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Final Report: 

Content Editing of the 2009 

Debt-Relief Funded Projects M&E Report 

Report Number XXX May 2011

Content Editing of the 2009 Debt-Relief 

Funded Monitoring and Evaluation Report 

Towards the Production of a Results Based M&E Report 

By 

George I. Abalu 

The opinions expressed in this report are those of the author and do not necessarily represent the 

views of the Department for International Development

Content List 

Section One: Introduction ..................................................................................................................... 1 

The Task.................................................................................................................................. 1 

The Editing Consultant .............................................................................................................. 2 

The Editing Strategy ................................................................................................................. 2 

The Structure of the Report ...................................................................................................... 2 

Section Two: Summary of the Shortcommings of the content of Past M&E Reports on 

DRG Funded Projects………………………………………………………………………………………………………………………..5 

Background…………………………..…………………………………………………………………………………………….5 

Inadequacies of the content of Previous M&E Reports……………………………………………………………...6 

Absence of a Result-based M&E Foundation…………………………………………………………………….........6 

Section Three:Towards the Production of a Results-based M&E Report ............................................ 8 

Explaining the Importance of a Clear M&E Framework/Strategy…………..………………….……………..…8 

Preparing to Write the 2009 DRG M&E 

Report…………………………..…………………………………………….9Section Four:Conclusions and 

Recommendations ............................................................................................................................. 11 

Section Five:Lessons Learnt ............................................................................................................... 13 

Appendix One:Terms of Reference ........................................................................................... 155 

Appendix Two:Introduction to Results-Based M&E Report Preparation: Training PowerPoint ........ 199 

Appendix Three:Understanding the Results Chain ………………………….………………………….…………..26 

AppendixFour:Some Suggestions for Writing the 2009 M&E Report: Training Guidelines ............... 34 

Appendix Five:List of Person Involved in the Preparation of the 2009 M&E Report……………….….…38 

Appendix Six:MDG Nigeria 2009 Final Report Submitted to the OSSAP-MDGs…………………………….39

Section One: Introduction 

The Task 

This consultancy was commissioned by the State Partnership for Accountability, 

Responsiveness, and Capacity (SPARC) of the the UK‘s Department for International 

Development (DFID) as part of its on-going support to strengthen public financial and public 

service management, policy and strategy in Nigeria aimed at improving availability and 

accessibility of information on public expenditure and opening up public expenditure 

processes. The consultancy was meant to support the efforts of the Office of the Special 

Assistant to the President on the MDGs (OSSAP-MDGs) to achieve the Millennium 

Development Goals (MDGs) by scaling up development activities to the State and Local 

Government levels through an approach that synergizes the mutually reinforcing requirements 

of the MDGs and on-going reform and capacity development efforts of the Nigerian 

Government at the Federal, State, and Local Government levels. 

In 2005 the Federal Republic of Nigeria (FGN) secured a debt write-off from the Paris Club and 

the London Club group of creditors and pledged to channel this ―Debt Relief Gains‖ (DRGs) to 

projects and programmes that would help achieve the MDGs. The Office of the Senior Special 

Assistant to the President on Millennium Development Goals was created to guide the 

expenditure of the DRGs through standard channels of government. Even though Nigeria‘s 

poverty reduction strategies have entailed significant investments in MDGs sectors for decades 

especially at State and Local Government levels where constitutional responsibility for poverty 

reduction lies, the volume of the financial resources on offer have been inadequate and the 

management and impact of these investments have not often been very effective. The debt 

relief and the conditionalities associated with how they should be invested provided the 

government with a new opportunity to demonstrate its willingness and ability not only for 

reforms but, above all, for showing results. 

One of the key tasks of the OSSAP-MDGs is to measure and report on the results and gains 

from the DRG investments across the country. This is because it is important for OSSAP-MDGs 

to find out and accurately report on whether or not the DRG investments were making an 

impact and to identify obstacles and barriers. OSSAP-MDGs was concerned that, even though 

its visibility as an organ of transparency and accountability towards the achievement of the 

MDGs was not in doubt but was even in the ascendancy, its past M&E reports fell short of 

painting a complete and compelling picture of the performance of the DRG projects. It 

therefore sought the assistance of SPARC to engage a consultant to help rectify this 

shortcoming in the content of the 2009 DRG M&E Report. 

A summary of the specific tasks of the consultancy include: 

1. Assist the NMET and the SMETs in producing a 2009 M&E Report that: accurately 

reflects the realities of the interventions funded by DRGs; provides an overarching 

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narrative that details the inputs, outputs, intermediate outcomes of DRG projects and 

programmes and the relationships that link them; and provides an overarching picture of 

the challenges faced and successes achieved in the implementation of DRG funded 

programs and projects. 

2. Ensure that all parts of the report are rigorous, comprehensive, and coherent and make 

certain that quality control is performed on all material submitted as part of the report 

and ensure that sufficient time is allocated for each stage of the report writing process. 

3. Identify potentially missing information early on and assist in the communication of this 

to the relevant state teams. Where information is not available, assist in assessing 

related information that will help build as coherent a picture of the project or programme 

as possible. 

4. Provide assistance in building up a relevant collection of photographs of DRG-funded 

projects and programmes and help identify and locate appropriate photographs 

strategically throughout the report to reflect important and relevant aspects of the M&E 

of the projects and programmes. 

5. Assist in building the capacity of the national and state teams that will enable them to 

continue to produce rigorous, comprehensive, and coherent reports in years to come 

and ensure that members of the national and state teams are clear on their individual 

and collective roles and train them on the rudimentariesof preparing effective resultsoriented 

M&E reports. 

The detailed Terms of Reference (TOR) of the consultancy are presented in Appendix One. 

The Editing Consultant 

The content editing assignment was contracted to George Abalu 1 , an economist with extensive 

knowledge of and experience with using modern methods of monitoring and evaluation, 

including engineering reports, data tables, and databases in writing M&E reports and 

familiarity with working with civil society organizations. 

The Editing Strategy 

The editing strategy adopted was based on the fact that the 2009 M&E exercise was 

coordinated and supervised by two consulting firms (one private and the other civil society) 

with the actual field work carried out by 45 state consultants and 37 civil society organisations. 

With this set-up it was necessary to combine an element of training in the writing of a resultsoriented 

M&E report with the practical task of assisting in editing the content of the actual 

report. This strategy was designed to address both the institutional and individual skills gaps 

in existing capacities for results-based M&E report writing of both the individuals and 

institutions involved in the M&E exercise. This was achieved by providing a holistic training 

programme which focused on both the individual and institutional aspects of building M&E 

skills in general as well as on the rudimentaries of how to prepare a good results-based M&E 

report. 

The Structure of the Report 

This report is structured as follows. This section provides information on the background to 

the consultancy activity, its aims and objectives, and on the consultant and his strategy for 

1 Professor Abalu (abalu@agrosearch.com) is Managing Consultant of Agrosearch Limited, a private 

consultancy firm based in Abuja, Nigeria 

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getting the job done. Section 2 summarises the shortcomings of the content of past M&E 

reports on DRG funded projects and the reasons behind these shortcomings while Section 3 

lays out the groundwork for preparing a useful results-based M&E report. Section 4 presents 

the conclusion and recommendations of the exercise and Section 5 presents the lessons 

learnt. The Terms of Reference of the consultancy are presented in Appendix 1. Appendix 2-4 

inclusive contains the training modules used during the training workshops that were 

conducted. Appendix 5 provides a complete list of all those involved in the 2009 DRG M&E 

report preparation exercise. Appendix6 is the draft 2009 M&E Report that emerged from the 

consultancy activity. 

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Section Two: Summary of the 

Shortcomings of the Content of Past M&E 

Reports on DRG-Funded Projects 

Background 

OSSAP-MDGs introduced the Overview of Public Expenditure in NEEDS (OPEN) M&E system as 

one of its tools for administering the DRGs with a view to shifting the emphasis from simply 

monitoring DRG ―spend‖ to providing more detailed information on the extent to which the 

―spend‖ actually reflects the realities on the ground, i.e., the extent to which debt relief gains 

have been spent on projects aimed at achieving the MDGs and reducing poverty, the quantity 

and quality of services and goods provided or created, and whether the projects are leading to 

the desired results and outcomes. 

The OPEN‘s M&E approach was intended to monitor and evaluate: 

The resources allocated to the DRGs‘ projects implementing agents (MDAs, CGS, 

Quick Wins, etc) through the Accounting Transaction Recording and Reporting 

System (ATRRS) – The Inputs; 

The use of the inputs (both financial and other types of resources) in terms of actual 

work performed, tasks carried out, actions taken, etc., to deliver the required 

services and/or produce an output – The Activities; 

The putting together of activities to produce the expected levels of services or goods 

to be created, based on the inputs used – The Outputs; 

How life is better than it was, as a result of the introduction of an output or 

combination of outputs originating from the project – The Outcomes. 

A National M&E Team (NMET) was contracted to run the M&E system in collaboration with 

State M&E Teams (SMET) and they have so far produced three M&E for 2006, 2007, and 

2008. 

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Inadequacy of the Contents of Previous M&E Reports 

The Millennium Declaration provided the opportunity for Nigeria to re-focus on the MDGs as 

important pillars of the country‘s development agenda including its Vision 20:2020. The DRGs 

provided the much-needed additional resources specifically targeted at the MDGs and 

highlighted the importance of measuring the results of the country‘s development initiatives. 

With the establishment of OSSAP-MDGs to track and coordinate expenditures on the MDGs, 

Nigeria became one of the first African nations to demonstrate ample political will to adopt a 

results-based approach towards poverty reduction and improvement in the living standards of 

its people. The increasing visibility of OSSAP-MDGs as an organ of transparency and 

accountability towards achievement of the MDGs and the popular perception that the DRGs 

and the OSSAP-MDGs represent the most credible channels for achieving the MDGs and 

successfully fighting poverty in Nigeria have prompted OSSAP-MDGs to start demanding for 

results-based M&E processes including the preparation of M&E reports that focus not only on 

organizational activities and outputs but, more importantly, on actual outcomes. To achieve 

this goal OSSAP-MDGs was desirous of avoiding the shortcomings of past M&E reports which 

hitherto: 

Provided little in the way of narratives detailing what the challenges of 

implementation were and if they were overcome and how. 

Gave little assessment of why some projects were successful or described the nature 

of the best practices observed. 

Did not provide sufficient detail on how the DRG interventions were utilized and the 

effects of the projects on the lives of the people in the targeted areas. 

Failed to provide an indication of the sustainability of the projects. 

Absence of a Results-based M&E Foundation 

Although the consultants and CSOs who were in charge of the M&E processes that resulted in 

previous M&E reports were guided by a plan and set of procedures for data collection and 

analyses to monitor the progress of DRG projects against a number of pre-determined 

performance indicators, little or no attention was paid to addressing the complexities and 

critical nuances of the difficult M&E environment and contexts at the different levels of data 

collection and analyses. What is worse, it is not obvious that the results-oriented M&E needs 

of OSSAP-MDGs itself and the purpose for which the data that was being collected were to be 

used were clearly understood by many of the key players and stakeholders. Consequently by 

jumping straight to building and using a set of M&E procedures and templates for tracking the 

performance of the DRG without paying adequate attention to existing political, organizational, 

cultural and administrative M&E realities on the ground, a number of serious bottlenecks were 

encountered leading to difficult challenges including those relating to but not limited 

toorganizational roles, responsibilities, capabilities, incentives, etc., including: 

Lack of appreciation of the critical importance of a Logical Framework for each and 

every project to be monitored and the associated Results Chain/Logic Chain that 

should form the basis of an effective M&E process. This resulted, in many instances, in 

confusion about what the M&E process should be measuring and for what purpose, 

thus leading to inconsistency and lack of standardization of data coming from OSSAP- 

MDGs, the National Teams, the State Teams, and the sector heads. 

Inadequate collaboration and cooperation between and among state supervising M&E 

consultants and federal, state, and local government officials in identifying, taking 

ownership, and tracking of DRG funded projects. 

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Problematic working relationships and lack of complementary synergies between 

consultants and CSOs which, in turn, affected the report-writing process especially 

with regards the availability of useful M&E information and the ―telling‖ of true and 

compelling stories about the performance of monitored projects. 

Collection of volumes of ―useless‖ data which are often inadequate for use in the 

subsequent preparation of M&E reports while ―useful‖ essential information for the 

preparation of the much needed results-based M&E reports were never collected. 

Poorly written state M&E reports that do not even conform to the agreed writing 

format as a results of: 

o Lack of understanding about the purpose of the M&E exercise. 

o Lack of capacity for translating the data collected from the field and from 

other sources into meaningful aggregates for preparing meaningful resultsbased 

M&E reports. 

o Inadequate quality control by both the OSSAP-MDGs and the supervising 

consultants over the M&E activities and work outputs of state consultants and 

CSOs. 

o Absence of capacity and experience by consultants and CSOs on the needed 

multi-disciplinary interactions and processes that are so essential for a 

successful M&E process at the state level. 

Absence of a plan of action at both the national and state levels to ensure that the 

M&E process contains at all times the minimum capacities and conditionsfor successin 

terms of human capacity, incentives and penalties for M&E staff, adequate structures 

and procedures, financial resources, etc. 

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Section Three: Towards the Production 

of a Results-based M&E Report 

Explaining the Importance of a Clear M&E Framework/Strategy 

Without an effective M&E framework, it would be impossible to produce a useful performancebased 

M&E report. Given the large number of Consultancy Teams (CO) and Civil Society 

Organizations (CSO) involved in the M&E exercise, a simple but effective M&E 

framework/strategy is an important perquisite for the production of a satisfactory resultsbased 

M&E report at the end of the process. Simply stated, an M&E strategy which presents a 

detailed description of the measurements, analysis, and reporting needed to monitor and 

evaluate the implementation of DRG projects and an assessment of the results achieved is a 

basic requirement for a good results-based M&E report. The main components of such an M&E 

framework/strategy include: 

A Logical Framework and an articulated results chain for each programme/project. 

A detailed M&E plan for data collection and analysis. 

Reporting flows and formats. 

A feedback and review plan. 

A Plan for meeting the necessary conditions and capacities. 

A Logical Framework 

A good logical framework matrix is the foundation of any good results-based M&E exercise 

leading to an effective M&E report. It presents a set of clearly defined and realistic objectives, 

assumptions, and risks that describe how a programme/project is supposed to work. It is 

accompanied by a set of simple performance indicators for which data that can be easily 

collected and analyzed and describes how the indicators will be verified including the sources 

of data for verification. 

At the heart of the logical framework matrix is the results chain which depicts the causal or 

logical relationships between inputs, activities, outputs, and outcomes of a given 

project, program, or initiative. An essential part of DRG spend M&E is the capacity to 

monitor the practical benefits of introducing a pro-MDGs project, and this is only possible 

when there is a clear understanding of the ‗results chain‘ and the likely resource requirements 

implied by the project. It is therefore necessary to formulate a reasonably detailed results- 

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chain for each project defining outcomes, outputs, activities and resource requirements in 

explicit, quantified and time-bound terms. 

An M&E Plan for Data Collection and Analyses, covering Baseline and 

On-going M&E 

Without a realistic and well thought out plan for collecting, assembling and analyzing the 

required data including baseline and on-going M&E 2 , the M&E exercise is likely to face many 

problems. Before the M&E exercise starts, a critical task relates to assessing what information 

can realistically be collected given available human and financial resources and then describing 

clearly the proposed arrangements for the routine collection of the M&E data, based on the 

indicators defined in the logical framework including, how, when, and by whom each piece of 

data will be collected, analyzed, and reported as well as arrangements for verifying the quality 

and accuracy of the data and its analyses. The plan should also describe how baseline data 

and information from other M&E events will be collected and used to assess change over time. 

Reporting Flows and Formats 

Reporting flows and formats for both monitoring and evaluation must be agreed in advance 

and linked to well defined and logical reporting orders. The reasons for communicating the 

M&E findings to the different stakeholders must be clearly understood by everyone involved. 

An agreed system for feedback and management review must also be clearly spelt out and 

agreed in advance. It would also be important to schedule clearly how the reports (written 

and oral) would be done, showing who is to do what and by when in order to have the 

information ready on time. 

Feed Back and Review 

There is need to set out the measures that would be taken to ensure that critical decisions 

involving the unfolding findings of the M&E are made on a timely basis. 

Meeting the Necessary M&E Conditions and Capacities 

There is need to describe clearly what the necessary conditions for the M&E to work and to 

work effectively are, including the required human capacity, what constitutes adequate 

incentives and penalties to ensure that the M&E is done well, the required structures and 

procedures, and adequate financial resources. This will require a plan that clearly links the 

planned M&E activities to a capacity-building design, an implementation schedule, and a 

detailed budget. 

Preparing to write the 2009 DRG M&E Report 

A series of Training Workshops which dealt with the different components of an M&E 

Framework/Strategy and especially directed at addressing the shortcomings of previous DRG 

M&E reports and focusing on identifying and minimizing the consequences of the void created 

by the absence of an effective M&E framework/strategy, were organized by the consultant for 

members of the NMET. As there was limited time and lack of resources, training was not held 

for the SMETs. Such a training exercise, which should be carried out at the beginning of the 

M&E exercise, is critical and more so for the M&E practitioners at the state level. The training 

modules used in the training workshops are presented in Appendices Two, Three and four. 

2 On-going M&E is the analysis that occurs at any point during project implementation to provide information 

that would be useful for taking corrective and, based on an analysis of the deliverables of the project, whether it 

is likely to achieve its stated objectives. On this basis both corrective and major changes may be made to the 

project or it could be aborted. 

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Section Four: Conclusions and 

Recommendations 

As indicated in the TORs, this consultancy was intended to help improve upon the content of 

the 2009 DRG M&E report. It was felt that previous reports fell short of providing a coherent 

assessment of the inputs, outputs, and intermediate outcomes of debt-relief funded projects 

and programs and that they provided little in the way of narratives that detail what the 

challenges of implementation were, and if they were overcome, and how. What is worse, they 

failed to provide useful assessment of why some projects were a success, did not provide 

descriptions of best practice, and provided insufficient details on how the DRG interventions 

are affecting the lives of the people. 

Setting and Irreversible Foundation for Future Results-based M&E Reports 

Although the consultancy started at the tail end of the M&E process for 2009 when data 

collection was almost complete and report writing had already started, the consultancy was 

able to build an irreversible foundation for a much improved M&E 2009 report by 

recommending and having the OSSAP-MDGs and the NMET agree to radically depart from the 

reporting format of past sector-based M&E reports and moving to a goal–based reporting 

format by clustering the DRG projects and expenditures into the MDGs they are intended to 

achieve. 

The transition was successfully achieved thanks to the capacity of the existing M&E portal 

designed by the NMET to identify and capture M&E data pertaining to the cross-sectoral 

contributions to the achievement of the different MDGs. Through this transformation, OSSAP 

MDGs‘ ability to assess and describe the impact of DRG interventions and their collective 

contributions to an MDG and/or set of MDGs was greatly improved. This makes it much easier 

for OSSAP-MDGs to better communicate progress towards achieving each MDG as well as 

assess the individual and collective contributions of all the implementing agents to the 

achievements of each goal. This, will in turn, provide an informed basis for justifying future 

requests for DGR funds as well as for people, facilities and other resources from the political 

leaders. 

Providing an Opportunity for Assessing the Performance of the M&E 

Process Itself 

The consultancy also provided an opportunity to carry out an informal M&E of OSSAP-MDGs‘ 

M&E. This could potentially be very useful in setting the road map for a more in-depth 

appraisal of the M&E system in the future. Even though OSSAP-MDGs, GPC, and CDD have put 

in place a set of procedures and templates for collecting data to monitor DRG investment 

progress at the state and national levels, there is presently no basis for taking corrective 

actions and systematically fine-tuning existing plans, processes and procedures for data 

collection, analyses and report-writing to arrive at the best measures of performance and, 

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more importantly, using the M&E findings to write reports that can be used to take corrective 

actions and fine tune funding strategies. This is an area where more emphasis is likely to yield 

appreciable dividends in the future. 

On the basis of the above conclusions it is recommended that there is need for the following: 

Providing training to help M&E staff at OSSAP-MDGs and national and state 

consultancy firms and CSOs build and strengthen their skills for documenting results 

chains for future DRG projects and learning to use these chains as the basis for 

providing the needed results-based M&E evidence. 

Making it mandatory that at least one MDG indicator is included in the relevant results 

chain of each project. 

Ensuring that a plan for collecting the required baseline information on key indicators 

is presented or, if appropriate, the process and procedures for constructing the 

needed baseline information retroactively, is clearly outlined. 

Making it mandatory for a credible accounting system for tracking project costs and 

for producing periodic and cumulative totals of all project-related costs, is included in 

each DRG project proposal. 

Ensuring that a credible plan for documenting and reporting on estimated changes in 

pre-identified and agreed upon key indicators, at least at the end of the budget year, 

is the minimum requirement for engaging national and state consultants and CSOs. 

Continuously up-dating the Portal and turning it into a data warehousing e-system to 

facilitate the standardisation of M&E data at the OSSAP-MDGs, national and state 

levels. 

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Section Five: Lessons Learned 

The OSSAP-MDGs has stressed on several occasions that the OPEN M&E should not only focus 

on the organizational activities and outputs of DRG projects but should, more than ever, pay 

adequate attention to actual outputs and outcomes so as to be able to provide a results-based 

assessment as to whether or not DRG projects are leading to the desired results and achieving 

the right goals. How would OSSAP-MDGs know if it is on the right track and if the DRG 

projects are leading to the desired results and outcomes? The bottom line is the existence of 

an M&E system capable of generating the needed information and the extent to which the 

information so generated can be used to populate the right content in the M&E reports and 

the extent to which the information contained in the report is used to improve government 

performance. The following are lessons learnt from this consultancy that will lead to the 

achievement of this goal: 

There is no best model of what DRG M&E report should look like. Much depends on a 

clearindicationfrom OSSAP-MDGs on what it wants to use the M&E information for and a 

clear understanding by the consultants and CSOs about what type of M&E information is 

needed by OSSAP-MDGs, their capacity to generate the required M&E information, and 

the quality of their experiences in preparing monitoring and evaluation reports. 

A good M&E report is the product of a well-designed M&E system with a clear Logical 

Framework, an articulated results chain for each programme/project, a detailed M&E 

plan for data collection and analysis, a reporting flow and formats, a feedback and 

review plan, and a feasible plan for ensuring that the system will achieve its goal. Care 

should be taken not to ―over design‖ or ―over engineer‖ the process by focusing on the 

data collection and data entries. This can result in the collection of volumes of 

information that serve no useful purpose and can eventually overwhelm and undermine 

an M&E system. An M&E report has no inherent value. It is only valuable if it is used to 

take corrective actions and improve project performance. 

The bottom line is the extent to which the data coming from the M&E process can be 

translated into useful results-based M&E information and used to improve government 

performance at all levels. 

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As a minimum requirement, consultants and CSO‘s should present an M&E action plan that will lead 

to the desireddestination for results-based M&E reports. This should involve key elements involving 

the creation of strong incentives both to conduct the M&E and to use the information, training in 

M&E and in using M&E information to produce M&E reports, and structural arrangements to ensure 

M&E objectivity and quality. It would be also be useful to regularly monitor and evaluate the way 

the OSSAP-MDGs M&E system is developing over time and how well it is performing. 

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Appendix One: Terms of Reference 

SPARC TOR: FED-FED-1-H 

1. Name of Consultant: George Abalu (Content Editor) 

2. Overarching TOR Ref: FED-FED-1 

3. Overarching TOR 

Version: 

4. Contribution to specific Dimension outputs 

0 

The specific Dimension outputs within the overarching TOR which this input will contribute towards: 

1. Improving M&E 

2. Strengthening Capacity of the MDG office – Technical assistance targeted at areas were capacity is 

lacking and can be improved in order for OSSAP-MDG to accomplish its task. 

5. Background 

1. In 2005 the Government of the Federal Republic of Nigeria (FGN) secured a debt write-off from the 

Paris Club group of creditors. The Government pledged to channel the ‗Debt Relief Gains‘ (DRG) to 

projects and programmes that would help achieve the Millennium Development Goals (MDGs). 

Subsequently, the FGN has committed over N400 billion to projects and programmes that will help 

Nigeria achieve the Millennium Development Goals through the 2006 to 2010 Federal budgets. 

2. The Office of the Senior Special Assistant to the President on Millennium Development Goals 

(OSSAP-MDGs) was created to guide the funds from debt relief through standard channels of 

government. They were also delegated responsibility to build an independent monitoring and 

evaluation (M&E) initiative that would track the achievements of debt relief. This initiative was 

originally called the ‗Overview of Public Expenditure in NEEDS‘ but has since been come to be known 

as the ‗DRG M&E‘. 

3. Currently, a national M&E team (NMET) is contracted to run the M&E initiative. NMET consists of a 

multidisciplinary consulting firm (the National M&E Consultants) and a National Civil Society 

Organisation (CSO). Reporting to the National Team are 37 state M&E teams (SMETs; one for each 

state and FCT) consisting of 37 consulting firms and 37 Community Based Organisations (CBOs). 

4. NMET, in collaboration with the SMETs, have produced two M&E reports to date. The first covers 

expenditures in the 2006 and 2007 Federal Budgets. The second report covers expenditures in the 

2008 Budget. Typically, the SMETs have visited sites and filled in a series of templates (now a set 

of on-line forms). These have then been aggregated into a final report by the NMET. 

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5. The reports provide an important overview of what happened with debt relief gains. They report on 

the completion level of many of the projects funded by debt relief and in some cases give broader 

assessments of the outputs and outcomes associated with DRG investments. 

6. However, the reports currently fall short of providing a coherent assessment of the inputs, outputs, 

and intermediate outcomes of debt-relief funded projects and programs. The reports provide little in 

the way of narrative detailing what the challenges of implementation were, and if they were 

overcome, how. They give little assessment of why some projects were a success or descriptions of 

best practice. Finally, the reports do not provide sufficient detail on how the interventions have 

affected people‘s lives – how are the interventions being utilised? What is the effect on the lives of 

those in the communities? What is the sustainability of the project? 

7. As the coordinator of the DRG M&E, OSSAP-MDGs is keen to contract a content editor capable of 

confronting these gaps and resolving them in the 2009 Debt Relief Gains Monitoring & Evaluation 

Report. These terms of reference outline the scope and condition of work for this editor. 

8. It is envisaged that the editor will provide editorial support, and training to the M&E teams to 

counter some of these challenges. This will include assistance to identify and capture detailed 

narratives as to what was achieved with each of the projects and programmes the M&E teams visit. 

The work will also include assistance with editing those narratives to meet the aims of the DRG M&E 

process. Finally, the content editor will advise and manage the compilation of pictures that are 

required to illustrate a strong final report. 

6. Activities 

The anticipated activities needed to deliver the outputs, consistent with overarching TOR: 

1. The content editor will report to and work under the guidance and supervision of the National M&E 

coordinator of OSSAP-MDGs, Mr LawalAboki and the SSAP. 

2. The number consultants will be ( ). The content editor will provide services for the period of ( 

) weeks. The place of work will be in Abuja, Nigeria. 

3. The basis of the work will be content-editing the 2009 M&E report. The content editor is expected 

to work closely and advise and guide the national consultants and the CSOs on the overall 

structure of the report. 

4. The content editor may occasionally have to research and gather information from state teams 

personally. However, mainly he/she should expect to rely on a regular flow of content from the 

state and national teams. To safeguard this process, the content editor should provide feedback to 

the OSSAP-MDGs regularly so that the OSSAP-MDGs can use it to guide the national consultants 

and CSOs on how to gather the most informative data for the 2009 M&E report. 

5. Reporting lines are the following: the content editor is expected to work closely with the 

representative of national consultants Engineer NurudeenRafindadi and the representative of CSOs 

Dr. Jibrin Ibrahim from the Centre of Democracy and Development (CDD). He/she should report 

the progress of their work to them as well as to the OSSAP-MDGs. 

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6. The content editor should discuss and agree their outline, chapter content, findings and 

recommendations with the OSSAP-MDGs. 

7. Inputs and Deadlines 

The anticipated inputs/resources needed to implement the activities, together with deadlines for 

delivering the stated outputs. 

The editor is expected to have the following qualifications and experience: 

1. University degree or equivalent 

2. Knowledge of and experience using modern methods of monitoring and evaluation 

3. Comprehensive experience of writing technical reports related to the monitoring and evaluation 

of projects and programmes 

4. Experience of working with engineering reports, data tables, and databases 

5. Experience of working with civil society would be an advantage 

6. Fluency in the English language 

7. Excellent writing, editing and proof-reading skills 

8. Excellent interpersonal skills and ability to work cooperatively in a dynamic organization 

9. Flexibility and ability to work under tight deadlines 

10. Proven skills to manage projects independently 

This assignment will begin in December 2010 and is expected to last for about 20days, spread 

out over a 6month period. 

8 Monitoring and Evaluation 

In addition to outputs list above, the following are required using the SPARC template: 

1. A quarterly briefing report for the Technical lead. 

2. A monthly Visit report 

3. A final report at the end of this assignment 

The following M&E is required (refer to SPARC internal M&E guidelines and templates): 

1. At TOR start: Assessment of beneficiary perceptions 

At TOR end: Assessment of initial impact of consultancy - to be conducted by Management Lead 

17

Appendix Two: Introduction to Resultbased 

M&E Report Preparation 

TRAINING PROGRAMME ON 

THE NEW REPORT WRITING 

FORMART FOR THE 2009 M&E 

REPORT 

By Prof. George Abalu 

PRINCIPLES OF WRITING 

AN EFFECTIVE AND 

USEFUL M&E REPORT 

THE CONTENT OF THE TRAINING 

PROGRAMME 

19 

1. Principles of writing an 

effective and useful M&E report 

2. Review of the strength and 

weaknesses of past M&E 

reports 

3. Guidelines for preparing the 

2009 M&E report using the new 

format 

AIM OF THE M&E REPORT: SHOWING THE 

EFFECTIVENESS OF DRG-MDG INVESTMENT IN 

NIGERIA BY SHOWING THE RESULTS ACHIEVED 

Understanding what worked, what doesn‘t 

and what should be improved 

Coming up with recommendations to 

enhance MDG investments in the field 

Providing a basis for beneficiaries to gain & 

learn from their participation in achieving 

the benefits from DRG/MDG 

projects/investments. 

Sharing knowledge obtained with the wider 

Nigeria economic development community

SHOWING THE USEFULNESS OF DRG-MDG 

INVESTMENTS IN NIGERIA THROUGH RESULTS 

(Cont’d) 

Ensuring that OSAP-MDG is properly and 

adequately informed about the performance of 

DRG-MDG projects in the country 

Ensuring that the NMET/SMETs generate 

credible, reliable and useful results that can be 

attributable to the DRG/MDG projects - 

investments in the country. 

All of the above are formidable challenges 

WHAT THE M&E REPORT IS EXPECTED TO BE 

USED FOR(Cont’d) 

Promoting Knowledge 

Information sharing with beneficiaries at the 

local level, the recipient state government, the 

MDGs, NGOs, and Nigeria‘s development 

partners would help to build a useful knowledge 

base about effective practices and generate 

understanding and support for what the OSAP- 

MDG is trying to accomplish with the DRG 

funds. 

MEETING THE M&E REPORTING 

CHALLENGE 

The task before us is to prepare an 

M&E report that describes our 

assessment of the performance of the 

DRG-MDG projects in the state and 

MDAs and bring out important 

information that respond to a number 

of key questions such as: 

20 


USED FOR 

Informing OSAP- MDG management 

The primary function of the M&E report is to 

inform the OSAP office about the findings, 

conclusions, recommendations and lessons 

learned from the evaluation of completed and ongoing 

DRG projects 

Advising government officials at the Local 

government, State and Federal levels 

Government at all levels in Nigeria as well as development 

partners have a need to know how the DRG funds that 

have been made available to them are performing and 

what recommendations are being made to improve future 

DRG investment/project performance 


USED FOR(Cont’d) 

Demonstrating Accountability and 

Transparency 

Nigerians at all levels are want federal, state and 

LGA institutions to be value-based and resultsdriven. 

This is why the MDG–M&E reports should 

clearly and accurately set out the levels of 

performance they are aiming for and measure 

how effectively the DRG funds allocated the 

different stakeholders are being used. 

MEETING THE M&E REPORTING CHALLENGE 

(Cont’d) 

What have we learned about how well the DRG-MDG 

projects that are being evaluated performed? 

What results were achieved from the DRG investment 

under consideration relative to the expectations 

established during project planning and design? What 

were the unintended results if any? 

What recommendations would help improve MDG 

programming both specific to DRG investments and 

wider MDG related investments? 

What was learned from the M&E process that could 

benefit other MDG related initiatives?

MEETING THE M&E REPORTING CHALLENGE 

(Cont’d) 

In providing responses to the above 

questions, the report writers are expected to 

follow a logical path to arrive at useful and 

valid interpretation of the data and 

information collected & at their disposal 

To be credible, the report should use multiple data 

sources of information and data which can help to 

directly tie results observed to the specific DRG 

investments that are being evaluated 

SOME KEY QUESTIONS TO ANSWER BEFORE 

STARTING TO WRITE THE M&E REPORT 

What is the role of the GPS office 

Ensure the production of a final M&E report 

that: 

-Meet contractual obligation and professional 

standards 

-Fairly and accurately assess the DRG projects. 

-Provide useful and credible responses to the 

question “ To what extend has the project 

under consideration achieved the MDG goal 

(s) of interest?” 



(Cont’d) 

How long should the report be? 

Provide adequate details to effectively inform 

key audiences about what was learned from 

the M&E exercise and recommend 

substantive ways for improving DRG 

investment programming. 

Clarity and succinctness would lead to higher 

readership since most people do not have the 

time to read long reports. Reserve longer text 

only for investments of very high value and 

complexity. 

21 

MEETING THE M&E REPORTING 

CHALLENGE (Cont’d) 

To attribute results to specific DRG 

projects/investments, it would be 

necessary to eliminate other explanations 

to establish causal inferences. The M&E 

report should rely on assumptions, logical 

arguments and empirical arguments in 

reaching this goal. 



(Cont’d) 

What should the report look like? 

Before starting to write the report, 

consultations should have already taken place 

with the OSAP office to elaborate on the 

structure and content of the report in order 

to gain an understanding of the expectations 

from DRG partners and reach an agreement 

on the time-frame for completion. 

The outline that has been agreed for the 

report should be strictly followed. 

GUIDELINES FOR WRITING AN 

M&E REPORT 

The following guidelines are designed to help you 

have a good idea about what type of report is 

expected from you and to establish basic principles 

for ensuring that your report writing is focused on 

what is to be accomplished.

GUIDELINES FOR WRITING AN M&E 

REPORT (Cont’d) 

Start by thinking about how the M&E result would 

be used. 

The results form the M&E and its recommendations and 

lessons learned would be of greater value if they can be 

used to improve the performance of future DRG 

projects. So, limit the number of recommendations put 

forward based on their significance and value. 

Write for all the key audiences. Be sensitive to the 

differences in the knowledge, expertise and information 

requirements of different audiences. The content of the 

report should be easy to be read by readers with little or 

no technical knowledge. 

WRITING THE REPORT (CHAPTER BY 

CHAPTER) 

Elaboration of the key elements 

of the M&E report – setting out 

OSAP-MDG expectations for 

content and level of details 

WRITING THE REPORT – Executive 

Summary (Cont’d) 

Checklist for writing the Executive Summary 

-Provide a clear and basic understanding of what both 

the DRG investment and M&E exercise are all about. 

Adequately describe the purpose, scope and context 

of the DRG project/investment. Briefly explain the 

M&E methodology used. 

-Tell us how the performance assessment responds to 

the key M&E questions(To what extent did the 

investment contribute to the achievement of the 

relevant MDG) and addresses the key DRG issues. 

22 

GUIDELINES FOR WRITING AN M&E 

REPORT (Cont’d) 

To enhance understanding and learning, the M&E 

report should be written in such a way that the main 

points are clearly articulated. Try to minimize the 

risk of misinterpretation of what is being reported. 

Make your reports visually appealing by using 

attractive layouts, graphics and colors so that 

people who see the report want to pick it up and 

read it. 

Ensure that the recommendations are realistic 

within the context of the economic situation in the 

target area and can be implemented (are doable) 

within budgetary constraints. 

WRITING THE REPORT 

(Executive Summary) 

Executive Summary 

Provide a concise synopsis of the M&E report that 

presents an overview of all substantive aspects of the 

M&E exercise, while at the same time emphasizing 

performance highlights, recommendations and lessons 

learned. The executive summary will usually have more 

influence and higher readership than the main body of 

the report since,it would be used to inform the 

management of OSAP-MDG as well as the thinking of 

government at all levels and the DRG partners. The 

length of the summary typically should not be more 

than 10 to 15 pages. 

WRITING THE REPORT- Executive 

Summary 

Checklist for writing Executive Summary ( Cont’d) 

-Describe what you have learnt about how the 

project/investment is performing relative to the 

results that were expected during the planning and 

design stages. 

-Briefly and concisely explain the recommendations and 

lessons learned 

- Briefly explain the context and purpose of the report 

and the scope of the investment and the M&E 

evaluation. 

-Briefly describe the M&E implementation strategy.


(Investment/Project Profile) 

Programme/Project Profile) 

Describe the context of the 

project/investment in the state/MDA and 

the aspect of the DRG investment itself to 

arrive at a good understanding of its roles, 

expectations and current status. 

WRITING THE REPORT (Performance 

Profile) 

The Performance Profile 

The write-up here should provide an 

overview of the M&E process, describe 

the methodology used, and explain who 

was accountable for what on the M&E 

teams. The performance expectation 

should be guided by the GPC office’s 

M&E framework. 

WRITING THE REPORT (The Performance 

Profile Checklist (Cont’d) 

-Provide an indication of how the stakeholders 

contributed to the M&E process 

-Explain how the M&E was carried out, what 

limitations were experienced 

-Describe the performance indicators, sources 

of information and the method for 

information collection and analysis 

-Provide an adequate profile of the M&E 

teams 

23 


(Investment/Project Profile -Checklist) 

-Address the economic, social, cultural and political dimensions 

and the state of infrastructure/organization that characterize 

the context for the particular goal (MDG). 

- How is the DRG-MDG investment linked to a particular 

MDG? 

- What results were expected to be achieved? 

- Explain: 

How the investment is organized, milestones achievements 

to date 

Financial resources expended 

Stakeholders participation 

Obstacles that are impacting performance 

WRITING THE REPORT (Performance 

Profile Checklist) 

The Performance Profile Checklist 

-Ensure that the reasons for carrying out the 

M&E exercise are logically and clearly state 

-Explain the logic that was used to design the 

M&E exercise 

- Identify what was expected to be achieved by 

the M&E exercise 

WRITING THE REPORT (Evaluation 

Findings, Conclusion and Recommendations) 

This section is usually the longest of the 

report 

Present the findings by focusing your 

writing to the key M&E question i.e. “To 

what extent did the DRG investment in the 

given category contribute to the 

achievement of the indicated goal (MDG)

WRITING THE REPORT (Findings) 

Findings: 

-Finding constitutes affirmation based on 

the information collected 

-The reader should be able to link results 

with evidence gathered 

-References should be made to identifiable 

information sources 

WRITING THE REPORT (Conclusions) 

Conclusions: 

Provide an overall assessment of 

performance which should indicate: 

- What result have been achieved 

- How do these results compare with the 

expectations elaborated during the DRG 

investment/project planning and design. 


(Recommendations) 

Recommendations should: 

-Explain the basis for making the 

recommendations and an effort should be 

made to link them to information 

collected in the M&E exercise 

-Address both the interpretation of the 

evidence and provide the basis for the 

judgment made 

24 

WRITING THE REPORT (Findings 

Checklist) 

-Ensure that the findings collectively provide a 

good understanding of what was learned from 

the M&E exercise 

-Satisfy yourself that the findings are valid and 

are supported by evidence. 

-Ensure that the presentation of the findings 

facilitate informed decision making 

WRITING THE REPORT (Conclusion 

Checklist) 

-Provide a thorough assessment that clearly 

and fairly articulates how the project is 

contributing to achievement of the particular 

MDG 

-Ensure that the conclusion ties the results 

achieved to the specific key success factors of 

the specific MDG 

WRITING THE REPORT (Recommendation 

Checklist) 

-Ensure that your recommendations are: 

Supported by the evidence 

Appropriate given what was learned 

Adequate in terms of coverage 

Are written to facilitate future 

implementation

WRITING THE REPORT (Lessons Learned) 

The goal is to use what is learned from the 

M&E exercise to improve future DRG 

projects/activities and/or managerial and 

administrative practices. Use your expertise 

and experiences to bring out the potentials 

offered from the M&E exercise to broader 

application. 

Limit the number of lessons learned to not 

more than five to six pages with a focus on 

usefulness and pragmatism. 

WRITING THE REPORT (Appendices) 

WRITING THE REPORT (Lesson learned 

Checklist 

-Ensure that your lessons learned are: 

Supported by the evidence 

Appropriate given what was learned 

Adequate in terms of coverage 

Are written to facilitate future 

implementation 

Typically, appendices amplify, illustrate or elaborate, what was 

monitored and evaluated but are not essential to 

understanding what is being presented in the report. 

A key reason for using appendices is to avoid interrupting the 

flow of the report and the focus of the reader. 

Appendices may include terms of reference for the evaluation, 

lists of acronyms used and individuals consulted, bibliography, 

etc. 

If appendices are extensive/highly technical, they can be 

bound in separate volumes. 

25

Appendix Three: Understanding the 

Results Chain 

Understanding the Results Chain 

(Contains some materials used in an earlier SPARC-sponsored Training Programme by 

Louise Shaxson and George Abalu, Report of the Strategy Session for Kano State Agriculture 

Sector, Pyramid Hotel, Kaduna, 27-29 April, 2010) 

Training Programme 

for NMET 

George Abalu 

26

Example of a Generic planning Framework 

Policy 

Formulation 

Strategic 

Planning 

Operational 

Planning 

and 

Budgeting 

Political mandate 

Policy priorities 

Policy targets 

Strategic options to 

meet the targets 

Agreed 

Strategy(ies) 

Strategic Plans and 

Resource Frameworks 

Work plans 

Budgets 

Outcomes 

An outcome is a statement of how life is 

better than it was before, in some way, for 

some people. 

• Outcomes tell us if and how 

the Sector Policies and/or 

Programmes are being 

achieved 

The explicit manifesto of the elected political leaders 

Developed from the political mandates, taking account of 

situational realities and drawing on expert advice 

Specific, quantified statements of desired achievements, 

in terms of impact or high-level outcomes 

Alternative approaches to achieving the 

policy target 

High-level statement of most appropriate 

approach to achieve the targets 

Outcomes, Outputs, Activities, Inputs – the ‘results chain’ 

Costs and Multi-year financial projections 

Timetables and milestones, 

Responsibility for implementation 

Comprehensive and profiled 

Capital budget - and recurrent implications 

Recurrent budget 

27

Outcomes vs Outputs 

• Outputs: are the specifically intended 

results of the project activities that are put 

in place to achieve the targeted outcomes, 

i.e., the things that are delivered by a 

project or a contract. They serve as 

milestones of what has been accomplished 

at various stages during the life of projects. 

Outputs are very valuable and 

necessary but they are not the ends in 

themselves. They depend on what 

people do with them to create 

outcomes. 

Without doctors and nurses, a hospital 

is just another building. 

Outcome / Output / Input 

Inputs: are the materials, equipment, financial , and 

human resources, etc. needed to carry out the activities 

of the project. They are what you put in so that you get 

out an output! They involve resources, effort and 

anything else needed to get the project moving 

28

Input – Activities- Output – 

Outcome(?) 

• Activities: These are the actual tasks required for producing 

the desired outputs. They represent actions taken or work 

performed which require inputs and other types of resources 

to be mobilized to produce specific outputs. 

The right inputs, put together in the right activities, should produce an 

output. It is usually fairly predictable because it is usually about things. 

But outputs do not necessarily produce the outcomes you want. That link 

is less predictable because it is about people. 

Outputs + people (+institutions) = outcomes 

Constructing a borehole is not enough. It needs people to use it and 

systems to maintain it. 

The Results Chain 

Medium Term 

Sector Strategy 

Inputs Activities Outputs Outcomes Impacts 

Ongoing Ongoing Short-Term Medium-Term Long-Term 

Medium-Term 

Objectives 

29 

Long Term 

Strategic Plan 

Longer-Term 

Goals 

We now add “Impacts” to look at the longer term changes that result 

from our outcomes; 

And “Activities” are the bit in the middle that turn Inputs to Outputs. 

That gives us a basic “Results Chain”.

Medium Term 

The Logic Chain 




Assumptions Assumptions 

Medium-Term 

Objectives 

Assumptions 

30 

Assumptions 

Long Term 


Longer-Term 

Goals 

We make assumptions at each stage that a link will occur – the “Logic 

Chain” that underpins the Results Chain. The one in red is often the 

most unreliable link, often leading to unintended consequences, rather 

than the desired policy outcome. 

“Backcasting” the Results Chain 

The Results Chain is normally a forecast of future 

events / results. But it can be used the other way 

round, starting with Outcomes and arguing back to what 

outputs would be needed to generate the outcomes 

(plus assumptions), then what activities and inputs 

would be needed to produce these outputs. 

This is the normal technique when “tracing your way 

backwards” and is needed a lot in M&E planning.

Multi-layered approach to Planning 

MDG 

State Development Plan 

Sector Strategy, DRG 

Investments/Projects 

Medium Term 

The Logic Chain 




Assumptions Assumptions 

Medium-Term 

Objectives 

Assumptions 

Assumptions 

31 

Long Term 


Longer-Term 

Goals 

We make assumptions at each stage that a link will occur – the “Logic 

Chain” that underpins the Results Chain. The one in red is often the 

most unreliable link, often leading to unintended consequences, rather 

than the desired policy outcome.

Medium Term 

Linking Sector Strategy Chains 


Ongoing Ongoing Short-Term Medium-Term Medium Term Long-Term 


Medium-Term 

Objectives 

Long Term 



Ongoing Ongoing Short-Term Medium-Term Medium Term Long-Term 


Medium-Term 

Objectives 

Long Term 


Longer-Term 

Goals 

Longer-Term 

Goals 



Medium-Term 

Objectives 

When the outputs of one become the inputs of 

another, the planning framework takes shape. 

Figure Illustrating a Complex Logic-Chain Model 

IMPACT 

OUTCOME OUTCOME 

OUTCOME 

OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT 

32 

Long Term 


Longer-Term 

Goals 

RESULTS 

ACTIVITIES 

INPUTS

The Logic Chain Framework 

The framework demonstrates not only the 

cause-and-effect relationship among the 

elements of a logic model, but also that: 

• Several inputs may be necessary to carry out 

a given activity 

• Several activities contribute to a single output; 

• Several outputs may be necessary to achieve 

an outcome 

• More than one outcome may be needed to 

achieve the desired impact or long-term result 

33

Appendix Four: Some Suggestions for 

Writing the 2009 M&E Report 

George Abalu ‡ 

TIPS FOR TURNING YOUR DATA INTO A REPORT 

The following guideline provides a framework for turning the M&E data into a form that can be 

used in your reports. This information should be reported for each of the MDG areas. Before 

you start writing, you will need the following. 

A list of the measures you are going to use to evaluate the project. 

A copy of the M&E plan that guided the M&E exercise. 

The record of the accomplishments documented during the reporting period (e.g., 

number of inputs/outputs/outcomes, etc that took place, during the period) 

The results of your data analysis transferred to an easy reference format (e.g., in a table, 

chart, or graph). 

Stories collected from the field or statements from project beneficiaries. 

Photographs taken that can buttress your presentation 

To determine if your report describes progress towards achieving MDG during the 

reporting period, answer the following questions: 

Does your report describe the activities of the project? 

Does your report describe your beneficiaries? 

Does your report describe the number of people served? 

Does your report describe your desired results of the project? 

‡ Professor Abalu is Managing Consultant at Agrosearch Limited (abalu@agrosearch.com) 

34

Does your report describe the indicators you used to measure your desired results? 

To determine if your report notes the M&E activities in which where carried out, answer 

the following questions: 

Does your report describe how the observed results were measured? 

Does your report describe who carried out the measurements? 

To determine if your report adequately describes the relevant M&E data, answer the 

following questions: 

Does your report describe the results of the analysis of the M&E data? (Do the results 

relate to the indicators of performance of the project and do they include statistics and 

qualitative information.) 

Does your report describe stories that illustrate the statistics or qualitative information? 

Does your report compare the M&E results of obtained with what was expected? 

Does your report state ideas for improvement or any next steps? 

RESULTS AND DISCUSSION. 

Present your results in a logical sequence, highlighting what is important and how the data you 

obtained have been analyzed to provide the results you discuss. You should discuss what you 

infer from the data. You need to adopt a critical approach. For example, discuss the relative 

confidence you have in different aspects of the M&E measurements. 

HOW MUCH DETAIL TO INCLUDE? 

It is not necessary or even desirable to describe every minute detail of the project. One of the 

most important aspects of good technical writing is to be concise, yet remain informative. The 

ability to select what is essential, and to omit what is merely incidental detail, is very important. 

In view of this, the main part of your report must be within the page limit proposed. 

GUIDELINES FOR PROXY MEASUREMENT OF OUTPUTS AND IMPACT 

1. Defining a Targeted Geographical Area 

Define the geographical area that the project is targeting and why this area was 

chosen? 

Define the group(s) the intervention was targeting and why this group(s) was 

chosen? 

What is the total population of the area that the project is covering? 

What are the estimated percentages of people in the different groups in the targeted 

population? 

35

2. Estimating the Beneficiaries: Using the Direct Approach (How many beneficiaries 

were actively involved in the project?) 

How many people were When? 

directly involved/reached? 

Poor 

Men 

Women 

Socially Excluded 

a) How was this measured? 

b) When was this measured? 

3. Estimating the Beneficiaries: Using the Pathway Approach (those indirectly involved) 

how many beneficiaries were actively involved in the project? 

How many people can be When? 

reached 

indirectly)? 

(directly or 

Poor 

Men 

Women 

Socially Excluded 

a) How was this measured? 

b) When was this measured? 

4. What changes are likely to occur? 

In the lifetime 

of the project 

Direct 

Poor 

Indirect 

Direct 

Men 

Indirect 

Direct 

Women 

Indirect 

36 

By 2015 

Socially Excluded Direct 

Indirect 

a) Describe how the above changes were measured 

b) What are the sets of indicators and sources of information used to assess these 

changes?

GUIDELINES FOR CHOOSING M&E MEASURTEMENTS TO USE IN YOUR REPORTS 

Performance Measurement Quality What to Do with the Measurement 

The measurement is available, Fine, use it. 

representative, reliable and feasible. 

The indicator is available, reliable and 

feasible, but not representative enough 

The measurement is available, 

representative and feasible, but not very 

reliable 

The measurement is available, 

representative and reliable, but not feasible. 

The measurement is available and feasible 

but not representative enough and not very 

reliable. 

The measurement is feasible, but not 

measurable or not representative or not 

reliable 

Use it and try to find additional types of information or 

indicators until you feel the performance question can be 

answered. 

Is it reliable enough to use if everyone is made aware of its 

flaws? If so, use it and try to find additional information that 

together could produce a more reliable picture. If not, drop it 

and try to find a substitute. 

Can another measurement or set of measurements represent 

the objective reasonably? If so, drop the one first suggested. 

If not, re-examine the measurement‘s feasibility. There may be 

a more creative and cost-effective way of finding the required 

data. 

Is it reliable enough to use if everyone is made aware of its 

flaws? If so, use it and try to find additional information to help 

produce a more reliable picture. If not, drop it and try to find a 

substitute. In any case, since the indicator has two significant 

problems, be more inclined to drop it than keep it. 

Forget about it 

37

Appendix Five: List of Persons Involved in 

the Preparation of the 2009 M&E Report 

S/No. Name Organization 

1 Hajia Amina Az-zubair SSAP-MDGs 

2 Mr. Lawal Y. Aboki OSSAP-MDGs 

3 Engr. Nuruddeen A. Rafindadi GPC 

4 Engr. Umar Jibril GPC 

5 Dr. Abbah Y. Abdullahi GPC 

6 Mr. Zhenbo Hou ODI Economist OSSAP-MDG 

7 Prof. George Abalu Agrosearch Ltd 

8 Ms. Mercy Ezelu CDD 

9 Mr. Ahmed Dio Agbo GPC 

10 Mr. Odoh Diego Okenyodo GPC 

11 Mr. Boniface O. Ewache Agrosearch Ltd 

12 Mr. Adedu A. Kilanko CDD 

13 Mr. Musa Abdulrahim GPC 

14 Ms. Sa‘adatu Ismail GPC 

15 Arc. Mohammad Attah GPC 

16 Ms. Belinda Igbuzor GPC 

17 Ms. Omoye Iyayi GPC 

18 Mr. Terfa Hemen CDD 

19 Mr. Yunusa Abdulrahman GPC 

20 Ms. Esther Yusuf Vou CDD 

21 Dr.Jibrin Ibrahim CDD 

22 Mr. Mohammed B. Adamu GPC 

23 Mr. Tahir Bamanga GPC 

24 Ms. Hafsat O. Uthman GPC 

25 Mr. Nurudeen Maidoki GPC 

26 Engr. Bello Umar GPC 

27 Mr. Victor Odeh Ojobo CDD 

28 Ms. Victoria Ose Ikearu CDD 

29 Ms.Ugherughe Uyoyoghene CDD 

38

Appendix Six: MDG Nigeria 2009 Final 

Report Submitted to OSSAP-MDGs 

NIGERIA 

TRACKING THE PERFORMANCE OF THE DEBT RELIEF GAINS: 

MONITORING AND EVALUATION REPORT 

2009 

39

TABLE OF CONTENTS 

Table of Contents............................................................................................................................. ii 

Foreword........................................................................................................................................... iii 

Executive Summary........................................................................................................................... v 

Chapter 1: Introduction..................................................................................................................... 1 

Chapter 2: Past Achievements 2006-2008......................................................................................... 5 

Chapter 3: 2009 Financial Allocation................................................................................................ 10 

Chapter 4: Goal 1 – Eradicate Extreme Poverty and Hunger............................................................ 14 

Chapter 5: Goal 2 – Achieve Universal Primary Education.............................................................. 18 

Chapter 6: Goal 3– To Promote Gender Equality and Empower Women......................................... 28 

Chapter 7: Health-Related Goals 4, 5 and 6...................................................................................... 35 

Chapter 8: Goal 7 – Ensure Environmental Sustainability................................................................ 42 

Chapter 9: Goal 8 –Towards a Global Partnership for Nigeria‘s Development................................ 46 

Chapter 10:Domestication of the MDGs........................................................................................... 52 

Chapter 11: Challenges and Lessons Learned................................................................................... 55 

Chapter 12: Recommendations.......................................................................................................... 61 

Chapter 13: Conclusion..................................................................................................................... 65 

Annexes............................................................................................................................................. 69 

Appendix I: M&E Methodology......................................................................................................... 69 

Appendix II: Questionnaires for 2009 DRGs-MDGs Projects and Programmes............................. 72 

Appendix III: Benchmarks for 2009 DRGs-MDGs Projects and Programmes................................ 78 

Appendix IV: DRGs Presence in the States of Nigeria...................................................................... 83 

Appendix V: State Consultants for 2009 M&E of DRGs-Funded 

MDGs Projects and Programmes............................................................................. 93 

Appendix VI: National Monitoring and Evaluation Team (NMET) 2009 M&E Team Structure….. 95 

Appendix VII: List of Abbreviations.................................................................................................. 96 

i

FOREWORD 

In the year 2000, the Federal Republic of Nigeria 

joined the rest of the global community in 

consenting to and adopting the Millennium 

Declaration, committing to a set of eight 

Millennium Development Goals (MDGs) that are 

time-bound with specific milestones and targets. 

Despite this commitment, however, the challenge 

of mustering the resources required in the quest 

for the MDGs remained until 2005, when the 

nation got debt relief from the Paris and London 

Clubs. The Office of the Senior Special Assistant 

to the President on MDGs (OSSAP-MDGs) was 

then assigned with the task of harnessing the Debt 

Relief Gains (DRGs) for investment in carefully 

identified interventions with the greatest positive 

impact on achieving the MDGs. 

The monitoring and evaluation (M&E) framework 

set up by the OSSAP-MDGs as part of the 

fulfilment of its mandate has consisted of a 

network of independent technical consultants, as 

well as civil society and community based 

organisations (CSOs and CBOs). They are 

stationed at locations across all the states of the 

Federation, with a mandate to carry out 

independent evaluation of all DRGs-funded 

MDGs interventions by the OSSAP-MDGs, 

reporting on their levels of implementation, 

relevance to and impacts on host communities. 

The National M&E Consultants (GPC) and the 

National CSO (CDD) jointly referred to as the 

National Monitoring and Evaluation Team 

(NMET), are at the pinnacle of this M&E 

framework, reporting directly to the OSSAP- 

iii 

MDGs at the Presidency. In the years 2006 to 

2009, a total of N434.1 billion of DRGs funds has 

been allocated for the implementation of MDG 

projects and programmes through annual 

appropriations by the Federal Government alone. 

Complementary funding has also come from other 

partners, most notably the states through the 

Conditional Grant Scheme (CGS) that was 

introduced from 2007. 

The MDGs and associated targets are closely 

interrelated set of objectives, and their pursuit 

requires a carefully coordinated holistic approach, 

with the aim to blend them into the concept and 

context of the country‘s national development 

agenda. In the Nigerian context, the OSSAP- 

MDGs‘ broad mandate is to integrate the DRGs 

investments into the wider development goals of 

the Vision 20-2020. 

As NMET, both GPC and CDD have been 

actively involved in and witnessed first-hand the 

leadership role played by the OSSAP-MDGs 

headed by the SSAP, in the coordination of all 

activities in the country geared towards the 

attainment of the MDGs. The OSSAP-MDGs‘ role 

has entailed the facilitation of collaboration among 

stakeholder agencies, viz: the state governments, 

MOF, BOF, DMO, NPC, NAPEP, representatives 

of the IDPs (WB, DFID, UNDP) and the civil 

society. In the process, the OSSAP-MDGs has 

sought to domesticate the MDGs in Nigeria in a 

way that realigns them to the realities of the 

country in the National, state and local contexts; 

improve transparency and best practice in the

conduct of public sector accountability, and 

formed a successful partnership between the 

public sector, consultants in the private sector and 

civil society in the monitoring and evaluation of 

public-funded projects. 

This is the fourth in the series of annual M&E 

reports that have been prepared under the 

leadership of the NMET as currently composed. 

The 2009 M&E report is a significant milestone in 

our journey towards 2015, in at least three 

respects. First, it represents the first full-year 

report after the mid-way signpost of the MDGs 

targets and therefore in many ways marks the 

status of indicators as we begin the countdown to 

2015. Also, significantly it has been prepared in a 

transition period, marking the imminent arrival of 

a newly elected administration in Nigeria, and will 

therefore also serve as a first briefing document to 

the incoming government on Nigeria‘s march 

towards the attainment of the MDGs. 

Finally, and in response to the above senses of 

transition, the National M&E Team has for the 

first time attempted to give the report a Goalbased 

orientation, that goes beyond reporting of 

the performance of the implementing agents 

(MDAs, states) to now emphasise expected 

outcomes and inputs by clustering the projects and 

programmes into the Millennium Development 

iv 

Goals they are intended to achieve. In doing this, 

the team has relied strategically on a centrally 

assembled database using a web-based M&E 

portal created independently by the NMET on its 

own initiative, and endorsed by the OSSAP- 

MDGs. The web portal has enabled the streaming 

of real time on-line data uploaded by the M&E 

field teams across the country into the database, 

where these could then be carefully checked and 

analysed. It is all part of a methodology that has 

placed the NMET today in the forefront of 

information and data handling for DRGs-funded 

MDGs in Nigeria. 

The entire members of the team, consisting of 45 

independent consultants, 36 CSOs and CBOs 

across the country; headed by the National Team 

consisting of GPC and CDD, are proud of their 

contributions in the achievements accomplished so 

far in the M&E of MDGs in Nigeria, and will 

continue to cherish the opportunity to be of 

service. We believe that this offering will mark a 

watershed in our march towards achievement of 

the MDGs. 

Engr Nurudeen Rafindadi |||Dr Jibrin Ibrahim 

For NMET

EXECUTIVE SUMMARY 

The Millennium Declaration provided the 

opportunity for Nigeria to re-focus on the MDGs 

as important pillars of the country‘s development 

agenda, including its Vision 20:2020. But only 

until Nigeria got debt relief from the Paris Club in 

2005 on condition that it would invest the gains 

from the debt relief into MDG sectors did the 

government create the cabinet-level the Office of 

the Senior Special Assistant to the President on the 

Millennium Development Goals (OSSAP-MDGs) 

that coordinates expenditures on the Goals. As 

part of its efforts at prudent management of the 

resources, the OSSAP-MDGs instituted an annual 

independent monitoring and evaluation of DRGs 

expenditure conducted by professional consultants 

and civil society organisations (CSOs) since 2006. 

The M&E reports have bolstered the government‘s 

resolve, won public confidence in the process, and 

helped in mobilisation of more resources into the 

national concert to meet the MDGs. 

All previous M&E reports have reported 

accomplishments based on the sectored pattern in 

which appropriations were made to Ministries, 

Departments, and Agencies (MDAs). However, in 

2009, the format of the M&E report has been 

changed to reflect project outputs and potential 

outcomes according to the Goals, Targets and 

Indicators of the MDGs. This is to ensure 

contextualisation of expenditure and activities for 

the benefit of incoming government officials, 

since the report is being released at the time of 

transition in April 2011. 

The total funds made available to the OSSAP- 

MDGs for expenditure on projects and 

programmes in 2009 was N112 billion. Different 

programmes and projects targeted at fast-tracking 

the achievement of the MDGs in the country were 

executed in the year, an overview of which the 

report represents. 

Most Goal 1 projects were implemented by 

NAPEP through its Social Safety Nets 

programme. Out of 596 projectsto which 

approximately N4.6 billion was committed, 405 

(consistingofNAPEP/CCT, skills acquisition, and 

earth damprojects) were reported on at the time of 

this report with various levels of completion. Most 

of the CCT projects not started resulted from nonrelease 

of funds. 

For the second Goal which intends to achieve 

universal primary education, theprojects and 

programmes were generally aimed at increasing 

enrolment, providing teaching materials, improved 

teaching skills and improved schools 

infrastructure. The Federal Teachers Scheme 

(which was completed in most states of the 

Federation) contributed to increase in the Net 

enrolment ratio in primary education from about 8 

in every 10 eligible children in 2004, to 9 in 

2009.The National Teachers Institute (NTI) 

conducted capacity building workshops for 

165,000 primary school teachers with the 

objective of improving the quality of basic 

education. Analysing the performance of the 

agencies responsible for the implementation of 

Goal-2-related projects and programmes for 2009, 

NTI was adjudged to have performed best, with 

97% of its programmes completed. The National 

Mass Literacy Commission was next with 85%, 

followed by Universal Basic Education Scheme 

with 48.4% of its projects and programmes 

completed. 

Page | v

Goal 3 sets out to promote gender equality and 

empower women, with four indicators of progress. 

Two of these indicators (i.e., ratio of girls to boys‘ 

enrolment in all level of education, and literacy 

rate of women to men between the ages of 15-24) 

appear to receive more attention and have made 

more progress than the others. Very little progress 

has been made in measuring and increasing share 

of women in wage employment in non-agricultural 

sector, while DRG projects targeted at increasing 

the number of seats held by women in national 

parliament were not monitored due to late release 

of information to the M&E consultants. 

The report presents the health-related Goals 4, 5 

and 6 together due to interconnectedness of 

expenditures and activities on each. The greatest 

investment in these Goals was made through the 

Conditional Grant Scheme (CGS), which 

represented 43% of total expenditures on them. 

Projects under Quick-Wins scheme, though 58.7% 

completed, suffer more from lack of communitydriven 

needs assessment. 

Compared to the previous years, a general 

improvement in the execution of Goal-7-related 

projects was noted. A total of 7,190 intervention 

projects in the 2009 budget were geared towards 

achieving Goal 7,which hopes to ensure 

environmental sustainability inNigeria. The 

projects were spread among different MDAs such 

as the Federal Ministry of Housing (182 projects), 

the Federal Ministry of Police Affairs (41 

projects) and the Federal Ministry of Defence (24 

projects). Special Projects in the Quick-Wins 

Sector (with 3,039 projects) and the Conditional 

Grants Sector (with 3,904) also got appropriations. 

Projects under Police Affairs recorded the highest 

performance with 100% completion, though some 

were poorly executed. 

This M&E report, for the first time, attempts to 

evaluate progress being made on Goal 8, which is 

not a DRGs-funded Goal. The report notes that 

global partners failed in fulfilling their own terms 

for meeting this Goal and, by extension, the other 

Goals. Most indicators for this Goal have not been 

met, except for debt relief granted Nigeria in 2005. 

Pervasive discontentment with the responses of 

global partners and the desire to deepen 

sustainability of the achievements has spurred the 

OSSAP-MDGs to domesticate most of the Goals, 

notching the standards of indicators higher than 

the internationally agreed ones. In the case of Goal 

8, the domestication took the form of looking 

inward to form a country-level partnership for 

development with other tiers of government and 

the private sector, following the failure of 

developed nations to transfer technology and 

increase developmental aid to Nigeria. 

Challenges encountered and the lessons learned in 

the course of implementing the 2009 projects are 

documented in the report. Notable among these is 

the exclusion of certain groups of potential 

beneficiaries during project design. Stringent 

applications of conditions in the Conditional Cash 

Transfer programme implemented by NAPEP 

made a difference in 2009 as beneficiaries were 

closely monitored in the utilisation of the funds. 

The report noted underfunding, which threatens 

sustainability of some projects, and delays in 

project execution due to late release of funds to 

contractors. Nevertheless, the report commends 

the establishment of the OSSAP-MDGs as a 

coordinating organ; this has removed rough edges 

in the administration of DRGs-MDGs. 

The report recommends an increase in budgetary 

allocation, especially to education, particularly in 

the building of more classes to cope with growing 

enrolment of pupils as well as more training and 

Page | vi

equipping of teachers; increasing capacity of 

women to influence decisions; training of skilled 

healthcare workers; and strengthening the local 

partnership for development already formed with 

some private sector organisations. It also 

recommends greater collaboration between DRGsfunded 

projects and programmes. 

The M&E makes a case for other government tiers 

and agencies to complement the DRGs 

expenditure with their annual spending on MDGs 

as the DRGs represent only an infinitesimal 

fraction of funds being committed to povertyreducing 

areas in the country. 

The report concludes that five of the eight goals 

received appropriate attention in 2009. The 405 

projects monitored out of 596 projects in Goal 1 

revealed that targets 1 and 2 were well addressed 

in 2009. For Goal 2, the most progress is being 

made in achieving the increase of enrolment in 

primary, secondary and tertiary educational 

institutions as well as increasing the literacy rate 

of women within the 15-24-year age bracket. 

Expenditures on Goal 3 concentrated on only two 

out of the four indicators, but the health-related 

Goals 4, 5 and 6 made much progress with diligent 

implementation of projects and programmes, 

though MDA effectiveness can improve with 

establishment of participatory project design and 

implementation. Compared to previous years, 

some improvement in the implementation of MDG 

projects under Goal 7 in the 2009 budget was 

observed, nevertheless, very few MDG projects 

addressing environmental issues were budgeted 

for in 2009. For Goal 8, the report contends that 

the level of contribution of ODA towards 

achieving the MDGs in Nigeria is insufficient and 

is indeed very low in per capita terms. 

In general, the expenditure of debt relief gains on 

MDG-related projects and programmes has shown 

that Nigeria can have a significant impact on all 

Goals in a relatively short time with more efficient 

planning, monitoring, and the will to learn from 

previous implementation. 

Page | vii

CHAPTER 1: INTRODUCTION 

The MDGs and Nigeria 

Nigeria is an active member of the global 

community that acceded to the United Nations 

Millennium Declaration of 2000, which is the 

basis of the Millennium Development Goals 

(MDGs). The eight MDGs are time-bound (to be 

achieved by the year 2015) with specific 

milestones (18 targets and 48 technical indicators 

agreed by the international community) for 

measuring progress. The Millennium Declaration 

is thus one of the more progressive initiatives of 

the global community, with a results-based 

approach for alleviating poverty and improving 

living standards, focusing not only on inputs, 

activities and outputs but, more importantly, on 

outcomes. 

Even though Nigeria‘s poverty reduction 

strategies have entailed significant investments in 

MDGs sectors for decades especially at State and 

Local Government levels where constitutional 

responsibility for poverty reduction lies, the 

volume of the financial resources on offer have 

been inadequate and the management and impact 

of these investments have not often been very 

effective. In the socio-political environment, 

demands for good governance, accountability and 

transparency, greater development effectiveness, 

and delivery of tangible results, in the face of the 

country‘s huge oil revenues had swelled up. 

For many developing countries, mustering the 

relatively huge financial outlays necessary for 

moving towards adopting development 

management systems geared towards achieving 

the MDGs in an effective and transparent way has 

constituted enormous challenge. For Nigeria, this 

challenge lingered until the nation got debt relief 

from the Paris and London Clubs in 2005, nearly 

half a decade after acceding to UN Millennium 

Declaration. The DRGs and the conditionalities 

associated with how they should be invested 

provided the government with a new opportunity 

to demonstrate its willingness and ability not only 

for reforms but, above all, for showing results. It is 

this quest for both reform and development results 

that led to the establishment of a cabinet-level the 

Office of the Senior Special Assistant to the 

President on MDGs (OSSAP-MDGs) charged 

The eight goals of the Millennium 

Declaration 

Goal 1:Eradicate extreme poverty and hunger 

Goal 2: Achieve universal primary education 

Goal 3:Promote gender equality and empower 

women 

Goal 4:Reduce child mortality 

Goal 5:Improve maternal health 

Goal 6: Combat HIV & AIDS, malaria and other 

diseases 

Goal 7:Ensure environmental sustainability 

Goal 8: Develop a global partnership for 

development 

Page 1 of 150

with the responsibility of evolving creative 

national, state, and local processes for identifying 

key strategic interventions that are likely to have 

the greatest impact on achieving the MDGs, and 

then designing appropriate systems for tagging 

and tracking public expenditure line items that 

will impact on the MDGs at all levels. 

The Millennium Declaration provided the 

opportunity for Nigeria to re-focus on the MDGs 

as important pillars of the country‘s development 

agenda including its Vision 20:2020. The DRGs 

provided the much-needed additional resources 

specifically targeted at the MDGs (to date 

approximately N570billion has been appropriated 

for pro – poor MDG related programmes) and 

highlighted the importance of measuring the 

results of development initiatives. With the 

establishment of OSSAP-MDGs to track and 

coordinate expenditures on the MDGs, Nigeria 

became one of the first African nations to 

demonstrate ample political will to adopt a resultsbased 

approach towards poverty reduction and 

improvement in the living standards of its people. 

The office became the secretariat for both the 

Presidential and Steering Committees on MDGs. 

Monitoring and evaluation of the inputs, activities, 

outputs, and outcomes of the DRG investments 

was an expected corollary of the country‘s 

political will to build and entrench a culture of 

good governance manifested by a movement 

towards accountability and transparency, greater 

development effectiveness, and the delivery of 

tangible results at all levels. 

OSSAP-MDGs’ Results-Based Monitoring and 

Evaluation Framework 

To enable systematic tracking of the Debt Relief 

Gains (DRGs), a Virtual Poverty Fund (VPF), 

otherwise known as Overview of Public 

Expenditure under NEEDS (OPEN), was 

established. The VPF is a mechanism of tagging 

specific poverty-reducing items in the national 

budget and tracking their performance. Its 

operation entails integrating the MDGs 

interventions resulting from debt relief as budget 

line items in the relevant sectors anchored on the 

various MDAs or States. OPEN is the wider 

process, of which the M&E framework is but one 

component for tracking the performance of DRG 

investments and evaluating their impact. Through 

the involvement of professional consultants and 

civil society organisations (CSOs), this M&E 

framework enables OSSAP-MDGs to empower 

Governments at all levels (Federal, State, and 

Local Government) to demonstrate the results of 

their efforts to use DRGs funds, as well as funds 

from other government sources, to achieve the 

MDGs. 

The OPEN is driven by independent monitoring 

and evaluation professionals comprising a 

consulting firm and a CSO at the national level 

(jointly constituting the National Monitoring and 

Evaluation Team, NMET); supported by) State 

Monitoring and Evaluation Teams (SMETs), also 

comprising of consultants and CSOs or 

community based organisation (CBOs). An 

important aspect of the OPEN process is the 

development and application of a web-based 

NMET M&E portal to streamline the data 

collected by the state teams for storage and 

analysis. During the 2009 M&E exercise, the 

database created using the portal was enhanced to 

capture and key in ―vital information‖ that was not 

covered during the 2008 M&E, including 

qualitative data from human accounts, background 

and supporting information on project utilisation 

as well as on the factors affecting project 

performance. The portal‘s Instantaneous 

Reporting System (IRS) that allows the national 

and state teams‘ to tag projects that require urgent

attention/action by OSSAP-MDGs and highlight 

inconsistent reporting of parameters by state teams 

(for example, a completed project with zero 

percent quality compliance) facilitated the 

transition to the new goal-based 2009 M&E 

reporting format. 

The 2009 M&E Exercise 

The process of monitoring and evaluation adopted 

in 2009 included site visits by the states‘ teams to 

DRG-funded MDGs projects and programmes in 

the communities. The teams conducted interviews 

with beneficiaries. Meetings with the directors of 

the state MDGs and MDAs Desk Officers in the 

state were held. 

Both qualitative and quantitative data were 

collected. Qualitative data was collected using indepth 

interviews and focus group discussions 

(FGDs) with the stakeholders in the communities 

and observations using a set of 

templates/benchmarks for the different project 

categories 4 to assess project performance and 

possible impact of the DRG projects. The 

quantitative data collected was used to measure 

the actual extent of work done on each project and 

to assess the status of implementation of the 

project. This data was then fed into the web portal 

for further analysis. The status of completion of 

work on each project monitored (i.e. Abandoned, 

Completed, Ongoing or Not Started) was also 

generated and the quality of project execution (i.e. 

Good, Average and Bad) established. Projects 

were identified as ‗abandoned‘ in cases where the 

project had started but the contractor had not been 

to the project site for up to six months and as ‗Not 

Started‘ where site visits indicated that the project 

had not yet started. 

4 The benchmarking assisted in measuring the progress of work in 

the different sites by providing a means for apportioning a 

percentages rate of completion on each element of the work stage 

(See Appendices on Benchmarking) as agreed by the OSSAP-MDGs, 

consultants and civil society organisations (CSOs). 

What is new about the 2009 M&E Report? 

For the year 2009 M&E exercise, following the 

mid-term review of progress made on the MDGs 

and given the fact that the country is in the process 

of a transition to a new government, this M&E 

report attempts to begin to address the challenge 

of working within the Goal-based orientation of 

the MDGs by going beyond the reporting style of 

previous M&E Reports on inputs, activities, and 

outputs to now emphasise outcomes and impacts 

by clustering DRG project activities and 

expenditures into the MDGs they are intended to 

achieve. This, however, posed the additional 

challenge of defining and attributing the 

contributions of each project, MDA and others 

towards the achievement of the different MDGs. 

The portal was able to meet these challenges by 

creating system tools for identifying and capturing 

M&E data pertaining to the cross-contributions of 

each implementing agent to the achievement of 

the different MDGs. By doing this, OSSAP‘s 

ability to assess and describe the impact of DRG 

interventions and their contributions to an MDG 

and/or set of MDGs was greatly improved. This 

way it would be easier for OSSAP to 

communicate progress towards achieving the 

MDGs as well as assess the individual and 

collective contributions of all the implementing 

agents to the achievements of the goals which 

will, in turn, serve as the basis for justifying future 

requests for DGR funds as well as for people, 

facilities and other resources from the political 

leaders. 

This increased ability to effectively communicate 

the performance of DRGs projects in the face of 

increasing visibility of OSSAP-MDGs as an organ 

of transparency and accountability towards 

achievement of the MDGs, responds to existing 

perceptions that the DRGs and the OSSAP-MDGs

are the most credible channels for achieving the 

MDGs and successfully fighting poverty in 

Nigeria. This year‘s M&E report, therefore, 

attempts to reinforce this trend by focusing on 

achieving results, implementing performance 

measurement and using feedback to learn and 

change. 

It is hoped that the new goal-based reporting style 

adopted in this year‘s M&E report (instead of the 

sector-based reporting used in previous reports) 

would serve to shed light on the contributions of 

the DRGs expenditures to the achievement of the 

MDGs in the country as well as on the roles being 

played by the various arms of government in the 

realisation of each Goal. Since experts and 

governments at all levels all agree that funding of 

MDGs must be stepped up, it is important for all 

stakeholders to be able to picture not only the 

achievements so far but, just as important, the 

tasks that lie ahead. The report therefore hopes 

that as the nation embarks on another round of 

transitions, new heads of institutions are able to 

use this report as beacons to situate themselves in 

the final march towards 2015. 

What are the Scope and Limitations of the 2009 

M&E Report? 

As would be expected, the 2009 M&E report is 

specifically targeted at DRGs funded MDGs 

projects and programmes that were executed with 

funds from the 2009 budget appropriations. Since 

the life of projects extend over multiple years, the 

report does not pretend to provide a composite 

picture of the cumulative impact of DRG 

investments as observed in 2009. Neither is the 

report in a position to attribute the overall impact 

of DRGs investments on the achievements of the 

MDGs in Nigeria since DRG expenditures only 

represent a fraction of the total expenditure on 

effort to achieve the goals at the Federal, state and 

local government levels. 

The attempt made in this report to present a Goalsbased 

picture of achievements, though regarded as 

strength, is not without limitations especially 

relating to the fact that the original conceptual 

framework for the DRG funded activities was 

sector-based. The report is thus, a transition point 

in OSSAP-MDGs‘ efforts to contextualise DRG 

expenditures and situate the impact of the efforts 

of every stakeholder in their individual and 

collective quest towards a poverty-free nation. By 

presenting this picture, it is hoped that the new 

leaders of various government structures can 

speedily join the race towards achieving the 

MDGs. 

Furthermore, the NMET is aware that OSSAP- 

MDGs and the country‘s policy makers are no 

longer satisfied with the assessment of the 

organisational activities and outputs of DRGs 

projects but are more interested in actual outcomes 

of DRGs investments. Even though the report falls 

short of providing an assessment of the outcomes 

of the DRGs investments monitored in 2009, its 

focus is on whether or not the desired OSSAP- 

MDGs outcomes can be placed in a situation to 

know if the investments are on track, represents a 

major step forward.

CHAPTER 2: PAST ACHIEVEMENTS, 2006 – 2008 

The debt-relief secured in 2005 provided an 

opportunity to commit additional resources to the 

MDGs. Since then, Nigeria has closely integrated 

the MDGs into its national development agenda. 

The DRG Funds are appropriated in the annual 

budgeting process and their use is intended to 

scale-up existing high-impact MDG-related 

interventions through the operation of a virtual 

poverty fund that earmarks and uses domestic 

resources derivable from debt relief for the design 

and implementation of poverty eradication 

programme at all levels of government. 

This chapter seeks to review the trend in the 

allocation of DRG financial resources to the 

different Implementing Agents of DRG projects 

from the programme‘s inception in 2006 till date 

and provide a summary of achievements of the 

investment funds thereof. 

Review of Financial Allocations: 2006 - 2008 

Since 2006 the OSSAP-MDGs has been working 

in collaboration with its national and international 

partners to implement government reforms aimed 

at increased responsiveness and service delivery. 

This work has focused on MDAs, and state and 

local governments to leverage DRG funding to 

strengthen their constitutional responsibilities for 

poverty reduction. From the inception of the 

programme in 2006 to date approximately N570bn 

has been appropriated for pro-poor, MDG related 

programmes through the Federal MDAs, the 

Conditional Grants Scheme and the Quick-Wins 

programme. 

Allocations to MDAs 

The respective MDAs are assigned the 

responsibility to plan, design and execute the 

DRG-funded projects and programmes within the 

framework of established due process, while the 

OSSAP-MDGs exercises overview function on the 

delivery of these projects along the principles of 

the OPEN initiative. 

Table 1 below provides an indication of the 

allocations of DRG funds to the different 

Implementing Agents between 2006 and 2009. As 

can be seen, ministries executing projects in the 

Works and Power sectors were cut off following 

very poor performances in 2006 and 2007 

respectively. While these MDAs were cut off, 

their absence was somewhat balanced by the 

introduction of special programmes in the form of 

the Conditional Grant Scheme (CGS) and Quick- 

Wins projects to address some obvious gaps in the 

MDG implementation framework. 

Table 2 aggregates the DRG investment 

allocations for the period to the three major 

categories of Implementing Agents, i.e., MDAs, 

CGS, and Quick-Wins. 


Table 1: Allocation of DRG Funds to Different Implementing Agents – 2006 to 2008 

Sector 2006 2007 2008 Total 

Education 18,221,707,736 15,353,043,361 13,631,400,260 47,206,151,357 

Health 21,288,000,000 16,078,100,000 22,932,179,675 60,298,279,675 

Youth Development 990,000,000 1,000,000,000 1,000,000,000 2,990,000,000 

Women Affairs 1,000,000,000 1,015,000,000 500,000,000 2,515,000,000 

Agriculture 9,400,000,000 15,000,000,000 5,000,000,000 29,400,000,000 

Water Resources 19,215,849,154 13,848,572,250 10,761,752,785 43,826,174,189 

Social Safety Nets 10,000,000,000 9,000,000,000 19,000,000,000 

Housing 495,000,000 3,000,000,000 1,736,000,000 5,231,000,000 

Environment 1,485,000,000 1,624,000,000 3,109,000,000 

Power 16,961,839,096 11,330,510,802 

28,292,349,898 

Works 9,850,000,000 9,850,000,000 

FCT 

1,800,000,000 

1,800,000,000 

Defence 1,000,000,000 1,000,000,000 

Police 

Capacity Building 2,000,000,000 2,000,000,000 

Conditional Grants Scheme 

20,000,000,000 24,398,921,280 44,398,921,280 

M&E 1,000,000,000 2,000,000,000 2,000,000,000 5,000,000,000 

Quick Wins 

15,976,900,568 15,976,900,568 

Total 99,907,395,986 110,425,226,413 111,561,154,568 321,893,776,967 

Source: Documents from OSSAP-MDG Office [Not to be quoted until confirmed] 

Table 2: Summary of Allocations of DRG Funds to the Three Major Key Implementing Agents – 2006 to 2008 

Sector 2006 2007 2008 Total 

Federal Ministries, Departments and Agencies 98,907,395,986 88,425,226,413 69,185,332,720 256,517,955,119 

Conditional Grants to States and Local 

Governments 

- 

20,000,000,000 24,398,921,280 44,398,921,280 

Quick Wins Constituency Projects - - 15,976,900,568 15,976,900,568 

Monitoring, Evaluation and Communications 1,000,000,000 2,000,000,000 2,000,000,000 5,000,000,000 

Total 99,907,395,986 110,425,226,413 111,561,154,568 321,893,776,967 

The Conditional Grants Scheme 

The Conditional Grants Scheme (CGS) was 

designed by the Federal Government to promote 

active participation of state and local governments 

in the realisation of the Millennium Development 

Goals (MDGs). This mechanism is financed 

through a pool of funds from which the states and 

local governments can draw annually on the 

condition that they will make 50 % counterpart 

contribution to match whatever the Federal 

Government is spending. 

From the tables above, it can be seen that the 

allocations for the CGS increased by N4.3billion 

after its introduction in 2007. This was as a result 

of the immense success recorded through the 

Scheme by various monitoring and evaluation 

reports. The CGS projects focus mainly on the 

Water, Health and Sanitation sectors and have 

Page 6 of 150 

-

aided in providing potable water and affordable 

healthcare to a wide range of communities. The 

Scheme has also proved to be a successful means 

of leveraging additional funds from states and 

LGAs, thus serving as the most potent way of 

Figure 1: Sectoral allocations of CGS project funds from 2008 to 2009 

using DRGs funds to leverage additional and 

wider investments aimed at achieving the MDGs. 

The sectoral allocations of CGS project funds 

from 2008 to 2009 are illustrated in figure 1 

below. 

Source: CGS Presentation at the OSSAP-MDGs Retreat, Transcorp Hilton Hotel, March 11-12, 2011 

The Quick-Wins 

During the 2008 financial year, the DRGs 

budgetary allocations in Nigeria witnessed the 

introduction of another programme named the 

Quick-Wins. The Quick-Wins tackle projects that 

have impact on the educational, health sector and 

water projects with the aim of giving every 

serving Senator and Member of the House of 

Representatives of the National Assembly an 

opportunity in alleviating the suffering of the 

people of their constituencies. 

Table3: Quick-Wins Budgetary Allocations 2006 - 2009 

Year 2006 2007 2008 2009 

For 2008 Projects For 2009 Projects 

Appropriation Nil Nil 25.3bn 19.7bn 21.4bn 

Actual Receipts 25.3bn 20.760bn 16.970bn 

Actual Expenditure Nil Nil 3.005bn 13.233bn 2.344bn 

Balance Mopped 22.3bn Dec 2008 7.53bn 31 st March 2010 14.63bn 31 st March 2010 

The projects are designed to achieve the 

development of infrastructure in the sectors of 

health, education, & and sanitation, amongst 

others. These projects have a direct impact in 

alleviating poverty and improving the quality of 


health and education for persons at the grassroots 

levels in those constituencies. 

Summary of the Status of Progress towards the 

MDGs 

Nigeria has shown commendable commitment to 

the achievement of the MDGs since its adoption. 

The DRGs came in 2005 as a mechanism to scale 

Table 4: Progress on the Goals 

up efforts towards achieving the goals. Efforts of 

the country since the ratification of the compact 

till present have achieved considerable success on 

every one of the goals. The table below shows the 

overall progress being made towards the 

achievement of the MDGs in Nigeria from 2004 – 

2008. 

MDG Goals 2004-2006 2007 2008 

1. Eradicate extreme poverty and hunger Slow Slow Achievable 

2. Achieve universal primary education Good Good Achievable 

3. Promote gender equality Good Good Achievable 

4. Reduce child mortality Worsening Slow/Worsening Progress is indicated 

5. Improve maternal health Slow/Worsening Worsening Progress is slow 

6. Combat HIV/AIDS, malaria and other diseases Slow Slow Achievable 

7. Ensure environmental sustainability Slow/Insufficient Data Slow/Worsening Achievable 

8. Develop a global partnership for Development Insufficient Data Good/Improving Achievable 

Source: The State Partnership for Accountability, Responsiveness and Capability (SPARC) MDG-CGS 

Assessment Report, May 2010 

As shown in the table above, slow but steady 

progress is being made towards the achievement 

of the MDGs in Nigeria. It is obvious that the 

march towards poverty reduction in the country is 

being positively leveraged not only by the 

additional financial funding window on offer but 

also, and perhaps more importantly, by the 

business-like management of the execution of the 

DRGs-funded MDGs projects and programmes 

across the country especially in the areas of 

Health, Education and Sanitation through projects 

executed by the MDAs and the special 

programmes like the CGS and Quick-Wins. 

Conclusion 

There are different programmes and projects 

targeted at fast-tracking the achievement of the 

MDGs in the country. One of those interventions 

is the application of the DRGs. There has been an 

independent monitoring and evaluation (M&E) of 

the expenditures from the annual debt-relief 

accruals to the country by independent consulting 

firms and civil society organisations. Below are 

some consistent findings from the M&E activities 

from 2006 till present: 

The innovative monitoring and evaluation 

framework employed by the OSSAP-MDGs for 

the DRGs funds in complementing the efforts 

made towards the achievement of the MDGs, 

has allowed for improved transparency and 

accountability in the public sector compared to 

the past. 

The successful partnership of consultants/civil 

society organisations in monitoring and 

evaluation has underscored the importance of 

results-based M&E and independent feedback 

on public expenditure and the need for better 

coordination of project activities. 

OSSAP-MDGs has been quick in responding 

to the findings of the independent monitoring 

and evaluation exercises that were the basis of 

the past M&E reports and this has led to the 

introduction of corrective actions including the 

initiation of new programmes such as the CGS 


which have greatly aided the country‘s efforts 

toward the achievement of the MDGs. 

Without a mechanism to remove the 

bureaucracy and bottlenecks in the release of 

funds to MDAs and for different programmes 

and projects from the office of the accountant 

general of the federation, efficient utilisation 

of funds allocated to different programmes and 

projects cannot be guaranteed. 

The quest for complete transparency that will 

enable adequate and timely access to 

information on the formulation and actual 

execution of projects remains a key challenge 

to the M&E teams, and to the compilation of 

M&E reports nationwide, particularly with the 

MDAs. 


CHAPTER 3: 2009 FINANCIAL ALLOCATION 

Introduction 

In 2009, the total funds made available to the 

Office of the Senior Special Assistant to the 

Table 5: DRGs Funds Allocation in 2009 

Sector 2009 

Education 9,650,479,814 

Health 15,900,000,000 

Youth Development 1,026,400,000 

Women Affairs 1,742,200,000 

Agriculture 

Water Resources 1,789,766,779 

Social Safety Nets 

Housing 4,496,706,923 

Environment 

Power 

Works 

FCT 

Defence 1,000,000,000 

Police 1,000,000,000 

Capacity Building 3,800,000,000 

Conditional Grants Scheme 27,043,320,584 

M&E 2,000,000,000 

Quick Wins 37,200,000,000 

Communications & Advocacy 

Special Presidential Intervention 

Total 106,648,874,100 

President on the Millennium Development Goals 

for expenditure on projects and programmes 

targeted at fast tracking the achievement of the 

MDGs was N112 billion. These funds wereutilised 

by ministries and through special programmes like 

the conditional Grant scheme and the Quick-Wins. 

The sum of N2 billion was expended on the 

monitoring and evaluation of programmes and 

projects implemented within the DRGs during the 

year under consideration. The Table 5 below 

shows sectoral budgetary allocation of DRGs 

funds in 2009. 


The breakdown of the allocation to the principal 

category of Implementing Agents is presented in 

Table 6 below. 

Table 6: Breakdown of 2009 DRGs Resource Allocations to the Key Implementing Agents 

Sector Amount % 

Federal Ministries, Departments and Agencies 40,405,553,516 36 

Conditional Grants to States and Local Governments 32,600,000,000 29 

Quick Wins Constituency Projects 37,200,000,000 33 

Monitoring, Evaluation and Communications 2,000,000,000 2 

Total 112,205,553,516 100 

Allocation to States 

The allocation to states came mostly through the 

CGS programmes. The table below shows CGS 

funding allocations to the States during 2009. 

During the year the N32.6 billion CGS allocated 

to the states were all expended. 

Table 7: Total Project Value of MDGs Conditional Grants Scheme Initiatives by State in 2009 

State Name Federal Grant (N) 

2009 

State Counterpart (N) Total Value (N) 

Abia 979,518,535 979,518,535 1,959,037,070 

Adamawa 978,369,658 978,369,658 1,956,739,316 

Akwa Ibom 847,500,000 847,500,000 1,695,000,000 

Anambra 909,878,500 909,878,500 1,819,757,000 

Bauchi 895,944,194 895,944,194 1,791,888,388 

Bayelsa 1,155,177,177 801,566,682 1,956,743,859 

Benue 900,623,148 900,623,148 1,801,246,296 

Borno 311,801,437 311,801,437 623,602,874 

Cross River 994,745,000 994,745,000 1,989,490,000 

Delta 806,059,875 806,059,875 1,612,119,750 

Ebonyi 667,225,162 667,225,162 1,334,450,324 

Edo 864,949,606 864,949,606 1,729,899,212 

Ekiti 500,000,000 500,000,000 1,000,000,000 

Enugu 863,552,203 863,552,203 1,727,104,406 

FCT 999,824,920 999,824,920 1,999,649,840 

Gombe 643,685,228 643,685,228 1,287,370,456 

Imo 962,082,646 962,082,646 1,924,165,292 

Jigawa 970,063,500 970,063,500 1,940,127,000 

Kaduna 849,910,339 849,910,339 1,699,820,678 

Kano - - - 

Katsina 988,938,201 988,938,201 1,977,876,402 

Kebbi 814,266,293 814,266,293 1,628,532,586 

Kogi 605,645,390 605,645,390 1,211,290,780 

Kwara 799,980,000 799,980,000 1,599,960,000 

Lagos 494,702,875 494,702,875 989,405,750 

Nasarawa 

- 

Niger 906,532,708 906,532,708 1,813,065,416 

Ogun 

- 

Ondo 196,808,753 109,808,753 306,617,506 

Osun 833,706,382 833,706,382 1,667,412,764 

Oyo 880,198,271 880,198,271 1,760,396,542 

Plateau 896,742,700 896,742,700 1,793,485,400 

Rivers 714,968,440 714,968,440 1,429,936,879 

Sokoto 593,719,711 593,719,711 1,187,439,422 

Taraba 892,559,049 892,559,049 1,785,118,098 

Yobe 784,972,580 784,972,580 1,569,945,160 

Zamfara 538,668,103 538,668,103 1,077,336,206 

Total 27,043,320,584 26,602,710,089 53,646,030,673 

*For 2008 and 2009, States are required to provide counterpart funding. For 2007, the amounts were all Federal grants. 


Allocation to MDAs 

The MDAs that benefited from the 2009 DRGs 

spends and the amount they were allocated is 

Allocation to Special Projects 

As part of the strategy for fast tracking the 

attainment of MDGs in the country, the Federal 

Government took the decision to dedicate part of 

the DRGs to the implementation of special 

intervention projects (Quick-Wins) in three key 

sectors of the economy, i.e., health, education and 

water. Following the first tranche of the award of 

over 2,596 contracts in 2008 for assorted projects 

across the Senatorial Districts and Federal 

Constituencies of the country under the 2008 

Appropriation Act, the scheme was further 

Table 8: Distributions of DRGs funds between MDAs 

in 2009 

Sector 2009 

Education 9,650,479,814 

Health 15,900,000,000 

Youth Development 1,026,400,000 

Women Affairs 1,742,200,000 

Water Resources 1,789,766,779 

Housing 4,496,706,923 

Defence 1,000,000,000 

Police 1,000,000,000 

Capacity Building 3,800,000,000 

Total 40,405,553,516 

extended at the instance of the National Assembly 

in 2009 and funds were provided for the 

implementation of similar projects under the 2009 

Appropriation Act for the following six categories 

of projects: 

shown in the Table 8 below. The table shows that 

the total amount expended on the MDAs from the 

2009 DRGs was 40,405,553,516 naira. 

Lot 2: Supply of medical drugs 

Lot 3: Supply of medical equipment 

Lot 4: Supply of classroom furniture, library 

furniture, etc 

Lot 5: Supply of books, computer/accessories, 

etc. 

Lot 6: Construction of assorted types of 

boreholes (MBH, SBH & HB). 

DRG expenditures in 2009 on special projects 

including the Quick-Wins are shown in Table 9. 

During the year under consideration, the total 

Table 9: Appropriation, receipts, and expenditure on 

Quick-Wins projects in 2009 

Year 2009 

For 2008 

Projects 

For 2009 projects 

Appropriation 19.7bn 21.4bn 

Actual Receipts 20.760bn 16.970bn 

Actual Expenditure 13.233bn 2.344bn 

Balance Mopped 7.53bn 31 st 

March 2010 

14.63bn 31 st March 

2010 

amount expended on the Quick-Wins was N21.77 

billion. 

Table 10 below shows the allocation and 

utilisation of Quick-Wins financial allocations to 

the different states of the federation in 2009. 


Table 10: 2009 Status of Quick-Wins Financial Allocations to the States 

States Performance 

Status As At 

Dec 2010 (%) 

Total Contract 

Value (N) 

Total Amount Certified (Dec. 2010) (N) Estimated Total Amount 

Outstanding (N) (Including 

Contingencies + Lot 6 Savings) 

Abia 45.08% 448,561,671.71 146,419,681.91 302,141,989.80 

Adamawa 72.16% 420,735,385.38 257,248,488.80 163,486,896.58 

Akwa Ibom 65.41% 691,974,215.28 323,551,729.87 368,422,485.41 

Anambra 67.52% 682,130,366.44 312,584,190.43 369,546,176.01 

Bauchi 42.70% 632,218,487.22 302,486,669.39 329,731,817.83 

Bayelsa 34.20% 335,095,711.34 110,530,597.27 224,565,114.07 

Benue 67.41% 1,658,757,982.26 923,677,685.97 735,080,296.29 

Borno 57.20% 490,398,248.38 255,945,581.07 234,452,667.31 

Cross River 40.55% 401,529,591.49 112,254,534.70 289,275,056.79 

Delta 32.51% 496,726,662.06 161,139,204.43 335,587,457.63 

Ebonyi 46.69% 314,638,999.36 168,917,474.22 145,721,525.14 

Edo 62.27% 495,433,127.24 242,631,641.37 252,801,485.87 

Ekiti 46.19% 371,103,068.52 160,327,716.52 210,775,352.00 

Enugu 69.80% 455,369,692.20 189,734,180.75 265,635,511.45 

Fct 65.37% 209,086,845.08 108,828,514.92 100,258,330.16 

Gombe 68.12% 518,237,999.98 306,338,730.56 211,899,269.42 

Imo 56.38% 552,105,374.20 245,237,844.78 306,867,529.42 

Jigawa 58.27% 551,355,912.97 264,460,967.87 286,894,945.10 

Kaduna 47.68% 888,883,687.72 453,865,287.69 435,018,400.03 

Kano 74.46% 1,597,517,380.30 1,038,947,307.45 558,570,072.85 

Katsina 36.67% 970,511,397.89 618,547,895.46 351,963,502.43 

Kebbi 84.35% 349,609,904.56 224,474,193.11 125,135,711.45 

Kogi 52.61% 443,942,857.82 198,969,350.14 244,973,507.68 

Kwara 33.95% 349,104,376.42 162,070,841.64 187,033,534.78 

Lagos 67.34% 944,739,647.22 438,563,006.89 506,176,640.33 

Nasarawa 71.87% 305,929,401.70 162,108,595.25 143,820,806.45 

Niger 61.70% 541,259,051.30 274,692,989.15 266,566,062.15 

Ogun 70.16% 690,521,149.02 306,419,705.32 384,101,443.70 

Ondo 60.43% 457,833,637.65 200,464,415.82 257,369,221.83 

Osun 57.66% 458,948,746.21 187,277,996.77 271,670,749.44 

Oyo 61.67% 937,152,519.99 354,483,631.27 582,668,888.72 

Plateau 59.28% 553,160,528.31 281,213,637.59 271,946,890.72 

Rivers 55.46% 634,972,961.17 188,080,872.31 446,892,088.86 

Sokoto 56.46% 504,715,717.56 239,673,044.86 265,042,672.70 

Taraba 78.05% 665,454,088.43 453,860,564.82 211,593,523.61 

Yobe 79.53% 356,883,934.26 232,339,989.26 124,543,945.00 

Zamfara 69.15% 394,492,294.99 246,453,843.68 148,038,451.31 

Total 58.89% 21,771,092,623.63 10,854,822,603.31 10,916,270,020.32 


CHAPTER 4: GOAL 1—ERADICATE EXTREME POVERTY AND 

HUNGER 

Introduction 

The MDG 1, Target 1 (to halve the proportion of 

people who live on $1 or less per day between 

1990 and 2015) and Target 2 (to halve the 

proportion of people suffering from hunger 

between 1990 and 2015), provide insight into the 

type of poverty and hunger we are dealing with in 

this report. The four indicators for MDG1 are: 

percentage of population living in relative poverty; 

percentage of population living in extreme poverty 

(consuming 2,900 calories or lower daily); 

percentage of population living below $1/day 

(purchasing power parity - PPP); and percentage 

of underweight children. 

National Context of Poverty and Hunger in 

Nigeria 

The high prevalence of poverty in Nigeria is a 

major challenge for development of the country. 

The suffering of the poor in Nigeria is a very sharp 

contrast to the fact that the country is richly 

endowed with both human and material resources. 

Majority of the population of over 140 million 

people live in either extreme or relative poverty. 

The poor in Nigeria lack adequate food and basic 

amenities for good living. 

Data from the National Bureau of Statistics (NBS) 

shows that the incidence of poverty is higher in 

the northern part of Nigeria compared to the 

southern part. Generally, poverty is more 

prevalent in the rural areas of the country than in 

the urban areas. Paradoxically, the rural 

smallholder farmers–the people feeding the 

country–are among its poorest. These farmers 

wallow in poverty and live in a deplorable state 

while their efforts towards food production are 

hindered by several factors. However, as reported 

by the NBS, relative poverty is higher in the urban 

centres than in the rural parts of the country. 

There is also the educational dimension to poverty 

in Nigeria. The higher the educational attainments 

level, the lower the incidence of poverty. Poverty 

is concentrated among persons with no education 

and those with only primary education. 5 

Poverty and hunger go hand-in-hand and spread 

through the entire country due to unequal 

distribution of income and high rate of 

unemployment. Unemployment has become an 

endemic and almost permanent feature of the 

Nigerian economy. Various surveys by the 

National Bureau of Statistics show that the 

unemployed constitute a critical component of the 

core poor. 

Accurate estimate of poverty and hunger is elusive 

in Nigeria as a result of difficulties with household 

data collection. Consequently assessments of 

5 See Aigbokhan B. (2008) UNECA Unpublished Paper, Addis Ababa, 

Ethiopia 


progress towards meeting the poverty reduction 

targets can only be based on proxy measurements. 

Nigeria has reduced the percentage of underweight 

children from 36% in 1990 to 23% in 2008. The 

target is 18% by 2015. The population below the 

national poverty line has fallen from 66% in 1996 

to 54% in 2004; more recent data is currently 

being collected. Agricultural investments, e.g. the 

National Special Programme for Food Security, 

have contributed to a doubling of production and 

income for farmers. Social safety nets such as 

conditional cash transfers have targeted over 

150,000 vulnerable people since 2007. Other 

programmes ranging from the provision of microcredit, 

harnessing of water resources, provision of 

infrastructure (on-farm and others) and the 

development of grazing reserves have also 

improved animal and food production as well as 

reduce waste. A major challenge to this however 

remains expanding and deepening social safety 

nets for the most vulnerable within a national 

framework 

Intervention of DRG-MDGs Projects and 

Programmes in Poverty and Hunger Reduction 

Poverty and hunger reduction in Nigeria remains a 

great challenge to the government and other 

stakeholders. Deliberate efforts at achieving 

MDG1are made through various types of 

interventions including funding from the DRGs. 

Direct poverty reduction interventions benefiting 

from DRGs funding include those being 

implemented by National Poverty Eradication 

Programme (NAPEP) through various schemes. 

Operating from the paradigm that poverty and 

hunger are key issues that influence the 

achievement of other MDGs, the Nigerian 

government set up NAPEP in 2001 as its primary 

agency to implement poverty alleviation 

programmes. NAPEP‘s intervention programmes 

target the main challenges of the poor, which 

include lack of access to funds, market and 

information. NAPEP focuses on empowering the 

youths, women, and the vulnerable groups in the 

country. Many states in Nigeria have also 

established poverty reduction agencies to 

complement the efforts of NAPEP in 

implementing programmes such as skill 

acquisition, micro-credit and other related 

activities for youths, women and the vulnerable 

groups. 

NAPEP collaborates with the National Directorate 

of Employment (NDE), which has the primary 

mandate on some of these activities. This 

collaboration is aimed at expanding production, 

improving processing and expanding marketing 

across the country. The DRG funded poverty and 

hunger reduction programmes targeted at 

achieving MDG1 are implemented by NAPEP 

through its Social Safety Nets programme. These 

include: 

The Conditional Cash Transfer (CCT) scheme 

which targets the core poor or the 

disadvantaged Nigerians such as HIV/AIDS 

patients, lepers, the aged, and the physically 

challenged who are not normally involved in 

the economic development process of the 

country 6 ; 

The Multi-Partner Matching Fund (MP-MF), 

which is a micro-credit scheme tailored for 

poor Nigerians mostly in agriculture and other 

informal economic activities. Through this 

scheme, over N8 billion has been pooled and 

disbursed to various beneficiaries across the 

6 

The NAPEP CCT Programme has been applied in various ways in 

some states of the federation. This has given rise to a variety of 

names such as Basic Income Guarantee (BIG) and Poverty Reduction 

Accelerator Investment (PRAI) programme implemented in Kwara 

State. 


country as micro-credits to improve their 

livelihoods; and 

The Village Economic Development Solution 

(VEDS), which is a micro-credit scheme used 

by NAPEPin the villages throughout Nigeria 

to uplift the lives of the rural poor in 

recognition of the fact that poverty is deeply 

rooted in the rural areas of the country. 

NAPEP collaborates with many federal and state 

agencies all over the country to implement these 

programmes through which micro-credits are 

channelled to the poor in order to empower them. 

Apart from NAPEP‘s intervention programmes, 

earth dam projects that are implemented through 

the Conditional Grants Scheme (CGS) are also 

part of the DRGs-funded poverty and hunger 

reduction programmes of the government. 

Findings 

The objective of Goal 1 to reduce by half poverty 

and hunger between 1990 and 2015 was 

implemented through the following NAPEP and 

CGS projects/programmes during 2009: 

NAPEP/CCT consisting of 468 programmes 

implemented across 23 states and the FCT; 

Skills acquisition consisting of 112 projects 

implemented across 14 states and the FCT; 

and 

Earth dams (CGS), consisting of 13 projects 

executed in Benue and Imo states. 

The fight against poverty in Nigeria is making 

slow but steady progress 

RasheedatAlabi, is a female beneficiary of 

NAPEP CCT programme. Before the 

intervention of the programme, she was unable 

to feed and pay the school fees of her five 

children, because her husband is jobless. But 

with the intervention she was able to pay for all 

her children‟s school fees and set up a business 

to source her livelihood. 

Salman Jimoh is physically challenged. He lost 

his right leg by amputation due to an accident. 

This has made him unable to source for his daily 

bread and to meet the needs of his family of 

eight children. But now with the help of NAPEP 

CCT programme he was able to pay the school 

fees of his 4 children and set up a business 

centre in which he sells all network recharge 

cards. 

Adigun Yinusa is a poor peasant farmer from 

Igbo-Aran in Asa LGA of Kwara State. He is too 

old and feeble to engage in farming activities any 

longer and therefore could no longer meet his 

daily responsibilities to his family due to lack of 

funds. But with the intervention of NAPEP CCT 

programme, he is now a cottage businessman in 

his locality. He bought a deep freezer and sells 

soft drinks and cold sachet water and can now 

meet his daily responsibilities. 

The total financial commitment of the DRG funds 

to the above direct poverty reduction initiatives 

towards the achievement of MDG Goal 1 was 

approximately N4.6 billion. 

Out of 596 projects/programmes, 405 have been 

reported on the monitoring portal at the time of 

this report and the projects/programmes are at 


various levels of completion. Of the 405 

projects/programmes reported, 113 under 

NAPEP/CCT, 59 under skills acquisition and 5 

earth dams have been completed while 196 under 

NAPEP/CCT, and 3 earth dams were on-going. 

There were no cases of abandoned projects but 18 

under NAPEP/CCT and 9 under skill acquisition 

are reported as not started at the time of this 

report. Most of the NAPEP/CCT programmes not 

started were as a result of non-release of funds. 

The chart below shows the status of MDG-1 

related projects/programmes completed status in 

2009. 

Figure: Bar Chart showing MDG1 project/programmes 

status in 2009 

250 

200 

150 

100 

50 

0 

NAPEP/CCT 

Skill Acquisition 

Earth Dams 


CHAPTER 5: GOAL 2—ACHIEVE UNIVERSAL PRIMARY 

EDUCATION 

Introduction 

The MDG 2 is to ensure that by 2015, children 

everywhere, boys and girls will be able to 

complete a full course of qualitative primary 

education. The main implementing Ministry is the 

Federal Ministry of Education in collaboration 

with the parastatals/agencies under the Ministry. 

The projects and programmes were generally 

aimed at increasing enrolment and enhancing 

quality through, provision of teaching/learning 

materials, improving teaching skills through 

teacher capacity development and provision and 

maintenance of schools facilities and 

infrastructure. The M&E has noted that the target 

indicators such as net enrolment rates (NER) in 

primary schools have declined consistently despite 

the increased intake over the years and rigorous 

implementation of the Universal Basic Education 

(UBE) programme since 2004. 

The following is a rundown of findings according 

to agencies responsible for implementing some of 

the Goal 2-related projects and programmes in 

2009: 

Universal Basic Education Commission 

The Universal Basic Education Commission 

(UBEC) takes charge of the Federal Teachers 

Scheme. The basic objective of the Federal 

Teachers Scheme is to address the shortage of 

qualified teachers in core subjects in public 

primary schools and science-based teachers in 

public junior secondary schools across the nation. 

It also aims to reduce the number of unemployed 

qualified NCE graduates. 

Enlisted NCE graduates undergo induction 

training for one week in the core subjects, and ICT 

across the country. This has contributed in 

reducing the teacher gap in public primary and 

junior secondary schools. A total of 34,000 

participants were enlisted to serve in public 

primary schools from January 2009 to December 

2010. This was in addition to the 40,000 that were 

enlisted to serve from 2006 to December 2008, 

indicating a total of 74,000 participants from 2006 

to 2010. This has resulted in the reduction of the 

pupil/teacher ratios and, in some areas, resulted in 

increased access, although issues of retention 

remain a major challenge. 

National Teachers Institute 

The National Teachers Institute (NTI) was 

responsible for the annual capacity building of 

serving public primary teachers nationwide. A 

total of 165,000 primary school teachers were 

trained in 2009. The training programme took 

place nationwide in 275 training centres with the 

objective of training public primary school 


teachers on pedagogical skills and subject content 

delivery in English, Mathematics, Social Studies 

and Basic Science and Technology with the aim of 

improving the quality of basic education delivery 

across the nation. 

National Commission for Mass Literacy, Adult 

and Non-Formal Education (NMEC) 

The NMEC has the mandate of coordinating the 

development of mass literacy and non-formal 

education in Nigeria. Accordingly, the NMEC has 

supported in increasing the literacy rates across 

the nation although the focus of the MDGs is on 

youths between the ages of 15 and 25 years. The 

programmes geared toward achieving this Goal by 

the year 2015 include: 

Literacy by Radio Programme where states 

were supported to develop and air programmes 

to reduce illiteracy across the states using local 

radio stations; 

Advocacy and sensitisation visits to states 

under the management of the NMEC; 

Training of Trainers (TOT) of literacy 

facilitators across the nation; 

Literacy survey in the 36 states and the FCT 

to establish a baseline on centres, facilities and 

enrolments across the nation and also establish 

the national literacy rate. 

Table 11: Budgetary Expenditure in MDAs for 2009 

A total sum of N500,000,000.00, five hundred 

million naira only was appropriated for 2009 

programmes in the budget, of which 

N499,707,700.00 was utilised for the three items 

listed above, with the remainder spent on 

advocacy and sensitisation. 

Federal Colleges of Education 

The projects and programmes in the Federal 

Colleges of Education (FCE) were geared towards 

improving the conduciveness of the teachertraining 

environment, considering that the 

Colleges of Education produce the primary school 

teachers.Interventions involved the supply of 

relevant equipment and classroom furniture 

including ICT systems, the construction of lecture 

theatres, laboratories and critical need facilities in 

designated colleges in addition to training a total 

of 800 lecturers across the nation. The FCEs have 

achieved over 95% project implementation 

between 2006 and 2009. 

Findings 

Financial Allocations 

A total of 9.565 billion naira was expended from 

the budgetary allocation for the MDA‘s within the 

Federal Ministry of Education and other 

parastatals toward the achievement of Goal 2, in 

2009, with breakdown as follows: 

Programme Amount (N) 

1. Universal Basic Education. (UBEC) 5,785,999,500.00 

2. National Teachers Institute (NTI) 3,200,000,000.00 

3. National Mass Literacy Education Commission (NMEC) 500,000,000.00 

4. Federal Colleges of Education 79,984,850.08 

Total 9,565,984,350.08 

Universal Basic Education Commission (UBEC) 

As earlier stated, the UBEC implements the FTS 

programme. Thus the 2009 projects and programme 

focused on the enlistment of participants under the 

FTS, their induction through a one-week training prior 

to their postings to places of service, payment of 

monthly stipends and the periodic and routine 


monitoring of participants. This scheme was adjudged 

successful by the beneficiary schools and was reported 

to have aided in improving the quality of education 

provided at public schools across the country as 

teachers. Also affected by the improved quality of 

education was the number of children enrolled in the 

public schools. This can be deduced from the two 

tables of aggregate enrolment in private and public 

schools below: 

Table 12: Primary School Enrolment by Gender 

2006 2007 2008 2009 

Boys 13,302,269 11,435,106 11,539,767 11,766,839 

Girls 11,120,649 9,687,477 9,581,390 10,090,172 

National 24,422,918 21,122,583 21,121,157 21,857,011 

NOTE: The enrolment figure for 2006, is for both public and private schools 

Source: Universal Basic Education Commission. 

Figure 2b: Primary school enrolment figure 

30000000 

25000000 

20000000 

15000000 

10000000 

5000000 

0 

2006 2007 2008 2009 

The Federal Teachers Scheme projects were 100% 

completed in most states of the federation. 

However, in Kano State, total number of 

participants trained at the time of writing this 

report was 6,185. The NTI conducted the training 

at various centres across the country, but the 

allowances, except for feeding and transportation, 

were yet to be paid to some participants in several 

states across the nation. The programme covered 

the entire nation and its impact was being felt, due 

not only to the provision of FTS participants, but 

also the training received prior to their assumption 

Boys 

Girls 

National 

of duty at their places of service as acknowledged 

by stakeholders. 

However, while the UBEC-coordinated Federal 

Teachers Scheme was aimed at addressing an 

observed shortfall in quality teachers in public 

primary schools, the re-trainings/capacity building 

and other MDG 2-based projects are executed 

through some innovative programmes approach 

like the CGS and Quick-Wins. These interventions 

were focused on the provision of classroom 

blocks, furniture, books and VIP toilets. This 


effort, while commendable, still fell short of the 

required number of classrooms needed in the 

country. In some instances, over 40 pupils craned 

their necks at teachers per class, leading to some 

public schools having to operate ‗double shifts‘ to 

meet up with the demands for schooling expressed 

in the number of children in the school. 

One example was seen at Kagarawal Nomadic 

Primary School, Gombe, wherea primary school 

and a junior secondary school operate within one 

premised. An additional block of classrooms and a 

toilet facility were constructed and put in use 

under the 2009 CGS. However, both the primary 

school and junior secondary school operate double 

shifts. This necessitated the doubling of teaching 

facilities to cope with the increase in the number 

of pupils/students. The school also operates sideby-side 

with an AlmajiriQuranic School. This has 

Figure 3: UBEC Implementation Status 

46 

14 

5 

4 

1 

Completed 

Ongoing 

Not Started 

Abandoned 

overstretched the toilet facility in the school to 

such an extent that what greets a first-time visitor 

to Kagarawal Nomadic Primary School in Gombe 

is the smell of urine and excreta around the school 

premises. 

Overall the UBE coordinated FTS has been a 

success story, having completed 2 phases of the 

programme with the third phase commencing in 

2011. The projects have a completion rate of 73% 

as out of the 88 projects total only 55 have been 

completed as seen from the chart above. 

―....This programme has become so popular in 

the state that over 90% of the residents of this 

state do listen to the programme, even the 

people from other tribes living in the state, also 

listen to the programme.‖ – Desk Officer, 

NMEC, Lagos State, Mr. B.B.Adebisi 

National Teachers Institute 

The programme funded under the 2009 DRGs- 

MDG which the National Teachers Institute (NTI) 

carried out was the annual capacity development 

of serving public primary school teachers. NTI 

was to train 120,000 teachers but only 115, 415 

were trained in 246 centres across the nation. 

Activities under this programme include: 

MDGs teacher re-training workshop for 120 

participants –nationwide; 

Pre-training activities such as briefing 

meetings with some, SUBEB, NUT, 

consultants, centre coordinators and resource 

persons; 

Procurement and distribution of workshop 

stationery; 

Publicity and video coverage; 

Biometric registration; 

Printing of registration forms; 

Provision of teaching materials; 

Distribution of materials to states; 

Provision of centre support staff. 

A total of N3, 200,000,000.00 was appropriated in 

the 2009 DRGs budget for these activities. Of this 

amount N3, 199,110,113.87 was expended on the 

programme nationwide. A total of 115,415 

participants out of 120,000 budgeted for were 

trained. The training centres recorded an average 

attendance of 98% on the overall programmes, 

while the quality compliance of the programme 


stood to be 100%. Training was conducted 

satisfactorily as all necessary stationery was 

adequately provided in almost all the centres. 

There was a high turnout of participants, 

especially in Enugu state, where as a result the 

state government had to ask for additional centres 

for the state in subsequent trainings. This implies 

that the state would have had a more positive 

impact from the teachers retraining programme. 

Figure 4: Number of Participants at NTI Training Programme Nationwide 

140000 

120000 

100000 

80000 

60000 

40000 

20000 

The total number of projects and programme 

monitored under the National Teachers is 306. Out 

of this number 97% have been completed, 2% are 

National Mass Literacy Commission (NMLC) 

The DRG appropriation and release to the 

commission for the year 2009 stood at 

N500,000,000.00 (five hundred million naira 

only). Of this, the commission utilised N499, 

0 

NTI Teacher training programme 

These trainings reportedly have greatly improved 

the teachers‘ productivity and knowledge of the 

subject content. The teachers are also reported to 

have demonstrated better communication skills in 

facilitating learning among students as a result of 

the trainings. 

ongoing, while 1% of the project were yet to 

commence. 

Figure 5: NTI PROGRESS 

61 

299 

Expected No. of 

participants 

Actual No trained. 

Series3 

Completed 

Ongoing 

Not Started 

707,700.00 with the difference spent on advocacy 

and sensitisation as additional to the N20 million 

appropriated for that activity under the programme 

support, i.e. logistics.. 


The data obtained indicates that the programme 

was implemented in all the states of the federation, 

including the Federal Capital Territory (FCT). In 

2009 85% of the recorded projects have been 

completed, 14% are ongoing and 1% of the 

projects have not started. 

Figure 6: NMEC PERCENTAGE PROGRESS 

14 

The programmes executed by the NMLC in 2009 

included the conduct of a comprehensive literacy 

survey across the country to provide statistical 

data on literacy levels and challenges; focus areas 

for effective planning and evaluation of literacy 

projects; and the Literacy by Radio programme. 

This programme, aired at designated intervals, has 

been hailed as highly beneficial and successful, 

with a capacity of reaching wide audience at the 

same time. It has also resulted in the reduction in 

the spread of diseases, enhanced poverty reduction 

efforts, and reduced political and religious 

violence as well as ethnic and communal conflicts. 

Federal Colleges of Education 

1 

85 

Completed 

Ongoing 

Not Started 

The Federal Colleges of Education, funded under 

the 2009 DRGs programme are: 

Federal College Education, Abeokuta (Ogun 

State); and 

Federal College of Education, Potiskum (Yobe 

State). 

The amounts appropriated for 2009 included: 

Completion of Lecture Theatre Phase ‗B‘ 

N5,631,820.00 

Completion of Lecture Theatre Phase ‗C‘ 

N20, 000,000.00 

Payment of outstanding liabilities (2007) 

N32,000,000.00 

These three (3) projects were to be executed in the 

2009 DRGs-MDGs intervention in the FCE, 

Abeokuta, Ogun State. While the lecture theatres 

have been completed, the payment of outstanding 

liabilities has yet to be effected. 

On the other hand, at the FCE Potiskum, Yobe 

State, all the projects have been executed and they 

are as follows: 

Construction of a block of 12 classrooms and 

10 offices N21,455,088.00 

Furnishing of block of classrooms and offices 

N6,900,00.00 

Furnishing of academic staff offices 

N8,490,654.00 


Summary of Progress 

Figure 7: Comparative performance of the implementing agencies. 

120 

100 

80 

60 

40 

20 

0 

Universal Basic Education National Comtn. Teachers National Institute Mass Literacy Federal Commission Others Colleges ie Quick of Education wins, CGS, Police and Defence. 

Analysis of the performance of the agencies 

responsible for the implementation of Goal 2related 

projects and programmes for 2009 shows 

the NTI performance to have achieved 97% 

completion of its programme. The National Mass 

Literacy Commission was next with 85%, 

followed by Universal Basic Education 

Commission with 73% of its projects and 

programme completed. For FCE, 60% of its 

projects were ongoing at reporting time. This was 

a dismal performance relative other 

implementation apparatuses like Quick-Wins, 

CGS, Defence and Police. 

The high performance of NTI in the 2009 budget 

is attributable to the teachers‘ capacity building 

programmes, which is less complicated and easier 

to implement than construction work. 

The FTS, under the coordination of the UBEC, has 

the highest budgetary allocation of N5.78 billion 

with the bulk of the funds being committed to the 

Completed 

Ongoing 

Not Started 

Abandoned 

payment of the N10, 000 per month per participant 

across the country. 

The basic objective of the Federal Teachers 

Scheme is to enlist the services of qualified NCE 

graduates to teach in Public Primary Schools 

where the shortage of qualified teachers has been 

established. It is also to reduce unemployment 

among NCE graduates across the nation. 

Participants usually undergo induction training in 

core subjects, basic subjects and ICT across the 

country to enhance service delivery. The fact that 

participants offer service under the scheme for 2 

years made it more complicated and some 

participants drop out for various reasons that range 

from going for higher education to getting a 

higher-paying job. This could be responsible for 

the 70% completion rate. 

The overall percentage progress of Goal 2 projects 

executed by the Federal Ministry of Education and 

its parastatals is as shown below: 


Figure 9: Goal 2-related projects in Police, Defence, Quick-Wins, and CGS as monitored are shown below. 

1400 

1200 

1000 

800 

600 

400 

200 

0 

The projects implemented through the Quick- 

Wins, CGS, Police and the Ministry of Defence 

were mostly projects for the construction of 

classroom blocks, VIP toilets, library and ICT 

centres and the supply of school furniture and 

learning materials. These projects have aided 

greatly in providing school space additional access 

and participation within the various communities 

particularly in schools where capacity for further 

enrolment had been constrained by limited 

infrastructure. These interventions have also 

enhanced the quality of education delivery in 

public schools while helping in attracting more 

girls to school in some cases due to the 

Figure 8: Status of Education Projects and Programmes in 2009 

93 

757 

Completed Ongoing Abandoned Not Started Not Located 

CGS 25 1 1 9 3 

Defence 55 14 6 

Police 8 2 1 

45 

3 

construction of VIP toilets that were deliberately 

designated for and labelled for use by gender. 

However, the education-related Quick-Wins 

projects that were initially designed for 

completion within the shortest possible time to 

serve the target communities could not be 

accomplished with a large number of them still 

outstanding at the time of reporting. This has 

reduced immediate access and beneficiaries 

‗advantages. Hence such projects did not deliver 

the desired impact in those communities. 

Indicators 

Conpleted 

Ongoing 

Not Started 

Abandoned 

CGS 

Defence 

Police 

Quick-Wins 

For the achievement of MDG 2, there are a 

number of indicators that serve the purpose of 


measuring progress. These indicators are shown in 

the table below: 

Table 13: MDG 2 Indicators 

INDICATOR 2006 2007 2008 2009 

Net enrolment ratio in primary education (%) 87.9 88.6 88.8 88.9 

Proportion of pupils starting Primary 1 who reach Primary 5 (%) 74.0 74.0 72.3 NA 

Primary 6-completion rate (%) 67.5 67.5 NA NA 

Literacy rate of 15-24 years old, women and men (%) 80.2 81.4 80.0 NA 

Source: 2010 MDG Report 

Enrolment Ratio in Primary Education 

The net enrolment ratio in primary education has 

marginally increased from about 8 in every 10 

eligible children, to 9 in 2009. With the 

implementation of DRG appropriations in the 

sector through the UBEC National Teachers 

Institute programme coupled with the provision of 

instructional materials, classrooms and toilets, etc, 

through the Quick-Wins and CGS, the enrolment 

has marginally increased in 2009, from that of 

2008 (See table above.) The additional classrooms 

supported with the supply of furniture and 

textbooks provided the needed impetus to provide 

access to more out of school children. Efforts were 

also made to reduce the pupil/teacher ratio and 

improve quality through the annual capacity 

development training of serving teachers while 

addressing the shortfall in quality teachers through 

the Federal Teachers Scheme. To date, the NTI 

has built the capacity of over for 500,000 serving 

teachers, while the FTS has succeeded in bringing 

into the system about 74,000 qualified teachers to 

improve the quality of service delivery across the 

nation. 

Proportion of Pupils Starting Primary 1 Who 

Reach Primary 5 

The proportion of pupils starting Primary 1 who 

reach Primary 5 (known as the survival rate) 

declined from 74% in 2007 to 72.4% in 2008. 

Figures for 2009 were not available at the time of 

the report. During site visits to states, the National 

M&E Team observed that the number of classes 

earmarked for the various grades declined as it got 

to primary 5. Most schools visited had more 

children in primary 3 and 4 than in primary 5. 

The statistics show that 91.7% of the pupils in the 

South West, who enrol in primary 1 reach primary 

5,while in North Central only 67.7% of the pupils 

reach primary 5 (Source: MDG 2010 report; 

original data from National Bureau of Statistics.) 

Primary-6 Completion Rate 

The primary-six completion rate was stable 

between 2006 and 2007; however, it had declined 

from 8 pupils out of 10 in 2004 to 7 in 2007. 

Regional disparity exists between the South and 

the Northern part of the country. Primary 

completion rates in the South range from 52.3% to 

98.8%, while in the Northern part of the country it 

is between 1.3% and 52.2%. The trend of pupils 

going from Primary 5 to Junior Secondary 


schools, has contributed to the decline in primary 

6 completion rate. 

Literacy Rate, 15-24 Years Old 

The over 90% implementation of Mass Literacy 

Programme is expected to help improve the 

literacy rate of 15-24 year old from 6 out of 10 

students to 8 out of 10. The policy environment 

was supportive of the progress made on this goal. 

The National Bureau of Statistics collaborated 

with the National Commission for Mass Literacy, 

Adult and Non-Formal Education (NMEC) and 

Figure 14: National Literacy Rate among Adults 

English Language (%) Any Language (%) 

Male 65.1 79.3 

Female 50.6 63.7 

Overall 57.9 71.6 

conducted a sample survey. The result showed that 

the rates for males are higher than that of females 

and literacy rates are higher in urban areas than in 

the rural areas. Among the six geo-political zones 

in the country, South East had the highest literacy 

rate in English, while South West had the highest 

in any language. North West had the lowest 

literacy rate in English language, while North 

Central had the lowest in any language. 

The highlight of the findings showed the 

following: 

Figure 15: National Literacy Rate among Youth (15-24 

Year-Olds) 

English Language (%) Any Language (%) 

Male 81.0 89.4 

Female 71.4 81.6 

Overall 76.3 85.6 


CHAPTER 6: GOAL 3—TO PROMOTE GENDER EQUALITY AND 

EMPOWER WOMEN 

Introduction 

Gender equality and women's empowerment are 

human rights concerns that lie at the heart of 

development and the achievement of the MDGs. 

Despite efforts that have been made, six out of ten 

of Nigeria's poorest people are still women and 

girls, less than 16 percent of the Nigeria's 

parliamentarians are women; two thirds of all 

children shut outside the school gates are girls 

and, both in times of conflict and behind closed 

doors at home, women are still systematically 

subjected to violence. 7 

Before the United Nations World Conference on 

Women in 1975 and the subsequent declaration of 

1975-1985 as the Decade for Women, most 

African governments were really oblivious of the 

regressive effect of the backwardness of women 

on the overall national development. Some 

governments even designed social and economic 

policies that tended to aggravate the situation. For 

example, the Nigerian income tax laws supposed 

that female civil servants had no personal 

responsibilities and also presented women as 

being totally dependent on their husbands, when in 

reality they are often the breadwinners. 8 

Women are now gradually being recognised as 

one of the most powerful engines of Nigeria‘s 

growth, yet they continue to be denied access to 

economic resources and services, like credit, land, 

and markets. Their labour is often unrecognised 

7 www.undp.org/women/ 

8 Multidisciplinary Journal Research Development Volume 8 No 2, 

July 2007 

and goes under-rewarded; and their mobility is 

regularly constrained. Gendered impacts on 

families and societies of remittances and labour 

mobility (including the risk of exploitation, 

particularly for female workers) are often 

overlooked. Advancing gender equality and 

empowering women is essential for sustainable 

economic growth and to free those caught in the 

vicious cycle of poverty, hunger and inequality. 9 

Information technology is another factor to 

consider in measuring gender equality and women 

empowerment in Nigeria. It has been promoted as 

an important tool in ensuring that marginalised 

groups, particularly women, are included in the 

development of the global information society. 

The importance of gender mainstreaming in 

9 Multidisciplinary Journal Research Development Volume 8 No 2, 

July 2007 


national and organisational information and 

communication technology (ICT) policies and 

strategies cannot be overstated. While IT alone 

cannot end gender inequality, it can go a long way 

in catalysing social change and empowerment. IT 

helps in poverty reduction and for the economic 

empowerment of poor women in Nigeria. 10 

Through the DRGs-MDGs fund, the Federal 

Ministry of Women Affairs and Social 

Development has partnered with NGOs and other 

civil society organisations to conduct trainings for 

sectoral programme/operational directors on 

gender. Construction of VIP toilets through the 

Quick-Wins constituency projects have been 

found to encourage girl child enrolment (previous 

M&E exercises discovered that girls refused going 

to school because they had to share toilets with the 

boys). CCT programmes, which engage both 

women and men, have shown that women 

managed fund more resourcefully than men, and 

the programmes have been found to be 

economically useful outside agricultural (farming) 

jobs. Other projects that are girls inclusive 

included the Social Safety Net, Conditional Grants 

Scheme, and Youth Skills Acquisition 

Programmes. 

There are four indicators to this goal (ratio of girls 

to boys‘ enrolment in all levels of education; 

literacy rate of women to men between the ages of 

15-24; share of women in wage employment in the 

non-agricultural sectors; and number of seats held 

by women in the national parliament), all designed 

to measure the achievement of the overall MDG 3. 

The OSSAP-MDGs have been doing much 

towards achieving indicators 1-3 but activities 

towards improving the number of seats held by 

women in national parliament were not submitted 

10 www.w-teconline.org 

to the NMET for M&E. The activities carried out 

for this indicator included advocacy for political 

empowerment of women at zonal offices for 

political empowerment of women for which 

N70,000,000 was reportedly spent. 

Findings 

Education Sector-based Indicators 

The achievement of MDG 3 is hinged on, amongst 

other things, two indicators embedded in the 

education sector. These are the increase in the 

enrolment of girls in primary, secondary and 

tertiary educational institutions; and the increase 

in the literacy rate of young women between the 

ages of 15 and 24. 

Increased Enrolment in Primary, Secondary and 

Tertiary Levels of Education 

The gender gap favouring males has been a 

challenging issue over the years. As a result, the 

female gender hardly compares to the number of 

males in public offices and other appointments. 

Between 2005 and 2009, gross primary school 

“Some parents had to withdraw their 

children from other schools and bring them 

here after the supply of furniture.” Mrs F. T. 

Amoko, Assistant Head Mistress, St. Marks 

Anglican Primary School, IboropaAkoko, Ondo 

State. 

“New pupils have been enrolled into our 

school as a result of the new school desks 

supplied by OSSAP-MDGs…”Head Master of 

Idumozie Primary School, Igbodo, Ika North 

East LGA 

enrolment ratio was 99% for male as against 87% 

for female, while net primary enrolment ratio was 

64% for male as against 58% for female. Net 

primary school attendance ratio between 2005 and 


2009 was recorded as 65 for male as against 60 for 

female, while secondary school was 45 for male 

and 43 for female. 

Increased Literacy Rate in Women between the 

Ages of 15 and 24 

The literacy rate of any demography is defined by 

the number of persons that can read and write in 

any language with understanding 11 . The United 

Nations Children‘s Fund (UNICEF) reports the 

literacy rate amongst youth aged 15–24 in Nigeria 

from 2004 to 2008, as 65% females against 78% 

males 12 . 

According to the most recent survey, the current 

literacy rate among adults in Nigeria stands at 

65.1% male as against 50.6% female. 13 This 

includes youths between the ages of 15 and 24. 

In 2009, the DRGs through the Quick-Wins, the 

Federal Ministry of Women Affairs, and other 

MDAs, contributed to the pursuit of an increase in 

the literacy rate of women between the ages of 15 

and 24 through projects including the construction 

of classroom blocks, the supply of books and other 

learning materials to schools, the training of 

teachers under the Federal Teachers‘ Scheme 

(FTS), and the Literacy by Radio programme 

executed by the National Mass Education 

Commission (NMEC). 

Findings on DRGs-MDGs Projects and 

Programmes on Education Sector-Based 

Indicators 

Projects and programmes implemented through 

the DRGs from 2006 to 2009 include the 

construction of classroom blocks, Ventilated 

Improved Pit (VIP) toilets, hand pump and 

motorised boreholes and the supply of various 

11 FGN, OSSAP-MDGs (2010) MDGs 2010 Report 

12 http://www.unicef.org/infobycountry/nigeria_statistics.html 

13 National Bureau of Statistics (2010) National Literacy Survey 

teaching and learning instruments to schools under 

the CGS, Quick-Wins and other projects. These 

projects aim to decongest schools that are above 

capacity and also create space in these schools for 

the enrolment of new students. The VIP toilets 

have also served as added incentive for the 

increased enrolment of girls into schools. A total 

of N15, 445,957,662.15 (fifteen billion, four 

hundred and forty-five million, nine hundred and 

fifty-seven thousand, six hundred and sixty-two 

naira, and fifteen kobo) was spent on the 

education sector through the 2009 Quick-Wins 

initiative. This was 36% of the total Quick-Wins 

appropriation. This money was spent on projects 

like the supply of classroom furniture, 

construction of classroom blocks, construction of 

VIP toilets in schools, supply of school books and 

other instructional material, construction and 

furnishing of library and ICT centres, amongst 

others. 

The Federal Ministry of Women Affairs and 

Social Development expended N100,000,000 (one 

hundred million naira) toward advocacy and 

mobilisation on girl- child education and 

street/Almajiri children, and on other projects. 


Figure 1: The implementation status of 11,030 monitored projects targeted at achieving increased enrolment and 

an increased literacy rate from the CGS, Quick-Wins and Education sectors 

2500 

2000 

1500 

1000 

500 

0 

Completed Ongoing Not Started Not Located Abandoned 

The beneficiary communities have greatly 

appreciated these projects. However, there were a 

large number of projects still ongoing at reporting 

time and these constitute a weakness on the 

progress made. This is especially so in the case of 

the construction of classrooms under the Quick- 

Wins initiative as the incomplete classrooms often 

lead to furniture for those classrooms being 

misused or stored inappropriately. 

Figure 2: Construction/Rehabilitation of Classroom Blocks, Libraries and Computer Centres 

Not Located 

Abandoned 

Not Started 

Ongoing 

Completed 

0 100 200 300 400 

Almost all the monitored projects executed by the 

Federal Ministry of Education, UBEC, NMEC and 

NTI have been completed. The training of teachers 

under the UBEC and NTI training schemes have 

been reported as having a positive impact on the 

Police 

CGS 

Defence 

Quick-Wins 

Education 

quality of education especially in the rural areas. 

Also, it was found that the Literacy by Radio 

programme implemented by the NMEC appeared 

highly successful in increasing the literacy of 

community members. 


Figure 3: Implementation Status of Projects Under the FME, NTI, UBEC and NMEC 

Overall, an increase in the number of girls 

attending schools was recorded, a success linked 

to the availability of classrooms and also the 

availability of girls-only toilets and potable water 

in the schools. 

Share of Women in Wage Employment in Non- 

Agricultural Sector 

Regrettably, data on women in wage employment 

is practically non-existent which implies that 

identifying positive or negative trends in this area 

is almost impossible. Nonetheless, trends on this 

can be inferred from surrogate data from related 

studies. For instance, it was reported that the 

country‘s workforce consists of only 39% of 

Nigeria‘s female population 14 . Also, before 

granting loan to women, financial institutions 

demand prior consent of husbands. Despite the 

efforts of National Poverty Eradication 

Programme (NAPEP) and other micro-credit 

schemes, statistics showed that less than one-third 

of the loans in Nigeria were awarded to women 15 . 

14 th 

World Bank, Women, Business and the Law; Retrieved March 16 , 

2011 from the World Wide Web: 

http://wbl.worldbank.org/ExploreEconomies/Nigeria 

15 th 

Gender Equality in Nigeria; Retrieved March 16 , 2011, from the 

World Wide Web: 

Not Located 

Abandoned 

Completed 

0 200 400 600 800 


Education 757 93 3 45 2 

Inferences from these statistics portend bleak 

results for women getting engaged in wage 

employment in non-agricultural sector. 

In 2009, the DRGs-MDGs projects and 

programmes which were targeted at achieving this 

indicator included the establishment of skill 

acquisition centres in various states to train both 

male and female youth in various vocations, and 

the CCT scheme through the CGS, the Federal 

Ministry of Housing and Urban Development and 

NAPEP. 

A total of N1, 207,197,746 (one billion, two 

hundred and seven million, one hundred and 

ninety-seven thousand, seven hundred and fortysix 

naira) was invested toward the empowerment 

of women and youth through the CGS in 2009. 

This, as shown in the chart below, was less than 2 

percent of the total CGS funds, which were 

invested mostly in the Health, Water and 

Sanitation sectors. 

Projects executed under the CGS were mainly 

aimed at poverty reduction through the 

empowerment of women and youth in various 

http://www.wikigender.org/index.php/Gender_Equality_in_Nigeria#T 

he_Women.2C_Business_and_the_Law 


vocations such as the training of women on 

cultivation of crops such as sesame, groundnut, 

maize, and cassava amongst others; the training of 

both female and male youth in trades such as 

Figure 4: CGS Financial Allocation 

Unfortunately, most CCT programmes were aimed 

at establishing men and women in agriculture or 

other informal forms of business. This, coupled 

with the low rate of implementation in the 

establishment of skill acquisition centres, does not 

Figure 5: Implementation Status of NAPEP Projects 

The Federal Ministry of Women Affairs invested 

N100,000,000 (one hundred million naira) in the 

production of advocacy materials geared toward, 

amongst other things, the National Gender Policy 

Analysis and the domestication of regional and 

1% 


99% 

welding, sewing and others. In the M&E exercise, 

it was evident that women were better in 

establishing sustainable ventures when given the 

opportunity through the CCT scheme. 

Total CGS Allocation 

Allocation Toward 

Empowerment of 

Women and Youth 

paint a positive picture in the attainment of this 

indicator. Furthermore, large number of the CCT 

projects both under the CGS and NAPEP were yet 

to be fully implemented. 

200 

180 

160 

140 

120 

100 

80 

60 

40 

20 

0 


NAPEP 72 194 0 38 0 

NAPEP 

international instruments on women‘s rights. This 

investment, while commendable, was yet to make 

a direct impact on this MDG 3 indicator toward 

increasing the share of women in wage 

employment in the non-agricultural sector, 


probably owing to the long gestation period required for attitudinal change. 

Proportion of Seats Held by Women in National 

and State Parliaments 

Institutional support for women in active politics 

has been a challenge, hence their poor 

participation in governance. Examples of other 

issues that inhibit their participation include the 

nature of political party formation, which is 

usually in the form of club or informal meetings 

initiated by male friends and business partners; the 

high cost of financing political parties and 

campaigns which may run as high as N200 million 

for aspirants to local positions 16 ; lack of willing 

and educated women to participate in the political 

process; and the imposition of cultural practices 

which expect women to conform to and confine 

themselves to male dominance and female 

subservience. 

Although there has been an increase in the 

numbers of women in legislative bodies, generally 

women continue to be under-represented in all 

structures of power and decision-making. Even as 

gender equality and empowerment of women are 

at the heart of many national and international 

commitments, including the UN Millennium 

Development Goals, not much progress has been 

made. 

In the 2009 DRGs budget, there were no projects 

implemented directly or indirectly by any of the 

line ministries towards the achievement of this 

indicator, making it glaring that it is far from 

being addressed, thus slowing down the 

achievement of the overall MDG 3 

16 http://www.boellnigeria.org/web/112-223.html 


CHAPTER 7: HEALTH-RELATED GOALS 4, 5 AND 6 

Introduction 

Infant mortality 

is closely linked 

to the health of 

mothers. 

The three health-related Goals (4, 5 and 6) are so 

inter-related that it is very difficult to have an 

investment in one not affecting the other. This is 

especially so for Goals 4 and 5, but also for Goal 

6. For instance, 8% of all deaths in under-5s 

globally (one of the indicators of G4) were as a 

result of malaria (one of the indicators of G6), and 

Nigeria alone contributes 24% of the global 

incidence of this. 

In addition, malaria causes anaemia in pregnant 

women, low birth weight and preterm births that 

can be associated with Goal 1. Also, all structures 

and programmes set up for Goals 4 and 5 can also 

serve as a platform for the achievement of Goal 6. 

The Health-Related Goals, Targets and Indicators 

Goal 4: Reduce child mortality 

Targets: Reduce by two thirds, between 1990 and 2015, 

the under five –mortality rate 

Indicators: 

Under 5 mortality ratio 

Infant mortality rate 

Proportion of 1-year old children immunised against 

measles 

Goal 5: Improve maternal health care 

Targets: Reduce 3/4s between 1990 and 2015, the 

maternal mortality ratio 


Maternal mortality rate 

Proportion of birth attended by skilled health 

personnel 

Goal 6: Combat HIV/AIDS, malaria and other 

diseases 

Targets: 1. Have halted by 2015 and begun to reverse 

the spread of HIV/AIDS 

2. Have halted by 2015 and begun to reverse the 

incidence of malaria and other diseases 


HIV prevalence among 15-to-24-year-old pregnant 

women; Condom use rate of the contraceptive 

prevalence rate; Condom use at last high risk sex; 

Percentage of population aged 15-24 years with 

comprehensive correct knowledge of HIV/AIDS; 

Contraceptive prevalence rate; Ratio of school 

attendance of orphans to school attendance of nonorphans 

aged 10-14 years; Prevalence and death rates 

associated with malaria; Proportion of population in 

malaria risk areas using effective malaria prevention and 

treatment measures; Prevalence and death rates 

associated with tuberculosis; Proportion of tuberculosis 

cases detected and cured under directly observed 

treatment short course. 

Since these health-related goals are intertwined, 

adequate caveat is needed in an effort to isolate 

the goals to give accounts of their relative 

contributions in respect to their set benchmarks 


(targets). (The box on the right presents the healthrelated 

goals, targets and indicators.) 

The main objectives the 2009 DRG interventions 

were: to combat HIV/AIDS through 

comprehensive care services, procurement of 

ARVs and test kits (Goal 6) handled by NASCP- 

FMOH; to improve access to routine 

immunisation through procurement and 

distribution of adequate quantities of potent 

vaccines and injection devices (Goal 4) through 

NPHCDA; and to improve access to maternal and 

child health care through the Midwifery Service 

Scheme including training of NYSC doctors on 

ELSS, midwives on LSS and procurement and 

Investments in the Health-Related Goals 

Table 16: 2009 Total investments in health-related MDGs 

The total investments for the three health-related 

MDGs in 2009 was N41, 561,921,031.89 across 

various MDAs (see table 1). Conditional Grant 

Scheme (CGS) investment, representing almost 

43%, is highest, followed by NPHCDA 

representing 33%. The least investments were 

identified with National Blood Transfusion 

Service (0.2%), Federal Ministry of Health: Health 

Systems Strengthening (0.7%), and Federal 

Ministry of Women Affairs (1.4%). 

distribution of midwifery and MAMA Kits (Goals 

4 and 5) through NPHCDA and FHD-FMOH. The 

interventions also intended to improve blood 

screening and transfusion services in various 

NBTS centres across the country (Goal 6) through 

NBTS-FMOH; and provide free primary 

healthcare services for children under five (Cu5) 

and pregnant women, as well as secondary health 

care services for pregnancy-related conditions to 

the latter. The latter would be carried out using 

NHIS accredited public and private healthcare 

providers to provide the above coverage for about 

600,000 Cu5 and pregnant women in the 

additional six states of Katsina, Jigawa, Bauchi, 

Yobe, Ondo and Cross River. 

S/No MDA Amount (N) % of Health Spending 

1 FMOH: Health Systems Strengthening 300,000,000.00 0.70 

2 FMOH: HIV-AIDS Division 1,000,000,000.00 2.41 

3 FMOH: Family Health Division 3,000,000,000.00 7.00 

4 FMOH: National Blood Transfusion Service 100,000,000.00 0.24 

5 NPHCDA 13,767,367,062.00 33.12 

6 NHIS 4,000,000,000.00 9.62 

7 CGS 17,753,006,706.33 42.70 

8 Quick-Wins 1,059,233,583.00 2.55 

9 Federal Ministry of Women Affairs 587,313,680.00 1.41 

Total 41,566,921,031.89 99.75 

Of the N17, 753,006,706.33 that was to be spent 

under CGS, fully half of that was leveraged from 

the state governments as 50% matching grants. 17 

Similar to CGS arrangement, the National Health 

Insurance Scheme (NHIS) is supposed to leverage 

counterpart funds from states, but so far only two, 

Jigawa and Ondo States, have made counterpart 

17 

This matching grant may be underestimated as some states and 

LGAs would have made other contributions under the Midwifery 

Service Scheme (MSS) and not captured under CGS in respect to: 

renovation of MSS PHCs and cluster general hospitals; provision of 

ambulances, drugs and equipment; rural posting allowance for 

midwives etc. 


contributions towards expanding coverage. The 

two states made payments of N75 million and N70 

Investment patterns in the health-related goals and 

targets vary from state to state and uneven with 

the targets of the respective Goals. This implies 

Table 2: Investment in respect to targets 

In addition to these direct investments, any 

investment to reduce poverty (G1 T1), improve 

nutrition (G1 T2) and make clean water available 

(G7 T10) will also reduce maternal and child 

mortality (G5 T6 and G4 T5, respectively). 

Poverty is clearly linked to maternal and child 

million, respectively. 

Total Investment for 3 health related MDGs across 

MDAs 

CGS 

FMOH: National Blood … 

FMOH: Health systems … 

0 1E+10 2E+10 

Series1 

that variation in investment across the states in 

respect of targets intends to address peculiar 

health needs informed by evidence. 

Investments in G6 T7 & T8, G4 T5 and G4, G5 G6 T4, T5A, T5B, T7 

& T8 

1,000,000,000 2,085,663,902 

33,750,607,730 

4,730,649,400 

G6 T7 

G6 T8 

G4 T5 

G4, G5, G6, T4, T5A T5B, T7 

T8 

mortality asunder-nutrition, diarrhoeal diseasesand 

AIDS still causing a lot of child deaths in Nigeria. 

MDAs and Key Interventions 

The various components of the interventions are 

summarised as follows on Table 17 (see appendix 

for details): 


Table 17: MDAs and Key Interventions 

S/No MDA Projects/Programmes 

1 FMOH: Health In-service managerial/service delivery training of PHC coordinators, implement health system 

systems Strengthening operational tool, strengthening of LGA and health facility construction of 6 nos. LGA storage facility 

plus seed drug procurement NHMIS, support for National Centre for e-Health at FMoH, Dev., and 

dissemination of Health MDQ templates. 

2 FMOH: HIV-AIDS Comprehensive care services, review of strategic plan to cover 2010-2014, procurement of HIV kits 

Division 

and drugs for Opportunistic Infections, capacity building to strengthen PMTCT, etc. 

3 FMOH: Family Midwifery service scheme – take off, advocacy and sensitisation, M&E, payment of salaries to 

Health Division midwives, procurement of 50,000 nos. midwifery kits. 

4 FMOH: National Procurement of 12. nos 170 bag capacity and 11 nos. 120 bag capacity blood banks, cold chain 

Blood Transfusion 

Service 

transport boxes/systems and starter packs for blood banks. 

5 NPHCDA Midwifery service scheme, set up and training of 652 nos. WDCs, Construction plus equipping and 

drug supply of 175 nos. model PHCs, procurement of routine vaccines, procurement of polio 

vaccines, National implementation of IPDs, MNTE. 

6 NHIS Implementation of MCH scheme, including baseline surveys, sensitisation and advocacy, registration 

of enrolees, payment to HMOs. 

7 CGS Construction, upgrading and rehabilitation of 700 PHCs, supply of equipment, essential drugs, 

LLINs, ACTs, IMNCH services, safe motherhood, solar power, TB care. 

8 Quick-Wins Construction plus equipping and drug supply to 18 nos. PHCs, equipping of 42 nos. PHCs and 

essential drug supply to 110 nos. PHCs. 

9 Federal Ministry of Procurement of 49 nos. ambulances and essential supplies, training on use of the essential supplies for 

Women Affairs cluster General Hospitals in 12 states. 

10 Federal Ministry of Construction/rehabilitation of barrack clinics, supply of equipment, generating sets at Onne, Oghara, 

Defence 

Effurun, Abak, Obinze, Katsina, Kano, Maiduguri, Zuru, Kainji, Apapa, Ibadan. 

Findings 

Performance of the various interventions 

The performance of the various implementing 

agencies summarised using percentage completion 

as an index as shown on Table 18 should be 

approached with caution. For example, completion 

rate has been used as indicator for performance, it 

should also be noted that those MDAs or schemes 

with huge investments such as CGS, NPHCDA 

are likely to have lower completion rates than 

those with smaller investments. Nevertheless, by 

and large higher completion rates have been 

identified with Federal Ministry of Women 

Affairs, National Health Insurance Scheme, and 

National IPDs (NPHCDA) while lower 

completion rates have been identified with PHC 

Construction, CGS and Quick-Wins and 

coincidently these are projects or schemes with 

relatively higher investments or volume of work to 

be accomplished. 


Table 18: MDAs and relative performance 

S/No Implementing Agency/Programme % completion 

1 Conditional Grants Scheme 37.80% 

2 Quick-Wins 58.89% 

3 Federal Ministry Defence 93.60% 

4 Federal Ministry of Women Affairs 100.00% 

5 National Blood Transfusion Service 75.00% 

6 National Health Insurance Scheme 100.00% 

7 Midwifery Service Scheme NPHCDA 99.00% 

8 Procurement of Vaccines NPHCDA 100.00% 

9 National IPDs NPHCDA 100.00% 

10 PHC Construction NPHCDA 26.70% 

PHC Construction NPHCDA 

National IPDs NPHCDA 

Procurement of Vaccines NPHCDA 

Midwifery Service Scheme NPHCDA 

National Health Insurance Scheme 

National Blood Transfusion Service 

Federal Ministry of Women Affairs 

Federal Ministry Defence 

QuickWins 



MDAs relative performance to date 

Despite the fact that CGS projects started very 

late, the completion rate of 37.8% was 

encouraging and most of the projects were 

ongoing. There were no political challenges as the 

implementing states ‗owned‘ the projects, except 

that there are still complaints of poor community 

involvement in choice and location of projects 

from some communities as reported by the 

SMETs. There were also many cases of relocation 

of projects. On the other hand, the CGS 

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 

mechanism leverages more funds for the 

achievement of the MDGs. 

Quick-Wins 

Series1 

Projects under Quick-Wins though with 58.89% 

completion rate suffer more from lack of 

community-driven needs assessment, as the choice 

and location of the projects are under the control 

of the members of the National Assembly. They 

were also subject to political interference, 

especially where the National Assembly member 


is at loggerheads with either the LGA chairman or 

the state government as shown in the box. 

Federal Ministry of Women Affairs 

In spite of 100% completion rate of the FMoWA‘s 

projects, reports from some states indicated they 

were yet to receive their ambulances meant to be 

delivered to the cluster general hospitals despite 

the fact that the State First Ladies had witnessed 

their formal launch and presentation by the 

FMoWA. The ambulances are supposed to be 

utilised to evacuate emergency obstetric cases 

from the MSS PHCs to the cluster GHs. Fuelling 

and maintaining the ambulances were two major 

issues that hindered the effective use of these 

ambulances in most locations. 

In one particularly unfortunate instance, the 

Executive Chairman of an LCDA in Alimosho LGA 

(Lagos State) exchanged fiery words with the site 

facilitator, a staff of the NASS sponsor regarding 

the location of the project when he discovered 

during our field visit that the approved location of 

the project had been changed by the project 

facilitator, without his knowledge. 

“ ...I have nothing to do with that project, and I 

have vowed never to visit the project location, nor 

deploy any staff to the place when 

completed...but [because of] the manner [in which 

] you talked to me now, I will lead you to the 

project site right now...” Executive Chairman, 

Pastor (Mr) Kenny Okunmuyide (08033436466), 

Agbado-OkeOdo LCDA, Alimosho LGA....during 

M&E team entry visit to the council secretariat. 

“... What you said will not be successful! You will 

live and see the success of this project! We will 

do it, and there is nothing you can do about it!” 

Site Facilitator, Mrs. AjokeYinusa (08023120966), 

Computer Centre at Model College, Meiran, 

AgabadoOke-Odo LCDA, Alimosho LGA, 

exchanging words with Executive Chairman of 

AgabadoOke-Odo LCDA, during the M&E team 

visit to the Project site in company of the 

chairman. 

Lagos State SMET Report 

Federal Ministry of Health 

NHIS and NPHCDA: These are MDAs that are 

under the FMOH but are self-accounting. Getting 

details of their projects from them was not 

difficult. They appear to have also made the 

greatest contributions to the achievements of 

health-related goals. 

Inspite of this, the following observations are 

worthy of note: 

The rate of completion of the PHCs under the 

NPHCDA was only 26.7%, in comparison to 

its other projects that were virtually all 

completed. With slow completion rate of the 

PHCs, drugs and equipment supplies to these 

PHCs suffer as in most cases, the equipment 

had to be taken somewhere else for 

safekeeping, and the drugs had to be taken to a 

nearby health facility to be utilised. With 

these challenges, NMET is optimistic of 

recommending CGS modus operandi as a way 

out in handling the PHC construction, since 

even when completed; the PHCs would have 

to be handed over to the states and LGAs who 

would provide staff to run them. The 

NPHCDA would then be left to handle its core 

competence, which they do so well; 


There was a provision of N342, 000,000.00 in 

the work plan for the purchase of ambulances 

for cluster GHs. This was however 

implemented under FMWA, and the NPHCDA 

is in a position to provide details of what that 

sum was utilised for. 

Family Health Division, Health System 

Strengthening and HIV/AIDS 

NMET was not able to carry out any M&E on 

their projects because of lack of information on 

locations, dates, etc. This however does not mean 

that the programmes were not carried out. The 

Nasarawa State Aids Prevention Coordinator 

(SAPC) mentioned that he was aware that all the 

activities listed in the NASCP work plan had been 

carried out, and that he had participated in 

Nigeria Projected Population: 158,300,000 1 

Number of Women of child-bearing age (15-49 yrs.): 

36,807, 000 2 

Children under Five Cu5: 25,426,000 3 

1 

Population Reference Bureau 2011 

2 

US Census Bureau Global Population 

3 

State of the World‘s Children 2011, UNICEF Profile 

Total Number of Enrolees for NHIS MCH to date: 

1,545,646 

Out of which: 

Number Exited: 351,753 

(Pregnant Women: 236,609 Cu5: 115,144) 

Number presently accessing care: 1,193,893 


Pregnant women: 126,438 

Cu5: 1,067,455 

Number of Health Facilities Accredited: 1,247 

executing them. Nasarawa and Kaduna SAPCs 

also mentioned that HIV kits had been delivered to 

them but with only two months and one week to 

expiry, respectively. 

Potential Population Reached with Health- 

Related Interventions 

This section of the report attempts to showcase the 

potential impact of the health-related interventions 

based on the estimated population reached in 

terms of under children and women of 

childbearing age. 

The Midwifery Service Scheme has brought 

positive outcome to the beneficiaries as 

testified to by a stakeholder thus: “ ...the 

deployment of the midwives to the four selected 

PHCs in the state has brought about significant 

positive impact to the health welfare of the 

pregnant, and nursing mothers in the LGAs, 

and Lagos state as a whole, ... the situation 

was so pathetic and terrible... but now, there is 

tremendous decline in the maternal and infant 

mortality index in the state...and will continue to 

thank our governments both at Federal and 

state level for the effort...” -Director, Nursing 

Service, Ministry of Health, Lagos state. --- 

0802-3341733 

Number of PHCs covered by MSS in 12 states: 652 

Number of Cluster General Hospitals: 163 

Population covered by MSS: 10,711,732 

Number of women of Child-bearing age (15-49 yrs.) covered 

by MSS: 2,463,652 

Number of PHCs either under construction, rehabilitation 

or upgrading: 

NPHCDA: 175 

CGS: 700 

Quick-Wins: 18 

Total: 893 

Nos. of People that would be served by 893 PHCs (app. 

20,000 per PHC): 17,860,000 


Nos. of women of child-bearing age: 4,089,940 1 

Nos. of children under 5: 2,868,656.72 2 


CHAPTER 8: GOAL 7—ENSURE ENVIRONMENTAL 

Introduction 

SUSTAINABILITY 

The 7 th Goal of the MDGs seeks to ensure 

environmental sustainability in development. This 

basically means that natural resources should be 

used for the benefit of the people while taking all 

measures to ensure that environmental pollution is 

reduced to acceptable limits. 

In pursuit of developmental objectives, nations 

engage in the depletion of natural resources, such 

as timber, solid minerals, oils and gas, either as 

industrial raw materials or for subsistence use. 

This depletion of natural resources comes at great 

costs as it has facilitated environmental 

degradation by increasing pollution of water 

sources, accelerating soil erosion and 

desertification (through removal of vegetation 

cover). The current cycle of global warming is 

largely attributable to human activities such as 

bush burning and the burning of fossil fuels. 

This Goal seeks to ensure that non-renewable 

resources are exploited with the needs of future 

generations in mind while renewable resources are 

exploited in such a way that the rates of 

exploitation of these resources are not higher than 

their rates of regeneration. In both cases, the 

exploitations should be done with minimum 

damage to the environment. 

The Goal also seeks to ensure that man lives in an 

environmentally friendly habitat with access to 

safe drinking water, adequate attention given to 

basic sanitation and proper disposal of all wastes 

generated by human activities. 

Towards achieving this Goal, three broad targets, 

with specified benchmarks, have been set. These 

are: Target 9, integrating the principles of 

sustainable development into country’s policies 

and programmes and reversing the loss of 

environmental resources; Target 10, which seeks 

to reduce to half, by 2015, the proportion of the 

population without sustainable access to safe 

drinking water and basic sanitation; and Target 

11, seeks to achieve a significant improvement in 

the lives of at least 100 million slum dwellers by 

the year 2020. 

Goal 7 Projects in 2009 Budget 

In an effort to improve the lives of slum dwellers 

(as enunciated under Target 11), Federal Ministry 

of Housing embarked on the construction of urban 

roads and drainages, market stalls, civic centres, 

town halls, water supply schemes and installation 

of solar-powered streetlights. In addition, both the 

Federal Ministries of Defence and Police Affairs 

have embarked on renovation of houses and other 

infrastructure in the barracks. 

As a complement to the various efforts being 

made by government MDAs as part of their 

statutory responsibilities, the OSSAP-MDGs has 


also fashioned out DRGs-funded projects toward 

meeting the targets enumerated above. 

A total of 7,190 intervention projects in the 2009 

budget were geared towards achieving Goal 7 of 

the MDGs on sustainable development. The 

projects were spread among different MDAs 

including Federal Ministry of Housing, which had 

182 projects, the Federal Ministry of Police 

Affairs with 41 projects (worth N500m) and the 

Federal Ministry of Defence with 24 projects. 

Special Projects in the Quick-Wins Sector (with 

3,039 projects worth N5.981bn) and the 

Conditional Grants Sector (with 3,904 projects 

worth N19.883bn) were appropriated. 

Five interventions dealing mainly with the 

maintenance of the National Parks focused on 

ensuring the sustainability of the nation‘s endemic 

flora and fauna attempted to address Target 9. The 

interventions were managed by Federal Ministry 

of Environment. 

Under the 10 th target, 6,114 water supply projects 

were earmarked with 2,158 of them under the 

Quick-Wins and 3,775 under the CGS special 

interventions. Also 900 public toilet projects 

aimed at improving basic sanitation were 

proposed. 771 of these projects were under Quick- 

Wins and 129 of them were components of the 

CGS. 

With regards to Target 11, there are a total of 271 

interventions with 240 in the Housing Sector 

aimed at upgrading slums (construction of roads 

and drainages, street lights, civic centres, etc.) and 

31 projects in the Police sector dealing with 

housing improvements in police barracks. 

Findings 

A total of 4,621 projects (or 64% of the total) were 

reported on. The average percentage completion 

of these projects is 59.6%, with a % quality 

compliance of 50.31%. The breakdown of the 

status of these projects is as follows: 

Table 19: Projects Performance 

S/No Description Total No Completed On-going Abandoned Not started Not located 

1 CGS 2090 1100 430 21 440 99 

2 Quick-Wins 2263 1218 444 98 458 45 

3 Housing 202 69 33 2 47 51 

4 Defence 26 25 0 0 1 0 

5 Police 37 37 0 0 0 0 

TOTAL 4618 2449 907 121 946 195 

Overall, about 53% of the projects in Goal 7 had 

been completed at reporting time; 20% were ongoing; 

3% appeared to have been abandoned; 21% 

not started and 4% were not located. This finding 

is demonstrated graphically in the pie chart below. 


CGS 

Not Started 

21% 

Abandoned 

3% 

Ongoing 

20% 

The performance of each sector in Goal 7 projects is presented below: 

Not Started 

21% 

1% Abandoned 

Ongoing 

21% 

Not Located 

5% 

Completed 

53% 

QUICK-WINS 

Not Started 

20% 

Abandoned 

4% 

Ongoing 

20% 

DEFENCE Not Started POLICE 

4% 

Completed 

96% 

Compared to the previous years, a general 

improvement in the execution of DRGs-MDG 

projects was noted. Going by the above 

performance, about 3.3 million additional people 

Completed 

53% 

Not Located 

2% 

Completed 

54% 

Completed 

100% 

HOUSING 

Not Located 

25% 

Not Started 

23% 

Completed 

34% 

Ongoing 

16% 

Abandoned 

1% 

now have access to safe drinking water. However, 

widespread reports of breakdown of completed 

projects, especially boreholes, soon after 

commissioning and the inability of many of the 


eneficiary communities to maintain these 

facilities threaten the laudable achievement. 

Projects under Police Affairs recorded the highest 

performance with 100% completion but some 

poorly executed. Among these were the fixing of 

ceilings at Inspectors‘ Quarters IQ 17, 18, 20 & 24 

as well as the tiling of floors at IQ 5 and 9 – all at 

the Nigerian Police Academy, Wudil, and Kano 

State. The VIP toilet in Tongo Community 

Secondary School in Funakaye LG of Gombe 

State (Quick-Wins) was poorly constructed. Poor 

construction of hand pumps and boreholes often 

led to the frequent breakdown of the some of the 

facilities provided. Many contractors did not care 

to carry out post-completion maintenance. 

Under the Federal Ministry of Environment, high 

incidents of projects not started or abandoned 

were noted, but were attributed to delays in 

making payments to the contractors (for advance 

payments and works done). 


CHAPTER 9: GOAL 8—TOWARDS A GLOBAL PARTNERSHIP FOR 

NIGERIA’S DEVELOPMENT 

Background 

MDG 8 is designed to respond to the need for the 

more advanced countries of the world to meet 

their commitments to assist less developed 

countries in the rapidly growing global village to 

meet their development needs. There are a number 

of shortcomings about this Goal. First, although it 

focuses on the range of international policy issues 

such as trade, aid, and debt, that require 

commitments and, more importantly, fulfilments 

from the more developed countries towards the 

creation of a level playing field that would help 

the less developed countries out of poverty, it is 

the only MDG goal that places no concrete 

quantitative benchmarks to be reached by 2015. 

Second, it is obvious that the overall success of all 

the MDGs depends heavily on the success of Goal 

8 and that, for the less developed country 

signatories to the Millennium Declaration to make 

significant progress towards achieving Goals 1-7, 

the richer countries must change their domestic 

policies relating to foreign aid, debt relief, trade 

GOAL 8: Summary of Indicators & Targets 

Target 8.A: Develop further an open, rule-based, 

predictable, non-discriminatory trading and 

financial system 

Target 8.B: Address the special needs of least 

developed countries 

Target 8.C: Address the special needs of 

landlocked developing countries and Small Island 

developing States 

Target 8.D: Deal comprehensively with the debt 

problems of developing countries 

Target 8.E: In cooperation with pharmaceutical 

companies, provide access to affordable 

essential drugs in developing countries 

Target 8.F: In cooperation with the private sector, 

make available benefits of new technologies, 

especially information and communications 

and technology transfers. Nonetheless, MDG 8 is 

the least specific of all the MDGs, and as a result, 

does not lend itself easily to operationalisation and 

measurability. What is worse, at present no 

mechanisms exist for holding the development 

partners of developing countries accountable, 

neither are there institutional arrangements that 

can be used by the citizens of the partnering 

countries (both developed and developing) and 

their representative bodiesto monitor and oversee 

the extent to which the commitments of both 

parties are being met. 

These shortcomings notwithstanding, Goal 8 is 

critical in the overall scheme of the MDGs as it is 

the only one that generally and specifically covers 

the external economic environment which is 

determined or influenced by international agencies 

such as the IMF, the World Bank, the WTO, the 

UN, and developed country groupings (such as the 

Group of Eight, the OECD and bilateral aid 


agencies). These agencies impact tremendously on 

the policy choices adopted by developing 

countries. 

In the context of the MDGs, the extent to which a 

developing country is able to make progress on 

many of the goals (especially Goal 1 of 

eradicating poverty and hunger, but also Goals 4, 

5 and 6 relating to health, and Goal 7 on 

environmental sustainability) depends not only on 

domestic policy choices, but also on how 

‗friendly‘ or ‗hostile‘ the external economic 

environment is to that country. Given Nigeria‘s 

huge and growing population, successfully 

meeting the development needs of its citizens 

without a level playing field that would facilitate 

transition from poverty to sustainable 

development would still prove difficult. The 

Goal‘s lack of benchmarks against which to 

measure progress makes it difficult to judge how 

much more is required of international 

development partners with respect to their 

individual and collective obligations in providing 

assistance and cooperation to Nigeria. 

Findings 

Target 8a: Developing an Open, Rule-based, 

Predictable, Non-Discriminatory Trading and 

Financial System 

From the mid-1970s onwards, Nigeria‘s main 

trade policy instruments shifted markedly away 

from tariffs to quantitative import restrictions, 

particularly import prohibition and import 

licensing. As a reflection of this shift, Nigeria‘s 

customs legislation established an import 

prohibition list for trade items and an absolute 

import prohibition list for non-trade items. While 

the trade list covers the full range of agricultural 

and manufactured products, the non-trade list 

relates to goods and services that are considered 

harmful to human, animal and plant health, as well 

as public morals. The Bretton Woods institutions 

and the WTO believe strongly that the economy 

should pursue an open, rule-based, predictable and 

non-discriminatory trading and financial system. 

They feel strongly that Nigeria should continue to 

liberalise its trade policy regime. The Nigerian 

government has however persisted in its policy of 

import prohibition. Much of the local opposition 

to import bans has generally been voiced by 

importers and traders. The consumers, who 

ultimately bear the burden of the resulting higher 

prices and poor quality and limited variety of 

locally produced alternatives, have remained 

largely silent. 

Domestic producers of banned imports and the 

workers‘ unions associated have succeeded in 

lobbying government to impose and maintain its 

import prohibition policy. Given the process of deindustrialisation 

that continues to intensify in 

Nigeria, it is important that stakeholders engage 

more actively the trade policy regime so that we 

are better able to discern consequences of policy 

options taken or proposed on the economy. 

Target 8b: Addressing Some of Nigeria’s Special 

Needs 

As part of achieving Goal 8 in Nigeria, 

development agencies (ESSPIN, DFID, UNICEF 

and other international development partners) 

have been contributing to the development of the 

educational sector. Below is the 2009 update of 

major donor activities. 


Basic Education Summary Status 

70,003,446.00 

8,434,898.00 

448,041.00 

263,373,594.80 

200,860,000.00 

Source: National Planning Commission 

The table 20 below shows a contribution of USAID to Goals 1 to 6. 

Millennium Development Goals (MDGs) USAID/Nigeria MDG related project Cost of 

projects ($) 

Life of projects 

Goal 1: Eradicate Extreme Poverty and Hunger Maximising Agricultural Revenue and Key 

25,181,531 June 2005 – June 

Enterprises in Targeted States (MARKETS) 

2010 

Goal 1: Eradicate Extreme Poverty and Hunger Expanded Access to Services for Agricultural 

700,000 Dec 2009 – May 

Enterprises Project (EASE) 

2012 

Goal 1: Eradicate Extreme Poverty and Hunger International Institute of Tropical Agriculture (IITA) 5,037,587 Aug 2003 – Aug 

2009 

Goal 1: Eradicate Extreme Poverty and Hunger Family Support Nutritional Programme (FSNP) 5,779,008 Jan. 2006 – Jan. 

2011 

Goal 1: Eradicate Extreme Poverty and Hunger Assistance and Care Children Orphaned and at Risk 7,612,958 Mar. 2008 – Mar. 

(ACCORD) 

2011 

Goal 2: Achieve Universal Primary Education Community Participation for Women in the Social 95,000,000 May 2004 – Oct. 

Sector (COMPASS) 

2009 

Goal 2: Achieve Universal Primary Education Sesame Street Workshop 3,800,000 Feb. 2009 – June 

2014 

Goal 2: Achieve Universal Primary Education The Futures Group 19,200,000 June 2004 – June 

2009 

Goal 3: Promote Gender Equality and 

Empower Women 


Empower Women 


Empower Women 


Empower Women 


Empower Women 


Empower Women 


Empower Women 

1,346,093,278.00 

559,981,950.00 

421,866,283.00 

373,667,316.60 

Maximising Agricultural Revenue and Key 

25,181,531 June 2005 – June 

Enterprises in Targeted States (MARKETS) 

2010 

Assistance and Care Children Orphaned and at Risk 7,612,958 Mar. 2008 – Mar. 

(ACCORD) 

2011 

Scale up of the Catholic Community Based Outreach 7,192,072 Oct. 2007 – Mar. 

in Response to HIV/AIDS Project (SUCCOUR) 

2011 

The New Tomorrow Project (TNTP) 4,943,640 Jan. 2008 – Jan. 

2011 

Community Based Support for Orphans and 

20,907,645 Oct. 2009 – Oct. 

Vulnerable Children (CUBS) 

2014 

Children of Hope 4,997,770 Jan. 2008 – Jan. 

2011 

Link for Children 8,072,001 Sept. 2009 – 

Aug. 2011 

Goal 4: Reduce Child Mortality Rate Community Participation for Women in the Social 95,000,000 May 2004 – Oct. 

Page 48 of 150 

CIDA 

DFID 

EU 

USAID 

UNICEF 

UNDP 

UNIDO 

WHO 

UNIFEM

Millennium Development Goals (MDGs) USAID/Nigeria MDG related project Cost of 

projects ($) 

Life of projects 

Sector (COMPASS) 2009 

Goal 4: Reduce Child Mortality Rate The Futures Group 19,200,000 June 2004 – June 

2009 

Goal 4: Reduce Child Mortality Rate Maternal & Child Health Integrated Project (MCHIP) 10,000,000 Jan. 2006 – Dec. 

2011 

Goal 5: Improve Maternal Health Community Participation for Women in the Social 95,000,000 May 2004 – Oct. 

Sector (COMPASS) 

2009 

Goal 5: Improve Maternal Health The Futures Group 19,200,000 June 2004 – June 

2009 

Goal 5: Improve Maternal Health Global HIV/AIDS Initiative Nigeria – Reproductive 5,461,732 June 2004 – June 

Health (GHAIN) 

2011 

Goal 5: Improve Maternal Health Improved Reproductive Health in Nigeria (IRHiN) 16,296,228 June 2005 – Mar. 

2011 

Goal 6: Combat HIV/AIDS, Malaria, and 

Other Diseases 







Source: USAID Nigeria, 2010. 

Target 8.D – Reducing External Debt and 

Achieving the MDGs 

The flow of Official Development Assistance 

(ODA), including debt relief gains, from 

developed countries to Nigeria has increased 

dramatically since 2004, rising from US$4.49 per 

person in 2004 to US$81.67 per person in 2006 

and 2007 (Table 21). Nigeria's economy was overburdened 

by the country's huge external debt for 

many years. In 1990, for example, servicing the 

country's external debt consumed 22.3 per cent of 

the value of the country's exports of goods and 

services. Nigeria obtained debt relief in 2005, 

when the Paris Club wrote off US$18 billion of its 

debt on condition that the country pays off the 

balance of approximately US$12.4 billion owed to 

the Paris Club creditors. Nigeria paid off its debt 

to the Paris Club in 2006. It subsequently paid off 

its debt to the London Club of creditors through 

Population Services International (Anti-Malaria) 4,290,730 Nov. 2004 – Nov. 

2009 

Global HIV/AIDS Initiative Nigeria –(GHAIN) 418,453,640 June 2004 – June 

2011 

Global HIV/AIDS Initiative Nigeria –Malaria 

300,000 June 2009 – June 

(GHAIN) 

2011 

Nigeria Indigenous Capacity Building Project 

5,637,018 Oct. 2007 – Sept. 

(NICaB) 

2010 

par bonds worth US$1.486 billion and promissory 

notes worth US$476 million. In addition, in 2007 

Nigeria repurchased about 21 per cent of 

outstanding oil warrants issued under a debt 

restructuring deal in 1991. All Paris Club debt 

relief gains were dedicated to additional spending 

on pro-poor projects and programmes towards 

achieving the MDGs in Nigeria. The flow of 

official development assistance (ODA) from 

developed countries to Nigeria rose from 

$4.49/person in 2004 to $81.67 in 2006 and 2007. 

This increase is as a result of debt relief gains but 

it is not enough to make progress on the MDGs. 


Table 21 

Indicator 1990 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 

Per capita ODA(official development 

assistance) to Nigeria(US$) 

3.0 1.47 1.39 2.38 2.44 4.49 48.94 81.67 81.67 NA NA 

Debt service as a percentage of 

exports of goods and services 

Sources: 

(i) Central Bank of Nigeria (2006) 

(ii) Central Bank of Nigeria (2007) 

22.3 8.2 12.4 7.8 5.9 4.5 15.2 11.0 1.3 0.5 NA 

(iii) World Bank (2006), World Development Indicators 

From the table above, the positive result is that the 

debt service ratio has fallen from 15.2% of exports 

in 2005 to only 0.5% in 2008 and the debt relief 

gains accruing from the gains have been 

channelled into the various projects carried out by 

MDAs covered by this report. 

Target 8e: Cooperating with Pharmaceutical 

Companies to Provide Access to Affordable 

Essential Drugs 

The obligation of development partners to 

cooperate with pharmaceutical companies in 

providing access to affordable essential drugs in 

Nigeria to tackle HIV/AIDS, malaria and 

tuberculosis was widely appreciated and seems to 

be on the increase. 

Target 8.F – Growth of Access to Information 

and Communications Technology in Cooperation 

with the Private Sector 

In 1990 there were only 0.3 telephone lines per 

100 people in Nigeria. However, following the 

deregulation of the telecommunications sector in 

2001, foreign investment in Nigeria's 

telecommunications sector increased from US$2.1 

billion in 2002 to US$8.1 billion in 2006. This has 

significantly expanded infrastructure and activity 

in the sector. The number of GSM (Global System 

for Mobile Communications) lines increased from 

0.27 million in 2001 to more than 1.57 million 

lines in 2002. The number of lines doubled again 

in 2003 to 3.1 million lines and tripled in 2004, 

reaching 9.2 million. In 2006, the number of lines 

almost doubled the 2005 figure of 18 million to 

reach 32 million. Thus, access to cellular phones 

increased from only two out of every 100 people 

in Nigeria in 2000 to nearly 42 per 100 in 2008. If 

this trend were to continue, 56.10 per cent of the 

population would have access to a cellular phone 

by 2015. 

The number of Nigerians using the Internet 

increased from 0.6 in every 100 people in 2000 to 

15.86 in 2008. Projections for 2010 to 2015 show 

an average of 11.35 users for every 100 persons, 

rising to 13.90 by 2015. Thus, although access to 

the Internet increased between 2000 and 2008, 

access rates are still very low in Nigeria. Overall, 

the involvement of private sector operators in the 

telecommunications sector has brought 

competition, innovation and wider coverage. The 

country‘s teledensity is far above the International 

Telecommunication Union (ITU) minimum 

standard of 1:100. It exceeds that of Ghana (8 

percent) and India (26.6 percent). Apart from 

bringing about wider coverage, the involvement of 

the private sector has created direct jobs for over 

12,000 people employed by the GSM operators 

alone while another three million indirect 

employment opportunities have been created 

through the operation of franchise and retail 

outlets for access, SIM and recharge cards as well 

as sales of handset. They have resulted in a higher 

contribution of the country‘s GDP. 


Table 22: Teledensity 

Indicator 1990 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 

Telephone lines per 100 people 0.3 0.44 0.47 0.54 0.66 0.75 0.87 1.17 1.07 0.86 NA 

Cellular subscribers per 100 

0.00 0.02 0.21 1.20 2.35 6.65 13.19 22.40 27.35 41.66 NA 

people1 

Internet users per 100 people1 0.00 0.06 0.09 0.32 0.56 1.29 3.55 5.55 6.77 15.86 NA 

Teledensity NA NA 0.73 1.89 3.35 8.50 15.27 24.18 29.98 45.93 45.93 

1 MDG indicators, UN (see http://mdgs.un.org/unsd/mdg/data.aspx) 

2 Overall teledensity: total number of telephone connections (land lines, cellular, wireless, etc.) per 100 persons. 

Other Sources 

(i) National Information Technology Development Agency, Abuja 

(ii) Nigerian Communications Commission, Abuja 

(iii) World Bank (2006), World Development Indicators 


CHAPTER 10: DOMESTICATION OF THE MDGS 

The quest to achieve the MDGs in Nigeria 

represents the country‘s commitment to the global 

partnership that originated from the country‘s 

endorsement of the Millennium Declaration at the 

Millennium Summit of 2000. Because the MDGs 

are stated as stand-alone goals, national attempts 

to achieve them often blur the multi-sectoral links 

between all goals, targets and indicators. From the 

on-set, the OSSAP-MDGs implementation 

strategy was based on the understanding that the 

Millennium Development goals and targets are 

interrelated and should be addressed as a whole. 

This is why the MDGs have been closely 

integrated with the country‘s national 

development agenda. 

In the Nigerian context, the MDGs represent a 

social investment in line with the country‘s Vision 

20:2020, and to help integrate the DRGs 

investments into the wider developmental goals of 

the country‘s development strategies, the OSSAP- 

MDGs is mandated to: 

Sensitise senior public sector 

managers in collaboration with 

the Ministry of Finance, 

Budget Office, Debt 

Management Office, National 

Planning Commission and 

NAPEP in the design and 

implementation of Virtual 

Poverty Fund (VPF); 

Evolve a consultative process 

meant to identify key strategic 

areas likely to have the 

greatest impact on achieving 

MDGs with senior public 

service managers, 

representatives of IDPs, the 

World Bank, DFID, UNDP 

and civil society; 

Design appropriate systems to 

tag and track public 

expenditure line items that will 

impact on the MDGs at both 

national and state levels; 

Work in collaboration with the 

MOF, BOF, NPC and DMO 

for the operation of a virtual 

poverty fund designed to effect 

results from the use of 

domestic resources derivable 


from debt relief for poverty 

eradication programmes; 

In collaboration with the NPC, 

design a coherent approach to 

achieving the MDGs and 

reporting periodically to the 

Economic Management Team 

(EMT); 

With the support of the NPC, 

provide quarterly reports to the 

Presidential Committee on 

progress and challenges to the 

delivery of the MDGs 

nationwide and to provide 

Secretariat services for the 

Presidential Committee; 

Assist in revision of sector 

plans harmonised with Vision 

20-2020 objectives to achieve 

the MDGs and incorporate 

them into budget processes 

accordingly; and 

Develop in collaboration with 

other agencies, a matching 

grant mechanism incentive for 

states to undertake MDGs and 

set targets for implementation 

within the framework of their 

State Development Priorities. 

Armed with the above mandates and working 

through both national and international 

partnerships, OSSAP-MDGs has been able to 

successfully domesticate the MDGs in Nigeria in a 

way that reflects the national, state, and local 

contexts. As a result, some of the MDGs‘ globally 

designed targets and indicators have been 

realigned to ensure that they relate to the realities 

in the country at all the three levels. OSSAP- 

MDGs has tried to do this through a series of 

methodology consultations at the federal, state, 

and local levels most of which involved the 

country‘s political decision-makers and 

development partners as well as extensive civil 

society participation. 

In this context, therefore, one of the key findings 

of the M&E exercise is that OSSAP-MDGs has, 

whenever appropriate, introduced and monitored 

additional indicators that reflect higher MDGrelated 

development endeavours committed to by 

governments at all levels. This way, OSSAP- 

MDGs has been able to ensure that the Nigerian 

government through the priorities it has set in its 

broader development agenda is always in a 

position to own the overall MDGs agenda while at 

the same time complying with the global MDGs 

requirements. In this regard, OSSAP-MDGs has 

successfully demonstrated how the MDGs can be 

domesticated within the country‘s operational 

development agenda. OSSAP-MDGs has been 

able to accomplish this difficult task by: 

Twining MDGs indicators and 

those in the country‘s key 

development strategies in ways 

that permit both international 

comparisons as well as 

realistic interpretations of local 

reality. With this approach, the 

two sets of indicators can be 

used simultaneously with the 

global MDGs indicators used 

to facilitate international 

comparisons while the local 

indicators serve as a basis for 

monitoring national 

development. For example, the 

OSSAP-MDGs is adopting a 

more demanding target, 

compared to that prescribed in 

the global MDG on education 


for the enrolment of children 

in primary education, by 

extending it to free junior 

secondary school education; 

Identifying indicators that are 

contextually relevant for the 

varying situations across 

Nigeria but which may be 

inappropriate to use in certain 

localised contexts. For 

example in certain parts of the 

country, especially in the 

eastern region, low school 

enrolment may be more of a 

problem among boys than 

girls. In such situations, 

indicators that are also relevant 

for tracking the performance 

of the ―boy-child‖ have been 

developed and are also being 

applied; 

Purposefully introducing 

projects that address sociocultural 

realities that impinge 

on specific MDGs. For 

example, the construction of 

sex segregated VIP latrines in 

schools in certain parts of the 

country serves not only as an 

effective incentive for higher 

enrolment of girls in schools 

but also as a creative and much 

better indicator than the more 

orthodox indicator of ―the 

number of new classrooms 

constructed‖ for measuring 

progress towards increased 

enrolment of girls; 

Identifyingspecific gender 

gaps and fixing context- 

relevant targets which mandate 

disaggregation by sex so as to 

promote reinforced gender 

advocacy aimed at closing the 

identified gaps. For example, 

focusing on the gender-related 

realities of the political playing 

field in the country for 

purposes of eliciting pressure 

to close gender gaps in 

politics; 

Promoting community 

consultation to encourage 

engagement and participation 

in the development process by 

empowering community 

members to advocate for 

improvements of their own 

situations. The outcomes of 

OSSAP-MDGs‘ focus on 

community involvement has 

been increased ownership of 

the MDGs across the country 

through the creation of new 

constituencies of stakeholders 

who are increasingly able to 

define what is important to 

them and to demand that their 

priorities be give due attention. 

There are indications that OSSAP-MDGs‘ efforts 

to domesticate the MDGs is beginning to payoff 

not only in Nigeria but also beyond the country‘s 

borders. There are two dimensions to Nigeria‘s 

leadership role as a best practice model for 

achieving the MDGs. First is the fact that several 

countries are following the activities of OSSAP- 

MDGs with keen interest and many of them are 

expressing interest in the model the Office is 

adopting. For example, East Timor has requested 


for and is presently adopting components of the 

CGS Implementation Manual. 

The second dimension relates to the fact that, 

thanks to OSSAP-MDGs, Nigeria is increasingly 

playing a leadership advocacy role for successful 

implementation of the MDGs in the wider African 

context. For example, Ms. SaudatuSani, the 

Chairperson of Nigeria‘s Federal House of 

Representative Committee on MDGs, spearheaded 

the initiative for the creation of the Network for 

African Parliamentary Union on MDGs. The aim 

of the initiative is to encourage African countries 

to set up and maintain Parliamentary Committees 

on MDGs similar to those operating in Nigeria so 

that each country‘s executive efforts towards 

achieving the MDGs receive the appropriate level 

of advocacy and oversight. 

That the OSSAP-MDGs is serving as a role model 

for other African countries is now generally 

recognised. For example, a meeting organised by 

the United Nations Economic Commission for 

Africa in 2009 recognised and commended the 

CGS as a good example of a government-led 

initiative for galvanising resources for projects 

OSSAP-MDGs: A Best Practice Example for the 

Domestication and Application of the MDGs 

Because of its leadership role, OSSAP-MDGs and 

its leadership are currently in active collaboration 

with the following: 

• Bill and Melinda Gates Foundation 

• International Development Research Centre 

(Canada) 

• William and Flora Hewlett Foundation 

• Millennium Promise Initiative 

• ActionAid International 

• Global Campaign for Education 

• Amnesty International 

• UNESCO 

• U.N 

• Earth Institute 

• MDG Advocates Group 

• AGRA 

• Global Sustainability Panel 

• UNESCO Senior Group of Experts 

• Global Monitoring Report on EFA 

• UNECA 

• International Task Force on Teachers for EFA 

• Centre LSD 

• Advocacy Nigeria 

• TED 

aimed at achieving the MDGs as well as for 

effectively managing these projects for results. 


CHAPTER 11: CHALLENGES AND LESSONS LEARNED 

Challenges and Lessons 

Project implementation is fraught with obstacles, 

some of them foreseeable while others can only be 

learnt from. Though DRG funds allocated for 

implementation of MDG projects and programmes 

were distributed according to sectors, the 

consultants on monitoring and evaluation, in 

consultation with the OSSAP-MDGs, took on the 

challenge of attempting to paint pictures of the 

interventions in forms of the Goals they aim to 

speak to. In general, cooperation from the MDAs 

in providing required information/status of their 

projects during monitoring and evaluation still has 

room for improvement. The M&E teams noted a 

pervasive caginess on the part of officials that 

should provide information on location of project, 

completion status and/or any hindrance towards 

success of the project. Some projects also 

apparently suffer a dearth of needs assessments 

before sites were chosen often leading to 

duplications in close proximity to each other. 

Inexperienced contractors, contract sub-letting and 

late award of contracts were notable challenges 

that plagued projects in many locations across the 

country. 

Some good practices were noted in the course of 

the M&E exercise, nevertheless. For instance, 

stringent applications of conditions in the 

Conditional Cash Transfer programme 

implemented by NAPEP and the involvement of 

the civil society groups in administering the 

project made a difference in 2009 as beneficiaries 

were closely monitored in the utilisation of the 

funds. They were told exactly what to do with the 

money; they did, and so improved their 

livelihoods. This is a clear departure from the old 

practice that allowed some beneficiaries to divert 

the money to other uses because the benefactor 

doled out money with little or no concern for 

utilisation. Furthermore, some CCT beneficiaries 

whose names were inadvertently omitted from the 

list of recipients posed some hindrances to 

disbursement officers in states like Lagos. In some 

earth dams, funded through the States‘ CGS office 

with participation of OSSAP-MDGs, benefiting 

communities such as Otukpo in Benue State, 

M&E teams learnt that water from the dam is used 

not only for irrigation but other unintended 

purposes such as domestic uses due to lack of 

other sources of water. This may have negative 

health implications on the people if they are not 

provided access to potable water. In addition, in 

areas with no nearby source of portable water, 

design of projects for construction of VIP toilets 

without construction of boreholes appeared to 

pose sanitation challenges. 

This report categorises the challenges and lessons 

learnt in two: Structural/institutional, and 

financial. 

Structural and Institutional Challenges and 

Lessons 

These relate to the structure of the various 

institutions administering the implementation of 

DRGs funds and projects. 

Exclusion of certain groups of potential 

beneficiaries during project design poses a 

challenge to achievement of various goals. 

Disadvantaged social groups such as the Almajiri 

continue to be excluded in the implementation of 

certain educational programmes while the types of 


projects being executed to empower women do 

not attempt to integrate women into formal wage 

employment outside the agricultural sector. 

Formation of political parties, cultural practices 

and high cost of election (women can‘t access loan 

from financial institutions until their husbands 

guarantee) poses a barrier towards the 

achievement of Goal 3. Also, no projects were 

designed towards achieving an increase in the 

proportion of women in national and state 

parliaments. 

Most of the agencies/programmes under the 

FMOH complain that after the DRGs funding had 

been secured using a given work plan, the DRG 

money was spent without recourse to the work 

plan, or to the department/programme that drew 

up the work plan. In rural areas, this situation 

further conflated with unavailability of skilled 

staff required to run the large number of PHCs 

that are under construction for two reasons. 

Firstly, there is a shortage of skilled health 

workers. Secondly most skilled health workers 

prefer to live in urban areas. That was why there is 

a serious mal-distribution of skilled health workers 

in Nigeria. In addition, these staffs need to have 

their skills updated regularly. 

Absence of facility management /maintenance 

components built into many projects also meant 

that they are in danger of falling apart, a few 

months after completion. A remedy to this is to 

make sure that the community feels that they own 

the project, as they are the direct beneficiaries, and 

that it is in their own interest to make sure that the 

facilities are maintained. There is also the need to 

make sure that all partners adhere to their 

commitments in the MOUs they signed for both 

the NHIS MCH scheme and the MSS. 

On the M&E side, the biggest challenge has 

always been lack of appropriate and timely 

information from the MDAs. The M&E teams still 

experience difficulty in locating some of the 

projects as no GPS locations were given in most 

instances. In Ekiti State, for example, some of the 

benefitting communities could not assist in 

locating the projects because of low community 

awareness. In a specific instance, as a result of 

lack of appropriate information, NMET was 

unable to assess the implementation of 

programmes under Family Health Division, Health 

System Strengthening and HIV-AIDS Division 

(NASCP). 

OSSAP-MDGs, which is responsible for the 

coordination of MDGs-DRGs programmes and 

projects, has carried out its mandate effectively 

due largely to all programmes and projects housed 

in a single administrative structure. This has 

afforded ease of coordination at the national level, 

but difficult to rhyme with the CGS mono 

structure in most states. The result is often the 

absence of synergy between all stakeholders at the 

state levels thereby leading to acrimony or 

duplication of resources towards the same aims 

and objectives. This also poses a lot of hindrances 

in the execution of M&E exercise; there is near 

total dearth of information on locations and scope 

of projects executed by federal MDAs to state or 

LGAs authorities. 

The OPEN M&E system was introduced by 

OSSAP-MDGs to shift the emphasis from simply 

monitoring DRG ―spend‖ to providing more 

detailed information on the extent to which the 

―spend‖ actually reflects the realities on the 

ground, i.e., the extent to which debt relief gains 

have been spent on projects aimed at achieving the 

MDGs and reducing poverty, the quantity and 

quality of services and goods provided or created, 

and whether the projects are leading to the desired 


esults and outcomes. The OPEN‘s M&E 

approach was intended to monitor and evaluate: 

The resources allocated to the 

DRGs‘ projects implementing 

agents (MDAs, CGS, Quick 

Wins, etc) through the 

Accounting Transaction 

Recording and Reporting 

System (ATRRS) – The 

Inputs; 

The use of the inputs (both 

financial and other types of 

resources) in terms of actual 

work performed, tasks carried 

out, actions taken, etc., to 

deliver the required services 

and/or produce an output – 

The Activities; 

The putting together of 

activities to produce the 

expected levels of services or 

goods to be created, based on 

the inputs used – The 

Outputs; 

How life is better than it was, 

as a result of the introduction 

of an output or combination of 

outputs originating from the 

project – The Outcomes. 

There is no doubt that the M&E system has been 

able to provide a comprehensive picture of the 

results recorded from the appropriations made in 

2009 for DRG projects as was the case in the 

previous years with regards to things that went 

well and the challenges experienced at the 

different Implementation Agent levels. However, 

the information available from the 2009 M&E 

exercise as was the case in past years, relates 

mostly to the inputs and, to some extent, the 

activities of the DRG investments, i.e., 

measurements from inputs to activities. The fact is 

that it is measurements from outputs to outcomes 

that are critical in understanding how DRG 

financial resources are actually achieving results. 

The SSAP-MDGs has stressed on several occasion 

that the OPEN M&E should not only focus on the 

organizational activities and outputs of DRG 

projects but should, more than ever, pay adequate 

attention to actual outputs and outcomes so as to 

be able to provide a results-based assessment as to 

whether or not DRG projects are leading to the 

desired results and achieving the right goals. 

Success in reaching this goal will require the 

following: 

A documented results chain 

for each DRG project that will 

be used to provide M&E 

evidence to justify or question 

the nature of expenditure 

patterns on DRG projects or 

project categories; 

M&E staff at both the national 

and state levels that are 

familiar with the results chain 

and can use it to guide their 

M&E activities; 

At least one MDG indicator is 

included in the relevant results 

chain of each project; 

A plan for collecting the 

required baseline information 

on key indicators is presented 

or, if appropriate, the process 

and procedures for 

constructing the needed 

baseline information 


etroactively, is clearly 

outlined; 

A credible accounting system 

is proposed for tracking 

project costs and producing 

periodic and cumulative totals 

of all project-related costs; 

The introduction of a data 

warehousing e-system to 

facilitate the standardisation of 

M&E data at the OSSAP- 

MDGs and state levels; 

A credible plan is presented 

for documenting and reporting 

on estimated changes in the 

identified key indicators at 

least at the end of the budget 

year. 

Financial Lessons and Challenges 

Most of the Goals projects suffered from 

challenges in the 2009 financial year. These 

ranged from underfunding through late release of 

funds to contractors to low aid support (in the case 

of Goal 8). Sustainability of some health-related 

projects such as the MSS and NHIS MCH 

interventions (which show promise of making 

huge and very visible impacts) might be 

threatened by lack of funding. For example, 

despite the tremendous success achieved by the 

MSS and NHIS MCH programmes, some 

problems still persist that adversely affect them. 

Despite signing an MOU with the NPHCDA, there 

are still some state and LGAs that are not fulfilling 

their responsibilities (e.g. in Kano, Ebonyi, 

Gombe and Delta) such as provision of 

accommodation for the midwives. As a result of 

this, States such as Ebonyi found it difficult to 

offer 24-hour skilled care). Provision of electricity 

and clean water for the PHCs, provision of basic 

drugs and laboratory services, delay in payment of 

allowances, etc., all contributes to poor utilisation 

of these centres. It would appear that more 

funding in the form of grants (not as capital 

appropriations which must be spent within a 

financial year or returned to the treasury) would 

improve their sustainability. 

For Goal 2, the increase in budgetary allocation is 

not proportionate to increasing number of children 

of school age, resulting in a qualified 

underfunding of UBEC to carry out its mandate 

programmes. In the Housing and Police sectors, 

there was no breakdown of project costs (for each 

project), thus making it impossible for the M&E 

teams to determine how much was allocated to 

each MDG goal in these sectors. 

There have been complaints from contractors of 

delays in payments for works done and this is said 

to be responsible for the slow pace of works on 

some of the sites. 

For Goal 8, which the M&E report is considering 

in detail for the first time, the following key 

challenges need to be addressed: 

Nigeria‘s balance-of-payments situation is 

determined primarily by developments in the 

world oil market; hence it has not been 

amenable to changes induced by import 

prohibitions, a policy instrument aimed at 

protection of domestic producers. But there is 

little evidence that it has produced the desired 

result. For example, a recent study of the 

textile sector—the single most important target 

of the import prohibition policies of the past 

twenty years—shows that both its output and 

employment have stagnated or declined 

(Oyejide et al., 2003); 

Large-scale smuggling in spite of stiff 

penalties imposed on those involved with the 

importation, transportation, storage, display or 


sale of prohibited items render the import 

prohibition policy virtually impotent. This 

recognition has not, however, led to the 

abandonment of the policy; 

Availability of essential medicines: Nigeria‘s 

health sector suffers from the double jeopardy 

of the prevalence of fake drugs and the 

existence of very expensive private-sector 

drugs supply. ODA has not been directed to 

the production and/or massive importation of 

generic drugs so critical to the improvement of 

the health sector; 

After the massive effort to drastically reduce 

the debt profile of the nation, significant 

relapse into unsustainable external 

indebtedness seems to have started in 2009. It 

is important that public policy is directed to 

this potential problem; 

Better governance is the critical challenge, 

with a particular need to improve evidence- 

based planning, public financial management 

and institutional coordination. There are 

encouraging signs that the Federal 

Government and many states are now prepared 

to face up to this challenge. 

It is important to note that significant 

improvement has been recorded in many areas, 

especially in the face of the failure of international 

partners to meet expectations of the MDGs. 

OSSAP-MDGs has evolved practices over the past 

half decade that have aided better running of 

governance and drive towards achieving the 

Goals, such as institution of the independent 

monitoring and evaluation. In areas where the 

international Goals were inadequate, the OSSAP- 

MDGs notched the standards higher. This 

commendable practice is fraught with challenges, 

which includes comparisons across countries and 

various implementing institutions such as MDAs, 

states and local governments. 


CHAPTER 12: RECOMMENDATIONS 

In learning lessons to improve implementation, the 

M&E team has identified key issues that require 

attention for improvement of future project 

implementation and monitoring. The 

recommendations concentrate only on those 

actions central to renewed vigour to achieve the 

MDGs in 2015. 

Increase in Budgetary Allocation, Especially to 

Education 

Government at all levels should direct more 

resources towards alleviating the poverty levels of 

its citizens. MDGs are targeted at sustainable 

poverty reduction and it is therefore recommended 

that government should continue to sustain the 

programmes addressing the Goals. The MSS and 

NHIS MCH programmes need to be scaled up 

nationwide for the attainment of Goals 4 and 5 as 

targeted. As the nation marches towards meeting 

Goal 2, there is need to double the budgetary 

allocation to the sector so as to increase the 

number of classrooms and teaching aid to meet 

with population increase. Efforts should be geared 

towards providing quality teachers and additional 

classrooms, with adequate teaching aids, while 

greater attention should be given the welfare of 

teachers for efficient performance. The monthly 

basic allowances given during the training has 

made a difference in the lives of the teachers, and 

consequently affected the learning condition of 

school children. Provision should be made for 

disadvantaged social groups such as the Almajiri, 

which form a significant number of children of 

school age in the Northern part of the country. 

Increasing Capacity of Women to Influence 

Decisions 

In achieving Indicator Four, which aims to 

increase the proportion of seats held by women in 

national and state parliaments, seminars, trainings 

and capacity building programmes on politics 

should be designed long before electioneering 

periods. This will help to build the competence of 

women who have political potential for future 

elections as well as generate the social and 

political will to accept women‘s participation in 

politics. Also, to attain the third indicator toward 

gender equality and women empowerment, 

projects should be designed that will have a more 

definite bearing on increasing the number of 

women in formal wage employment outside the 

agricultural sector. The CCT scheme could be 

employed for this purpose by broadening the 

scope beyond farming and trading. Furthermore, 

vocational centres that train educated women 

could also be established to harness their skills and 

set them up in better business programmes than 

mere trading. 


Local Partnership for Development 

The implementation of the DRGs programmes and 

projects has become a veritable tool for 

communicating sustainable development in 

Nigeria and more room exists for widening the 

partnership OSSAP-MDGs has begun in the last 

four years. OSSAP has shown that there is room 

for contribution by private sector, communities, 

and various levels of government and local civil 

society in working together to meet the MDGs. 

However, before embarking on future MDG 

projects, needs assessment should be carried out in 

collaboration with the beneficiary communities. 

They should also be involved in monitoring the 

projects during implementation and trained on 

their operations and maintenance. Private sector 

organisations should be encouraged to participate 

in infrastructural developments and public 

advocacy for the MDGs. For example, waterfocused 

NGOs should be encouraged to participate 

in assisting communities in the maintenance of 

hand pump and motorised boreholes, especially 

where the repairs are too technical or large sums 

of money (beyond what the communities can 

generate) are involved. To achieve more value for 

money, DRGs funds should be spent as much as 

possible in the CGS model, which has 

demonstrated a capacity to widen the scope of 

resources available for the MDGs. Engagement of 

civil society groups in the implementation of 

projects should be stepped up as this has proven to 

ensure the success of the project. 

Greater Collaboration with Other DRG 

Funded Programmes 

Some of the challenges identified during the M&E 

can be solved by greater coordination of, and 

better collaboration with programmes designed to 

achieve MDGs within OSSAP-MDGs. Reducing 

maternal, newborn and child mortality in Nigeria, 

for instance, is a complex task. The underlying 

causes are numerous and many of the potential 

solutions require interventions that go beyond the 

jurisdiction of the health sector. As an example, 

the challenge of lack of infrastructure in PHCs can 

be tackled through the CGS and Quick-Wins 

programmes. The lack of skilled manpower can 

partly be tackled in the short term by synergy with 

the Midwife Service Scheme and the cluster 

system, both of which are being implemented by 

NPHCDA with DRGs funding. The manpower 

gap and mal-distribution of health workers can 

also be tackled by the identification, mobilisation, 

proper training and kitting of Traditional Birth 

Attendants TBAs to provide delivery services in 

PHCs under the supervision of health workers. 

The NPHCDA is very well equipped to carry out 

this aspect. 

The Forum on Evidence-Based Health Policy 

Making of The Nigerian Academy of Science held 

in March, 2009 with the theme ‗Reducing 

Maternal and Infant Mortality in Nigeria: Bridging 

the Gap from Knowledge to Action‘ underlines 

this interconnectedness of the problem. It linked 

maternal and infant mortality to poverty, absence 

of primary healthcare systems, poorly trained 

medical workers and lack of political will. 

The practice of appointing Special 

Advisers/Assistants or Focal persons on MDGs, or 

in some cases on CGS in the States, which with 

most often concentrate their responsibility on only 

CGS projects, does not augur well for 

coordinating the march towards meeting the 

MDGs. Special Advisers, Assistants and Focal 

Persons appointed by states tend tofocus only on 

CGS projects with no inclination to other DRGs- 

MDGs programmes and projects implemented in 


their state. The need for a similar administrative 

structure in line with OSSAP-MDGs should be 

created at state levels, with responsibility to 

coordinate all DRGs-MDGs programmes and 

projects implemented in the State. Knowing what 

is going on in the state will facilitate the 

coordination of the march towards MDGs, avoid 

duplication of resources and efforts, and bring the 

state authorities into the stakeholders fold. 

Training of Skilled Healthcare Workers 

The above can only be successful if there is a 

deliberate policy to increase the number of skilled 

health workers available in the country. With three 

health-related Goals and others sharing healthrelated 

indicators, skilled healthcare workers are 

central to achievement of the MDGs. Policy 

should be made to increase spending on training 

and refreshing skills of healthcare workers, 

especially those that attend to the rural dwellers, 

as statistics indicate that most of the highly skilled 

healthcare workers practice in the urban areas. 

Improve Sanitation, Reforestation and Slum 

Dwellings 

The Federal Ministry of Environment should come 

up with new MDG programmes that will address 

bush burning, desertification and climate change. 

Programmes should also promote the use of 

alternative cooking fuels (such as briquettes) 

through subsidies so as to discourage the use of 

firewood. Policies should also be introduced to 

address overfishing by restocking the nation‘s 

water bodies with appropriate fish species. For 

purpose of sanitation, all VIP toilets should be 

sited where a nearby source of portable water is 

available. If none exists, a borehole should be 

drilled to accompany the toilet. 

Water remains a critical resource in both 

improving livelihood as well as the sustenance of 

health of the people. The efforts of providing earth 

dams and boreholes do not seem to eradicate the 

problem of water born and water related diseases. 

The annual occurrence of cholera out-brakes in 

parts on Nigeria contribute to the slowing or 

outright stop to the march towards the MDGs. 

There is therefore the need to put in place a 

community-based water monitoring strategy that 

aims at involving the community to identify health 

risks in the watersheds. This will help 

communities in improving the well being through 

watershed stewardship that will prevent this water 

borne and related disease outbreaks, thus 

eliminating cost of treatments. 

Advocate for Global Partners to Redeem 

Pledges 

Though Goal 8 is beyond the DRGs spend, the 

following actions can be taken towards achieving 

it: 

OSSAP-MDGs should lead the Nigerian 

government to encourage donors to fulfil 

pledges made on the quantity of aid flows (0.7 

per cent of Gross National Income (GNI)); 

Global partners should implement measures to 

promote aid quality; reducing tied aid, 

increasing the grant element, enhancing direct 

budget support, and ensuring better targeting. 

The National Planning Commission needs to 

play a more proactive role in coordinating, 

predicting, harmonising and aligning ODA 

resources; 

The reassessment of the new trend of rising 

debt profile of the country to ensure that we do 

not gradually revert to an unsustainable debt 

level; 

Nigeria‘s membership of the WTO provides it, 

in principle, a strong external trade policy 


surveillance mechanism. But the role of the 

WTO as an ‗agent of restraint‘ in favour of 

good trade policy is feasible only to the extent 

that the government whose behaviour is to be 

‗restrained‘ is committed to good trade policy 

and thus be willing to strengthen its hand 

against local vested interests. A coherent trade 

policy that promotes economic development 

must be developed with all relevant 

stakeholders and implemented; 

Government should work closely with 

development partners to improve availability 

and affordability of essential medicines, and 

Nigeria should be more focused in exploiting 

the flexibilities contained in the TRIPS (Trade- 

Related Aspects of Intellectual Property 

Rights) agreement, and where possible, 

promote actively the exchange of technology 

to promote local production. Increasing access 

and affordability of essential medicines is 

crucial for realising MDG 8 of advancing 

international partnerships as well as achieving 

the MDGs on reducing child mortality, 

improving maternal health, and combating 

HIV/AIDS, tuberculosis, malaria, and other 

diseases. 


CHAPTER 13: CONCLUSION 


The DRGs funding for MDGs projects and programmes represents only a small fraction of 

funds committed to poverty-reduction in the country. Almost every budgetary expenditure of 

the three tiers of government, in principle, contributes to poverty reduction. However, the 

DRGs fund and activities hinged on it have become major advocacy and sensitisation efforts 

for the feasibility of poverty eradication in Nigeria with all the human and natural resources 

at the country‘s disposal. 

The OSSAP-MDGs, as a coordinating office for the national response to the Goals, has 

demonstrated the importance of planning, monitoring and creative policymaking to public 

administration, which have been the lost ingredients in governance. The monitoring and 

evaluation exercise of the DRGs spend carried out in accordance with its OPEN framework, 

provides an incomplete picture of the status of Nigeria‘s progress towards achieving the 

MDGs. The complementary part of that picture, if at all possible, should be made up of an 

evaluation of expenditures from the DRGs at the level of state governments, and of the 

annual budgets of all the three tiers of government. Other picture elements of the MDG 

progress would include expenditures by international NGOs, private sector CSR initiatives, 

developmental assistance by foreign governments, and community self-help projects. This 

M&E report, focusing as it does only on the DRGs spend, gives an opinion only on the 

potential contribution of the DRGs to the specific items of the MDGs.

In the results chain, 18 this M&E only collected data to give informed verdict on no more than 

the inputs, activities and in some cases outputs, but not on outcomes and impacts of the 

projects and programmes. It has relied on complementary related data from other sources 

such as the National Population Commission, National Bureau of Statistics and other 

published and reliable unpublished sources. It would be desirable however, if an evaluation 

of projects executed since 2006 can be undertaken to measure impact of DRG expenditures 

so far made. This is even more tenable in the light of discovery that certain facilities have 

fallen into disuse over the years either due to lack of maintenance, absence of skilled 

manpowered or use of substandard materials. 

Conclusions by Goals 

Goal1: The M&E team covered 405 out of 596 projects within a short duration. The 

completion of 2009 projects for Goal 1 is approaching 100% as soon as the on-going 

projects are complete. Meanwhile it has been observed that the success is dragging due to 

non-performing contracts as shown in the case where 2009 budget line item is still ongoing 

in 2011. There should be prompt response to the projects in terms of finance, project 

information and implementation. 

Improved livelihood observed among many beneficiaries of DRG-funded MDGs poverty 

and hunger reduction programmes across the country indicates that MDG 1 targets 1 and 2 

were well addressed in 2009. 

Goal 2: From the findings, it can be seen that the most progress is being made in achieving 

the increase of enrolment in primary, secondary and tertiary educational institutions as well 

as increasing the literacy rate of women within the 15-24-year age bracket. This is probably 

due to the construction of classroom blocks, VIP toilets, library centres and other educationbased 

projects through the CGS and Quick-Wins initiatives. 

Goal 3: Progress in this Goal has concentrated on only two out of the four indicators. 

Evidence abounds that the most progress is being made in achieving an increase of girl child 

enrolment in primary and secondary schools. It can be inferred that this will improve the 

literacy rate among women. However, it is important to design projects and programmes that 

will serve all the indicators under this goal in order for the attainment of gender equality and 

women empowerment. 

Goals 4, 5 and 6: The health-related Goals made much progress in the year under review. It 

is possible to attain the health-related MDGs if the NHIS MCH Scheme and the MSS are 

scaled-up gradually, including massive investment in both PHCs and training of skilled 

health personnel. FMOH programmes appear best implemented by agencies that are selfaccounting 

such as the NPHCDA and the NHIS. They produce their own work plans that get 

implemented with little interference from the parent Ministry. MDA implementation of 

projects/programmes in states will be much more effective if there is a mechanism that will 

18 The results chain is a planning framework that assumes that inputs are made with the intention of generating outcomes, 

which will make an impact, in the following order: Input – Activities- Output – Outcome—Impact. 


ensure that the states are involved in the design and implementation of the programmes. 

However, it is not practicable to comment on the impact of DRG spending in 2009 on TB 

and HIV/AIDS except to say that the additional infrastructure, reduced physical and 

financial barriers to access to healthcare, and improved access to skilled care will certainly 

affect their indices. DRGs funds were not a major player in HIV-AIDS and TB in 2009. 

Only Taraba State got a budget of N30, 942,460.00 on TB related activities. Very little 

information was available on the N1, 000,000,000.00 budgeted for HIV-AIDS Division 

(NASCP) of the FMoH to facilitate assessment of the spending. On the other hand, 

prevention and treatment of malaria are an integral part of MNCH. The massive distribution 

of ITNs/LLINs improved MNCH that is an integral part of MSS and NHIS MCH means that 

there should be a significant impact on malaria indices for 2009 and 2010 when they are 

available. 

Goal 7: There has been some improvement in the implementation of MDG projects under 

Goal 7 in the 2009 budget, when compared to previous years. However, there are very few 

MDG projects addressing environmental issues in the 2009 budget. This should be redressed 

in future interventions. The implementation rate of 59.6% has to be improved upon if this 

Goal is to be achieved by the year 2015, since much of the attention to the Goal comes from 

the Federal level of government. Considering the short time left to 2015, the number of 

interventions should be increased and ways should be found to facilitate the implementation 

process. 

Goal 8: The level of contribution of ODA towards achieving the MDGs in Nigeria is 

insufficient and indeed very low in per capita terms. Nigeria needs to send a clear message 

that her partners need to scale up their assistance to contribute their own quota to meet the 

targets by 2015. Be that as it may, the outlook for achievement of MDG8 (particularly with 

respect to debt sustainability and access to information and communication technologies) is 

positive and looks set to improve further. On Goal 8, the expenditure of DRGs on MDGrelated 

investments has shown that Nigeria can have a significant impact on all goals in a 

relatively short time. DRGs have contributed significantly to the near-total eradication of 

polio in the country, a significant drop in maternal mortality and the recruitment of 74,000 

primary school teachers. However, other indicators (such as those for primary school 

completion rates and access to improved water supply and sanitation) show poor trends and 

deviate widely from the targets. Reversing these negative trends and accelerating progress 

towards the MDG 2015 targets will require bold measures to enhance service delivery, scale 

up investments, rationalise resource allocation, improve implementation coordination and 

improve the quality of government spending. 

There is no doubt that Nigeria‘s development partners are desirous to see poverty alleviated 

in the country. The Nigerian government also understands the fundamental dilemma 

surrounding foreign aid and its management, i.e. its dual purpose of serving as both foreign 

policy and as a key development instrument as well as its transnational nature. This dilemma 

owes its origins to the political realities in the governance structures in the donor countries to 

which they must submit as well as to their desire to influence the transnational environment 


within which they have to make and implement international development policies. One way 

of addressing this bottleneck might be to draw up creative accountability frameworks that 

clearly spell out the commitments and responsibilities of each partner, both shared and 

individual, including the role of international civil society, as well as emphasise the 

importance of transparency and accountability not only on the part of the donor country 

governance structure but also to Nigeria‘s parliamentary structure. Multi-year funding 

commitments by donors that help remove pressure for quick spending on quick-fix solutions 

might also be helpful. There will be need to strengthen predictability and draw up templates 

for common assessment tools and reports. 

General Conclusion 

The progress being made by the DRGs fund expenditure mechanism in terms of planning, 

implementation and evaluation is a model that must be sustained if the nation aims to exit 

the level of developing country and become one of the 

most industrialised nations by the year 2020, just five years after the MDG target year of 

2015. 

Generally, the most efficient 

implementation mechanism is the 

CGS, for many reasons (see box). Any 

mechanism that leverages more funds 

towards achieving the MDGs, 

especially if there is the added bonus 

of community participation and 

ownership, should be encouraged. This 

Features CGS Implementation: 

Community Participation 

Leveraging of 50% matching funds 

Full cooperation from state and local governments in 

provision of enabling environment, staffing, etc. 

More transparent implementation 

M&E in built in the MoU 

OSSAP can withdraw its funds in the event of breach of 

terms of the MoU 

is more so if it also comes with some capacity building/skills enhancement, as classically 

illustrated in the Midwifery Service Scheme of the NPHCDA. 


APPENDIX I: M&EMETHODOLOGY 

Methodology 

ANNEXES 

Monitoring and evaluation of 2009 DRGs-MDGs projects and programmes was done by a completely 

independent National Monitoring and Evaluation Team (NMET). 

Qualitative data was collected through in-depth interviews and focus group discussions (FGDs) with 

stakeholders in beneficiary communities. Observations were recorded using a set of templates and benchmark 

criteria that were agreed at the inaugural national briefing workshop at Kaduna. Benchmarking helped measure 

the progress of work at project sites by apportioning a percentage to each work stage. 

State M&E teams (SMETs) assessed DRGs-MDGs projects and programmes in the field. NMET visited states to 

verify sample SMET reports. During these visits interviews and FGDs were held with beneficiaries and NMET 

met with the directors of the state MDGs offices and MDA desk officers. Meetings of both state and national 

teams with MDAs were facilitated by OSSAP–MDGs through letters of introduction to state coordinators. 

All data and information from field M&E were fed into a web-based portal created by NMET for real-time data 

feed from all the teams. The portal provided seamless communication between the state and national teams, 

and allowed basic information for the various sectors to be shared. It also eliminated redundant data as all 

project sites were codified according to budget line items. In addition, the web portal generated reports on the 

status of projects (Abandoned, Completed, Ongoing and Not Started) and on the quality of project execution 

(Good, Average and Poor). A project was categorised as „Abandoned‟ if it had started but the contractor had not 

been to the project site for six months. If site visits showed that the project had not begun, it was categorised as 

„Not Started‟. 

Of particular interest to the NMET were the „Outputs‟ (level and quality of completion) and the „Immediate 

Outcomes‟ of projects and programmes. Completion related to the actual physical finishing of a project, as 

evaluated by M&E consultants, and the quality of execution was based on agreed benchmarks. The ‟Immediate 

Outcome‟ was a composite evaluation made by CSOs who assessed the degree to which projects or 

programmes served their intended purpose, taking into account community participation, relevance to end users, 

access to end-users, branding and sustainability. 

National M&E Team Portal 

The NMET Portal is the website where data from the state M&E teams was assembled. The portal was 

developed to streamline data collected by the states‟ team so that it can be stored in a centralised databank with 

the aim of improving collection methods, data analysis and integrity of data from the fields. 


Objectives 

The M&E portal was developed to: 

Facilitate seamless communication between the SMETs and NMET; 

Share work plans for the various sectors; 

Free up time so that the SMETs and NMET could concentrate on the core functions of field M&E while 

the IT platform automated processing and reporting; 

Analyse the data collected, collate it and develop robust reports based on the quantitative and 

qualitative data; 

Eliminate redundant data by codifying line items, hence maintaining the integrity of data collected; and 

Remove obstacles that might arise from deploying the M&E system online. 

2009 NMET PORTAL 

The 2009 M&E Portal was enhanced to capture “vital information” that was not covered during 2008 M&E 

exercise and also key in observations from state teams. These include: 

Broadening the reporting template to capture human angle stories, background information and 

supporting information on project utilisation and factors responsible for performance or nonperformance; 

Developing an instantaneous reporting system (IRS) that allows the national and state teams‟ to tag 

projects that require urgent attention/action by OSSAP-MDGs and highlight inconsistent reporting of 

parameters by state teams (for example, a completed project with 0% quality compliance); 

Restructuring the M&E portal to report based on goals rather than the traditional sector based 

reporting; 

Improving portal functionality and ease of use on the portal so that state teams can concentrate on the 

core functions of field assessment while the portal scientifically analyses results emanating from the 

field; 

Developing compendium of pictures and GPS Coordinate to help in mapping of project sites and data 

sharing across multiple platforms. 


ACHIEVEMENTS 

Restructuring to a Goal Based Reporting System 

One of the successes of the portal was the tagging of projects into goals rather than the traditional sector based 

approach we started with. This approach allowed the national team to analyse projects across goals and make 

comparative analyses that wouldn‟t have been possible. 

Generating Goal Based Reports across implementing MDAs/Sector 

The portal was also able to establish correlations between implementing MDAs/Sectors and their goals. The 

portal gave insight into efforts by implementing MDAs in achieving the various MDGs goals with supporting 

human angle stories and performance indexes by state consultants and CSOs 

Portal Entries 

The entries by the state teams increased by two folds. A total of 13,339 entries were registered compared to 

8,899 entries during the 2008 M&E Exercise. This shows that state teams are getting used to using the portal as 

an effective means of reporting findings on the field. 

Assessment of State Teams 

The portal was able to assess the performance of state teams in terms of the number of entries made and 

quality of reporting on the portal. This provided a means of competition among the state teams which improved 

the overall data quality when compared to that of 2008 M&E exercise 

Challenges of the M&E Portal 

The M&E portal is an effective tool for gathering and analysing data across the states. For the 2009 exercise 

there were challenges in effectively utilising the portal. This is summed up below: 

Lack of Version Control on 2009 MDGs work plan 

One of the challenges encountered during the 2009 M&E exercise was the different sources of work plan from 

OSSAP-MDGs, MDAs and our state teams. A number of projects registered on the portal were reported not to 

be the right version being implemented by the state teams. This can be attributed to change in projects or 

project locations without informing OSSAP-MDGs. The web portal team had to review the various versions and 

harmonise them, which wasted valuable time and probably contributed to the poor performance of some state 

teams. There might have been redundancy in the number of projects registered on the portal. 

Retagging of projects to Goal based reporting 

The initial scope of work for the M&E portal was developed to be sector based. This scope of work changed to 

be goal based which required restructuring of the portal. This painstaking effort made the web portal team to 

review and append a goal target to each project. The time lag could have been used to improve on 

observations from state teams. 

Tagging multiple goals on a project 

The shift to goal based reporting brought some challenges. Many projects had cross cutting goals which made it 

hard to put a definite Goal tag. Multiple key tags were introduced to solve this problem. An example is a Goal 2 

project (achieving universal basic education) that is also a component of goal 3 (gender equality). 

There are also projects which came as a unit and had block financial allocation (i.e. construction of classroom 

+VIP Toilet) but needed to be broken down to measurable projects(i.e. construction of classroom(Goal 2) , VIP 

Toilet (Goal 7)) that had different financial allocation. This challenge was solved by allocating percentages to 

each component (i.e. construction of classroom -85%, construction of VIP Toilet-15%) so that we can get an 

indicative financial allocation to the various goals. Also financial allocations of projects with multiple goals were 

shared across the number of goals for the project/programs. 


Recommendations 

Version Control 

A version control system should be established by OSSAP-MDGs so that initial work plan collated and sent by 

the National Teams are the same with what the state teams receive on the field. This is important to increase the 

throughput and decrease time lag in harmonizing different version. The OSSAP-MDGs can set up an eprocurement 

system that allows state to update changes on their work plan and provide an avenue for better 

expenditure tracking. 

Retooling of M&E for offline data processing 

The M&E Portal is not only an important tool for enhancing M&E but also a credible tool in getting the right 

answers on MDGs projects. Investment should be made in retooling it to ensure it can be used offline because 

of the internet deficit in Nigeria. SMETs should be able to submit their M&E findings offline and later upload it on 

the server once internet connections are available. This would increase the rate of entries on the portal. 

Integration of M&E Data into Recognised Information System Standards 

The Data from the M&E Portal should be plugged into the various information systems so that comparative 

analysis can be made from the various sources. This would help in sharing information across the various 

systems and probably help in getting an overall picture of how DRG spend are contributing towards MDGs. 

Conclusion 

Despite the challenges, the M&E Portal has been able to collate a lot of field reporting entries. It has opened a 

central data bank for M&E projects which can be used in the overall picture of attaining the MDGs Goals. The 

M&E Portal has reached its advanced stage since the experience of using the M&E Portal has introduced ways 

of making the M&E better. 


Appendix II: Questionnaires for 2009 DRG-MDGs Projects and 

Programmes 

MDGs General Questions 

Goal 1: Special interventions 

1. How many jobs were created as a result of the initiative? State both long term- and shortterm 

jobs and the number of people that benefitted. Disaggregate the data by the number of 

men/women and the nature of the jobs they got. 

2. Have business opportunities been created? What are the immediate benefits to the 

immediate and extended family members? 

3. What has your family acquired as a result of the intervention? 

4. Are there children of school age who were not going to school, but are now enrolled in 

schools? 


1. How many schools are in the community? Include private and public schools as well as 

special schools e.g. schools for physically challenged persons, etc. 

2. Do we now have more children in schools as a result of the intervention? 

3. Any improvement in the teaching skills of the teachers as a result of the MDGs? 

4. Has the performance ratio improved? 


1. State the regional and international instruments relating to women and children that have 

been ratified by the state. 

2. Do people know about them? 

3. How many women and men from the community are in (elected) political positions at federal, 

state and LGA levels? Please, disaggregate the data by sex. 

4. How many women from the community contested the elections in 2007? 

5. How many women are on the council of elders in the community? 

Goal 4 and 5: Special interventions 

1. Where do pregnant women seek medical attention in the community? 

2. Are they happy with the services provided in the health centres? 

3. Are the services adequate? 

4. What type of services do they provide in the health centres? 

5. Do they have routine immunisation in the community? Where? 

6. Do they pay for services? How much? 


1. Are there people living with HIV/AIDS in the community? 

2. Do they go the health centres for support? 

3. What kind of support do they receive 

4. Do hospital records show an increase in the number of clients? 

5. Is there awareness of HIV prevention, treatment and management among the community 

members? 

6. Has any member of the community received insecticide treated nets? 

7. Can we establish from hospital records, whether or not there has been a reduction in malaria 

cases as a result of the intervention? 



1. Has the project increased community members‟ access to safe drinking water? 

2. Is there a decrease in the rate of water borne diseases in the community as a result of the 

intervention? 

3. Have hygiene and sanitation practices improved in the community as a result of the 

initiative? 

4. Are cultural norms of the community observed during project implementation? 

5. Do we have some examples? 


1. Is any other donor working or implementing a related programme in the community? Where 

is the project located? 

Civil Society questionnaire 

Community participation 

1. What is the size of the community? 

2. What infrastructures exist in the community? 

3. Which MDG project(s) is (are) being implemented in the community? 

4. How was the project selected? 

5. Was a community needs assessment conducted? 

6. Were members of the community part of the community needs assessment? 

7. Were projects implemented in line with the priority set by community members? 

8. Did you or any member of the community play an active role in project selection, execution or 

monitoring? 

Branding 

1. Does the project have the MDGs Nigeria logo? 

2. Is 2009 written on the project? 

3. Was the project launched/commissioned in the community? 

4. Was there any other awareness programme on the project in the community? 

5. Are the community willing to use the services provided? 

6. Are the community pleased with the initiative 

7. Are there suggestions for future intervention? 

Capacity building to be directed at service providers 

1. How many staff members are working in the facility (school, PHC, training centre, etc.)? 

2. What are the qualifications and position of each of the staff? 

3. Have any of them been trained by the implementing agency? 

4. When, where and how long was the training? 

5. Has the training affected their work? How? 

6. Do they have materials to work with? Are these enough? 

7. What else will they need? 

Note: Document community members’ opinions on the services provided. What was the situation 

before the intervention and what is it like now? Also check the records of the facilities to determine 

any decrease or an increase in the number of users over a period of time. 


Accessibility 

1. Why is it that people use/do not use the facility provided? Give reasons for the response. 

2. How many people use the facility every week? 

3. Do people pay for the services provided? How much, and why? 

4. How do most of the community members reach the facility? 

5. Are there other people from neighbouring communities who use the services? 

MONITORING AND EVALUATION COMPONENT OF OPEN 


CONSULTANT SITE VISIT FEEDBACK FORM 

This document acts as an on-site checklist for the monitoring and evaluation (M&E) 

component of OPEN. Its objective is to provide a standardised format for recording 

observations during site visits. 

OFFICER REPORTING: 

CONSULTANCY: 

DATE: 

QUESTION ANSWER 

1 DETAILS OF LINE ITEM/PROJECT 

1.1 Chart of Accounts code: 

1.2 Description as in Budget: 

1.3 Ministry: 

1.4 Executing MDA: 

2 DATE OF SITE VISIT 

2.1 What is the date of the site visit? 

2.2 Approximate time of site visit: 

3 LOCATION 

3.1 What State is the project in? 

3.2 What LGA is the project in? 

3.3 What is the name of the village/town/city in 

which the project is located? 

3.4 Describe how to reach the project, and give the 

GPS location 

3.5 Was the project located where the Ministry 

stated? 

3.5.1 If no, please provide further comments (on 

location and possible reasons for the 

discrepancy) 

4 SAFETY: 

4.1 If there are any safety issues regarding the site 

visit that you would like to flag, please do so 

here 

5 DESCRIPTION OF THE PROJECT: 

YES / NO [delete as 

appropriate] 

5.1 Category of project ONGOING / NEW / 

REHABILITATION [delete as 

5.1.1 Does this concur with what you observed on the 

ground? 

5.1.2 If the project is rehabilitation, is/was the project 

site in need of rehabilitation? (please give 

discussion) 

5.1.3 Please add further comments as appropriate 

5.2 Given the description of the project given in the 

Budget, please give feedback on your site visit 

here: 

5.2.1 Generally, how well does the project/program 

meet the specifications in planning documents? 

Will the project achieve the goal/s set out for it? 

5.2.2 Accessibility of project site 

5.2.3 Availability of support infrastructure such as 

power and water provision, as well as details of 

access roads 

5.2.4 Ownership and other issues relating to 

appropriate] 


appropriate] 


sustainability 

6 QUALITY OF WORK: 

6.1 Is the quality of work commensurate with that 

outlined in the bill of quantities/workplan for the 

project? 


appropriate] 

6.2 Given the description of the project given in the bill of quantities/workplan, please give 

feedback on your site visit here: 

6.2.1 Are the quantity of inputs as contracted? 

6.2.2 Are the quality of inputs sufficient? 

6.2.3 Are the methods being used for the completion 

of the project/programme sufficient to produce a 

quality output? 

7 CAPACITY ISSUES 

7.1 Was it possible to visit the 

executing/implementing agency? 

7.1.1 If yes, go to 7.2 

7.1.2 If no, go to 8 

7.2 GOVERNMENT EXECUTING AGENCY 

7.2.1 What is the address of/directions to the 

government executing agency? 

7.2.2 Please give feedback on whether, in your 

opinion, the executing agency has the capacity 

to implement the project as described in the 

Budget 

7.2.3 Did they have any preparatory documentation 

for the project? If so, please give details here 

8 BENEFICIARY IMPACT 

8.1 Who is benefiting from the project? Is their a 

significant difference in the benefits accruing to 

males and females? 

8.2 Is the service and/or facility achieving its 

objectives? 

8.3 How can the service be further improved? 

8.4 Can you get any human interest story to 

illustrate the success and/or failure of the 

service and/or facility? 

9 ANY OTHER COMMENTS 

9.1 Please use this space to note any observations 

not yet covered. 

Signed 

……………………………………………………… 

………………… 


appropriate] 

Date 

………………………………… 

……………………….. 


APPENDIX III: BENCHMARKS FOR 2009 DRGs-MDGs PROJECTS AND 

PROGRAMMES 

Benchmarks for community participation 

Active community participation is a key to building an empowered community. Not only is 

participation a requirement for all MDGs projects and programmes, it is also critical to the 

success of all the projects implemented under the DRG. 

Benchmarks Maximum (assessed by CSOs during 

group exercises) 

A community needs assessment was conducted 40 

Community members participated in the needs assessment 20 

Project is in line with the priority set by the community members 20 

Community members played an active role in project selection, 

execution and monitoring 

Total score 100 

Branding 

Branding is essential to the sustainability of the DGs DRG projects and programmes. It should raise 

the consciousness of Nigerians and other stakeholders of the importance of the DRG projects and 

programmes. It should also demonstrate the success of the M&E framework and the need to 

replicate it in other sectors. 

Benchmarks Measure 

Project is clearly tagged with the MDGs Nigeria logo and the budget year 50 

Community sensitisation was conducted by the executing agency or their associate 30 

Community members identify with DRGs-MDGs-funded projects 20 

Total score 100 

Capacity Building 

Service providers need to be provided with adequate skills, knowledge and the equipment/facilities 

needed for the successful implementation of the DRG-funded projects and programmes. This can be 

in the form of training programmes, expository visits, internships, supply of equipment, materials, 

facilities, etc. 


Service providers meet minimum the standards required for the job. 20 

Service providers have received additional training from the implementing body or its 

associate. 

Service providers are satisfied with the training provided. 20 

Service providers have the minimum required facilities needed to carry out their work 

effectively. 

Services provided have improved due to capacity strengthening. 20 

20 

20 

20 


Accessibility 


Project is accessible to most community members. 30 

Project is located where most of the community members can access the facility. 20 

There are some impediments making it impossible for community members to access 

the facility. 

Impact of the DRG on the MDGs 

Are analyses that measure the net change in outcomes among a particular group or groups of people 

that can be attributed to a specific programme using the best methodology available, feasible and 

appropriate to the evaluation question that is being investigated and to the specific context? 

Goal 1 Measure 

Some community members were employed either on a short- or long-term basis as a 

result of the DRG. 

Families/individuals within a community are earning more income as a result of a boost 

in economic activities. 

Status of the family has improved as a result of the initiative. 20 

Families now have their children/wards in schools as a result of the special initiatives. 30 


More pupils including those with disabilities are now in school due to the DRG 

intervention. 

Teaching skills have improved as a result of the teacher training scheme. 50 


Increase in the number of literate women due to the DRG intervention. 50 

Ministries of Women Affairs now able to provide better services as a result of the DRG. 20 

Regional and international instruments related to women and child development have 

been ratified as a result of advocacy and developed guidelines. 

Numbers of women in political position as a result of MDGs intervention. 15 


Under 5 mortality rates have been reduced in communities that benefitted from the 

health sector programmes. 

More patients, including women and children, now access services from newly 

constructed/renovated PHCs. 

More children have been immunised because of the immunisation programmes and 

PHCs constructed. 

Pregnant women are attended to by more skilled personnel. 25 

30 

20 

50 

15 

25 

25 

25 

50 



Pregnant women are attended by more skilled personnel. 40 

Midwifery scheme has led to an increase in the number of women who seek ante-natal 

care. 

More community members are aware of the health sector initiatives. 30 


Increase in the number of people accessing HIV/AIDS special projects and programmes. 25 

Support to people living with HIV/AIDS has led to a reduction in stigma and 

discrimination in the community. 

Enhanced information on HIV/AIDS among youth (males and females) due to support of 

NGOs and Ministry of Youth. 

Decrease in the number of malaria cases presented in health facilities due to 

intervention. 


Increase in the number of people accessing safe drinking water. 30 

Decrease in the number of water borne diseases/infections presented in health facilities 

due to intervention. 

Improved sanitation in community due to intervention. 30 

Projects implemented keep to cultural standards of the communities. 10 


Do projects have multiplier effects? 25 

What needs to be scaled up? 25 

Is there duplication of donor and government efforts? 50 

Milestones for youth development projects 

A. Main ministry 

1. Training of youth cooperatives in agriculture 

Development of training manual 20% 

Identification of trainees 20% 

Training of trainers 20% 

Training of trainees 20% 

Practical skills acquired by trainees 20% 

2. HIV/AIDS 

Identification of youth-based NGOs and CBOs 20% 

Review of organisation activities 20% 

Assessment of organisation needs 20% 

30 

25 

25 

25 

30 


Disbursement of funds 20% 

Utilisation of funds towards goals 20% 

3. Youth conflicts 

Identification of youth related conflicts 20% 

Identification of conflict hot spots 20% 

Advocacy and sensitisation activities 60% 

4. Citizen and leadership training for youth 

Development of training manual 20% 

Identification of training participants 20% 

Conduct of leadership and citizenship training 60% 

5. NYSC family life education campaign/MDG awareness 

Training of 555 orientation and 555 master trainers 

(3 orientation courses) 20% 

Selection and training of 11,000 MDG advocates 

(13 orientation courses) 20% 

Printing and distribution of IEC materials to corps volunteers 

(T-shirts, face caps, manuals and posters) 20% 

Equipping advocates with materials 20% 

Training and sensitisation of communities 20% 

6. Youth mainstreaming – promotion of youth for national development 

Development of mainstreaming tools for Youth in key areas 

(health, conflict issues, education, labour, industry, etc.) 25% 

Review of national youth policy in line with current youth 

development mandate, NEEDS 2 and 7-Point Agenda 25% 

Establishment of critical mass for specialised training In ministry 25% 

Implementation of strategies to states youth 25% 

B. National Directorate of Employment 

7. Skills acquisition for mass employment and wealth creation 

Rehabilitation of skills acquisition centres 30% 

Equipping of centres 30% 

Conduct youth training at the centres 60% 

Benchmarks for renovation projects 

All building structures % 

Demolition and removal of debris 10 

Replacement of roof covering/roof structure 25 

Replacement of doors/windows 5 

Replacement of fittings and fixtures e.g. wardrobes, kitchen cabinets, 

5 

cupboards, notice boards, blackboards, etc. 

Replacement of wall tiles, floor and ceiling finishes 15 

Painting generally 20 

Replacement of electrical/plumbing fittings 10 

Clearing of debris from site and cleaning 5 

Testing and commissioning 5 

Total 100 


Boreholes % 

Dismantling of borehole equipment 10 

Replacement of riser pipes 15 

Replacement of pump 25 

Repair of solar panel/generator set installation and/or replacement 25 

Repairs and/or replacement of tank construction/erection 20 

Testing and commissioning 5 

Total 100 

Re-activation of small earth dams % 

Clearing bushes, etc. 10 

Repairs to dam axis 30 

Repairs to spillway and intake structures 30 

Erosion control 20 

Repairs to other ancillary works e.g. access road, etc. 10 

Total 100 

Supply of pharmaceuticals (drugs, vaccines, etc.), reagents, etc. which are regulated 

by, and carry NAFDAC numbers: 

Level of completion 

Quantity supplied/quantity ordered; or value of items supplied/total contract sum, multiplied by 

100 to give a percentage 

Quality compliance 

Either it complies with NAFDAC specifications, or it does not (It is all or none) 


APPENDIX IV: DRGs PRESENCE IN THE STATES OF NIGERIA 

Abia State 

Projects Related to: 

Number of DRG 

Project 

Locations of 

relevance to the 

Goal 

Total 

Number of 

Projects in 

all 

locations 

MDG 1 – Eradicate Extreme Poverty and Hunger 25 2026 

MDG 2 – Achieve Universal Primary Education 157 5775 

MDG 3 – Promote Gender Equality and Empower Women 3 193 

MDG 4 – Reduce Child Mortality 170 5475 

MDG 5 – Improve Maternal Health 170 5475 

MDG 6 – Combat HIV/AIDS, Malaria and Other Diseases 170 5475 

MDG 7 – Ensure Environmental Sustainability 32 6385 

MDG 8 – Develop a Global Partnership for Development 5 510 

Adamawa State 



DRG Project 


relevance to 

the Goal 

Total 


Projects in 

all 

locations 









Akwa Ibom State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Anambra State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Bauchi State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 



MDG 3 – Promote Gender Equality and Empower Women 193 






Bayelsa State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 

MDG 1 – Eradicate Extreme Poverty and Hunger 2026 








Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Benue State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Borno State 



DRG Project 



the Goal 

Total 


Projects 

in all 

locations 









Bayelsa State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 

MDG 1 – Eradicate Extreme Poverty and Hunger 2026 








Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached 

by all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Cross River State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Delta State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Ebonyi State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Ekiti State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Enugu State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









FCT, Abuja 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Gombe State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Imo State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Jigawa State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Kaduna State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Kano State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Katsina State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Kebbi State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Kogi State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Kwara State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Lagos State 



DRG Project 



the Goal 

Total Number 

of Projects in 

all locations 









Nasarawa State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Niger State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could be 

reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Ogun State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Ondo State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Osun State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Oyo State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Plateau State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Rivers State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Sokoto State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Taraba State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Yobe State 



DRG Project 



the Goal 

Total 


Projects in 

all locations 









Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 

Potential 

Populatio 

n that 

could be 

reached 

by all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


Zamfara State 



DRG Project 



the Goal 

Total 


Projects in 

all 

locations 









Actual 

Population 

Reached by 

all the 

projects 

Potential 

Population 

that could 

be reached 

by all the 

projects 


S/N State Assigned Private Consulting Firm Point Person(s) 

1 Abia Aku International Nigerial Ltd Engr. NdukaUduma; Arc. IbekaMaduka 

2 Adamawa Crown Oceans Nig Ltd Engr. Adetoro M. Christogonus U. Anyanwu 

3 Akwa Ibom Tower Hill Integrated Services Ltd Maduakolam Charles N.; Engr. Adindu Johnson 

4 Anambra Nibeltex Industries (Nig) Ltd NnagboIbez Hamilton; Arc. Ojomah James E. 

5 Bauchi Lot A Suleiman Hassan And Associates Ltd Suleiman Hassan; YahayaIsah 

6 Bauchi Lot B Sahel Engineering Services Ltd Dr. Sale M. Toro; Engr. (Dr) Ali Musa Kundiri 

7 Bayelsa Royal And Blue Venture Ltd Engr. Bello Yahaya; Ejiofor Samuel N. 

8 Benue AF Partnership Arc. Akin Olafimihan; John EneEne 

9 Borno Kalabal Associates M. Abba Tor; M. Abba Jimme 

10 Cross River Vourti Bon Consultants Engr. Bakre A. Abayomi; Christopher Ejike 

11 Delta Lot A Enics Consults Ltd Arc. Njoku E.I.C.; Engr. Opara P.A. 

12 Delta Lot B Gimba & Partners Musa Salau; Kabir Bello 

14 Ebonyi Techno-Arch Associates Samuel Egbuchiri; ChikeEbirim 

13 Edo LFE Consultants Ltd Francis Obi; OkoyeIfeanacho M.C. 

15 Ekiti EP Graph Konsult Arc. OluAkintorin 

16 Enugu Skroll Consultants Engr. Attamah Paschal Uche; Engr. Judge Okafor 

17 FCT Multiple Engineering Consulting Ltd Engr. Bukoye T. Adebisi; Aliyu Muhammad 

18 Gombe Lot A Allied Associates Arc. Don Ogwudu; TizheDrambi 

19 Gombe Lot B GiyontKuba Ltd AdamuZimboh; Arc. David Audu Musa 

20 Imo Lot A Info Plus Systems Engr. G.O.C. Unaeze; Engr. Dom Onyeiwu 

21 Imo Lot B ManrengNig Ltd Engr. D.O. Mbanaso; Engr. A.I. Nduka 

22 Jigawa Savannah Consultants Arc. Kabir Ben Umar; Lucky O Efajemue 

23 Kaduna Lot A Crown And Reed Mr. Femi Ogundare; Charles Oranyeli 

24 Kaduna Lot B Fortune Star Limited Hassan ShehuGaladanchi; GidadoDisinaMoh'd 

25 Kano Globarch Associates Musa Inuwa; Arc. Mohammed Muazu Hassan 

26 Katsina Syscorp Limited ShehuSada; Arc.AbdullahiSada 

27 Kebbi Eyat And Associates Limited Engr. Yakubu Abdu Toro; Mohammed AuwalDala 

28 Kogi Qib Consulting Limited BadaruYahaya; Sola Samuel 

29 Kwara Willbond Consulting Ltd BukoyeMarooph; Engr. Oke James 

30 Lagos Lot A Ato Architects Ugo Chris-Aluta; Ayo Onajide 

31 Lagos Lot B Prime Cost And Engineering Consultants Ltd Sulaiman Musa; EffiongUko 

32 Nasarawa HrsSabbar Ltd Engr. M.S. Baba; Enbr. R. Baba 

33 Niger Asama Nigeria Limited Engr. Idris Abdullah; Ahmad Idris; Abdulmalik Umar 

34 Ogun Impact Engineering Ltd Abdullah Binuyo; Engr. TauhidAmushan 

35 Ondo KrownKonsult AdedipeAdekunleAdedoyin; EngrModupeKolawole 

36 Osun Ayo Bello Consultants Arc. David Ayo Bello; Engr. Aminu A. Ibiyeye 

37 Oyo Lot A AM Architects Limited Arc. Alhassan M; Engr. Alhassan K.- 

38 Oyo Lot B Archcon Limited Arc. M.J. Faworaja; Mrs Y.A. Simplice 

39 Plateau Ali And John Associates A. Audu; Michael Boyis 

40 Rivers Ikon Holdings Engr. Osuji Damian; Engr. Lawrence Osuji 

41 Sokoto Bayom And Associates Arc. Daniel Abayomi; Engr. David O. Abu 

42 Taraba Aldeen Associates Arc. BayoAwoyemi; Engr. AbdulganiyuSidiq 

43 Yobe Design And Planning Consultants Arc. Baba A.G. Aliyu; Arc. Ibrahim M. Yarima 

44 Zamfara Lot A Smath Associates Alh. Salihu Mohammed; Arc. Paul E. Jibrin 

45 Zamfara Lot B Mega Projects International Limited MeshackAdegbengaOshineye; Nano DanjumaJimen 


APPENDIX V: STATE CONSULTANTS FOR 2009 M&E OF DRGs-FUNDED MDGs PROJECTS AND PROGRAMMES 

S/N State 

Assigned 

Civil Society Organization Point Person(s) 

1 Abia Grassroots Community Development Initiatives (GRACODEV) Paul Ihediwanma; Chika Praise Nwobiala 

2 Adamawa Forward in Action For Education Poverty and Malnutrition (FACE-PAM) Nancy Shwarmwen; Musa Dan'AzumiIsah 

3 Akwa Ibom Africa Centre For Rural Development Dr. Daniel S. Ugwu; Odoh Raphael s. 

4 Anambra Socio-Economic Rights Initiative (SERI) Dr. Dom Okoro; Jimmy Essiet 

5 Bauchi Abuja City Press & Communications Bukar Zarma; Mohammed Yakubu 

6 Bayelsa Rose Croix Foundation IkedeUzeziGodswill; Philip Orbih 

7 Benue People Centred Development Initiative (PCDI) 

8 Borno Global Agenda For Total Emancipation (GATE) Pascal Okereke; Tim O.C. Aniebonam 

9 Cross River Entrepreneurship Enhancement Center Oboma Beatrice; Okoronkwo Sunday 

10 Delta Civil Society Action Coalition On Education For All (CSACEFA) IyekeOnoriode; Ifoghere O.M. 

12 Ebonyi Women In Development And Empowerment (WIDE) Dr. Ify U. Ofong; MBA ********** 

11 Edo Afemai Youth Support Initiative AdepojuYomi 

13 Ekiti Change Managers International (CMI) MrsAdenikeIjeoma; Mrs Felicia Onibon 

14 Enugu Welfare And Industrial Promotions (WIPRO) International Mike Odoanyanwu; Ndubuisi Bishop 

15 FCT Daughters Of Virtue And Empowerment Initiative (DOVENET) UgoNnachi; UdumaAgwuUduma 

16 Gombe Care For Life Miss OluwatomiAjayi; Miss AltineLewi 

17 Imo Economic And Social Empowerment Of Rural Communities (ESERC) Comfort Uzoho; Dr. Chris Ndubuisi 

18 Jigawa Gender Awareness Trust (GAT) Dr. Lydia Umar; Linda Sidi 

19 Kaduna Civil Society Coalition For Poverty Eradication (CiSCOPE) Mr. ChukwuemekaNgene; Manyi Mari 

20 Kano Fight Against Desert Encroachment (FADE) OyindaFolade; Fatima Ado-Mohammed 

21 Katsina Murna Foundation Hajiya Aisha Ahmed; Bello Ahmed 

22 Kebbi Community Action For Popular Participation (CAPP) Clement Wasah; Umar H. Musa 

23 Kogi Institute Of Governance And Social Research (IGSR) Celestine Ukatu; Garba Ali 

24 Kwara Lifeline Empowerment Initiatives LanreOgviymoyela; Bello Emmanuel O. 

25 Lagos Christian Rural And Urban Development Association Of Nigeria (CRUDAN) Sam Ishaya; Ruth Dul 

26 Nasarawa African Health Projects Dr. Ali Onoja; Mr. John Shaibu 

27 Niger People United To Serve Humanity (PUSH) Africa Ibrahim Baba; Cyprian Shikong 

28 Ogun Federation Of Muslim Women Association In Nigeria (FOMWAN) Ogun 

State Chapter 

Alh. Atanda S.E.; MrsOworu A.A. 

29 Ondo The Daughters Of Zion Foundation MrsAdejokeAkingun-Roberts; AtoAmadi 

30 Osun Community Life Advancement Projects (CLAP) Dr. RemiObinatu; Dr. EgugeneNweke 

31 Oyo Development Policy Centre OjetundeAboyade; Professor V. Adeyeye 

32 Plateau Youth Adolescent Reflection & Action Centre (YARAC) Dr. Tor Iorapuu; Koledowo Peter O. 

33 Rivers Niger Delta Budget Monitoring Group (NDEBUMOG) George-Hill Anthony; Emmanuel Jackson 

34 Sokoto Yakubu Gowon Centre RasheedAmusa; Mike Oyewole 

35 Taraba Centre For Women Youth And Community Action (NACWYA) Charles O. Orume; JimohOlayinka W. 

36 Yobe Youth Empowerment And Human Development Initiative (YEHDI) Abdurrahman A. Abdullah; MagajiAdamu 

37 Zamfara Inter Gender Development Centre John Akume; Esther Yabal 


APPENDIX VI:NATIONAL MONITORING AND EVALUATION TEAM (NMET) 

2009 M&E TEAM STRUCTURE 

GPC CDD 

Engr. Nuruddeen A. Rafindadi 

Dr. Abba Y. Abdullah 

Engr. Jibril Umar 

Ahmed D. Agbo 

Engr. Bello Umar 

Arc. Muhammad Attah 

TahirBamanga 

Belinda Igbuzor 

Omoye Z. Iyayi 

M. YunusaAbdulrahman 

Mohammed Kudu Bawa 

Mohammed Baba Adamu 

EDITORIAL TEAM 

Prof. George Abalu 

Odoh Diego Okenyodo 

Dr. Jibrin Ibrahim 

Mercy Ezehi 

TerfaHemen 

Esther Yusuf 

Victoria OseIkearu 

AdeoluKilanko 

Ojobo Victor 

UyoyogheneUgherughe 


APPENDIX VII: LIST OF ABBREVIATIONS 

ACT Artemisinin Combination Therapy 

AIDS Acquired Immune Deficiency Syndrome 

ART Antiretroviral Therapy 

ARV Anti-Retroviral 

BOQs Bills of Quantity 

CBOs Community Based Organisation 

CCT Conditional Cash Transfer 

CEDAW Convention on the Elimination of Discrimination against Women 

CGS Conditional Grant Scheme 

CHBC Community Home-Based Care 

CMS Central Medical Stores 

COPE In Care of the People 

CSOs civil society organisations 

DOTS Directly Observed Therapy Short-Course 

DRGs Debt Relief Gains 

EDD Expected Delivery Date 

ELSS Extended Life Saving Skills 

FCEs Federal Colleges of Education 

FIS Federal Inspectorate Services 

FMAWR Federal Ministry of Agriculture and Water Resources 

FMWASD Federal Ministry of Women Affairs and Social Development 

FMoE Federal Ministry of Education 

FMoH Federal Ministry of Health 

FTS Federal Teachers' Scheme 

GDP Gross Domestic Product 

GEP Gender Education Programme 

HBC Home-Based Care 

HCT HIV Counselling and Testing 

HIV Human Immunodeficiency Virus 

IRI Interactive Radio Instruction 

LGAs Local Government Areas 

LLITNs Long Lasting Insecticide Treated Nets 

LSS Life Saving Skills 

MDAs ministries, departments and agencies 

MDGs Millennium Development Goals 

NACA National Agency for the Control of AIDS 

NASCP National AIDS and STD Control Programme 

NBTE National Board for Technical Education 

NCCE National Commission for Colleges of Education 

NCE National Certificate of Education 

NCNE National Commission for Nomadic Education 

NEEDS National Economic Empowerment and Development Strategy 

NERDC Nigeria Education Research and Development Council 

NMET National Monitoring and Evaluation Team 

NMLC National Mass Literacy Commission 

NPHCDA National Primary Health Care Development Agency 

NTI National Teachers Institute 

NYSC National Youth Service Corps 

OHSF Office of the Head of Service of the Federation 

OPEN Overview of Public Expenditure in NEEDS 

OSSAP-MDGs Office of the Senior Special Assistant to the President on Millennium Development 

Goals 

OVC Orphans and Vulnerable Children 

PHCs Primary Healthcare Centres 

PMTCT Preventing Mother-To-Child Transmission 

QWN Quick-Wins 

RBM Roll Back Malaria 

SP SulfadoxinePyrimethamine 

SUBEB State Universal Basic Education Board 

TWCs Technical Working Committees 

UBEC Universal Basic Education Commission 

UNICEF United Nations International Children Fund 

VCT Voluntary Counselling and Testing 

VIP Ventilated Improved Pit latrine 

VPF Virtual Poverty Fund

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