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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. 7
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- 8
Page 1 and 2: 1 Final Report: Content Editing of
Page 3 and 4: Content List Section One: Introduct
Page 5 and 6: narrative that details the inputs,
Page 8 and 9: Section Two: Summary of the Shortco
Page 12: chain for each project defining out
Page 15 and 16: more importantly, using the M&E fin
Page 17 and 18: As a minimum requirement, consultan
Page 19 and 20: 5. The reports provide an important
Page 22 and 23: Appendix Two: Introduction to Resul
Page 24 and 25: MEETING THE M&E REPORTING CHALLENGE
Page 26 and 27: WRITING THE REPORT (Investment/Proj
Page 28 and 29: WRITING THE REPORT (Lessons Learned
Page 30 and 31: Example of a Generic planning Frame
Page 32 and 33: Input - Activities- Output - Outcom
Page 34 and 35: Multi-layered approach to Planning
Page 36 and 37: The Logic Chain Framework The frame
Page 38 and 39: Does your report describe the indic
Page 40 and 41: GUIDELINES FOR CHOOSING M&E MEASURT
Page 42 and 43: Appendix Six: MDG Nigeria 2009 Fina
Page 45 and 46: FOREWORD In the year 2000, the Fede
Page 47 and 48: EXECUTIVE SUMMARY The Millennium De
Page 49 and 50: equipping of teachers; increasing c
Page 51 and 52: with the responsibility of evolving
Page 53 and 54: are the most credible channels for
Page 55 and 56: Table 1: Allocation of DRG Funds to
Page 57 and 58: health and education for persons at
Page 59 and 60: CHAPTER 3: 2009 FINANCIAL ALLOCATIO
Page 61 and 62:
Allocation to MDAs The MDAs that be
Page 63 and 64:
CHAPTER 4: GOAL 1—ERADICATE EXTRE
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country as micro-credits to improve
Page 67 and 68:
CHAPTER 5: GOAL 2—ACHIEVE UNIVERS
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monitoring of participants. This sc
Page 71 and 72:
stood to be 100%. Training was cond
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Summary of Progress Figure 7: Compa
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measuring progress. These indicator
Page 77 and 78:
CHAPTER 6: GOAL 3—TO PROMOTE GEND
Page 79 and 80:
2009 was recorded as 65 for male as
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Figure 3: Implementation Status of
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probably owing to the long gestatio
Page 85 and 86:
(targets). (The box on the right pr
Page 87 and 88:
Table 17: MDAs and Key Intervention
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is at loggerheads with either the L
Page 91 and 92:
CHAPTER 8: GOAL 7—ENSURE ENVIRONM
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CGS Not Started 21% Abandoned 3% On
Page 95 and 96:
CHAPTER 9: GOAL 8—TOWARDS A GLOBA
Page 97 and 98:
Basic Education Summary Status 70,0
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Table 21 Indicator 1990 2000 2001 2
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CHAPTER 10: DOMESTICATION OF THE MD
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for the enrolment of children in pr
Page 105 and 106:
CHAPTER 11: CHALLENGES AND LESSONS
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esults and outcomes. The OPEN‘s M
Page 109 and 110:
sale of prohibited items render the
Page 111 and 112:
Local Partnership for Development T
Page 113 and 114:
surveillance mechanism. But the rol
Page 115 and 116:
The DRGs funding for MDGs projects
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ensure that the states are involved
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APPENDIX I: M&EMETHODOLOGY Methodol
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ACHIEVEMENTS Restructuring to a Goa
Page 123 and 124:
Appendix II: Questionnaires for 200
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Accessibility 1. Why is it that peo
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sustainability 6 QUALITY OF WORK: 6
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Accessibility Benchmarks Measure Pr
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Disbursement of funds 20% Utilisati
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APPENDIX IV: DRGs PRESENCE IN THE S
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Benue State Projects Related to: Nu
Page 137 and 138:
Ekiti State Projects Related to: Nu
Page 139 and 140:
Kaduna State Projects Related to: N
Page 141 and 142:
Lagos State Projects Related to: Nu
Page 143 and 144:
Oyo State Projects Related to: Numb
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Zamfara State Projects Related to:
Page 147 and 148:
APPENDIX V: STATE CONSULTANTS FOR 2
Page 149 and 150:
APPENDIX VII: LIST OF ABBREVIATIONS
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