF II hosted on the websites of the signatory Second revised DCF II hosted in the website of all the signatory Third JAP report of DCF II hosted on the websites of the signatory Third revised DCF II hosted in the website of all the signatory Fourth JAP report of DCF II hosted on the websites of the signatory Each signator y DP Existence of DCF II annual brief on all websites First brief of report of DCF II hosted on the websites of the signatory Second brief of DCF II hosted on the websites of the signatory Third brief of DCF II hosted on the websites of the signatory Fourth brief of DCF II hosted on the websites of the signatory Existence of K-JAS on all website K-JAS yet to enter into force K-JAS hosted on the websites of all the First revised K-JAS hosted on the Second revised K-JAS hosted on the Third revised K-JAS hosted on the websites of all the 24