Kaduna State Government

Transcription

1 Kaduna State Government 2015 Change Programme Office of the Head of Service Bureau of Public service Reform January 2015

2 Table of Contents ABBREVIATIONS AND ACRONYMS... 3 FOREWORD... 5 EXECUTIVE SUMMARY INTRODUCTION POLICY AND STRATEGIC CONTEXT OF THE CHANGE PLAN POLICY & STRATEGY INCLUDING MONITORING & EVALUATION OVERALL STRATEGY RISKS AND ASSUMPTIONS OUTCOME TARGETS AND WORK PLAN FOR THE DIMENSIONS PUBLIC FINANCIAL MANAGEMENT OVERALL STRATEGY RISKS AND ASSUMPTIONS OUTCOME TARGETS AND WORK PLAN PUBLIC SERVICE MANAGEMENT OVERALL STRATEGY RISKS AND ASSUMPTIONS OUTCOME TARGETS AND WORK PLAN CONCLUSION AND NEXT STEPS MONITORING, EVALUATION AND REPORTING ANNEX A: KEY RESULTS FRAMEWORK POLICY & STRATEGY PUBLIC FINANCIAL MANAGEMENT PUBLIC SERVICE MANAGEMENT

3 Abbreviations and acronyms APER Annual Performance Evaluation Report BATMIS Budget and Treasury Management Information System BC&COA Budget Classification and Chart of Accounts BCC Budget Call Circular BPSR Bureau of Public Service Reform CBOs Civil Base Organisations CoA Chart of Accounts COFOG Classification of Functions of Government DCF II Development Cooperation Framework II DFID Department for International Development DMD Debt Management Department DMO Debt Management Office DPs Development Partners EFU FSP-BPS Economic and Fiscal Update - Fiscal Strategy Paper - Budget Policy Statements EPA Eleven Points Agenda ESP Education Sector Plan ESSPIN Education Sector Support Programme in Nigeria ECo Eecutive Council GFS Government Financial Statistics HoS Head of Service HR Human Resources HRM Human Resource Management HRMIS Human Resource Management Information System ICT Information and Communication Technology IFMIS Integrated Financial Management Information System IPSAS International Public Sector Accounting Standards ITAS Integrated Ta Administration System KADSEEDSI Kaduna State Economic Empowerment and Development Strategy I KDBS Kaduna State Bureau of Statistics KDSG Kaduna State Government KDSV Kaduna State 2020 KPIs Key Performance Indicators KSDP Kaduna State Development Plan LGAs Local Government Areas MDAs Ministries, Departments and Agencies MDGs Millennium Development Goals MoEP Ministry of Economic Planning MoF Ministry of Finance MoJ Ministry of Justice MoST Ministry of Science and Technology MTEF Medium-Term Ependiture Framework MTSS Medium Term Sector Strategy NGO Non-Governmental Organisations Office of the Head of Service v OSAG Office of the State Accountant General or Auditor General P&S / M&E Policy and Strategy/Monitoring and Evaluation C h a n g e P r o g r a m m e Page 3

4 PATHS2 Partnership for Transforming Health Systems 2 PEFA Public Ependiture and Financial Accountability PFM Public Financial Management PSGRDP Public Sector Governance Reform and Development Project PSM Public Service Management PSO Public Service Office PSR Public Service Reforms PSs Permanent Secretaries SAVI State Accountability and Voice Initiative SEAT State Evaluation and Assessment Tool SGCBP State Governance and Capacity Building Project SHoA State House of Assembly SLPs State Level Programmes SPARC State Partnership for Accountability, Responsiveness and Capability WB World Bank C h a n g e P r o g r a m m e Page 4

5 Foreword The Governance Change Programme was developed by the Kaduna State Government in collaboration with Department for International Development (DFID) State Partnership for Accountability, Responsiveness and Capability (SPARC), based on a comprehensive selfassessment of its strengths and weaknesses. Following the launch of the Programme in May 2009, the state government and the Development Partners agreed to conduct annual reviews so as to assess progress, identify issues and where necessary, make recommendations for adjusting their strategies and plans. The successful review of the implementation of the 2013/2014 Governance Change Programme as well as the preparation of Change Plans for 2015 is once again a demonstration of our collective resolve to enhance good governance and improve service delivery for the people of Kaduna State. I am proud to be associated with this historic assignment. I wish to state that in spite of the challenges encountered in implementing the Governance Change Programme, some remarkable achievements have been recorded across the three thematic areas of Public Service Management, Public Financial Management and Policy and Strategy including Monitoring and Evaluation. For eample, the clarification of mandates of ministries, departments and agencies (MDAs) resulting to improved efficiency in the conduct of government business; the preparation and implementation of a State Development Plan; the adoption of multiyear budgeting; and the adoption of International Public Sector Accounting Standards to promote greater efficiency, transparency and accountability in the management of public resources. Other achievements include the introduction of Corporate Planning, MDA Service Charters, modern Performance Management principles and Medium-Term Sector Strategies. I congratulate all stakeholders for the progress recorded. I wish to also appreciate the immense support we are getting from the development partners. I must say that they have been worthy partners and have always provided the needed support for the modernization and positive transformation of our systems and values. Finally, I wish to state that in spite of the achievements outlined above, there is still room for improvement. Therefore, I call on all stakeholders to redouble their efforts and demonstrate greater commitment to the implementation of the reforms so that we are able to consolidate on the gains recorded and place our dear state firmly on the path of sustainable growth and development. Habila Dogo Kyong Head of Service, Kaduna State. March, 2015 C h a n g e P r o g r a m m e Page 5

6 Eecutive Summary The public service machinery in Kaduna State must be fit for purpose and effective in carrying out its responsibilities in order to deliver the reform agenda towards effective implementation of the Kaduna State Development Plan (KSDP). In view of this, Kaduna State Government (KDSG) developed a governance reform programme, based on a comprehensive self-assessment of its strengths and weaknesses. Since then, the Governance Change Programme was developed based on the status of various governance indicators used for the assessment with the first starting from year A similar assessment had already been done in public financial management i.e. Public Ependiture and Financial Accountability (PEFA) in In February 2012, another set of self-assessments were carried out on the three thematic reform areas of the state government to assess progress made and challenges towards achieving set milestones. Annual performance review and adjustment of the Change Plan: this 2015 Change Programme is a product of the 2014 annual performance review of both the change plan and change matri, that is, the Change Programme. The main output of the performance review has been a Change Programme Performance Report documenting the results of the review in detail. As part of the process of performance review and adjustment, a 2-day High Level Retreat was held in October 2014 at Saminaka Holiday Resort, Kaduna with Permanent Secretaries (PSs) and chaired by the Head of Service (HoS). During the retreat, the performance of the state on the 2014 outcome targets was reviewed and the findings and recommendations were used to adjust the set of outputs for achieving each of the outcome targets. Based on the adjusted outputs by outcome and dimension, related activities for actualising each output were developed and the relevant MDAs and supporting Development Partners (DPs) were also identified. Timeframes for completing the activities were indicated by quarter. At the end of the retreat, the adjusted outputs and related activities were used to develop a final version of the Change Programme for the year The agreed sets of net steps to facilitate effective implementation are stated below: The Bureau of Public Service Reform (BPSR) to facilitate the approval, publication and circulation of the Change Plan; BPSR to identify the activities that have policy implications and liaise with the HoS for a memorandum to be submitted to the state Eecutive Council (ECo) for approval; Relevant MDAs to use the non-policy demanding activities in the Change Plan to develop work-plans for implementing their 2015/2016 recurrent budget; SPARC and other Development Partners to support relevant MDAs in ensuring the development of their work-plans and also support their implementation where appropriate with their own programme work-plans; SPARC and other partners to use this Change Plan as the main basis for the development of change programme activities in their net work-plans; BPSR to conduct the 2015 performance review of the Change Plan along-side the Development Cooperation Framework (DCF) performance review in the last quarter of C h a n g e P r o g r a m m e Page 6

7 Overall leadership of Change Programme reforms is provided by the KDSG Governance Committee, chaired by the HoS, which report to the State Steering Committee chaired by His Ecellency the Governor. Implementation of the Change Programme reforms are being led by the following ministries: Office of the Head of Service (), Public Service Management (PSM), the Ministry of Finance (MoF) Public Financial Management (PFM) and the Ministry of Economic Planning (MoEP) Policy and Strategy including Monitoring and Evaluation. Pilot sectors for Change Programme reforms included Education, Health, Agriculture and Water supply whilst all other sectors will begin to implement Change Programme reforms in a phased manner depending on which policy MoEP adopts. The day to day implementation of the state's Governance Change Programme will be managed and co-ordinated by the newly established BPSR led by a Permanent Secretary and comprising three departments. The Bureau will act as the Secretariat to the Technical Committee and will manage and co-ordinate Public Service Reforms (PSR) Programme implementation. Many of the reforms require the active engagement of MDAs and it is envisaged that each MDA will need to nominate either specific individuals or a small reform team to liaise with the Technical Committee and the BPSR and provide the entry point for carrying through reforms into their specific MDA. C h a n g e P r o g r a m m e Page 7

8 1. Introduction Kaduna State Government (KDSG) has demonstrated commitment to reform initiatives. In view of this, reform based activities have been implemented across many institutions in government to enable it to better actualise the socio-economic development vision of the state. Several development partners, including the World Bank (WB) and United Kingdom DFID, are supporting the state in implementing its reform agenda particularly the State Governance and Capacity Building Project (SGCBP); SPARC; Education Sector Support Programme in Nigeria (ESSPIN); Partnership for Transforming Health Systems (PATHS2) and the State Accountability and Voice Initiative (SAVI). The Kaduna State Governance Change Programme concept was launched in May 2009, with the overall objective of supporting effective delivery of the socio-economic development vision of the state (see Figure 1 for an overview of the planning process). Since the introduction of the concept of the Change Programme in 2009, there has been an annual review of its performance to form the basis for adjusting the Change Plan for the following year. The Change Programme consists of individual Change Matrices and Change Plans for three key reform areas that are fundamental to improving governance. These three governance reform areas are eplained below as follows: Policy and Strategy (incorporating Monitoring and Evaluation) (P&S/M&E): This area of reform advocates for developed human resources, organizational capacity, systems and institutional architecture for more effective policymaking and strategy development as well as effective performance in monitoring accountability processes. Public Financial Management: Work in this reform area aims at institutionalising comprehensive PFM management control and information systems. It aims at producing competent PFM staff that would enable KDSG to mobilise and control the financial resources needed to eecute its plans, and provide a strong base for implementing its future development plans. Public Service Management: The reform initiatives in these areas intend to deliver a professional, motivated, ethical and well-resourced public service in Kaduna State repositioned to effectively and efficiently deliver quality services in a responsive and accountable manner. Objective of the Governance Change Programme Policy & Strategy and Monitoring and Evaluation: Improving the delivery of state government services through enhancing the quality and effectiveness of state policies and sector strategies. Public Financial Management: Improving state government s ability to mobilise and control financial resources in a predictable way in order to eecute realistic plans in a timely manner. Public Service Management: Improving the effectiveness and efficiency with which public services are delivered through enhancing the quality of civil service policies, structures and performance. C h a n g e P r o g r a m m e Page 8

9 Figure 1: Change Programme Development Process Governance Change Programme Annual Change Programme Reviews Evaluate & document current situation Identify reform priorities Define long-term vision Define intermediate results Define annual work plans Define responsibilities and resources required Assess performance Make reccomentations for adjustment Interactive Self Assessments Governance Change Plans The 2015 Change Plan was developed using the findings and recommendations from the 2014 Change Plan performance review. During the development of the 2015 Change Plan, a team of senior state government officials and political office holders gathered for two full days in October 2014 and conducted a holistic and comprehensive assessment of the current situation. The medium term targets set for each of the outcome indicators in the Change Matri were reviewed and the relevant outputs for actualising them were articulated. These set of new outputs, together with the recommendations from the 2014 Change Plan performance review report, formed the basis for the 2015 Change Plan. The outputs were clustered by their related dimensions and activities were defined for each of the outputs for its actualisation. For each reform area on P&S/M&E, PFM PSM, the overall strategy, risks and assumptions were stated. Further to this, a set of work dimensions eist for each of the reform areas and specific strategy, and outcome targets with baseline information and outputs and activities/ were developed for each dimension. The structure of this Change Plan is as follows: For each reform area: Overall strategy, detailing the approach to be used to achieve targets and deliver the work plans. Risk and assumptions, that need to be taken into account during work plan implementation. For each dimension: Specific strategy, stating the selected optimal approach for addressing the challenges for that work-area; Outcome targets, covering immediate, intermediate and the long term, including; 2009 baseline, summarising self-assessment results relating to the dimension topic; 2010 outcome and output targets, summarising the immediate planned results; 2012 outcome and output targets, summarising the intermediate planned results; 2014 policy targets, summarising the medium-term planned results; 2020 vision, summarising the epected long-term impact of governance reforms; Work plan, detailing the set outputs for achieving each dimension s outcome targets and the related activities for each output and agency responsible. C h a n g e P r o g r a m m e Page 9

10 2. Policy and Strategic Contet of the Change Plan The overall policy thrust of the KDSG is to enable good governance for the people of Kaduna State by creating an environment that provides security and promotes sustainable socioeconomic development. In order to implement these overall policies, government has prepared a Kaduna State 2020 (KDSV) and prepared a KSDP for implementation, as announced by His Ecellency the Eecutive Governor of Kaduna State, Alhaji Dr. Mukhtar Ramalan Yero. The KSDP is the medium-term manifestation of the state s overall development agenda, taking into account other longer-term visions, including the President s Agenda, the Millennium Development Goals (MDGs), and National and Kaduna State It describes the projects and programmes which will provide a launch pad for the achievement of longer-term visions. In order to deliver the state s overall development agenda to the public and assure successful implementation of the KSDP, the public service machinery in Kaduna State must be fit for purpose and effective in carrying out its responsibilities. In order to ensure this is achieved, KDSG has developed a governance reform programme in the form of the Change Programme. C h a n g e P r o g r a m m e Page 10

11 3. Policy & Strategy including Monitoring & Evaluation 3.1 Overall Strategy The Governor is leading the development of a renewed development vision for the state and the KSDP will be further developed to epand these policy statements into policy objectives with clear strategies that are linked to financial allocations over the medium term. However, a significant constraint identified is that medium-term macro-economic projections and fiscal strategy in the state are not yet sufficiently comprehensive and are not effectively used to develop medium-term financial or annual budget envelopes that guide strategy development. The approach adopted for medium-term financial planning has been led by the MoEP and broadly based on MDAs submitting medium-term financial plans based on envelopes given by government for capital projects as part of KSDP and medium Term Sector Strategy (MTSS) development. Annual MDAs performance reviews, where they eist, are limited to budget eecution performance and do not guide: a) the setting of sector policy targets, b) development of medium-term financing plans or c) negotiation of annual budgets. Support for strategic planning within MDAs is being provided by the MoEP. However there is need to broaden and deepen the scope and quality of this guidance if MDAs are to be supported effectively. There are a number of capacity constraints faced by the MoEP when providing this guidance, including gaps in relevant technical knowledge, limited organizational and human capacity and inadequate resources. A further constraint to strategic planning within MDAs is the absence of, up-to-date and reliable data and research. As part of these policy formulation and strategic planning processes, there is the need to strengthen approaches to monitoring and evaluation. MTSS implementation will require regular assessments and reviews of performance in order to ensure that policies, strategies and programmes remain on track to achieve longer-term development goals in the state. Such performance assessments and reviews will need to be underpinned by sufficient information and statistics and state government will need to ensure that effective institutional and organisational arrangements and capacity are in place to enable this. In line with this, Kaduna State has approved the taking over of the functions of Planning Research and Statistics (PRS) in all MDAs by the MoEP. The training, progression and development would now be determined by MoEP. Against this background, there is recognition within state government of the need to increase investment in developing the human resources, organizational capacity, systems and institutional architecture for more effective policymaking, strategy development and performance management. In this regard, seven dimensions have been identified as highlighted above as areas needing reform. Whilst the state government will take forward key elements of the dimensions, SPARC will provide support in some areas of the reform agenda. Specific strategies are outlined for each of the dimensions in the Change Plan. 3.2 Risks and Assumptions The etent to which Commissioners have a hands-on engagement with policy and strategy development in the state is broadly limited. The strategic imperative to eplicitly relate all projects, strategies and plans to realistic resource envelopes might be perceived as too restrictive of political discretions, and therefore undermines the essence of feasible policies and strategies. Other risks include uncertainties in the social, political and economic C h a n g e P r o g r a m m e Page 11

12 environment including the current level of insecurity and the price of oil, natural disasters and unforeseen social upheavals. Key assumptions include: Sustained political commitment from the government; Effective leadership and engagement by Commissioners; Stable macro-economic environment. 3.3 Outcome Targets and Work Plan for the Dimensions Dimension 1: Development of Medium Term Rolling Plans Specific Strategy The overall strategy of the dimension is to ensure consistency and alignment between overarching policy statements and the state development vision. The immediate priority will be to ensure synergies between the KSDV, the KSDP, the MTSSs, the Multi Year budget and other emerging sector plans. All these will be underpinned by a common performance management framework approved by the ECo by the end of The KSDP will then be revised and improved in subsequent years. Outcome Targets Kaduna State Economic Empowerment and Development Strategy (KADSEEDS1) ended in 2007, and KADSEEDS2 was drafted. However it was recognised in a review that the document was too voluminous and un-implementable. There is a need to flesh out the government s Eleven Point Agenda (EPA) and thence to develop three year rolling plans under the title of either KSDP or KADSEEDS 2. EPA sufficiently well-defined to guide strategic planning within all sectors and policy consistency between EPA and MTSS of pilot sectors. EPA document, or its three year rolling equivalent, revised and improved by mid Comprehensive state development framework approved by ECo (e.g. KSDP), incorporating Medium-Term Ependiture Framework (MTEF), consistent with overarching state socioeconomic vision (e.g. EPA). Policy consistency between state development framework (e.g. KSDP) and MTSS of pilot sectors. KSDP or equivalent revised and improved annually. KSDP and MTEF revised and adjusted in response to annual sector performance review findings and recommendations. Policy consistency between MTSS and state development framework has been epanded into all sectors. Consistency and alignment between: a) overarching policy statements and state development vision (e.g. EPA), b) medium-term socio-economic development plans (e.g. KSDP) and MTEF, c) sector policy frameworks and strategic plans (e.g. MTSS) and d) annual budgets, work plans and implementation. C h a n g e P r o g r a m m e Page 12

13 Work Plan Outputs Activities Responsibilities Budget (N 1000 s) SPARC & KSDP launched Public Launching. MoEP (State Planning) Multiyear budget (2016, 2017 and 2018) approved by ECo/State House of Assembly (SHoA). a) Budget Calendar, b) Budget Call Circular, MoEP (Budget & State Planning ) Partner Inputs c) Defence, Presentation to House, adjustment, Approval by ECo/House; KSDP revised and costed using recommendations from KSDP performance Review Report, consistent with new Government Policy d) Printing (Printing/Distribution ) a) Participate in the performance Review of KSDP to be led by the M&E workstream, b) identify changes needed in response to new government policy from the findings and recommendations, MoEP (M&E State Planning and Budget) Total: c) Revise KSDP and d) publish KSDP and disseminate. C h a n g e P r o g r a m m e Page 13

14 Dimension 2: Working to Support Political Engagement Specific Strategy The overall strategy is to ensure that the political leadership is well informed regarding the macroeconomic environment and are in a position to define policies that take into consideration available financial resources. It is important that policy makers have adequate and comprehensive information and options to enable them take informed decisions and provide feasible guidelines to sectors and line ministries, agencies and departments. On a regular basis, comprehensive macroeconomic analysis will be undertaken to inform policy guidelines provided to an epanding number of sectors. On a five yearly basis, a revised KSDP will be developed and costed. The policy framework will be based on state macroeconomic projections, consistent with identified socio-economic development challenges. Subsequently, internal review for financial feasibility, overall financing plans. Outcome Targets The Governor s EPA is the current guiding policy framework for Kaduna State. The EPA provides overall policy statements for the state, but these are not detailed, not budgeted for, and do not have outcome targets. Financial envelopes are usually issued by MoEP on an annual basis and as part of budget negotiations, but not by ECo prior to the commencement of the annual budget cycle. Macro-Economic analysis undertaken by March 2010 and made available to inform policy guideline and envelope decisions. (With PFM work stream) ECo issues outcome guidelines for at least the three pilot sectors, with three year envelopes for these sectors based on a) fiscal projections and b) decisions about sharing between sectors (or programmes). Macro-Economic analysis revised and up-dated with PFM work stream Outcome guidelines reflect lessons learned and begin to demonstrate realism. Also reflections of altered policy following any possible new administration. ECo etends its outcome and envelope guidelines to additional pilot sectors. ECo etends its outcome and envelope guidelines to all sectors, covering at least 70 percent of the government s business. Immediately after a new administration starts, a revised state policy framework (e.g. EPA) is developed and costed. The policy framework is based on state macro-economic projections, consistent with identified socio-economic development challenges. After internal review for financial feasibility, overall financing plans developed include policy outcome targets and sector (or programme) envelopes over medium term periods for all government activity. C h a n g e P r o g r a m m e Page 14

15 Work Plan Outputs Activities Responsibilities Revenue projections prepared. a) Updated macro-economic data collected b) Revenue projection model parameters updated and MoEP (Statistics, State Planning, Budget, MoF and Kaduna State Bureau of Statistics (KDBS)) Budget (N 1000 s) SPARC & Partner Inputs Economic and Fiscal Update- Fiscal Strategy Paper-Budget Policy Statement prepared for c) Preparation of various projection scenarios. a) Review of revenue projection model scenarios, b) Stakeholder consultation MoEP( State Planning, Budget, KDBS and MoF) X X X Sectors envelopes determined. c) Review of state economic policy and d) Preparation of strategy paper. a) Review of strategy paper and state socio-economic development policy, b)selection of appropriate revenue projection estimates and MoEP (State Planning & Budget) X c) Preparation and distribution of sector ceilings. C h a n g e P r o g r a m m e Page 15

16 Outputs Activities Responsibilities Guidelines issued a) MoEP develop guidelines and brief ECo, b) ECo review fiscal strategy paper and indicative sector ceilings, c) ECo define output policy indicators and targets consistent with fiscal strategy paper and sector ceilings and MoEP (State Planning, Budget and SHoA) Budget (N 1000 s) SPARC & Partner Inputs Total d) Review of fiscal strategy paper by SHoA d) MoEP collates and disseminates outcome policy targets to MDAs. C h a n g e P r o g r a m m e Page 16

17 Dimension 3: Building the Capacity of the Central Ministry of Economic Planning Specific Strategy The P&S baseline and State Evaluation and Assessment Tool (SEAT) reports highlight critical gaps in the capacity of the MoEP in the discharge of its mandate. The overall strategy is to strengthen the state MoEP to fulfil its functions as the Central Planning Agency. Alongside strengthening the MoEP other key sectors will be assisted to formulate comprehensive MTSS, consistent with technical guidance developed and provided by MoEP. The MTSSs are incorporated into 14 identified best practice principles supported by on-going technical advice from MoEP. Outcome Targets The MoEP is able to adequately provide support in only three areas out of the 14 sector MDAs. The central planning ministry s capacity to provide necessary advice and support to MDAs faces a number of constraints, including: a) gaps in relevant technical knowledge base, b) organizational and human capacity and c) lack of resources which would enable them to perform these tasks. Technical guidance and support functions established within MoEP incorporating the 14 best practice principles of MTSS development. Support provided to at least three pilot sectors help yield acceptable first stage MTSSs in these sectors. MoEP also supports ECo and SHoA in understanding and adopting improved policy making techniques (see results in B above). Adequate support provided to at least 5 pilot sectors help yield acceptable first stage MTSSs in these sectors. MoEP improves its support to ECo and SHoA in understanding and adopting improved policy making techniques (see results in B above). Support provided to at least 70 percent of government business. Continued improvement of MoEP capacity (internal performance reviews) (with PSM & PFM Streams) All sectors have formulated comprehensive MTSS, consistent with technical guidance developed and provided by MoEP, MTSSs incorporate seven out of 14 best practice principles, and supported by on-going technical advice from MoEP. MoEP also provides support to successive governments helping to ensure sound techniques in policy and financial guidance are provided. C h a n g e P r o g r a m m e Page 17

18 Work Plan Outputs Activities Responsibilities Level of Staff skills determined, Staff training need determined Mechanism for bridging the technical capacity developed within MoEP Support provided to all sectors help yield acceptable MTSSs. a).conduct staff skills audit, b). Review/update Training Needs Assessment; c). Development of database for Training. a). MTSS reference manual; b). Training; c). Sector Studies to identify priorities; MoEP (PRS, Admin, Budget & State Planning) MoEP (Budget & State Planning) Budget (N 1000 s) SPARC & Partner Inputs d). Estimate committee to request for MTSS reports during budget defence. C h a n g e P r o g r a m m e Page 18

19 Outputs Activities Responsibilities MTSS developed for all sectors using Sector Results Framework and consistent with strategy standards.. a) Conduct sector MTSS workshops, b) setup MTSS writing teams, c) MoEP support to writing teams, d) preparation of draft MTSS, e) Integration of findings and recommendations from sector performance review and MoEP (State Planning, Budget & M&E) Budget (N 1000 s) SPARC & Partner Inputs MoEP Establishment Plan implemented. f) finalisation of MTSSs. a) Redeployment of staff within MoEP, MoEP (Admin & PRS) MoEP b)deployment of new staff to MoEP, c)assignment of responsibilities and job descriptions to all staff and d) Provision of induction to all MoEP staff. C h a n g e P r o g r a m m e Page 19

20 Outputs Activities Responsibilities Provision of training and guidance on evidenced based and results oriented policy making for ECo conducted. a) Preparation of training materials and guidance notes b) Provision of training to ECo, c) Provision of follow up support to ECo members d) Drafting of new or revised policies. MoEP (State Planning) Budget (N 1000 s) SPARC & Partner Inputs C h a n g e P r o g r a m m e Page 20

21 Dimension 4: Spreading MTSS Approaches across Government Specific Strategy There has been variability in the preparedness of sectors to undertake MTSSs. Four sectors (health, education, agriculture and water) have thus far prepared MTSS. Under the circumstances the overall strategy therefore is to undertake annual review and revision of the four pilot MTSSs whilst developing training manuals for rolling out MTSSs into all sectors in line with government resolve to roll out to all sectors. Outcome Targets D1. Outcome Basis of Sector Policy Statements Ministries and sectors do not generally have outcome targets. Ministry of Education has an ECo approved Roadmap. The Capacity for Universal Basic Education System supported Education Sector Plan was not approved by ECo. Current MTSS work supported by ESSPIN aims to operationalise the Education Sector Plan (ESP) taking into consideration the approved roadmap. Ministries of Health, Agriculture, Water Resources, Commerce and Industries are in the process of developing and submitting policy objectives and outcome targets. Within the (annually revised) medium term outcome guidelines provided by ECo, three pilot sectors then develop detailed targets for the purpose of guiding detailed strategy development. Actual strategies demonstrate how these outcomes are to be met. The outcome targets are revised on the basis of early draft MTSS (realistic) strategising, (statements of what is possible) prior to annual presentation back to ECo by the sector commissioner. Within the (annually revised) medium term outcome guidelines provided by ECo, five pilot sectors then develop detailed targets for the purpose of guiding detailed strategy development. Actual strategies in these sectors demonstrate how these outcomes are to be met. For the first three sectors, the outcome targets are revised on the basis of MTSS (realistic) strategising, (statements of what is possible) prior to annual presentation back to ECo by the sector commissioner. For net two sectors improvements are being realised based on early MTSS strategising. Within the (annually revised) medium term outcome guidelines provided by ECo, sectors covering 70% of government business then develop detailed targets for the purpose of guiding detailed strategy development. Actual strategies in these sectors demonstrate how outcomes are to be met. For the first five sectors, the outcome targets are revised on the basis of MTSS strategising, (statements of what is possible) prior to annual presentation back to ECo by the sector commissioner. For other sectors improvements are being realised based on early MTSS strategising. Within the (annually revised) medium term outcome guidelines provided by ECo, sectors covering all government business then develop detailed targets for the purpose of guiding detailed strategy development. Actual strategies demonstrate how these outcomes are to be met. Outcome targets are then revised on the basis of MTSS (realistic) strategising, (statements of what is possible) prior to annual presentation back to ECo by the sector commissioners. C h a n g e P r o g r a m m e Page 21

22 D2. Research and Information is Used in Policy and Strategy Definition There is a dearth of reliable and up-to-date data in the state, although there has been improvement in the availability of baseline information. Most sectors do not have reliable baseline information. Inter-agency data sharing is limited and demographic data is not available to develop SMART outcome targets. The majority of MDAs do not have access to research findings or statistics that sufficiently support strategic analysis or targeted planning. There is evidence that improving baseline data is being used to help determine strategies in the three pilot MTSS sectors. Operational Research is being commissioned across the three sectors to help determine best strategies. Policy and strategy makers in the three sectors demonstrate learning about the demand for and use of information and research findings. There is evidence that improving baseline data is being used to help determine strategies in the five pilot MTSS sectors. Operational Research is being commissioned across the five sectors to help determine best strategies. Policy and strategy makers in the five sectors demonstrate learning about the demand for and use of information and research findings. There is evidence that improving baseline data is being used to help determine strategies relating to 70 percent of all government business. Operational Research is being commissioned across government to help determine best strategies. Policy and strategy makers across 70 percent of government demonstrate learning about the demand for and use of information and research findings. data is being used to help determine strategies across government. Operational Research is being commissioned across government to help determine best strategies. D3. National or International Legislative & Regulatory Policies/Guidelines are considered in making sector strategies; advice sought from Federal agencies MDAs are generally familiar with relevant Federal and state legislation and regulations. Some have initiated legislation which has been adapted from national legislation (e.g. State Universal Basic Education Law). Some of the new federal legislation and regulations have resulted in a multiplicity of laws and regulations, and fragmentation of activities, roles and responsibilities. Evidence suggests that in draft MTSSs for the pilot three sectors (or programmes) national and international guidelines have been taken into account. Reasons for variation are provided. Regulatory changes as elements of strategy considered in these sectors. Records (kept by MoEP) show that responses from Federal agencies from which advice is sought (by MoEP or the three pilots) are positive and useful in 80 percent of cases. Evidence suggests that in draft MTSSs for the pilot five sectors (or programmes) national and international guidelines have been taken into account. Reasons for variation are provided. Regulatory changes as elements of strategy considered in these sectors and implemented. Records (kept by MoEP) show that responses from Federal agencies from which advice is sought (by MoEP or the five pilots) are positive and useful in 80 percent of cases. Evidence suggests that in draft MTSSs covering 70 percent of government business, national and international guidelines has been taken into account. Reasons for variation are provided. Regulatory changes as elements of strategy considered in these sectors, implemented across the first five. Records (kept by MoEP) show that responses from Federal agencies from which advice is sought (across 70 percent of government) are positive and useful in 80 percent of cases. C h a n g e P r o g r a m m e Page 22

23 National and international guidelines have been taken into account across government. Reasons for variation are provided. Regulatory changes as elements of strategy considered and implemented. Records (kept by MoEP) show that responses from Federal agencies from which advice is sought (by MoEP) are positive and useful in 80 percent of cases. D4. Actions and policies of Federal Departments, Local Governments and Private or Non- Governmental Sector Actors are considered in strategic development Coordination of policy and strategy with other partners differs across sectors. Some linkages and working arrangements during implementation, coordination arrangements are not clear within strategies and plans. Policies and strategies in education and health sectors demonstrate improved co-ordination with other partners, especially local government and the non-government sector. MoEP has taken on-board lessons and is giving advice to other sectors. Policies and strategies in three sectors demonstrate improved co-ordination with other partners, especially local government and the non-government sector. Cross-sector programme planning approach adopted for two programmes each involving two or more of the five MTSS sectors. Policies and strategies in all sectors demonstrate good co-ordination with other partners, especially local government and the non-government sector. Cross-sector programme planning approach adopted for four programmes each involving all MTSS sectors. Policies and strategies in sectors demonstrate good co-ordination with other partners, especially local government and the non-government sector. Cross-sector programme planning approach adopted for numerous programmes each involving two or more of the five MTSS sectors. D5. Sector strategies are consistent with human and organisational capacity to implement them Because of significant capacity constraints, there has been a tendency to outsource organizational functions to eternal consultants which sometimes results in capacity being drained and institutional memories being outside of the public service. For three pilot sectors there is evidence that chosen one-year strategies are limited to what can reasonably be implemented. Also for these sectors medium term strategies are combined with plans to ensure that sector capacities are adequately strengthened (with PSM). For five pilot sectors there is evidence that chosen one-year strategies are limited to what can reasonably be implemented. Also for these sectors medium term strategies are combined with plans to ensure that sector capacities are adequately strengthened. For 70% of government business there is evidence that chosen one-year strategies are limited to what can reasonably be implemented. Also for these sectors medium term strategies are combined with plans to ensure that sector capacities are adequately strengthened. There is evidence that all sectors are fit for purpose. Also medium term strategies are combined with plans to ensure that sector capacities are adequately strengthened. D6. The views and opinions of customers, including disadvantaged groups, are taken into consideration when making strategies There is evidence that some changes were made to strategies based on consultations in order to have a more positive impact on the underprivileged and/or disadvantaged groups in society. E.g. in education, after consultations, strategies related to development and introduction of family health curriculum were developed. Although feedback from consultations has sometimes been used in the redesign of strategic plans, there is a need to formalize and strengthen this process to ensure it more effectively C h a n g e P r o g r a m m e Page 23

24 feeds into strategic planning. There is evidence that in two of the three MTSS pilot sectors, different kinds of process have been used to involve consumers and the underprivileged, including women, in the formulation of policies and strategies. MoEP has developed a guideline approach for sectors to engage in these practices. Strategies in MTSS sectors also demonstrate a response to the performance reviews (to involve the public, underprivileged and women s groups). (with PSM stream) There is evidence that in four of the five MTSS pilot sectors, different kinds of process have been used to involve consumers and the underprivileged, including women, in the formulation of policies and strategies. Strategies in MTSS sectors also demonstrate a response to the performance reviews (which should also involve the public, underprivileged and women s groups). There is evidence that for 50 percent of government business, different kinds of process have been used to involve consumers and the underprivileged, including women, in the formulation of policies and strategies. Strategies in MTSS sectors also demonstrate a response to the performance reviews (which should also involve the public, underprivileged and women s groups). There is evidence that different kinds of process have been used to involve consumers and the underprivileged, including women, in the formulation of policies and strategies across government. Strategies in also demonstrate a response to the performance reviews (which should also involve the public, underprivileged and women s groups). D7. Sector policies are financially feasible None of the MDAs in Kaduna State had MTSS. The Ministry of Education is currently developing an MTSS with ESSPIN support. MTSSs in the three pilot sectors are developed. These MTSSs fit within projected budget envelopes being defined (with the PFM work stream) MTSSs in the five pilot sectors are developed. These MTSSs fit within projected budget envelopes being defined (with the PFM work stream) MTSSs covering 70 percent of government business are developed. These MTSSs fit within projected budget envelopes being defined (with the PFM work stream) MTSSs in all sectors are developed. These MTSSs fit within projected budget envelopes being defined (with the PFM work stream) C h a n g e P r o g r a m m e Page 24

25 Work Plan Outputs Activities Responsibilities Recommendations for adjusting eisting MTSSs agreed. Increased capacity of MDA staff to prepare MTSSs. a) Implementation of Annual sector Performance reviews and b) Identify and agree on recommendations for adjusting of MTSS and financing plans. a) MTSS Development Guidelines reviewed and revised, b) Strengthening the capacity of MoEP technical support staff, MoEP & MoE, Ministry of Agriculture, MoH, Water MoEP (State Planning, M&E and KDBS) Budget (N 1000 s) X SPARC & Partner Inputs ECo issues medium-term policy outcome targets and MDAs develop detailed targets in response for the purpose of guiding detailed strategy development within all sectors.. c) Provision of training to key staff within sector MDAs. a) In collaboration with the M&E team as the lead, MoEP/ECo develop annually and update outcome Key Performance Indicators (KPIs) in the Results Framework based on the governments overall reform agenda and the information need. MoEP ( M&E and KDBS ) All Sectors Three year budget ceilings prepared and issued. b) Sector MDAs develop detailed targets for each year in response. a) Three year revenue forecasts completed b) Preparation of indicative sector ceilings based on state policy framework. MoEP (Budget & State Planning) C h a n g e P r o g r a m m e Page 25

26 Outputs Activities Responsibilities Draft MTSS prepared for all sectors, with targets and strategies consistent with outcome-kpi targets in the updated SDP Results Framework and indicative budget ceilings. a) Review relevant international, national and state policies and incorporate responses within MTSSs where appropriate, b) Prepare draft strategies and budgets and MoEP (State Planning & Budget) All Sectors Budget (N 1000 s) SPARC & Partner Inputs Final MTSS prepared and published for all sectors, with targets and strategies consistent with updated policy outcome targets and approved three year budget. c) Review and adjust strategies and budgets. a) ECo review draft MTSS against outcome targets, taking into account updated three year budget ceilings, b) ECo issue revised outcome targets in response, MoEP (State Planning & Budget) All Sectors c) Prioritisation of MTSS strategies and budgets and d) Adjustment of MTSS to ensure consistency with revised outcome targets and budgets. Sector strategies are consistent with human and organisational capacity to implement them (With PSM work stream). e). Draft MTSS review by SHoA a) Conduct an organisational assessment in line with PSM Corporate Planning Approach, b) Identify capacity gaps against proposed strategies and MoEP (State Planning) All Sectors. Total c) Develop plans to address these gaps. C h a n g e P r o g r a m m e Page 26

27 Dimension 5: Increased use of performance management processes in assuring impact and effectiveness of policies, strategies and programmes Specific Strategy The overall strategy of this dimension will be to help assure the effectiveness of key Kaduna State policy and strategic frameworks, including the KSDP, Governance Change Programme and MTSSs of all sectors, through developing performance management approaches in the state as part of broader planning and budgeting processes. The introduction of proposed performance management processes will be for all sectors. In addition, performance management processes will be introduced in support of cross-government programmes. Performance management processes will be phased into Local Government Areas (LGAs) with half (11) in 2014 and full coverage (23) from The introduction of proposed performance management processes will be sequenced to focus on a) performance assessment and developing recommendations for policy, strategy and operational plan adjustments and b) using these assessments and recommendations to adjust selected MTSS and cross-government plans and related financing frameworks and budgets. Proposed performance management processes will focus on enabling the participation of a broad range of stakeholders in sector/programme review and adjustment, including cross-government collaboration, civil society representation e.g. relevant Nongovernmental organisations (NGOs), Civil Based Organisations (CBOs), SHoA and development partners. Risks and Assumptions The main overall risk is that delays to resource mobilization and consultancy services could delay implementation. It is anticipated that this risk will be mitigated through careful planning and monitoring by the Technical Working Group. A further risk is that priority sectors will not respond to central guidelines. This can be mitigated by ensuring these MDAs participate in guideline development. A further risk is that budgets have a legal basis but MTSS/MTEF does not potentially undermining the impact of developed processes. It is anticipated that the fiscal responsibility act will address this. Outcome Targets Good progress has been made in setting up systems for monitoring progress against work plans and budget and capital works implementation. Limited evidence of regular performance assessments and impact reviews being used to adjust policies, strategies and programmes. State Government approves annual performance reports for: a) Governance Change Programme and b) pilot sectors (e.g. Education, Health). Annual joint performance reviews, with broad stakeholder participation, result in recommendations for policy, strategy or programme adjustment. Governance Change Programme and priority sectors have revised or adjusted policies, strategies and programmes, consistent with performance review recommendations. Annual state MTEF adjustment and budget negotiation linked to annual performance review processes in all sectors. Annual performance reporting and review mechanisms being adopted in all sectors. All sectors within the state regularly conduct impact assessments against well-defined sector policy outcome targets and adjust polices, strategies and programmes as a result, as part of institutionalized sector performance management processes. C h a n g e P r o g r a m m e Page 27