Resources for the Nigerian Public Service - A Reference Guide to FEPAR Supported Reforms
‘We think FEPAR has done an excellent job. The whole of the Federal Civil Service owes them for the great work they have done.’ Professor Yemi Osinbajo (SAN) Vice President of Nigeria
‘I belong to everybody and I belong to nobody’ Muhammadu Buhari GCFR President of Nigeria
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VP
Quotes on FEPAR by Professor Yemi Osinbajo (SAN), Vice President of Nigeria
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‘It was an enormous task and it required a great deal of skill, a great deal of attention to detail, and we found that FEPAR was able to do that. They were right up to the task, they understood what was required because they have good experience of working with the federal civil service. They had good people who they were able to deploy immediately and it was an incredibly worthwhile intervention on the part of FEPAR. I thought they did an excellent job.’ ‘We consider ourselves somewhat unfortunate that FEPAR is at this time leaving… because we think they have done an excellent job. The whole of the federal civil service owes them for the great work they have done. And we would like to see that continue in the next few years.’ Professor Yemi Osinbajo (SAN) Vice President of Nigeria
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Intro
Introduction
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About:
FEPAR Federal Public Administration Reform Programme Nigeria (2010 - 2016)
The Federal Administration is a critical component of Nigeria’s governance. The federal government sets key policy directions, oversees the bulk of government spending and delivers a range of services through its parastatals and state-wide federal structures. Federal government has an important impact on the citizen. The UKAid funded Federal Public Administration Reform Programme (FEPAR) supported the Federal Government of Nigeria (FGN) to strengthen its governance systems and capacity through its five year term from 2011 to 2016. FEPAR’s support was designed to enable the government to more capably and accountably respond to the needs of the citizens and deliver results. During its life, FEPAR worked with the following key agencies on a number of reform interventions including the reforms cited in this document: 1. Office of the Vice President (OVP) 2. National Economic Council (NEC) 3. Office of the Secretary to the Government of the Federation (OSGF) 4. The OVP’s Delivery Unit (DU) 5. Office of the Head of the Civil Service of the Federation (OHCSF) 6. The Federal Ministry of Finance (FMF) 7. The Ministry of Budget and National Planning (MBNP) and prior to the merger, the National Planning Commission (NPC) and the Budget Office of the Federation (BOF) 8. The Bureau of Public Service Reforms (BPSR) 9. The Federal Ministry of Agriculture and Rural Development (FMARD) 10. The Federal Ministry of Lands, Housing and Urban Development (FMLHUD) 11. The National Directorate of Employment (NDE) 12. The National Assembly (NASS) 13. SERVICOM 14. Other MDAs; and 15. A range of external actors engaged in supporting accountability and transparency in government
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Intro
Introduction
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About:
FEPAR Federal Public Administration Reform Programme Nigeria (2010 - 2016)
FEPAR supported the FGN to strengthen its systems and processes of governance in the following key areas, and importantly helped different parts of the FGN to understand how these processes could be more closely integrated. • Policy development • Planning • Budgeting and public financial management • Monitoring and evaluation systems • Performance management • Human resource management (civil service reforms) • Overarching reform coordination • Service standards • Service delivery improvement • External accountability. FEPAR’s support to the FGN increased the government’s ability to act with greater transparency, accountability and with a sharper focus on results for citizens. Many strides forward were taken and discernible gains made in improving the FGN’s governance processes and systems. Important lessons were identified regarding Nigeria’s governance and about effective approaches to increase delivery of results for citizens. In order that the efforts of these past five years continue to benefit the Nigerian people, the following pages summarise key examples of deliverables from FEPAR’s support to FGN. It is hoped that by sharing these documents, MDAs at federal and state levels draw on them or use them to improve their governance processes and service delivery focus. Many of the documents can also be found online at www.bpsr. squarespace.com/resources and on the USB included at the back of this booklet. From handbooks to performance reports and briefings, this booklet is both an invaluable resource for future programmes and a record of FEPAR’s achievements.
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Intro
Introduction of Sections
06 - 06
Introduction
2-6
Section 1 Policy Development
7-7
Section 2 Planning
8-8
Section 3 Monitoring and Evaluation
9-9
Section 4 Public Financial Management
10 - 12
Section 5 Civil Service Reform (HRM)
13 - 17
Section 6 Overarching Reform Coordination
18 - 19
Section 7 Service Delivery Improvement (Issues)
20 - 21
Section 8 Service Delivery Standards
22 - 22
Section 9 External Advocacy & Accountability
23 - 24
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Policy development
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THE PRESIDENCY
CABINET AFFAIRS OFFICE OFFICE OF THE SECRETARY TO THE GOVERNMENT OF THE FEDERATION
1.1 Operation Manual for Council Documents Approved by FGN, November 2015
EN TI A
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This is a 75 - page policy making guide for policy development staff in Ministries, Departments, and Agencies (MDAs) on preparation and submission of policy and Council documents to the Federal Executive Council (FEC).
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OPERATION MANUAL FOR COUNCIL DOCUMENTS
Issued by the Cabinet Affairs Office Office of the Secretary to the Government of the Federation The Presidency Federal Republic of Nigeria
The document will be useful for Federal and State level MDAs.
AUGUST 2014
1.2 Operation Handbook for Council Documents - Approved by FGN November 2015
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THE PRESIDENCY
CABINET AFFAIRS OFFICE OFFICE OF THE SECRETARY TO THE GOVERNMENT OF THE FEDERATION
This is a 12 - page summary of the Operation Manual for Council Documents. It provides an abridged overview of the requirements for submission of policy documentation to the FEC.
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Operation Handbook
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For Council Documents
Issued by the Cabinet Affairs Office Office of the Secretary to the Government of the Federation The Presidency Federal Republic of Nigeria
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THE PRESIDENCY CABINET AFFAIRS OFFICE OFFICE OF THE SECRETARY TO THE GOVERNMENT OF THE FEDERATION
Ministers’ Guide to the Executive Cabinet Memorandum (ECM) Process The Federal Executive Council (FEC) can only make informed and effective decisions based on full access to relevant data and information. Therefore, a well-prepared Executive Cabinet Memorandum (ECM) plays an important role in supporting the FEC decision-making process. Executive Cabinet Memorandum: The ECM is the primary decision-making document of the FEC. It cannot exceed five pages and is made up of nine sections. The ECM is accompanied by a more detailed Analysis Document (AD) and a Communication Plan. Section within the ECM
Section Outline
1) Purpose
Summary of primary approval being sought.
2) Background
Critical background information to understand the situation and its origin.
3) Justification and Analysis of Proposal
Rationale for the need for government attention
4) Evidence of consultation
Lists the consulted ministries and any issues/concerns arising from stakeholder engagement.
5) Implementation Plan
Key strategies and steps highlighting shortand medium-term deadlines and responsibilities.
6) Communication Plan
A summary of the communication goals and key messages as well as an indication of the impact on various groups. Costs also identified.
7) Funding Sources and Fiscal Impact Assessment
Financial and resource impacts highlighted including staffing, capital costs. Outlines whether sufficient funds are available in the ministry.
8) Legislative/Regulatory Plan
Outlines the need for new/amended legislation/regulatory requirements and timings.
9) Prayer/Conclusion
Detailed list of policy approvals required from the FEC. Once finalised the ECM is signed and dated by Minister.
The Handbook is suitable for use by Ministers, Permanent Secretaries, Heads of Departments and Agencies and senior public servants in preparation of memos for the FEC and the State Executive Councils.
1.3 The Ministers’ Guide to the Executive Cabinet Memorandum Process - Approved by FGN November 2015 This is a 3 - page policy guide for Ministers summarising the requirements for the submission of policy documentation to the FEC. The guide is useful for Ministers. It can also be used by the State Executive Councils.
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Analysis Document (AD): The AD provides the detailed information, analysis, options, and ! impacts that underpin the recommendations contained in the ECM. The document is a ! maximum of 15 pages and has four sections. !
! Ministers’ Guide to the Executive Cabinet Memorandum Process
! ! ! ! ! ! FEDERAL'PUBLIC'ADMINISTRATION' REFORM'PROGRAMME' ' NIGERIA' ' ________________" '
Page 1 of 3
ASSIGNMENT'REPORT' ' POLICY'SKILLS'TRAINING'CURRICULUM'FOR'MDAs'
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30"April"2014
1.4 Policy Skills Training Development Curriculum for MDAs - Approved by Ministry for Budget & National Planning (MBNP) This document sets out the training curriculum in policy development and analysis which was prepared and delivered by FEPAR to Federal MDAs in March 2016. The curriculum is useful for policy staff in Federal MDAs. It could also be used by state level MDA policy staff.
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Policy Development Training Program Revised After March Pilot
Day
Modules
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1. b) Introduction to Policy & Related Functions
What Will Be Covered
The Policy Development Cycle
• Policy related functions described: policy, planning, budgeting and performance measurement -‐-‐ focussing on their commonalities and interdependence • Public Policy defined • What constitutes “good” policy • The Policy Development Cycle: steps in the process
Presentation Assignment
• Explain content and format of case presentations to be made on last day so participants know what they are working towards
Group Case Work
form groups select the policy challenge
3. Results Based • Results Based Management as an approach to sound accountable Management & Results Chain management of public services. and M&E • The Results Chain – a structure for results focussed analysis and development • Monitoring and Evaluation in an RBM context 5. b) Issue Identification, Research & Analysis
Group Case Work 2 7. Stakeholder Management & Communications Group Case Work
• How items get on the policy agenda • Defining your policy problem • Policy Research • Policy Analysis cause and effect chain analysis
Group Case Work 17. Communicating The Results of Your Policy Work
18. Contents and Structure of a Cabinet Memorandum
This document contains three sets of training materials on policy development and analysis targeted at staff responsible for policy development; Directors, Deputy and Assistant Directors and staff at Grade Levels 10-14.
problem analysis using PESTLE framework • The role of stakeholders in policy development • How to manage stakeholder relations – a structured approach • Communications throughout the policy process identify relevant stakeholder groups, stakeholder analysis
12. Developing Policy Options • Policy Instruments – various approaches government can take to address issues • Approaches to Developing Policy Options
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1.5 Policy Skills Training Material
develop policy options document underlying logic • General guide to effectively communicating • Preparing a policy report • Steps in the process • Structure of the Report • Report Contents • The Policy Presentation • Guidelines for the structure and contents of a Cabinet Memorandum
The materials should be used alongside the policy skills training curriculum above.
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Planning
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2.1 National Strategic Planning Guide - Awaiting approval This guide was developed by a multi-stakeholder Technical Working Group convened by the Ministry of Budget and National Planning (MBNP) with FEPAR support. The guide supports the integration of policy, planning, monitoring and budgeting. Some of the templates and tools developed in this guide were used by MDAs in the preparation of the policy priories in the 2016 Zero Based Budgeting process.
Draft National Strategic Planning Guide
Ministry of Budget and National Planning (MBNP) 2016
The guide is useful for MDAs at federal and state levels.
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NPC$Strategic$Plan$201332015$
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2.2 National Planning Commission (NPC) Strategic Plan 2013-2015 - Approved January 2014
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National!Planning! Commission! (NPC)!
This document sets out the strategic objectives of the National Planning Commission (NPC) for the period 2013-2015.
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Strategic$Plan$
201332015
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May$2013$
Please request this document directly from the relevant Ministry.
! ! ! ! …Driving(Transformation(through(Planning!
2.3 Draft Strategic Pan 2013-16 Federal Ministry of Lands and Housing and Urban Development – Developed in 2013.
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This document sets out a ‘fit for purpose’ strategic plan for the Federal Ministry of Lands and Housing and Urban Development for the period 2013-2016. It details the environment in which the Ministry has to operate, and defines strategic objectives linked to the Ministry’s vision, mission and values, and key results framework for their delivery. This document is a useful example of a strategic plan for MDAs at federal and state levels. Please request this document directly from the relevant Ministry.
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FEDERAL"GOVERNMENT"OF"NIGERIA" ! ! ! !
FEDERAL"MINISTRY"OF"LANDS,"HOUSING"AND"" URBAN"DEVELOPMENT" " " __________________" "
‘FIT"FOR"PURPOSE’" " STRATEGIC"PLAN"" " 2013>2016" " _____________" " "
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Federal!Ministry!of!Lands,!Housing!and!Urban!Development! Abuja! April!2013! ! !
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Monitoring and Evaluation
09 - 09
3.1 National Monitoring & Evaluation Policy Framework Awaiting submission to FEC
National Monitoring and Evaluation Policy Framework January 2014 ________________ National Planning Commission NIGERIA Prepared with support from FEPAR
The framework is useful for all stakeholders involved in M&E at federal and state levels.
3.2 National Monitoring & Evaluation Manual - Adopted for use by NPC (MBNP) FEDERAL REPUBLIC OF NIGERIA,
The Manual provides guidance to MDAs on the development of a results-based M&E system to support results tracking and evidence based decision making.
NATIONAL PLANNING COMMISSION
July, 2014
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The National M&E Policy Framework sets out the standards for monitoring and evaluation across the Nigerian Public Service and roles and responsibilities of various actors in the National M&E system.
The manual is useful to MDA M&E staff at federal and state levels.
2015
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAM (FEPAR) SUPPORT TO THE NATIONAL PLANNING COMMISSION (NPC) FUNCTIONAL TESTING OF THE NATIONAL M&E MANUAL -‐‑ WORKSHOP ON IMPLEMENTATION MONITORING AND EVALUATION GUIDELINES
WORKSHOP REPORT MARCH 2015
3.3 Curriculum and Training Materials on Monitoring and Evaluation (M&E) -Agreed with NPC (MBNP) in 2014 This training curriculum and materials were designed to strengthen the capacity of MDAs in M&E and support their application of M&E templates and tools to strengthen functionality testing. This curriculum and materials are useful for the training of M&E staff in MDAs at federal and state levels.
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Public Financial Management
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4.1 Ministerial Briefing Note on the PEFA Framework This note explains the importance of the internationally recognised Public Expenditure and Financial Accountability (PEFA) Framework in determining a baseline for Public Financial Management (PFM) systems. The note is useful for Ministers and other senior officials wishing to obtain an understanding of PFM issues at federal and state levels.
4.2 Ministerial Briefing Note on Zero Based Budgeting (ZBB) This is a four-page document which explains the concept of ZBB, its advantages and practical application in Nigeria. This document is useful for those who wish to become more familiar with ZBB at federal and state levels.
ESTABLISHING A PUBLIC FINANCIAL MANAGEMENT BASELINE
THE PEFA FRAMEWORK A Ministerial briefing for the Federal Government of Nigeria
THE PROBLEM Recognising this problem, the final report of the APC’s two-day Policy Dialogue (May 2015), “Implementing Change – From Vision to Reality,” includes the following recommendation for the first 100 days of the new federal administration:
Despite the widely publicised limitations and deficiencies of its Public Financial Management (PFM) system, financial resources of the Federal Government of Nigeria continue to be allocated on an ad hoc basis, with little economic justification and much evidence of inherent corruption and poor service delivery.
“Urgently establish the baseline for Government budgeting and improve public finance…” THE WAY FORWARD FEPAR possesses the technical capacity to lead the delivery of a PFM Assessment of the Federal Government of Nigeria (FGN), using the recently updated PEFA Framework. Importantly, this assessment would both identify areas requiring reform and provide an independently assessed baseline against which government reforms can be measured over time. The assessment can be performed by an experienced Nigerian team, taking approximately 8-10 months to complete.
To achieve the APC’s goal, the Federal Public Administration Reform Programme (FEPAR) recommends immediate adoption of the internationally recognised Public Expenditure and Financial Accountability (PEFA) Performance Measurement Framework.
OVERVIEW OF PEFA FRAMEWORK The PEFA framework has been developed as a contribution to the collective efforts of many stakeholders to assess whether a country has the tools to deliver three main budgetary outcomes:
• facilitate harmonization of the dialogue on PFM performance, reform needs and donor support between government and donors around a common PFM performance assessment.
• aggregate fiscal discipline • strategic resource allocation • efficient use of resources for service delivery
By providing a common pool of information for measurement and monitoring of PFM performance progress, and a common platform for dialogue about PFM reform, the PEFA Framework aims to contribute to the development of effective country-owned PFM systems.
THE OBJECTIVES OF THE FRAMEWORK ARE TO:
The PEFA Framework was launched in 2005 as a high level analytical instrument, comprised of 31 indicators and a supporting Public Financial Management (PFM) Performance Report, providing an overview of the performance of a country’s PFM system. PEFA’s main sponsors are major donors in the PFM arena: (i) WB, (ii) IMF, (iii) EC), (iv) DFID, (v) French Ministry of Foreign Affairs, (vi) Royal Norwegian Ministry of Foreign Affairs, and (vii) Swiss State Secretariat for Economic Affairs (SECO).
• provide reliable information on the performance of Public Financial Management (PFM) systems, processes and institutions over time; • contribute to the government reform process by determining the extent to which reforms are yielding improved performance and by increasing the ability to identify and learn from reform success;
Overview of Zero Based Budgeting and its Customization in Nigeria A MINISTERIAL BRIEFING NOTE Preamble As part of strategies to improve efficiency, effectiveness and economy of public expenditure, as well as improve the delivery of services to the Nigerian public, Federal Government of Nigeria (FGN) adopted a Zero Based Budgeting (ZBB) approach from 2016 fiscal year. It is generally recognised that FGN budgets are poorly formulated, leading to financial resources being allocated on an ad hoc basis, with little economic justification and much evidence of inherent corruption and poor service delivery. Current environment of fiscal constraint has contributed to the revived interest in ZBB – the “zero” in ZBB sends a powerful message that spending (and taxes) will be held in check across government. Historically, ZBB was first used in the business and corporate sector, before its gradual introduction into the public sector. According to one of the pioneers of ZBB – Pete Pyhrr – “The ZBB technique is a ‘tremendous’ tool … especially in times of economic problems, when you need to make reductions, or when you have significant and rapid technological change.” What is ZBB? Zero-based budgeting is a method of budgeting in which all expenditure must be justified for each new budget period: it starts from a "zero base", analyzes every function within an organization to determine its needs and costs, and builds budgets around what is needed for the upcoming period, regardless of whether the budget is higher or lower than the previous year budget. ZBB allows top-level strategic goals to be implemented into the budgeting process by tying them to specific functional areas of the organization, where costs can be first grouped, then measured against previous results and current expectations. The ZBB process seeks to justify individual resource allocation schemes/plans, regardless of prior years’ provisions and discourages the practice of regular incremental budget adjustments. It is not based on historical data or past performance as in case of incremental budgeting. It queries each individual item before resource allocation and treats both old and new projects equally. How the ZBB Concept Works
4.3 FGN 2016 Excel Budget Costing Template
1. Step 1: Divide up the organization into “decision units”, i.e., the lowest level at which budget decisions are made (cost/budget centres). •
Decision units can be along functional / organizational lines (e.g., a ministry or department) or programs 1
This is the FGN 2016 Excel Budget Costing Template developed for MDAs in accordance with FGN’s ZBB approach. The template shows the linkages between government’s planned expenditure and policy. This document was used in preparation of 2016 budget and will be updated for subsequent budget preparations. This document is useful for all MDAs in the preparation of their annual budgets in FGN’s ZBB format.
4.4 User Manual for the 2016 FGN Budget Costing Template This manual provides a step by step guide for MDAs on the use of the budget costing template (above) in the preparation of the proposed 2016 budget in line with government’s ZBB approach. This document was used in the preparation of 2016 budget and will be updated for subsequent budget preparations.
Federal Government of Nigeria 2016 Budget Microsoft Excel Template Guide
Prepared by the Budget Office of the Federation (BOF) And National Planning Commission (NPC)
October 2015
This document is useful for all MDAs in the preparation of their annual budgets in FGN’s ZBB format.
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Public Financial Management
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4.5 Cash Planning Template The template assists MDAs to prepare monthly and quarterly cashflow forecasts (or budget expenditure workplans), which indicate specific cash requirements for each MDA every month of the year. Cash planning is an important part of the budget process. Good cash planning increases the chances of successful execution of the budget. This document is useful for MBNP, Office of Accounting General of the Federation (OAGF) and all MDAs.
4.6 Nigeria’s Finances & Developments in International Oil Prices, January 2015
FALLING OIL PRICES: AN OPPORTUNITY FOR REFORMS
This report provides an independent analysis of the likely impact of declining oil prices on the federal government’s finances for 2015 and thereafter. This report is useful for the FMF and MBNP when forecasting budget revenues. POLICY DOCUMENT
Internally Generated Revenue of Nigerian States –Trends, Challenges and Options
Report of Scoping Study Submitted to the Nigeria Governors’ Forum Secretariat and Partners as Input for the NGF IGR Learning Event, 2015
Chukwuma Agu1 Ugochukwu Ekezie2 October, 2015
ACKNOWLEDGMENT AND DISCLAIMER This report has been prepared as part of a study commissioned by Department for International Development (DFID) funded by Federal Public Administration Reform Programme (FEPAR), State Partnership for Accountability, Responsiveness and Capability (SPARC), World Bank (WB) and Growth & Employment in States (GEMS). We thank staff of the different Government agencies at both the Federal and State levels that provided relevant data and information used for this work. We also thank members of the project team (mostly staff of NGF, FEPAR, WB, SPARC, SAVI, GEMS, and others) who provided useful guidance and comments for this work. 1 Institute for Development Studies, University of Nigeria 2 Ugochukwu Ekezie and Co. (Chartered Accountants & Tax Practitioners), Suite 3016 Anbeez Plaza, Zone 5, Abuja
4.7 Internally Generated Revenue of Nigerian States Trends, Challenges and Options, 2015 This report of the scoping study was submitted to the Nigerian Governors’ Forum (NGF) Secretariat and partners as input to the NGF’s IGR learning event. The report was prepared in the light of the fall in oil prices and state governments’ resource challenges. This document is useful for the National Economic Council (NEC), FIRS Joint Tax Board (JTB) and states.
4.8 Report of the Peer Learning Event: Internally Generated Revenue for 36 States and FGN
Report of the Nigeria Governors’ Forum Internally Generated Revenue (IGR) National Peer Learning Event November 2015
This report of the two-day national peer learning event on Internally Generated Revenue (IGR) focuses on improving IGR at federal and state levels. The event, held in Abuja in November 2015, was organised by the Nigeria Governors’ Forum with support from DFID and the World Bank. This document is useful for the National Economic Council (NEC), FIRS Joint Tax Board (JTB) and the states.
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Public Financial Management
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4.9 Public Expenditure Review (PER) Training Curriculum for FGN This document sets out the training curriculum for Public Expenditure Review (PER) covering the purpose, benefits, methodology, and outline of the training, which was prepared and delivered by FEPAR to the OAGF, MBNP/BOF, and other critical MDAs in April 2016. PERs strengthen the ZBB process by seeking to resolve two key questions in the management of public expenditures, i.e., whether allocation of money is to the “right things” and whether “implementation is effective”.
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
Public Expenditure Review (PER) Training Curriculum for FGN
Prepared for the Department for International Development
22 July 2004
The curriculum is useful for OAGF, MBNP/BOF, FMF and sector MDAs, as well as sub-national governments (states and local governments).
4.10 Public Expenditure Review Training Resource This is a set of training/resource materials on Public Expenditure Review that cover all the modules highlighted in the curriculum document above. PER analyses have several approaches, depending essentially whether the analysis is economy-wide (cross-cutting) or sector-wide (dealing with specific sectoral issues).
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
Public Expenditure Review Training Resource
Prepared for the Department for International Development
The materials should be used alongside the PER training curriculum above.
4.11 Consolidated Planning/Budget Calendar for FGN This indicative budget planning and preparation calendar documents the processes in planning, preparation and approval of annual budget of the FGN (including definite stages/activities, responsible entities and timelines/ period for performing each activity). The calendar is useful for the FMF, MBNP, all federal MDAs, the Federal Executive Council (FEC), National Assembly (NASS) and Civil Society Groups, who all have active roles in the budget planning and preparation process. Aspects of the calendar are also relevant for sub- national governments (states and local governments).
22 July 2004
Sample Integrated Planning and Budget Calendar for the FGN S/N
Planning or Budgeting Item / Activity - BoF
Jan
Feb
Mar
Apr
May
Month Jun Jul
Aug
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Oct
Action by FGN MDA or Agency / SG / LG Prepare and submit final quarter of preceding year's budget performance report in accordance with guidelines provided by BoF
Issue consolidated preceding year’s budget performance report (last week of month)
Review budget performance report and develop draw lessons
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Planning and budget officers may proceed on annual leave / holidays Issue concept note for preceding year's Public Expenditure Review by MDAs and timetable for completion of process for preceding year's
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Provide technical and quality assurance support to MDAs in preparing PERs; review & consolidate PERs within first half of month
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Receive first quarter budget performance report from MDAs (second week)
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Conduct session on outcome of PERs; identify key achievements and challenging / emerging issues, etc. (second half)
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Issue consolidated first quarter budget performance report (last week of month)
Review budget performance report; develop and submit necessary corrective measures and steps to ensure achievement of budget targets to BoF
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Issue Planning Circular (PC), including detailed guidelines for preparation, costing, and prioritization of MTSS (first week)
Disseminate (PC) to parastatals and MDAs; develop ministerial planning & MTSS calendars; review and identify gaps and emerging priorities
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Conduct high level meeting of ministers and chief executives to herald the planning process; present highlights of PERs, and agree early planning markers (within the first two weeks)
Ministers, PSs, DGs, etc., to participate; SGs may participate
Prepare MDA/sector wide consolidated PERs in line with ToR and quality guidelines provided Prepare and submit first quarter budget performance report in accordance with guidelines provided by BoF Participate in PERs sessions; SGs and LGs may also NEC to coordinate SGs' participation; SGs to disse participate message to LGs in similar sessions within followin
Finalize internal planning & MTSS roadmap and timetable
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Participate in training of planners and budget officers; representatives of SGs to participate
Conduct training of planners and budget officers within last two weeks
12 Provide technical and quality assurance support to MDAs to draft initial plans
Incorporate outcome of internal PER and submit plan to FMF by second week in June
13 First draft of plans submitted to the BoF (within first two weeks)
Prepare and submit initial draft of plans
14 Joint planning and budget technical sessions to review MDA plans (within last two weeks)
All central planning and revenue generating agencies to participate; SGs may particpate
15 BoF receives second quarter budget performance report from MDAs (within first two weeks)
Prepare and submit second quarter budget performance report in line with guidelines issued by BoF
16 Issue consolidated second quarter budget performance report
Review budget performance report; develop and submit necessary corrective measures and steps to ensure achievement of budget targets to BoF
17 Conduct midyear budget performance review (within last two weeks)
Participate in midyear budget performance review; SGs to participate
Issue call circular to revenue generating agencies on revenue projections for coming year (last week); call 18 circular to provide guidelines based on realistic economic indicators
NEC to coordinate SGs' participation; SGs to cond similar sessions for LGs in the following week
NEC to coordinate SGs' participation; SGs to cond similar sessions for LGs in the following week
NEC to coordinate SGs participation
NEC to coordinate SGs' participation; SGs to hold sessions with LGs in following week
Revenue generating agencies (including MDAs) develop parameters for realistic revenue projection
19 Receive revenue projection from revenue generating agencies (first week) 20
Special Instruction / Note / Commen
Prepare internal roadmap for preparation and completion of PER
10 Issue ToR for training of planners and budget officers
Hold joint sessions to agree revenue model, target, and projections with all revenue generating agencies (second week)
Revenue agencies participate in joint sessions to harmonize NEC to coordinate SGs' participation; SGs to hold projections; SGs to participate in joint sessions sessions with LGs in following week
21 Produce initial draft of FSP and MTEF with NEC input (last two weeks)
SGs to provide input coordinated through NEC
NEC to coordinate SGs' input
22 Presentation of draft FSP / MTEF to FEC for review & approval 23 Submission of MTEF to the National Assembly (first week) 24 Issue Budget call circulars to MDAs with indicative ceilings to MDAs to prepare their detailed budgets in line with agreed priorities and MTEF (first week)
Develop internal roadmap to comply with budget calendar; commence preparation of detailed budget
Preparation of Draft Budget by MDAs 25 Receive approved MTEF from NASS (last week)
NASS completes review and approval of MTEF
26 Receive detailed budget proposals from MDAs
MDAs prepare and submit detailed budget proposal
27 Receives third quarter budget review from MDAs (within first two weeks)
Prepare and submit third quarter budget performance review
28 Bilateral budget discussions with MDAs to reflect NASS approved MTEF in budget proposals
BoF and MDAs joint review and finalize budget proposals
29 Issue consolidated third quarter budget performance report
Review consolidated budget performance review, highlight, and submit necessary corrective actions for next quarter
30 FEC reviews and approves draft budget (last two weeks)
NASS reviews detailed budget proposals within limits of expenditure aggregates already approved by it in the MTEF; MDAs facilitate NASS budget review process
31 Presentation of draft budget for legislative approval (not later than first week in November) 32 Budget approved (not later than third week) 33 President assents the approved budget (not later than last week)
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4.12 Guideline for Budget Planning and Preparation in FGN
The manual provides a narrative to the indicative planning/budget calendar above.
Dec
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This is a user-friendly set of guidelines which document the processes in planning, preparation and approval of annual budget of the FGN (including definite stages/ activities, responsible entities, and timelines/period for performing each activity.
Nov
Receive budget performance report for fourth quarter of preceding year (second week
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FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
Guideline for Budget Planning and Preparation in FGN
Prepared for the Department for International Development
22 July 2004
The NASS approval will include priorities, perform targets, and hard budget constraints, e.g., binding expenditure aggregates
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Civil Service Reform
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5.1 Strategic Plan for the Office of the Head of the Civil Service of the Federation (2013-2017) - Approved by FGN THE OFFICE OF THE HEAD OF THE CIVIL SERVICE OF THE FEDERATION (OHCSF) NIGERIA ________________
STRATEGIC PLAN 2013-2017 JULY 2013
This document is available from the OHCSF.
Prepared with support from the Federal Public Administration Reform (FEPAR) Programme
A Report on the Organisation Structure Redesign for the Office of the Head of the Civil Service of the Federation Federal Republic of Nigeria
December 2012
Document Ref: FEPARCSR1212ODv1.0
This five-year plan articulates the revised mandate, vision and mission of the OHCSF and sets out the strategic objectives and key projects the OHCSF will embark on for the period 2013-2017. 5.2 New Organisation Structure for the OHCSF - Approved by FGN This document sets out the new organisation structure for the OHCSF which provides a better focused, more efficient and fit-for-purpose OHCSF, devoid of overlaps, duplications and fragmentation. The structure streamlines the OHCSF from 6 to 3 offices focused on the key mandates of the organisation; and from 25 to 12 Departments. This document is useful for HR departments of federal MDAs and state level offices of the Heads of Service.
5.3 Federal Civil Service Commission Three-Year Strategic Plan (2013-15) - Approved by FGN !
STRATEGIC PLAN (2013 – 2015)
This three-year plan articulates the vision and mission of the FCSC and sets out the strategic objectives and key projects the FCSC will embark on for the period 20132015. This document is available from the FCSC
5.4 Employee Mobility Policy (with guidelines and procedures) - Approved by FGN
Federal Republic of Nigeria
Employee Mobility Policy
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With Guidelines and Procedures
This document sets out the Federal Civil Service (FCS) Employee Mobility Policy together with detailed guidelines and procedures for its use by the various pool offices in the FCS. It addresses a fundamental dysfunction of the civil service related to arbitrary posting of employees and provides a structure that will ensure proper career development. The policy is supplemented by an electronic posting tool which supports staff deployment across the Federal Civil Service in accordance with the provisions of the policy. This document and the associated posting tool are useful for all MDAs, in particular pool administrators across the FCS. It could also be adopted by state public and civil services.
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Civil Service Reform
13 - 17
5.5 Performance Management System Policy - Published by FGN This document sets out the policy for the Performance Management System (PMS) in the Federal Public Service. It is designed to institutionalise a performancebased culture and provides a framework for continuous improvement and integration of individual and institutional performance to national plans and priorities. This document is useful for all Federal MDAs. It could also be adopted by state public and civil services.
5.6 Performance Management Guidelines - Published by FGN This document, which is to be used alongside the PMS Policy above, provides detailed guidelines for implementation of PMS at institutional and employee levels. It also defines performance management processes and assigns responsibilities for key players at all levels within the Federal Public Service. This document is useful for all federal MDAs and could also be adopted by state public and civil services.
5.7 IPPIS Project Assessment Report - Approved by FGN This report was prepared for the OHCSF and sets out the situation assessment of Integrated Payroll and Personnel Information System (IPPIS) implementation as at 2013. It details issues affecting implementation and provides recommendations to ensure successful delivery of the IPPIS project. This document is available from the OHCSF.
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
IPPIS PROJECT ASSESSMENT REPORT Prepared for the Office of the Head of the Civil Service of the Federation (OHCSF)
October 30, 2013
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Civil Service Reform
13 - 17
5.8 To-Be HR Processes for the Federal Civil Service – Approved by FGN
Agreed HRM To Be Processes for the Federal Civil Service Revised after the IPPIS CRP-2 Session December 19, 2014
The “To Be” Human Resource (HR) processes for the Federal Civil Service are the optimised HR processes for the automated IPPIS environment. The processes, forty five (45) in all, have embedded multi-level approvals which ensure no one individual can initiate and complete a HR transaction, and are meant to be migrated and configured into the IPPIS platform. The configuration of the “To Be” HR processes will address many of the breaches and fraudulent activities that currently occur on the IPPIS platform. This document is useful for all IPPIS implementing agencies and stakeholders
5.9 Recommendations on Implementing IPPIS in the Nigerian Public Service FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
RECOMMENDATIONS ON IMPLEMENTING IPPIS IN THE NIGERIAN PUBLIC SERVICE
Prepared for the IPPIS Steering Committee
April 25, 2014
This document provides an overview of the key objectives of the IPPIS project and provides guidance and recommendations on the various critical elements required to ensure its successful implementation. This document is useful for all IPPIS implementing agencies in the Nigerian Public Service.
5.10 Further Recommendations on IPPIS Project Governance Processes FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
FURTHER RECOMMENDATIONS ON IPPIS PROJECT GOVERNANCE PROCESSES Prepared for the Office of the Head of the Civil Service of the Federation (OHCSF)
October 30, 2013
This document, which was adopted and used as a basis for the resuscitation of the IPPIS Steering Committee, proposes a multi-level governance structure to oversee the implementation of the IPPIS project. It builds on the recommendations outlined in the IPPIS Project Assessment Report and its key purpose was to improve the levels of coordination and management of the IPPIS project. This document is useful for all IPPIS implementing agencies in the FCS.
5.11 Training Strategy and Curriculum for the Rollout of IPPIS HRM, 2014 FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
TRAINING STRATEGY AND CURRICULUM FOR THE ROLLOUT OF IPPIS HRM MODULES
Prepared for consideration of the IPPIS Steering Committee
This document outlines how training can be used to drive the widespread acceptance and utilisation of IPPIS. It identifies and defines key training requirements for all categories of users during the IPPIS implementation and post-implementation phases.
September 11, 2014
This document is useful for all IPPIS implementing agencies in the Nigerian Public Service.
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Civil Service Reform
13 - 17
5.12 Civil Service Records Management Policy - Approved by FGN This policy document provides high level guidance on acceptable approaches, practices and systems for ensuring the Civil Service effectively supports the continuity of governance. It defines different categories of documents and provides direction on how they should be handled, distributed, stored and retrieved. Its overall goal is to ensure that government records are accurate, available and accessible as and when required.
Civil Service Records Management Policy
This document is useful for civil servants, including Chief Executive Officers and heads of FGN MDAs. It can also be adopted by states.
5.13 Comprehensive Competency Model for the Federal Civil Service - Approved by FGN This is a framework for systematic assessment and development of competencies across the FCS. It is aimed at improving expected behaviours, competencies and leadership capacity among civil servants at all levels. This comprehensive model is useful for modernising and integrating all Human Resources Management elements in the Federal Civil Service and can be adopted at state levels.
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
COMPREHENSIVE COMPETENCY MODEL FOR THE FEDERAL CIVIL SERVICE
Prepared for the Office of the Head of the Civil Service of the Federation
February 27, 2015
5.14 Competency-Based Curriculum Framework for the Federal Civil Service - Approved by FGN This document provides a comprehensive curriculum framework for the Federal Civil Service, based on competencies and complete with learning outcomes and implementation methods. It translates competency expectations to learning by defining how best individuals can acquire the competencies needed to perform on their jobs. The framework serves as a basis for developing curriculum and training plans for all generic learning and leadership development in the civil service. This document is useful for HR Directors, trainers and management staff of management development institutions (MDIs) at federal and state levels.
NIGERIA ________________
COMPETENCY-BASED CURRICULUM FRAMEWORK FOR THE FEDERAL CIVIL SERVICE
Prepared for the Office of the Head of the Civil Service of the Federation
March 2, 2015
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Civil Service Reform
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5.15 Proposed Occupational Framework for the Nigerian Public Service
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________ PROPOSED OCCUPATIONAL FRAMEWORK FOR THE NIGERIAN PUBLIC SERVICE (DRAFT) November 30, 2015
This draft document reviews the cadre system of the Nigerian Civil Service as defined in the Schemes of Service, the major underlying tool for the management of human resources in the Federal and State Civil Services. The current cadre system has been in use for 57 years and is now impeding the development of new skills and capabilities critical to the on-going relevance of the Nigerian Civil Service. The document proposes a new broad approach for grouping occupations and cadres in the FCS for the consideration of the National Council of Establishment (NCE). The adoption of the proposed occupational groupings outlined in the document will ensure Nigeria aligns with the International Standards for the Classification of Occupations (ISCO) published by the International Labour Organisation (ILO). This document is useful for HR Directors/Directors Establishment in civil and public services at federal and state levels. This document is available from the OHCSF.
5.16 HRM Curriculum Human Resources Management (HRM) Curriculum The Review of the New Human Resources Management (HRM) Curriculum and Matrix of Continuous Education Programme For HRM Practitioners in the Federal Civil Service
Page 1 of 178
This document provides a template for professionalising the Human Resources cadre in the service. This document was commissioned by BPSR and developed by a consortium of HR professional bodies and MDIs with extensive inputs from FEPAR. This document is useful for HR Directors in civil and public services at federal and state levels. This document is available from the OHCSF / BPSR.
5.17 The Challenges of Transforming The Civil Service This publication provides a public record of reforms in the Federal Civil Service under the tenure of Alhaji Bukar Goni Aji; a reform-minded Head of Service. The publication recognises his achievements and encourages public servants to support and sponsor similar public administration reforms in Nigeria. The publication can be obtained from Office of the Head of Service and is useful for public servants at federal and state levels who wish to implement reforms in the civil or public service.
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Overarching Reform Coordination
18 - 19
6.1 The National Strategy for Public Service Reform (NSPSR) - Approved by FGN March 2015 (Currently being updated post-elections) The NSPSR is a 10 year comprehensive strategy to guide the transformation of the federal public service. It defines the road-map to reforms under four pillars: Institution building and governance; social economic development; public financial management; and civil service reform. This document is useful for reformers across the public sector at both federal and state levels.
6.2 Public Service Reforms in Nigeria (1999-2014): A Comprehensive Review - Approved by FGN, December 2014 This compendium provides a comprehensive baseline of reforms carried out in Nigeria between 1999 and 2014. It includes an assessment of the effectiveness of reform initiatives and highlights areas where further reforms are needed. This document is a useful reference resource for reformers across the public service at both federal and state levels.
6.3 Perception Survey on Public Service Reforms in Nigeria 2014 Report The survey gathered the perception of the Nigerian citizens on public service reforms. The report presents the key survey findings structured according to the four pillars of the NSPSR. It is a useful reference resource for reformers across the public service at both federal and state levels. This document is available from Bureau for Public Service Reforms (BPSR).
Public Service Reforms in Nigeria 1999-2014 A Comprehensive Review Office of The Secretary to the Government of the Federation The Presidency April 2015
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BUREAU OF PUBLICE SERVICE REFORMS (BPSR)
PERCEPTION SURVEY ON PUBLIC SERVICE REFORMS IN NIGERIA 2013 REPORT (Households): NBS/BPSR COLLABORATION DRAFT REPORT
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Overarching Reform Coordination
18 - 19
Bureau of Public Sector Reform The Presidency
Practical Guidance on How to Merge, and Wind Down Agencies and Parastatals: Preliminary Note for BPSR
May 2014  
BPSR REFORM GUIDE GUIDING PRINCIPLES FOR MERGING AND RESTRUCTURING MINISTRIES, DEPARTMENTS AND AGENCIES
October 2015
6.4 BPSR Practical Guidance on How to Merge, and Wind Down Ministries, Agencies and Parastatals – Published by FGN, October 2014 and 2015 There are two documents in this suite. 6.4 a) The first is the BPSR Guide on How to Merge, Restructure, Wind Down Parastatals, published in 2014, which provides detailed guidance on the process of structural reform. 6.4 b) The second document is the Guide for the Merger and Restructuring of Ministries, Departments and Agencies, published in 2015, which combines the merger and restructuring information from the parastatals guide with bespoke guidance for the restructuring and merger of ministries (thereby leaving the first guide as the preeminent resource for the winding down of parastatals). These documents provide a useful resource on the implementation of rationalisation and structural reform exercises in the public sector.
6.5 BPSR Guide for the Management of Parastatals Reapproved by FGN, January 2016 This document provides guidance for Chief Executive Officers (CEO) of Agencies and Parastatals on good management practice and corporate governance. This guide is useful for all CEOs and senior management of parastatals at federal and state levels.
6.6 BPSR Self-Assessment Tool (SAT) on the management and governance of public entities in Nigeria - Reapproved by FGN, January 2016 This Self-Assessment Tool was designed to be used in conjunction with the above BPSR Guide for the Management of Parastatals. It equips MDAs with a tool with which they can assess themselves against local and international good management practice. This assessment tool is useful for all CEOs and senior management of MDAs.
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Service Delivery Improvement
20 - 21
7.1 Survey Report on FGN Youth Unemployment Initiatives This report details the findings of a survey of youth employment initiatives across FGN and sets out recommendations to strengthen their effectiveness. A summary of this report was presented at the DFIDsupported Job Summit 2015. This report is useful resource to all MDAs in the design or improvement of youth job initiatives.
7.2 Film on Youth Employment Initiatives This short film presents the results of the above survey on youth employment initiatives in Nigeria. The film captures beneficiary feedback on these initiatives. It was presented at the DFID supported Job Summit in December 2015 to stimulate discussion on strengthening these initiatives in the future. This film is a useful resource to al MDAs involved in the design or improvement of youth job initiatives.
7.3 Comprehensive Report of the Growth Enhancement Scheme (GES) External Monitoring Group This report presents the results of the independent monitoring of the Growth Enhancement Scheme (GES) in Kano, Zamfara and the Federal Capital Territory. It captures feedback from farmers to improve the quality of service delivery in this area. Please request the document from the Federal Ministry of Agriculture and Rural Development.
7.4 GES Complaints Handling Guide for Staff This document produced in November 2014 provides the operational procedures for handling complaints from GES beneficiaries. While this document was written for GES desk officers, it provides a useful guide for MDAs which wish to set up a similar complaints system or hotline.
Youth Employment Schemes 2015 Survey (North Central) CORRUPTION
20% stated that youth in certain political parties benefitted
69% of youth surveyed had observed corruption in the implementation of these schemes
15% observed the payment of bribes by youth to access these schemes
50% +
Over half said that only youth related to public servants benefited from schemes
IMPACT OF JOB SCHEMES
ACCESS AND AWARENESS
37%
67%
did not participate because they were not aware of the schemes
found it difficult to access government youth employment schemes
(that have participated in the schemes)
50% reported the schemes having no impact on their incomes
WHAT ARE THE KEY CONCERNS OF YOUNG PEOPLE?
50% 55% 32% want government to provide loans to youth for business
observed an increase in their incomes
said they were overqualified in their current job
of underemployed youth were not satisfied with their current jobs
No. of people surveyed = 839 / Schemes assessed: SURE P, YOU WIN, NAPEP, YESSO, Others
82%
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Policy development
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7.5 Strategic framework on gender (2014-2016), the Federal Ministry of Agriculture and Rural Development (FMARD)
THE FEDERAL MINISTRY OF AGRICULTURE AND RURAL DEVELOPMENT (FMARD) STRATEGIC FRAMEWORK ON GENDER (2014 – 2016) Prepared by THE GENDER TASK TEAM OF THE FMARD With technical support from THE FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME
This document provides an institutional tool for organising and programming the work on gender for the FMARD over the 2014-16 period, with the aim of pooling together institutional and other resources in order to ensure coherence and a shared sense of direction on gender for the Ministry. The document is of use to FMARD and other MDAs who wish to use it as an example of developing a simple framework on gender for their services.
7.6 Gender Mainstreaming Guidelines for the Agricultural Transformation Agenda (ATA), FMARD Mainstreaming Gender in the Agricultural Transformation Agenda Presentation to the Honorable Minister, FMARD Monday 7 July 2014
These guidelines were developed to provide gender specific assistance and direction for the FMARD as it works towards realising the ATA’s goals and objectives. The document is of use to FMARD and other MDAs who wish to use it as an example of developing a gender mainstreaming guidelines for their services.
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Service Delivery Standards
22 - 22
8.1 National Guidelines for Developing and Implementing Service Charters - Approved by FGN December 2014 !
This document provides detailed guidance for MDAs on how to develop and implement a Service Charter. A Service Charter sets out the service delivery standards that the MDAs commit to implementing.
National Guide for Developing and Implementing Service Charters
The guidelines are useful for all MDAs looking to develop a service charter at federal or state levels.
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SERVICOM Office The Presidency
8.2 Revised SERVICOM Evaluation Index - Approved by FGN December 2014
SERVICOM OFFICE THE PRESIDENCY
The revised SERVICOM Index provides a standardised method for evaluating service delivery in MDAs against agreed Key Performance Indicators (KPIs). !
The New SERVICOM Index
While the document is designed to be used by SERVICOM to carry out independent evaluations of MDA service delivery, it can also be used by MDAs themselves (at federal and state levels) to self-evaluate their service delivery in order to guide their service improvement plans. !
June 2013 !1
8.3 Concept Note for the Development of Citizen Charter Mark (CCM) Scheme for MDAs The CCM self-assessment framework and scoring system provides a structured and analytical method for evaluating an organisation’s service delivery performance. A six-dimensional scoring system is used to evaluate the approaches adopted by the organisation to improve performance and the results achieved both within the organisation and with its customers/service users.
FEDERAL PUBLIC ADMINISTRATION REFORM PROGRAMME NIGERIA ________________
Concept Note for the Development of Chater Mark Scheme for MDAs 25th March 2014
Prepared for the SERVICOM Office
This document is useful for approval and application by FGN or to any federal or state level MDA that intends to improve its services. The guide is to be read in conjunction with the CCM concept note and CCM guide.
8.5 Draft: Guidance Notes for the Citizen Charter Mark (CCM) Scoring System This document provides the guidance on how to apply the CCM scoring system. This document is useful for approval and application by FGN or to any federal or state level MDA that intends to improve its services. The guide is to be read in conjunction with the CCM concept note and CCM framework and scoring system above.
CITIZEN MARK SELF ASSESSMENT AND SCORING SYSTEM GUIDE
Guidance Notes for the Citizen Mark (CM) Scoring System Introduction The CM self-assessment framework and scoring system provides a structured, analytical method for evaluating an organisation’s performance. A sixdimensional scoring system is used to evaluate the approaches adopted by an organisation to improve performance, the deployment of the approaches through all operations, and the results achieved both within the organisation and with its customers/service users. Scheme Assessment Dimensions Organisations applying for CM accreditation must provide objective, quantifiable responses (and supporting evidence) to comprehensively describe how the criteria in each of the six self-assessment dimensions of the scoring system are being met. The definitions of the six evaluation dimensions and the requirements associated with them are as follows: Dimension 1 - Policy Commitment Refers to how the CM applicant addresses the criteria requirements concerning: developing and implementing a Service Charter and Service Standards in line with National Guidance; there is a clear link between the organisation's mandate, key policy documents and the Service Charter and budgets have been allocated & released. The factors (sub-criteria) used to evaluate Policy Commitment include the following: ▪ Sub-criterion 1.1: A Service Charter, Mandates and other Policy Documents exist ▪ Sub-criterion 1.2: Budgetary Allocation and Release Dimension 2 – The Service Refers to how the CM applicant addresses the criteria requirements concerning: (1) service standards; (2) the service offer and; (3) the service experience. The factors (sub-criteria) used to evaluate the Service include the following: ▪ Sub-criterion 2.1: Service Offer ▪ Sub-criterion 2.2: Service Standard ▪ Sub-criterion 2.3: Service Experience ▪ Sub-criterion 2.4: Staff Attitude ▪
Sub-criterion 2.5: Reward & Measurement Systems
▪
Sub-criterion 2.6: Staff Orientation
▪
Sub-criterion 2.7: Staff Relationships
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External Advocacy & Accountability
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9.1 The Fate of Nigerian States: Analysis of Fiscal Challenges of some State in Nigeria This document provides a baseline for fiscal assessment and financial stability of the states. FATE OF NIGERIAN STATES
It is useful to all the State Governments, the State National Assemblies as well as for the National Governor’s Forum (NGF), the National Economic Council (NEC) and those interested in assessing the financial stability of the states such as Debt Management Offices (DMOs) and other financial institutions.
9.2 Recommendations on the 2015 Federal Budget Estimates: Inappropriate, Unclear and Wasteful Expenditures RECOMMENDATIONS ON THE 2015 FEDERAL BUDGET ESTIMATES
(Inappropriate, Unclear and Wasteful Expenditure)
CITZENS WEALTH
PLATFORM
UNDERTAKEN BY
Centre for Social Justice Ltd by Guarantee (Mainstreaming Social Justice in Public Life)
This document identifies a number of inappropriate, unclear or wasteful expenditures - totalling N304bn itemised in the 2015 budget estimates. The document is useful for those involved in budget preparations by providing examples of potential leakages and wasteful expenditures that could be prevented. This document enabled the FGN to save N35bn Naira from the 2015 budget.
9.3 National Assembly and the Cost of Governance This document was prepared for the NASS Committee on Needs Assessment and formed the basis of its 2016 needs assessment recommendations to NASS. It examines the impact of a non- disaggregated NASS budget on the cost of governance in 2015 and advocates for its disaggregation. It is useful for NASS leadership, NASS institutions and the public.
9.4 Public, Political and Judicial Office Holders and the Cost of Governance This document was prepared for the NASS Committee on Needs Assessment and formed the basis of its 2016 needs assessment recommendations to NASS. It examines the impact of the statutory single line budget item for the remuneration of a number of agencies on the cost of governance in 2015. The policy document advocates for the disaggregation of these budgets. It is useful for leadership of NASS, NASS institutions and the public.
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9.5 Fiscal Stabilization for Improved Fiscal Governance This document examines the impact of the Excess Crude Account (ECA) and other funds for fiscal stabilisation in Nigeria. Published in 2015 this document is useful for the National Economic Council and the FGN, in particular to inform the FGN on the management of the federation account. The document was shared with a number of NASS committees.
9.6 A Policy Audit Document on Reform Policies and Coordination in Nigeria: The Citizen’s Perspective This document provides an overview of on-going federal policy reforms for ordinary Nigerians and examines citizens’ perception of these reforms. The document was shared with FGN partners working on public service reforms to promote meaningful, transparent and accountable development in key sectors of the economy.
A Policy Audit Document On Reforms Policies and Coordination in Nigeria:
The Citizen's perspective
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FEPAR Resources
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