National Economic Council: Human Capital Development Core Working Group

Accelerating Human Capital Development in Nigeria

World Bank Human Capital Project Focal Points - Knowledge Exchange Webinar

15th January 2020

Overview

The Nigerian Government recognizes the critical role Human Capital Development plays in

driving sustained economic growth, boosting productivity and reducing poverty

The Country has therefore put in place several steps to accelerate Human Capital

Development which is being driven by the Human Capital Core Working Group established

by the National Economic Council

The National HCD Programme focuses on 3 Thematic Areas and 6 critical human capital

development outcome areas (Health and Nutrition; Education and Labour Force

Participation). The Plan builds on existing efforts and progress made (e.g. ERGP Initiatives,

NSIO Programmes)

Several enablers critical to accelerating HCD include high quality data, improved funding

and better coordination between Federal Government, Subnationals and Development

Partners

The Core Working Group has articulated a Unified Long Term HCD Vision through a co-

creation and co-development process involving representatives of the States of the

Federation (Subnationals)

Subnationals have been encouraged to design and adapt interventions given the wide

variance in performance that exists across all HCD outcomes

1

3

4

5

102

Its Economic Recovery & Growth Plan (ERGP) highlighted the need to invest in people

through healthcare, education and labor2

A preliminary set of interventions have been identified across the thematic areas with

implementation support being provided by the CWG in the Subnationals6

The Core Working Group is now working directly with the Subnationals to ensure they build

their own HCD strategy and implementation plan

7

The Core Working Group has identified some key lessons based on the HCD strategy

implementation experience at the subnational level in Nigeria

8

9

The Economic Recovery & Growth Plan (ERGP) highlights the

importance for Nigeria to invest in its people through improving efforts

around healthcare, education, and labor

1 Constitution of the Federal Republic of Nigeria

SOURCE: Economic Recovery and Growth Plan

There are 3 priority areas within

“ínvest in our people”

Healthcare: Improve the availability,

accessibility, affordability and quality of

health services

Education: Ensure quality universal

education for Nigeria’s children and

youth, especially girls

Labor: Increase the number of youth

and adults with the skills required to

secure employment and/or become

entrepreneurs

1

Vision for 2020

Delivery

Implementation and financing

EnablersGovernance, security, public service reform, and subnational coordination

Promote national prosperity and an efficient, dynamic and self-reliant

economy to secure the maximum welfare, freedom and happiness of

every citizen on the basis of social justice and equality of status and

opportunity1

Invest in

our people

Build

a competitive

economy

Restore

growth

The Nigerian Government also recognized the need to improve poor

performance across major Human Capital Development indices

SOURCE: United Nations Development Programme Human Development Reports, Institute for Health Metrics and Evaluation, University of Washington Seattle, WA

1 Overall Nigeria ranks low in human development, well below sub-Saharan Africa average across major indices

2 The Human Development Index is a summary measure of three dimensions of human development: health (life expectancy at birth), education (mean years of schooling for adults <25 and

expected years of schooling for children of school entering age), and standard of living (gross national income per capita)

3 Defined as expected years lived from ages 20-64 and adjusted for educational attainment, learning, health, and survival

Overview of Nigeria’s human capital development performance and ranking1

Rank

0.53

Lowest

performer (Niger)

SSA averageBest performer

(Norway)

Nigeria

0.950.54 0.35

6.00

SSA average NigeriaBest performer

(Finland)

Lowest

performer (Niger)

25.00

5.00 2.00

157

171

189

195

1

1

N/A

N/A

United Nations Human Development

Index (2017)2

Expected Human Capital Index

(2016)3

.88

Lowest

performer (Chad)

NigeriaSSA average

.41 .34 .29

152 1571 N/A

World Bank Human capital Index (2018)

2

In response to this challenge, the National Economic Council1 established

the Core Working Group to accelerate Human Capital Development

The CWG is also collaborating with other development partners and civil society representatives

Objectives of the CWG

▪ Develop a strategy and action plan

to increase countrywide HCD

investment; strategy will include

– Landscape analysis on HCD in

Nigeria including assessment of

existing efforts, challenges in the

system and gaps

– Priority high-impact

interventions

▪ Engage State Governments to

ensure prioritization of HCD

investment

▪ Highlight quick wins at State and

Federal Levels to improve the HCD

indices of the country

▪ Institute a robust country wide

monitoring and evaluation

framework to assess implementation

of interventions and impact

Composition of the Core Working Group (CWG)

Govern-

ment

Donors,

partners,

and NGOs

ERGP implementation unit

3

1 NEC comprises of the Vice President as Chair, the Governors of all 36 States (Subnationals) of the Federation, and the Governor of the Central Bank

Communications

and stakeholder

management

The Establishment of the Human Capital Core Working Group was

necessitated by Nigeria’s peculiarities. It is unique in role and composition

Description of CWG’s Key Functions

4

The CWG will create

transparency on HCD through

monitoring & evaluation

Transparency &

Performance

The CWG will drive

Communications & Stakeholder

Management for the National

HCD Programme

Centralised

Communication

The CWG has access to

executive powers at the

National & Subnational

levels.

Access

CWG

Guiding

Principles

Uniqueness of the Core Working Group

• Leverages the authority of the National Economic Council, as

the Apex policy making body for the Federation, to rally key

Federal Ministries, Departments and Agencies of Government

• It brings all Federal and State Actors, Development Partners

and Other Key Stakeholders together to pursue a National

Agenda

• It provides a veritable platform to engage Sub-National

Governments and facilitate cross-tier collaboration

▪ Support Subnationals to set their own goals

and targets for HCD (ensuring alignment with

broader vision)

▪ Monitor and report performance against

established HCD outcome areas and agreed

leading indicators for all States using dashboard

▪ Publish Subnational ranking and scorecards

(e.g., league tables) based on Subnational

performance across HCD outcomes and

indicators

▪ Create transparency on HCD progress through

reports

▪ Maintain oversight of progress across

intervention areas, support Subnationals to de-

bottleneck issues (e.g., raise issues and risks at

executive level meetings like the Steering

Committee)

▪ Lead planning and execution of media

and communication activities aimed at

driving alignment with relevant MDAs, development

partners, Subnationals, CSOs, NGOs,

faith based organizations and the public

▪ Drive donor coordination on HCD and create

opportunities to strengthen linkages between

Subnationals and Donors

▪ Build relationships and partnerships

(especially with the private sector and

community)

▪ Oversee and edit content for all HCD related

publications and reports

Monitoring &

Evaluation (M&E)

A

B

Overall

target

Vision

Targets

Strategic

themes

Healthy, Educated, and Productive Nigerians for a

globally competitive nation by 2030

~24 million additional healthy (under-five year old children surviving and not stunted), educated (completing secondary

school) and productive (youth entering the labour force) Nigerians by 2030

Cross-

cutting

enablersGovernance: Drive greater political commitment to ensure improved coordination and accountability

Data: Improve data collection at Federal, State and LGAs for optimal tracking and data-driven decision making

Funding: Increase revenue mobilization, funds allocation and release, and employ effective financing mechanisms

▪ Promote a quality, inclusive and

functional education system

▪ Provide equitable access to

affordable and quality healthcare

for every Nigerian

▪ Empower youth to have the

capacity and skills to create or

seek employment

▪ Improve nutrition and reduce

childhood stunting by half, from

44% to 22% by 2030

▪ Reduce under 5 mortality rate by

half, from 120/1000 U5

population to 60/1000 by 2030

▪ Reduce maternal mortality by half,

from 576 deaths/100,000 live

births to 288 by 2030

▪ Double primary school enrolment

rates from 46% to ~90% by 2030

▪ Double female enrolment

▪ Double secondary school comple-

tion rates from 42% to ~80% by 2030

▪ Reduce out-of-school children (~10m)

by at least 70%

▪ 80% pass rate, students that reach

curricular objectives at end of primary

school (reading and mathematics

national learning assessment)

▪ Double youth participation in

labour force from 23% to 46% by

2030

▪ Double female labour force

participation from 21% to 41%

Health and nutrition Education Labour force Health

and

nutrition

Education

Labour force

participation

Health

and

nutrition

Education

Labour force

participation

Health

and

nutrition

Education

Labour force

participation

State-Led Service Delivery Transformation

The Core Working Group articulated a unified long term HCD vision5

The National HCD Programme focuses on 3 Thematic Areas and 6

critical human capital development outcome areas

Cross-cutting themes

Gender empowerment

Health and

nutrition

Education

Labour force

participation

6Labour force participation rate

(particularly female and youth)

3 Adult mortality

2 Malnutrition (under-five stunting)

1 Under-five mortality rate

4Expected years of school (primary

and secondary school completion)

5 Quality of learning

6

These 6 outcome areas have several leading indicators which have been

reflected to track progress across thematic areas

1 DPT 3 immunization, percentage of children aged 12-23 months who received all vaccinations recommended in the national immunization schedule

Education

Thematic area

Health

Leading indicatorsOutcome

2 ▪ Maternal mortality ratio – maternal deaths per 100,000 live births

▪ Live births attended by skilled birth attendants (%)

▪ Communicable and non communicable diseases prevention and treatment

▪ Fertility rates – use of contraception

Adult survival rate

1 ▪ Full immunization coverage1

▪ Malaria prevention – use of insecticide treated net ITN (under 5 population)

▪ Malaria treatment – children with fever who are given antimalaria drugs (%)

Under 5 mortality

rate

3 ▪ Malnutrition in women of reproductive age group (BMI <18.5%)

▪ Exclusive breastfeeding under 6 months

▪ Low birth weight infants (<2500 grams at birth)

▪ Infant and young child feeding practice- minimum dietary diversity

Under 5 stunting

rate

4 ▪ Enrollment rates

▪ Out of school rates (including gender parity index; male vs. female out-of-

school rates)

▪ Primary and secondary school completion rate

Expected years of

school (primary and

secondary school)

5 ▪ Primary students literacy (% of students that can read a full sentence)

▪ Pupil to teacher ratio by school level

▪ Teacher quality (i.e., teacher competency in teaching assessments)

Quality of learning

Workforce

Participation

6 Labour force

participation rate

▪ Labour force participation by group (%)

– Labour force participation by age and gender (%)

– Youth labour force participation

▪ Under-employment (as a proxy for skills)

7

SOURCE: Intervention prioritisation workshops

Health

and

nutrition

Education

Labour force

participation

Health

and

nutrition

Education

Labour force

participation

Health

and

nutrition

Education

Labour force

participation

1 Basic Healthcare Provision Fund; 2 Community Health Extension Workers; 3 National Certificate In Education; 4 Technical and Vocational Education and Training

Improve access to job

market information13

Launch free family

planning programs2

Roll out girls' education

interventions8

Launch effective

financing mechanisms3

Implement legislative

action e.g. local content,

to increase hiring

14Revamp NCE3 and

optimize the process

of teachers' certification

9

Operationalize the

BHCPF1

1 Roll out interventions

for marginalized boys7 Improve management

and strategic focus

of TVET4

12

Recruit and train

health workers including

CHEWs2

4

Improve teacher develop-

ment and performance

management

10 Assist SMEs financially

by providing access to

credit

15

Leverage private

sector to fill capacity

gaps in service delivery

5

Revise curriculum and

methodology of teaching

to a more directive style

11 16 Assist SMEs

technically

Also a preliminary list of interventions has been identified across HCD

thematic areas for Subnationals to drive implementation

8

Education Health and Nutrition Labour force

6

Operationalize the National

Policy on Nutrition

Nigeria followed 7 guiding principles for defining key thematic areas and

indicators on HCD

For every outcome, determine proxies around inputs (i.e., leading indicators) that can

highlight the progress towards achieving the outcome3

Reflect indicators that go beyond childhood, to cover youth, adolescence, and adulthood4

Represent cross-cutting themes across all indicators including gender empowerment, social

inclusion and social protection5

Focus on quality outcomes that improve a population’s health, skills, knowledge, experience,

and habits rather than hard investments6

Domesticate based on local relevance (modify or add indicators) considering existing

Economic Recovery and Growth Plan (ERGP) and implementation at sub-national levels (States)2

Leverage global perspectives on key human capital indicators (e.g., UN Sustainable

Development Goals, UNDP Human Development Report, World Bank Human Capital Index)1

Prioritize on key measures and defining critical high-impact interventions in collaboration with

relevant stakeholders7

9

Several enablers were identified to be critical in accelerating Nigeria’s

National HCD Programme such as high-quality data and improved funding

Improve data collection at all levels (Federal, State and LGAs)

to ensure optimal tracking of HCD outcome areas and data-

driven decision making

Data

Ensure clear definition of roles and responsibilities, greater

coordination and an increase in political will for investing in HCDGovernance

Increase allocation and release of funds across HCD areas and

employ results and performance-based financingFunding

Customize interventions for Subnationals considering

nuances and differences in performance (i.e., not a one size fits

all approach)

State

specificity

Increase focus on quality of service to deliver on HCD thematic

areas (e.g., teacher competency, skilled health workers)Quality

10

Lagos

(101%)

BayelsaRivers

ImoAbia

Akwa

Ibom

Adamawa

Bauchi

Gombe

Kaduna

Fct)

Nassarawa

Plateau

Taraba

Benue

Cross

River

Enugu

EbonyiAnambra

Delta

Edo

Kogi

Oyo

Ogun

Osun Ekiti

Ondo

Kwara

Niger

Sokoto

KebbiZamfara

Katsina

Kano

Yobe

Jigawa

Borno

Nigeria’s Human Capital Development agenda sits across multiple levels

and stakeholders

11

▪ Provide transparency on progress in

HCD

▪ Galvanize strong political will,

commitment, and leadership

sponsorship from executive powers

▪ Drive nationwide commitment to HCD

through consistent messaging

▪ Set nationwide vision and drive

alignment and consistent messaging

▪ Support government service delivery

transformation e.g.via funding, M&E

support

▪ Driving community participation to

accelerate interventions in HCD

▪ Creating visibility on grass root needs

▪ Maintaining upward pressure

Existing

structuresSupporting

HCD structures

(new)

▪ National Economic

Council

▪ Line Ministries1

▪ Departments

and agencies

▪ Core Working

Group of

government

representatives,

donors, and

development

partners

▪ Development

partners and

donors

▪ CSOs

▪ NGOs

▪ Community based

structures e.g.,

ward development

committees

Responsibilities

National

▪ Governors

▪ State Ministries,

Departments

and Agencies

▪ LGAs

▪ Tailored

Subnational HCD

structure (to be

established by

each State e.g.,

Subnational

Core Working

Group)

Sub-National

Other (Development partners, grass

roots, CSOs)

▪ Set state priority areas in line with

national vision

▪ Service delivery transformation and

acceleration of intervention areas

The Core Working Group is providing support to Subnationals during

implementation which includes technical support

‘What to solve’ ‘How to solve it’‘Preparation’

National

CWG

on-boarded

Subnational

Focal

Persons

States to

create/refine

detailed

implementation

plan and design of

delivery mechanism

CWG is providing support

along the process through

1. Facilitation of in-State

intervention

prioritization

workshops

2. Technical support

during implementation

3. Design of monitoring

framework to ensure

sustainability of

interventions

‘Solve it’

Implement

interven-

tions and

track

results

States

to select

Priority

outcomes

and

targets

States to assess existing

interventions, align on how

to maximize potential and

prioritize based on a number

of factors including

availability of funds

12

SOURCE: Core Working Group

Set-up delivery

and operating

model design

Commit to

HCD

Gradual scale-

up of

interventions

Define HCD

goals, targets

and priority

interventions

0 1 2 3 4Understand

Subnational

HCD baseline

Prepare for State led service delivery transformation

Drive

Transformative

HCD delivery

13 Recommended steps have been outlined for Subnationals to

accelerate human capital service delivery

Various enablers are needed to ensure successful implementation of the Single Window

Guiding Principles Specific considerations

There are four guiding principles that would ensure the success of

Subnational-led Human Capital Development service delivery transformation

1

Pragmatic and

results-oriented

mandate

▪ Focus attention and resources on the issues that matter the most

▪ Set specific targets and KPI’s

▪ Align with internal and external stakeholders to establish sense of

purpose and momentum

▪ Mobilize donors around delivery efforts and harmonize donor and

government interventions

▪ Leverage private sector and community service providers

expertise for roll-out and scaling up interventions

▪ Ensure community ownership, identifying key influencers and

change agents

Leverage partnerships and

collaborate with the

community, private and

social sectors

4

3Evidence-based

decision making

▪ Collect and track timely and credible performance data across all

indicators

▪ Use collated data to design and improve interventions

▪ Benchmark consistently against peers

2

Investment in a

skilled and

capable team

▪ Recruit leadership and top talent from the public and private

sectors to ensure a doer approach, focused on results

▪ Assign clear roles and responsibilities

▪ Empower and train team to deliver on transformation targets

14

Subnationals have been encouraged to design and adapt interventions

given the wide variance in performance that exists across all HCD

outcomes

15

Low performing

“Select interventions to

address basic HCD needs”

Aspiring

“Select interventions to

rapidly accelerate growth”

High performers

“Select interventions to

sustain momentum and

drive optimization”

▪ Educational campaigns

▪ Certification checks

▪ Teacher professional

development

▪ Increase number of

primary and secondary

schools in areas needed

Education

▪ Advocate for technical

education as seen

inferior to academic

education

▪ Streamline and lower

taxation on SMEs

▪ Improve access to

information on jobs

through technology and

community employment

centres

Labour force

participation

▪ Increased incentives for

personnel going to

underserved areas

▪ Recruitment and

training of health workers

including CHEWs

Health ▪ Leverage private sector

to fill capacity gaps in

service delivery

Example interventions

Org chart

CWG Secretariat

CWG (chaired by Yosola Akinbi)

Implementing

partners

Director

Technical

working group

TA

Health/Education/

Labour commissioner

Dir1 Dir2 Dir3

Focal

person

Dir…

TA

Level

L0 National

MDAL3

L2 State

L1 State

CWG

Meeting

frequency

Quarterly

Twice weekly

Once-Twice

monthly status

update

meetings for

each of the

commissioners

(3-6 total)2

Monthly-

Quarterly

Key activities

+ Review National league table

+ Review National dashboard

+ Present at NEC

+

+

+

+ Review progress on

implementation tasks

+ ‘Do the work’

+

+

+ Individual meetings with each

of the commissioners of the

HCD thematic areas

+ Review intervention

implementation plans and

track milestones and activities

+ Escalate challenges where

necessary

+

+

+

+ Review State dashboard

+ Debottleneck issues on

delayed milestones

+ Present at State cabinet

meetings

+

+

+Health

comm’r

Labour

comm’r

State CWG Secretariat

Governor/Deputy Governor

Focal

person1

Education

comm’r

Donors &

NGOsTA

1 Her or she facilitates the meeting. Focal persons should be able to meet with the Governor outside of these structures as the need arises

2 Alternatively, directors and TAs can meet separately with commissioners. Commissioners then meet separately with the focal persons

To ensure continuity, States should look to embed these activities as agenda items in existing meetings

Subnationals have also been encouraged to implement a delivery

mechanism to ensure coordination, issue resolution and tracking from

MDAs up to National CWG

16

Delivery mechanism Description Responsibilities Key activities Time commitment

▪ Senior

individual

appointed by

state governor

to lead HCD in

state

▪ Monitoring and

evaluation

▪ Liaison with

National CWG

▪ Data reporting

▪ Oversees implementation

and successful tracking of

indicatorsState Focal

Person

2 – 4 hours per week

▪ Monthly 2-hour meeting with state

CWG

▪ 2 1-hour monthly meetings with each

commissioner and their directors

▪ Preparation for all meetings

Health,

Education and

Labour

commissioners

▪ Political

appointees

leading the

state health,

education and

labour

ministries

▪ Oversight and

debottlenecking

▪ Responsible for ensuring

HCD interventions in their

thematic area are being

implemented

▪ Helps debottlenecking

issues

1 – 2 hours per week

▪ Monthly 2-hour meeting with state

CWG

▪ 2 1-hour monthly meetings with focal

person and reporting directors

▪ Preparation for all meetings

Director

▪ Senior civil

servant

responsible for

specific projects

within their

ministry

▪ Manage working

team

▪ Responsible for driving

implementation of

specific interventions, e.g.

training health workers

▪ Oversees the team of civil

servants responsible for day

to day interactions

4 – 6 hours per week

▪ 2 1-hour monthly meetings with focal

person and commissioner

▪ 2 30-minute weekly meetings with

implementing staff and partners

▪ Preparation for all meetings

▪ Drive implementation of interventions

Technical

Assistants

▪ Seconded to

directorates

by CWG, 3 per

state

▪ Assist directors

and

commissioners

▪ Prepare meeting reports

and presentations

▪ Problem solves with

directors on how to

accelerate delivery

Full time/40 hours per week

▪ 2 1-hour monthly meetings

▪ 2 30-minute weekly meetings

▪ Preparation of presentations and

reports for HCD state meetings

▪ Collation and analysis of data and

implementation milestones

To be successful in the implementation of HCD interventions at the

Subnational level, 4 roles are critical

17

Subnationals have been advised to follow a methodical approach in

implementing and assessing their HCD interventions

Implement

It is critical that the Governor is actively involved along the way to ensure stakeholders take HCD delivery seriously. During implementation

especially, the Governor should ensure that he is reviewing progress of interventions and leveraging performance management tactics to drive

delivery

Subnationals

are expected

to identify the

critical

stakeholders

in their states

that should be

engaged at

each point in

the approach

‘How to solve it’

42A

2

2B

Refine Interventions

Review existing interventions

Assess viability

In state-Led by focal persons with support from National CWG

Plan implementation3Select Priority outcomes and

targets1

Approach

▪ Quarterly national

CWG meetings

▪ Monthly State

CWG meetings

▪ Weekly State HCD

meetings

▪ Regional

stakeholder

engagement with

National CWG

▪ Technical assistants

to provide ‘hands

on’ support to

implementing teams

e.g. support in

building

implementation plans

and running status

meetings

▪ Interview range of stakeholders in State

▪ Hold workshops in State with a range of

stakeholders

▪ Cost interventions

▪ Engage stakeholders e.g. donors to identify

opportunities to ‘unlock’ funds-Led by

Governor

▪ FP to engage Commissioners’

teams on priorities and targets

▪ FP + CWG to engage Governors

and Deputy Governors to

determine priority and targets

▪ Governors to engage LGAs and

community level leaders to secure

buy in

▪ CWG to present priority out-comes

and targets at State EXCO

Key

stakeholders

‘What to solve’ ‘Solve it’

▪ Governor

▪ Commissioners

▪ Directors and

their teams

▪ Community leaders

▪ Local Govt. leaders

▪ Implementing

partners

▪ Governor and Deputy Governor

▪ Commissioners

▪ Permanent Secretary

▪ Directors

▪ Community leaders

▪ Local Government leaders

▪ Commissioners

▪ Permanent secretary

▪ Directors

▪ Implementing partners (Donors, NGOs, etc)

▪ Local Government leaders

▪ Users

▪ Pvt. sector

▪ Directors and their

teams

▪ Implementing

partners e.g. donors,

NGOs

Expected

Outcome

▪ MDA

implementation

teams are

implementing

interventions in

conjunction with

implementing

partners

▪ MDA implementation

teams are clear on

how to implement

and feel ‘ownership’

of the project

▪ Interventions for the priority outcomes have

been designed

▪ Interventions are considered viable based on

bottom up costing, availability of funds and

alignment with State policies

▪ Priority outcome(s) and targets have

been decided and communicated

to the relevant stakeholders within

the StateB

A

Key Activities

▪ Prepare fact base: State baseline

and aspiration for each (6) outcome

area and funding sources

▪ Present fact base to Governors to

facilitate their decision on priority

outcomes and targets

▪ Track

implementation

progress and data

▪ Create visibility on

progress for

Governor

▪ Continuously

engage

stakeholders

▪ Design simple

implementation plans

▪ Design and align on

delivery mechanism

▪ Assess performance of existing interventions

to decide whether to ramp up, maintain or

introduce new interventions

▪ Evaluate cost and identify sources of funds

for the intervention(s) (State, Federal and

Donors)

A

B

18

Sample of existing interventions across Subnationals

Free medical services for infants, pregnant

and nursing mothers esp. in rural areas

Training & recruitment of healthcare workers

– docs, nurses, CHEWs, etc.,.

HCD Priority

Interventions

Active

Programs

Inactive

Programs

Donor

Programs

Federal

Programs

Priority Outcome Key Interventions

7

National technical committee to review

school curriculum1

Under 5 Infant

Mortality

Free health care for preterm babies9

Labor Force

Under 5 Infant & Adult

Mortality

State

Programs

Creation of more & better jobs through

entrepreneurship (AKEES)10

Under 5 Infant & Adult

Mortality

8

Adult Mortality Provision of HIV/AIDS and TB counselling,

drugs and relief aids to rural areas5

Expected years of

school

Home grown school feeding program 2

Under 5 Infant

Mortality & StuntingProvide safe water and improved sanitation6

Payment of WAEC fees for pupils3Expected years of

schooling

Quality of Learning

Quality of Learning

Recruitment of primary school teachers &

supply of learning materials to pupils

4

19

We have shared project

management tools to support

implementation plans

▪ Delivery mechanism with defined

activities at MDA, Subnational and

national levelsWe have provided guidelines to help

Subnationals prioritize resources for

HCD work e.g. define levels of priority for

outcome areas based on how far baseline

performance is from target and how many

ongoing interventions exist to address the

outcome

The CWG has created a guidebook to support end to end implementation

of HCD work across the Sunationals

We included tools and

resources for performance

tracking in the Subnationals:

▪ Data sources for outcomes

and indicators

▪ Data collection

mechanisms

▪ Dashboards for tracking

outcomes and progress on

interventions

20

Performance Management Tools are also currently being designed to

help the Subnational’s track both implementation progress and indicators

Performance

management tools

Leading Indicator

dashboard

Implementation

tracking tool

A

B

What is it?

▪ Tool to monitor the actual

implementation of all

activities at different levels of

granularity

– L1: Milestones

– L2-Activities

– L3-Tasks

▪ Tool to monitor the progress

of leading indicators

compared to targets: helps

to assess likelihood of

achieving targets based on

current progress vs planned

trajectory

When is it used?

▪ During quarterly CWG

meetings (review milestones)

▪ During monthly status

meetings (review milestones)

▪ During weekly meetings

(review milestones and

activities)

▪ During daily meetings

(review tasks)

▪ During quarterly CWG

meetings (review outcomes)

▪ During monthly status

meetings (review indicators)

Who is responsible?

▪ Technical advisors

and respective

directors

▪ Technical Advisors

21

Sample Dashboard view

Akwa IbomState:

Leading indicators

Outcome indicators

Exclusive bread feeding (%)

29%

Youth labor force participation (%)51%

Under 5 stunting (%)

29%

Unemployment rate (%)

32.1%

Full immunizationcoverage (%)

69%

Primary school completion rate (%)90%

Under 5 mortality (per 1000)

73%

Expected years of school (years)

7.5

Target: 80%

Maternal mortality ratio (per 100,000)

150

Pupil to teacher ratio

70

Life expectancy (years)

51

NECO results (% w/ 5 or more credits)

76%

Target: 110 Target: 50%

Target: 100% Target: 30 Target: 80%

Target: 37 Target: 71 Target:14.5

%

Target: 12 Target: 89% Target: 14.4%

Negative trendPositive trend

Negative trendPositive trend

Status of interventions

Operationalize

the BHCPF

Launch free

family planning

programs

Roll out girls

education

interventions

Improve access

to job market

information

Improve management & strategic

focus of TVET

Off trackOn track

▪ Dashboard to

show

progress of

leading and

outcome

indications

and trend vs

previous

month

▪ More detailed

view showing

full history of

leading

indicators on

a monthly

basis and

outcome

indicators on

an annual

basis is also

available

▪ Dashboard to show status of

interventions and flag delayed

interventions that need

debottlenecking

▪ More detailed view showing

specific milestones and

activities under each

intervention is also available

22

Key messages

▪ The HCD Secretariat manages fund allocation to maximize return on

investments and also works to source and unlock other funding options

▪ It is important to understand the baseline performance across HCD

indicator outcomes and track progress from interventions over time

▪ With national oversight, the Core Working Group can ensure appropriate

alignment and identify synergies to optimize value on HCD investments

▪ A veritable platform such as NEC can help drive consensus across different

tiers of government to make HCD a national priority

▪ Formation of the CWG helped to define a clear leadership structure and

quickly rally key agencies towards supporting the HCD program

Coordination between

federal government, key

agencies & sub-national

government is critical

Prioritization and

alignment of federal &

state government and

development partners

Optimization & synergies

across ongoing

interventions across the

country

Availability of data is

crucial to the success of

HCD program

1

2

3

4

Appropriate funding

sources including

performance-based

opportunities

5

There are some key lessons learned from the CWG experience so far23

SOURCE: Core Working Group

Lesson Description

There is a wide community of support to help Subnationals successfully

drive HCD implementation

24

National

Organisations

Support

provided

Development Partners CSOs and NGOs

ERGP

implementation unit

Young Innovators of

Vocational Training

Initiative

Inspire

Nigerian

Youth

▪ Baseline and

implementation

methodology support

▪ Policy creation to

drive HCD in

Subnationals

▪ Technical support

▪ Funding

▪ Content expertise

▪ Advocacy on policy

▪ Push for

transparency and

accountability

Thank you for listening