Slidepack For Lagos Mtss Trainning at Akodo in March 2011

MTSS Development Capacity Building training
Policy & Strategy, SPARC
Lagos, 22 – 25 March 2011

Objectives of the programme
This training programme aims to:
– Set out the definitions of key terms associated with development planning
i.e. State Development Plans, MTSSs, Performance Reporting &
Reviews.
– Take participants through the process of developing MTSSs.
– Establish the key linkages between MTSSs and other key planning
documents.
– Establish the key linkages between MTSSs and M&E, as well as the
Annual Budget cycle.
– Set out the roles and responsibilities of key stakeholders in the overall
planning process.
– Establish how Gender and Social Inclusion (G&SI) issues should be
addressed through the planning process.
– Support the development of an Action Plan for the development of the
outstanding MTSSs in Lagos State.
– Consider and learn from the experience of those sectors (Health &
Education) that have successfully developed MTSSs
www.sparc-nigeria.com
Expected outcomes of the programme
Upon completion of the training programme, participants
would be expected to:
– Understand the process and know how to develop and review MTSSs.
– Understand well the definitions of the different tiers of the planning
process.
– Understand the links between MTSSs and Performance Reviews and
Reporting.
– Understand the inter-relationship between the:
State Development Plan : MTSSs : Annual Budgets.
Section 1: Overview of the MTSS
Key definitions
The following items are crucial in the context of development
planning and require defining:
– Policy
– Strategy
– State Development Plan
– MTSS
– Medium-Term Expenditure Framework
– Sector
– MDAs
– Programme Budgeting
– M&E and the Annual Performance Review and Report
– Results Chain.
These will be defined over the next few slides and shall be referred to
throughout the course of the training.
Definitions
Item Definitions
Policy A system of courses of action, regulatory measures, laws and

funding priorities concerning the provision of public services or
delivery of a way of life by a government entity or its
representatives
Or
An attempt by a government to address a public issue through
the development of laws, regulations, decisions and actions. It
defines overarching expected goals and outcomes
Strategy A plan of action designed to achieve a particular goal
Or
A course of action designed to achieve the desired policy
outcomes of a government
State An articulation of a government’s long-term (7-10 years) policy
Development and strategy aspirations for its development. It provides
Plan guidance to policies and strategies at the sector level which
ensures their delivery of the desired state-level policy outcomes
Definitions contd
Item Definitions
MTSS An MTSS is a medium-term strategy document, often covering

between 3-5 years, that sets out clear objectives, priorities, and
programmes for that sector, which are derived from a higher level
strategic plan e.g. a State Medium-Term Development Plan
Medium-Term Sets out fiscal targets for the administration as well as the allocation
Expenditure of resources to sectors in accordance with the strategic priorities
Framework pre-determined by the government
(MTEF) Or
A framework that builds on the Medium-Term Strategic Plan which
allows the Ministries of Finance and Planning to engage
stakeholders in constructive dialogue of determining the medium-
term public incomes and expenditures that would address the
developmental goals and objectives of the government. The
framework is used for formulating Annual Budgets
Sector Broad functional group of a number of MDAs that contribute to, or
are responsible for delivering a range of policy outcomes
Definitions contd
Item Definitions
MDAs Government Ministries, Departments and Agencies that are

responsible for implementing government policies and
strategies in specific areas of activities
Programmes A group of projects or activities that collectively produce outputs
that enable specific policy outcomes to be achieved
M&E and the An established framework set up to ensure that the
Annual government’s implemented programmes are achieving the
Performance desired policy outcomes, and where this is not the case that the
Review and programmes are revised in a way that would allow outcomes to
Report
be achieved. It has to be carried out at a time that allows its
outcomes to inform the subsequent years planning and budget
preparation decisions
The Results Chain
Medium Term Long Term

Sector Strategy Strategic Plan
Inputs Activities Outputs Outcomes Impacts

Ongoing Ongoing Short-Term Medium-Term Long-Term
Medium-Term Longer-Term
Objectives Goals
Results Chain levels


Objectives Goals


Sector Strategy Medium-TermStrategic Plan Longer-Term
Objectives Goals

Objectives Goals
The Results Chain describes the combinations of inputs, activities and

outputs that will be required in order for policy outcomes to be achieved.
....... And these need to be carried out within the resource constraints of
the state
Planning framework at a glance
National & International
Guidelines
THE POLICY AND STRATEGY DEVELOPMENT PROCESS
POLICY PUBLIC
RESEARCH
DIRECTIVES CONSULTATIONS
&
FROM
STATISTICS
POLITICIANS
STATE STRATEGIC DEVELOPMENT PLAN
ANNUAL REVIEW OF KPIs

(Civil society involvement)
SECTOR SECTOR SECTOR
STRATEGIC PLANS STRATEGIC PLANS STRATEGIC PLANS
MDAs DELIVERY PLANS
Service
Improvement
Planning
REVIEW(s)
ANNUAL
PERSONAL STAFF OBJECTIVES
Annual
Service PUBLIC SERVICES
Reviews
Why is an MTSS necessary
The Medium Term Approach is about how to turn ambitions into
results.
There is no necessary connection between ambitions and results.

We can dream, with no plan for realising it. And we can plod on
steadily delivering more of the results we are already delivering.
We need to link the two – our dreams, ambitions and hopes with
our current capacity to deliver results, so that we start to deliver
better results.
That takes time. Three to four years is long enough to tackle a

big problem, short enough to manage it.
Flaws within the current planning system
The current planning system involves:

• activity budgeting as opposed to programme budgeting;
• consideration of inputs & outputs as opposed to outcomes;
• unrealistic budgeting with inadequate funding and
discretionary funding; and
• planning outside of evidence-based data.
These are the things that an effective MTSS development based
framework is meant to address.
MTSS in the Broader Process
Over-arching Policy Realistic Fiscal Projections

Direction
Decisions About Medium Term

Sector Envelopes
Medium Term Strategies in

Sectors
Translation of the costed

Strategy into annual budgets
Cash Releases, Budget

Implementation and Review
Linkages between different
planning documents
Long and Medium Term Policy Documents – Outlines overall State Policy Outcomes Loosely
20:2020 and State Development Plan costed if possible to demonstrate general realism
Sector Development Plan – 5 to 10 years Links policy to strategy, generally costed but may
include funding gaps
MTSS – 3 years – No funding gaps Consistent with the Sector Plan, all activities
costed within projected ceilings
Annual Budget Based on the first year of the most recent rolling
MTSS
Annual Operational & Depart’l Work Plans Defines responsibilities for implementation in
relation to the budget
Departmental Cash Flow Projections Quarterly projections of cash requirements

against all planned activities
Multi-layered approach to Planning
State Development Plan (7-10 years)
Sector Plan
Sector Strategy, Medium Term
Key features of an MTSS/MTEF framework
An MTSS/MTEF framework should contain:
 A Fiscal Framework statement which outlines sources and
types of projected revenue for the government
 Resource ceilings (as a % of the state’s total projected
revenue) for sectors in accordance with the government’s
predetermined priorities
 Goals for the sector that are derived from a high level
Development Plan
 Sector priorities and expected outcomes
 Sector programmes, projects and activities
 Sector targets and Key Performance Indicators
 Resource allocations to sector programmes and projects
 A robust performance monitoring framework www.sparc-nigeria.com
MTSS and the Medium-Term
Expenditure Cycle
Who is responsible for developing the
MTSS
The following stakeholders are responsibility for various aspects of the
development of the MTSS:
– Honourable Commissioners and the Executive Council for reviewing and

proposing high-level policies and strategies of the government;
– The State House of Assembly for enacting relevant laws and approval of the
state’s annual budget;
– Central Planning MDAs – SMoF and SMoB – for providing guidance on the
MTSSs and resource envelopes available to each sector;
– Sector line ministries and other MDAs for developing the suite of
programmes/activities to be implemented by the sector through the MTSS period
and for drafting the MTSS document; and
– Civil society and the general public for providing feedback on the current levels of
service provision. This establishes the gaps in service provision and informs the
formulation of new strategies;.
Processes
Input Literally, what you put in so that you get out an output. Technically, it is
the financial, human and material resources used in your project. For
example, if you are building a road, it will be labour, engineers, planners,
plans, money, tarmac, vehicles, etc.
Activity Activities are the ways in which you use the inputs to produce the
outputs. Technically, it is actions taken or work performed through which
inputs, such as funds, technical assistance and other types of resources
are mobilized to produce specific outputs. For example, road building
would include activities like ground clearing or tarring.
Results
Output Outputs are very often things and they result from the project.
Technically, outputs are the products, capital goods and services which
result from a project. In the road-building example, the chief output is
the actual road but it may also include some bridges.
Outcome An outcome, in policy terms, is a statement of how life is better than it
was before in some way, for some people. Technically, an outcome is the
likely or achieved short-term and medium-term effects of a project’s
outputs. In the road example, there may be many outcomes for many
people, arising from their new ability to have access to health services,
markets and other communities.
Impact The impact is the cumulative effect of the outcomes and is largely about
scale or time. Technically, impacts are positive and negative, primary and
secondary long-term effects produced by a project, directly or indirectly,
intended or unintended. The impact of the new road may be the
economic and agricultural regeneration of that region.
Goal A goal is the most ambitious statement of overall impact that is hoped
for. Technically, it is the higher-order objective to which a project is
intended to contribute.
Target A target is way of measuring progress towards the result and is set in a
way that will be capable of being accurately measured. Technically, a
“performance indicator” is a variable that allows the verification of
changes in the project or shows results relative to what was planned. At
one stage in the road example, it may be “one kilometre of tarred road
completed each week”.
Policy planning is about delivering outcomes. Project planning is about delivering outputs.
Outputs + people = outcomes. Sometimes, that equation also needs institutio ns, such as
systems or “rules of the game” for people to apply. For example, a hospital building (output)
needs doctors and nurses but also needs administration and management before it provides
health outcomes to patients.
Outcomes
An outcome is a statement of how life is

better than it was before, in some way, for
some people.
Outcomes vs Outputs
An output, rather than an outcome, is

usually a thing, delivered by a project or
a contract.
It may be very valuable and necessary
but is not an end in itself. It depends
on what people do with it to create
outcomes.
Without doctors and nurses, a hospital
is just another building.
Outcome / Output / Input
An input is what you put in so that you get out an output!

It involves resources, effort and anything else needed to get the
project moving.
Input – Output – Outcome(?)
The right inputs, put together in the right way, should

produce an output. It is usually fairly predictable
because it is usually about things.
But outputs do not necessarily produce the outcomes
you want. That link is less predictable because it is
about people.
Outputs + people (+ institutions) = outcomes
Infrastructure is not enough. It needs people to use it
and systems to maintain it.
The Results Chain

Objectives Goals
We now add “Impacts” to look at the longer term changes that result
from our outcomes;
And “Activities” are the bit in the middle that turn Inputs to Outputs.
That gives us a basic “Results Chain”.
The Logic Chain Medium Term
Sector Strategy
Long Term
Strategic Plan

Objectives Goals
Assumptions Assumptions Assumptions
Assumptions
We make assumptions at each stage that a link will occur – the “Logic
Chain” that underpins the Results Chain. The one in red is often the
most unreliable link, often leading to unintended consequences, rather
than the desired policy outcome.
Linking Chains Sector Strategy Strategic Plan

Ongoing Ongoing Short-Term Medium Term Long-Term
Medium-Term Long Term
Objectives Goals

Ongoing Ongoing Short-Term Medium-Term
Medium TermLong-Term Long Term
Objectives Goals

Objectives Goals
When the outputs of one become the inputs of
another, the planning framework takes shape.
A quick exercise: distinguishing
outcomes, outputs, inputs & activities
Input Activity Output Outcome Impact
12 project staff
Income of small farmers increased
To train NGO members in book keeping
Sustainable tourism development policies formulated and

endorsed by cabinet
Broad media campaign to sensitize public on MDGs
Communities are better prepared to cope with floods
HIV/AIDS training packages designed and distributed to all

schools
Government contribution in kind
National and local policies and plans are responsive to gender
issues
Area under forest increased in
Low-income families trained in skills necessary to sustain
micro-enterprise
Public sensitized on MDGs
To publish a paper outlining options for making policies more
pro-poor
Planning - The Current Position
Policies
Education Water Health Etc.
Programmes, Projects, Activities, Rolling Plan
. . . . or maybe more like this
No Policy Framework,
no direction
? ? ?
?
?
Education
?
Health ?
Water
Agri.
? ?
?
Hundreds of low-impact projects or contracts, few programmes
. . . but it could be this - the SMTDP
Overall Policy Framework
Policy Goal Policy Goal Policy Goal Policy Goal
Environment Services Growth Governance
Sector Sector Sector Sector Sector Sector Sector

Environment Water Health Education Power Social Justice
Inclusion
Various Projects and Programmes
Section 2: The MTSS
Steps in the MTSS development process
STEP TASK
STAGE 1: Review and Preparation

1A Set up MTSS Committee
Agree Terms of Reference for the Committee
Identify and Review Existing Policy Statements, including sector and general,
1B both state level, Federal and International. Agree sector policy position and
establish draft three year outputs – involve the HC at this stage
1C Gather existing data and information that can be used on development of

policy into strategy, including performance reviews – involve the public here
1D Receive or compile Information about Three Year Revenue Flows (expenditure

ceilings) including both within state sources and others
1E Describe existing contract and other budget commitments that are payable or
you expect to be paid during the forthcoming years
STAGE 2: Develop Strategy

2A Run a Strategy Session (or series of sessions) - Review & Agree Policy
Outcomes Based on Stage 1
2B Taking account of existing commitments, develop strategies (inputs and

outputs) for the achievement of Outcomes
Determine costs of activities and projects (including overheads)

2C Review projected three year costs of personnel
Make decisions about changes to the levels of activities and projects, and their
2D phasing of input, so that expenditure ceilings are complied with in the spread-
sheet – include public consultation and perhaps a public forum
STAGE 3: Documentation and Agreement
3A Discuss and agree the resulting sector strategy with the HC

Make alterations as options where possible/desirable
Write MTSS document according to Table of Contents provided in the annex

3B
Use the spread sheet to compile budget submission (following receipt of call
3C budget circular) and use presentation based on MTSS document to defend it
Suggested Timeline
Task/Step Jan Feb Mar Apr May Jun Jly Aug Sep Oct Nov Dec
Conduct Annual
Reviews
Collect data and
information
Review national
policy guidance
Refine State Policy
Outcomes
Receive Expend-
iture Envelopes
Develop sector
strategies & cost
Review strategy
within ceilings
Prepare MTSS
Document
Receive Call Budget
Circular
Refine MTSS and
compile budget
Defend Budget using
MTSS
Make Operational
Plan
Stage 1: Review and Preparation
This will entail:

• Setting up of an MTSS Committee for the sector (led by the PS of one of the key
MDAs)
• Reviewing existing high level policy documents to build a profile of the sector as
defined by pronouncements by the 3 arms of government
• Discuss and agree resulting outcome statements between Civil Servants and
relevant Honorable Commissioners
• Gather service data and information, including those taken from performance
reviews
• Consultation with sector experts for validation of available data
• Ascertain the projected revenue in-flows to the sector to ensure realism
• Establish current capital and revenue commitments of the sector
Stage 2: The MTSS process
This will entail:

• Convening of a 3-day strategy development workshop session to determine and
agree policy outcomes to be delivered during the MTSS plan period. The
workshop will also be used to outline programmes and strategies to be used in
delivering the desired policy outcomes
• Providing the estimated costs of the programmes and activities
• Establishing the source of funds and the amount available for spending (the
ceiling) by the sector
• Using the administrative budget code to describe which MDAs will finance specific
activities
• Consideration of cross-cutting areas of programmes that require MDAs from other
core sectors’ contributions towards the overall achievement of the policy outcome
• Consultation with appropriate stakeholders – LGAs, CSOs, Private Sector,
Development Partners, etc – to validate and commit to the implementation of the
MTSS
Federal Macro-Economic Framework Plus State IGR Growth
Macro-Framework 2010 2011 2012 2013
Oil Production (million BPD) 2.40 2.50 2.50 2.50
Oil Price (Year Average) $60.00 $60.00 $60.00 $60.00
Annual Real GDP Growth 8.20% 12.40% 11.60% 12.90%
Inflation Rate 9.50% 9.00% 8.50% 8.00%
Naira: USD Exchange Rate 147 146.5 146 145
Growth of IGR (Enugu State) 20% 20% 20% 20%
State Resource Envelope (Linked to Macro-Economic Framework)

Recurrent 2010 2011 2012 2013
Statutory Allocation 30.0 35.0 40.0 45.6
VAT 4.5 6.3 7.4 8.7
IGR 6.6 8.9 10.9 13.0
Excess Crude 0.0 0.0 0.0 0.0
Total Recurrent Receipts 41.1 50.2 58.3 67.3 216.9
Capital 2010 2011 2012 2013

Treasury Opening Balance 0.5 0.0 0.0 0.0
Internal Loans 16.0 14.9 16.8 15.6
External Loans 6.0 6.0 3.7 3.5
Grants 2.6 3.2 3.2 3.2
Miscellaneous General 2.0 2.5 2.5 2.5
Total Capital Receipts 27.1 26.6 26.2 24.8 104.7
Total Envelope 68.2 76.8 84.5 92.1 321.6
Figure 9 MTSS Strategy Log Frame – Outline Template Annex 3
Sector and Sub-Sector 1.0: e.g. Education, Secondary Education
Policy Outcome: e.g. By 2020, sixty percent of secondary school aged children in the state are equipped
with the skills that allow them to obtain gainful employment and learn through higher levels of education.
Medium-Term Output : (Must contain a SMART target): e.g. Thirty percent of secondary age children,
regardless of gender, faith, social background and special needs, complete secondary school by 2014, with at
least 33 percent of these obtaining sufficient results to allow them to proceed to tertiary education.
Sub-Output 1.1: e.g. Adequate numbers of qualified teachers needed to achieve the medium term output are
employed to provide education of good quality in public Schools. Programme Code 001
Target 2013: e.g. Number of qualified teachers employed increases by 5 percent each year
Cost 2011 Cost 2012 Cost 2013 MTSS MDA

In ‘000 In ‘000 In ‘000 Activity Responsible for
Activities 2011 Activities 2012 Activities 2013 Naira Naira Naira Code Management
e.g. Employ Employ existing Employ existing 641,500 673,750 708,150
existing teachers teachers, teachers,
including those including those Min of
taken on in 2011 taken on in 2012 1.1.1 Education
Add salaries of Add salaries of Add salaries of 32,250 34,400 35,690
new teachers new teachers new teachers
taken on at start taken on at start taken on at start Min of
of 2011 of 2012 of 2013 1.1.2 Education
etc.
Stage 3: Documentation and
Agreement
This will entail:
• Discussing with and receiving the approval of the relevant Honorable
Commissioners on the outcomes of the strategy session. Approval needs to be
given for the proposed initiatives that the sector will pursue in furtherance of the
achievement of the policy aspirations of the government
• Production and drafting of the MTSS document. This will:
 Describe the process followed in the eventual development of the MTSS
 Explain the connection between the policy objectives and the activities that are proposed to
deliver them
 Place the plan in the context of existing and future resource constraints
 Follow a prescribed outline table of contents
 Set out the performance monitoring framework to be used in tracking performance
• Using the contents of the MTSS to develop the State’s annual budget
• Consulting stakeholders on the draft MTSS and revising it as appropriate
Outline table of contents of MTSS
The draft MTSS document should contain five main chapters and accompanying
annexes, including:
• A Forward signed by the appropriate Honorable Commissioner
• Table of Contents
• Acknowledgements
• Abbreviations
• Chapter One - Introduction:
 Aims and objectives of the document
 Summary of the process used
 Summary of conclusions
 Outline of the structure of the document
• Chapter Two – The sector and Policy in the state
 A brief introduction of the state
 The current situation in the sector
contd
 Key sector policies
• Chapter Three – The development of sector strategy
 Outline of major strategic challenges facing the sector
 Resource constraints
 Contributions from key partners
 Programme connections between sector MDAs
 Outline of key strategies
 Justification
 Results Framework
 Responsibilities and operational plan
• Chapter Four – Three-year Expenditure Projections
 The process used to make expenditure projections
 Outline Expenditure Projections
contd
• Chapter Five – Monitoring and Evaluation
 Identifying sources of data against the Results Framework
 Defining how the Annual Sector Reporting and Review will be conducted
 Setting out the organisational arrangements for undertaking the performance monitoring
and reporting activity
• Annexes
 MTSS Strategy Log Frame
Section 3 – M&E
Purpose of the Performance Evaluation
Report and Annual Review
The Performance Evaluation Report is meant to:

• Capture and document evidence of sectors’ performance
against key performance targets
• Give details on highlights of high standard performance
• Give details of areas of performance in need of improvement
The Annual Performance Review will:

• Consider and verify the evidence contained in the
Performance Evaluation Report
• Ascertain areas of high performance as well as areas of
performance in need of improvement
• Make recommendations on how future performance can be
improved – revision of the MTSS www.sparc-nigeria.com
Benefits of the Performance Evaluation
Report and Annual Performance Review
The benefits of the Performance Evaluation Report and

Annual Performance Review system include:
• Making sectors more focussed on delivering value to citizens

• Enhancing accountability for the delivery of public services
• To institute a process for continuous service improvements in
public services – adjustments of the MTSS and resource
allocations
• Enabling government to report back to citizens on its public
service performance
• Introduce a system and culture of service delivery planning
that is evidence-based
. www.sparc-nigeria.com
Contents of the Performance
Evaluation Report
Some key sections of the Report
template
Key sections of the Performance Evaluation Report include:
• Executive Summary
• Introduction
Background to the sector and key linkages with sector policies/MTSSs
Purpose of the Performance Evaluation Report
• Analysis of Key Performance Indicators
Summary of progress against work plans
Assessment of performance against targets/KPIs
Impact analysis of strategies/programmes on relevant KPIs
Conclusions and recommendations
• Sector Financial Performance
Sector budget appropriation, disbursement and expenditure trends
. www.sparc-nigeria.com
Some key sections of the Report
template (contd)
Key sections of the Performance Evaluation Report include:
• Institutional and Organisational Capacity
Human resources management performance
Physical infrastructure and facilities
• Cross cutting issues
Linkages with other sectors
Reform progress and impact on overall goals of sector
• forward Look: review and adjustment of MTSS
Recommendations for sector policy and strategy revisions
Recommendation for budgetary adjustments
• Annexes
Data sources and methodology
KPIs, Targets, and relevant statistics
Key stages of the Annual Performance
Review
Key stages of the Annual Performance Review include:
• MTSS development process establishes relevant sector KPIs

• Formation of the review and report drafting teams
• Data (evidence) gathering and collation
• Drafting of the Performance Evaluation Report by March
• Performance Review meeting in April
Review of progress against work plans
Assessment of performance against targets/KPIs
Impact analysis of strategies/programmes on relevant KPIs
Conclusions and recommendations
• Revision of the MTSS by May (to feed into the annual budget
preparation process)
Roles & Responsibilities of key
individuals
Key individuals in the Performance Evaluation Report and
Annual Performance Review system:
• Service Managers documenting service performance throughout

the year
• Performance Evaluation Report drafting team writing up the report
• Performance Evaluation Report drafting team Coordinator
responsible for ensuring all KPIs are recorded
• Performance Review team conducts the Annual Performance
Review
• MTSS development team responsible for reviewing and revising
the sector MTSS
Experience sharing by Health and
Educations sectors
Section 4 – The Intangibles
Civil society role in planning &
performance monitoring
Civil society has a considerable role to play in planning and
service performance monitoring:
• Professional associations/practitioners in specific sectors need to
engage with government to provide technical knowledge and data on
the sector
 This is used to establish possible gaps in service provision and inform the
development of appropriate strategies
• Members of the public and service users should complete exit
questionnaires at the point of accessing services
• Members of the public can, if and when invited, participate in
organised public service reviews
• Members of the public should report poor service standards to the
Ombudsman or relevant agency or to their member of state
assembly
G&SI in MTSS and Planning
Action Planning for the development of
outstanding MTSSs
Steps in the MTSS development process
STEP TASK
STAGE 1: Review and Preparation

1A Set up MTSS Committee
Agree Terms of Reference for the Committee
Identify and Review Existing Policy Statements, including sector and general,
1B both state level, Federal and International. Agree sector policy position and
establish draft three year outputs – involve the HC at this stage
1C Gather existing data and information that can be used on development of

policy into strategy, including performance reviews – involve the public here
1D Receive or compile Information about Three Year Revenue Flows (expenditure

ceilings) including both within state sources and others
1E Describe existing contract and other budget commitments that are payable or
you expect to be paid during the forthcoming years
STAGE 2: Develop Strategy

2A Run a Strategy Session (or series of sessions) - Review & Agree Policy
Outcomes Based on Stage 1
2B Taking account of existing commitments, develop strategies (inputs and

outputs) for the achievement of Outcomes
Determine costs of activities and projects (including overheads)

2C Review projected three year costs of personnel
Make decisions about changes to the levels of activities and projects, and their
2D phasing of input, so that expenditure ceilings are complied with in the spread-
sheet – include public consultation and perhaps a public forum
STAGE 3: Documentation and Agreement
3A Discuss and agree the resulting sector strategy with the HC

Make alterations as options where possible/desirable
Write MTSS document according to Table of Contents provided in the annex

3B
Use the spread sheet to compile budget submission (following receipt of call
3C budget circular) and use presentation based on MTSS document to defend it
THANK YOU!

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MTSS Development Capacity Building training

Policy & Strategy, SPARC

Lagos, 22 – 25 March 2011

Policy A system of courses of action, regulatory measures, laws and

MTSS An MTSS is a medium-term strategy document, often covering

MDAs Government Ministries, Departments and Agencies that are

Medium Term Long Term

Inputs Activities Outputs Outcomes Impacts

Inputs Activities Outputs Outcomes Impacts

Medium Term Long Term

Inputs Activities Outputs Outcomes Impacts

Medium Term Long Term

Inputs Activities Outputs Outcomes Impacts

The Results Chain describes the combinations of inputs, activities and

THE POLICY AND STRATEGY DEVELOPMENT PROCESS

STATE STRATEGIC DEVELOPMENT PLAN

ANNUAL REVIEW OF KPIs

MDAs DELIVERY PLANS

There is no necessary connection between ambitions and results.

That takes time. Three to four years is long enough to tackle a

The current planning system involves:

Over-arching Policy Realistic Fiscal Projections

Decisions About Medium Term

Medium Term Strategies in

Translation of the costed

Cash Releases, Budget

Departmental Cash Flow Projections Quarterly projections of cash requirements

State Development Plan (7-10 years)

Sector Strategy, Medium Term

– Honourable Commissioners and the Executive Council for reviewing and

An outcome is a statement of how life is

An output, rather than an outcome, is

An input is what you put in so that you get out an output!

The right inputs, put together in the right way, should

Inputs Activities Outputs Outcomes Impacts

That gives us a basic “Results Chain”.

Inputs Activities Outputs Outcomes Impacts

Inputs Activities Outputs Outcomes Impacts

Inputs Activities Outputs Outcomes Impacts

Inputs Activities Outputs Outcomes Impacts

Sustainable tourism development policies formulated and

Broad media campaign to sensitize public on MDGs

Communities are better prepared to cope with floods

HIV/AIDS training packages designed and distributed to all

Education Water Health Etc.

Programmes, Projects, Activities, Rolling Plan

Hundreds of low-impact projects or contracts, few programmes

Sector Sector Sector Sector Sector Sector Sector

Various Projects and Programmes

STAGE 1: Review and Preparation

1C Gather existing data and information that can be used on development of

1D Receive or compile Information about Three Year Revenue Flows (expenditure

STAGE 2: Develop Strategy

2B Taking account of existing commitments, develop strategies (inputs and

Determine costs of activities and projects (including overheads)

STAGE 3: Documentation and Agreement

3A Discuss and agree the resulting sector strategy with the HC

Write MTSS document according to Table of Contents provided in the annex

This will entail:

This will entail:

State Resource Envelope (Linked to Macro-Economic Framework)

Capital 2010 2011 2012 2013

Total Envelope 68.2 76.8 84.5 92.1 321.6