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from debt relief for poverty<br />

eradication programmes;<br />

In collaboration with the NPC,<br />

design a coherent approach <strong>to</strong><br />

achieving the MDGs and<br />

reporting periodically <strong>to</strong> the<br />

Economic Management Team<br />

(EMT);<br />

With the support <strong>of</strong> the NPC,<br />

provide quarterly reports <strong>to</strong> the<br />

Presidential Committee on<br />

progress and challenges <strong>to</strong> the<br />

delivery <strong>of</strong> the MDGs<br />

nationwide and <strong>to</strong> provide<br />

Secretariat services for the<br />

Presidential Committee;<br />

Assist in revision <strong>of</strong> sec<strong>to</strong>r<br />

plans harmonised with Vision<br />

20-2020 objectives <strong>to</strong> achieve<br />

the MDGs and incorporate<br />

them in<strong>to</strong> budget processes<br />

accordingly; and<br />

Develop in collaboration with<br />

other agencies, a matching<br />

grant mechanism incentive for<br />

states <strong>to</strong> undertake MDGs and<br />

set targets for implementation<br />

within the framework <strong>of</strong> their<br />

State Development Priorities.<br />

Armed with the above mandates and working<br />

through both national and international<br />

partnerships, OSSAP-MDGs has been able <strong>to</strong><br />

success<strong>full</strong>y domesticate the MDGs in <strong>Nigeria</strong> in a<br />

way that reflects the national, state, and local<br />

contexts. As a result, some <strong>of</strong> the MDGs‘ globally<br />

designed targets and indica<strong>to</strong>rs have been<br />

realigned <strong>to</strong> ensure that they relate <strong>to</strong> the realities<br />

in the country at all the three levels. OSSAP-<br />

MDGs has tried <strong>to</strong> do this through a series <strong>of</strong><br />

methodology consultations at the federal, state,<br />

and local levels most <strong>of</strong> which involved the<br />

country‘s political decision-makers and<br />

development partners as well as extensive civil<br />

society participation.<br />

In this context, therefore, one <strong>of</strong> the key findings<br />

<strong>of</strong> the M&E exercise is that OSSAP-MDGs has,<br />

whenever appropriate, introduced and moni<strong>to</strong>red<br />

additional indica<strong>to</strong>rs that reflect higher MDGrelated<br />

development endeavours committed <strong>to</strong> by<br />

governments at all levels. This way, OSSAP-<br />

MDGs has been able <strong>to</strong> ensure that the <strong>Nigeria</strong>n<br />

government through the priorities it has set in its<br />

broader development agenda is always in a<br />

position <strong>to</strong> own the overall MDGs agenda while at<br />

the same time complying with the global MDGs<br />

requirements. In this regard, OSSAP-MDGs has<br />

success<strong>full</strong>y demonstrated how the MDGs can be<br />

domesticated within the country‘s operational<br />

development agenda. OSSAP-MDGs has been<br />

able <strong>to</strong> accomplish this difficult task by:<br />

Twining MDGs indica<strong>to</strong>rs and<br />

those in the country‘s key<br />

development strategies in ways<br />

that permit both international<br />

comparisons as well as<br />

realistic interpretations <strong>of</strong> local<br />

reality. With this approach, the<br />

two sets <strong>of</strong> indica<strong>to</strong>rs can be<br />

used simultaneously with the<br />

global MDGs indica<strong>to</strong>rs used<br />

<strong>to</strong> facilitate international<br />

comparisons while the local<br />

indica<strong>to</strong>rs serve as a basis for<br />

moni<strong>to</strong>ring national<br />

development. For example, the<br />

OSSAP-MDGs is adopting a<br />

more demanding target,<br />

compared <strong>to</strong> that prescribed in<br />

the global MDG on education<br />

Page 53 <strong>of</strong> 150

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