Adamawa State Government Monitoring and Evaluation Framework

SECTION 1: INTRODUCTION ........................................................................................................................................ 13 ADAMAWA STATE .................................................................................................................................................... 13 ADAMAWA STATE GOVERNMENT ....................................................................................................................14 ADAMAWA STATE MINISTRIES, DEPARTMENTS AND AGENCIES ....................................................15

SECTION 2: THE MONITORING AND EVALUATION FRAMEWORK ..................................................................19 ADAMAWA STATE DEVELOPMENT PLANNING ..........................................................................................19 ADAMAWA STATE MONITORING AND EVALUATION .............................................................................. 20 ADAMAWA STATE MONITORING AND EVALUATION POLICY ............................................................. 21 ADAMAWA STATE M&E GOVERNANCE FRAMEWORK .......................................................................... 22 (a) RESPONSIBILITY FOR M&E IN ADAMAWA STATE .................................................................... 22 (b) FRAMEWORK FOR GOVERNING M&E IN ADAMAWA STATE ............................................... 23 AIMS AND OBJECTIVES OF THE ADAMAWA STATE MONITORING AND EVALUATION FRAMEWORK ..............................................................................................................................................................24 Objectives of the M&E Framework ................................................................................................................ 24 Underlying Assumptions for Implementation of the M&E Framework .......................................... 25 Scope and Timing of the M&E Framework .................................................................................................26 Phase one MDAs for the M&E Framework ................................................................................................. 27

SECTION 3: THE DEVELOPMENT PLANS AND ELEVEN-POINT AGENDA ......................................................30 VISION AND MISSION OF THE DEVELOPMENT ...........................................................................................31 Vision of Adamawa State Mid-Term Development Plan 2021 – 2025 ..............................................31 Mission of Adamawa State Mid-Term Development Plan 2021 – 2025 ...........................................31 Thematic Areas ...................................................................................................................................................... 31 THE ELEVEN -POINT AGENDA ............................................................................................................................32 Development Plan Priorities and MDAs responsible ................................................................................. 33

SECTION 4: MDA KEY PERFORMANCE INDICATORS AND TARGETS ............................................................. 36 Rationale for Choice of Indicators for the M&E Framework ................................................................... 36 Data Sources ............................................................................................................................................................... 36 Adamawa State Planning Commission ............................................................................................................ 37 Adamawa State Ministry of Works, Housing and Energy Development ............................................44 Adamawa State Board of Internal Revenue ....................................................................................................49 Adamawa State Universal Basic Education Board ..................................................................................... 62 Adamawa State Bureau for Public Procurement ......................................................................................... 68 Adamawa State Ministry of Health ..................................................................................................................... 74 Adamawa State Ministry of Education ............................................................................................................. 81 Adamawa State Ministry of Finance and Budget .........................................................................................86 Adamawa State Ministry of Environment ........................................................................................................89 Adamawa State Ministry of Agriculture ........................................................................................................... 96

SECTION 5: THE CONCEPT OF RESULTS BASED MANAGEMENT, MONITORING AND EVALUATION101 Logic Model and Results Chain ........................................................................................................................ 101 Planning, Monitoring and Evaluation Cycle ................................................................................................ 101 Results Based Monitoring and Evaluation (M&E) .....................................................................................102 Establishing monitoring and reporting systems .......................................................................................103

SECTION 6: INSTITUTIONAL ARRANGEMENTS, M&E ROLES AND RESPONSIBILITIES IN IMPLEMENTING THE M&E FRAMEWORK ............................................................................................................ 103 Institutional arrangements ..................................................................................................................................103 M&E Roles and Responsibilities ...................................................................................................................... 103 1. Adamawa State Planning Commission M&E Department/Unit ............................................104 2. Development Partners (DPs): .............................................................................................................104 3. Private sector and other strategic partners:................................................................................104

SECTION 7. STRUCTURE FOR IMPLEMENTATION OF THE M&E FRAMEWORK ...................................... 105 a. Approach for M&E Framework .............................................................................................................. 105 b. Review of Strategic Direction .................................................................................................................105 c. Monitoring and Evaluation (M&E) Strategy ......................................................................................105 d. Institutional Arrangement for Coordination of M&E .................................................................... 106 e. Develop a Comprehensive Performance Monitoring Plan ........................................................ 106 f. Monitoring and Evaluation (M&E) Plan for ASDB and MTDP .......................................................106 g. M&E Capacity Assessment ..................................................................................................................... 106 h. Development of M&E Capacity Response Plan ..............................................................................106 i. Compendium of Key Performance Indicators .....................................................................................107 j. Indicator Targets ..............................................................................................................................................107 k. Monitoring and Evaluation Policy ........................................................................................................ 107 l. Monitoring and Evaluation Manual .......................................................................................................... 107 m. Quarterly and Annual Performance Reporting ............................................................................... 107 n. Stakeholders in M&E ..................................................................................................................................107 o. Results Framework and Logical Framework Matrix .....................................................................107 p. Funding and Resource Allocation for the M&E System ............................................................. 108 q. Data Center and Management Information System (MIS) ..........................................................108 r. Capacity Building to Manage the Data Center and Management Information System (MIS) 108 s. Evaluation of the MTDP/ASDB ...............................................................................................................108 Evaluation Type to be Conducted ....................................................................................................................108 (i) Annual Internal Evaluation ...................................................................................................................... 108 (ii) Mid-term Evaluation ................................................................................................................................... 108 (iii) Thematic Impact Evaluation ................................................................................................................... 109 (iv) Final Evaluation ............................................................................................................................................109 t. Reporting, Learning and Knowledge Management .......................................................................... 109 u. Monitoring, Evaluation and Social Accountability ........................................................................109 v. Monitoring, Evaluation and Safeguards ............................................................................................ 109

SECTION 8: RESOURCES AND BUDGET REQUIRED FOR IMPLEMENTATION OF THE M&E FRAMEWORK ................................................................................................................................................................. 110

SECTION 9: CONCLUSION ........................................................................................................................................... 112 APPENDIX ........................................................................................................................................................................113 Appendix 1: Monitoring and Evaluation Framework Data Template ................................................ 113 Appendix 2: Communication and Feedback Framework .......................................................................114 Reference .........................................................................................................................................................................115 Forward Adamawa State operates an all-inclusive government that recognizes the roles of the public sector, private sector, intemational development community and civil society. The government has embarked on an integrated reform approach toward enhancing Public Sector Management, reducing wastages and inefficiencies, and improving service delivery to its citizens. As a component of the government's transparency and accountability effort, a comprehensive Monitoring and Evaluation Policy has been developed by my administration. This M&E Policy describes the overall integrated government-wide strategies for institutionalizing monitoring and evaluation across all the Ministries Departments and Agencies (MDAs) in the State. The M&E policy is aligned with the M&E Framework and the reporting requirements of the Adamawa State 10-Y ear Strategic Development Plan and the Med ium-Term State Development Plan. TI1e M&E policy will enhance the oversight functions of the legislators by providing a systematic approach to documenting performance and results on a timely basis for informed decision-making. The M&E Policy emphasizes the capacity building of the public sector human resources especially monitoring and evaluation, and provision of all necessary equipment, information, and communication technologies to enable all the Adamawa State MDAs to fulfil their M&E functions. As an integral part of the government-wide M&E System, the State Government is committed to establishing an M&E Management lnfonnation System (MlS) which shall maintain a centralized reporting dashboard wbich will provide the opportunity for the government to showcase its annual perfonnance on approved Key Perfonnance Indicators (KPis) for various development priorities outlined in the development plan. The M&E dashboard will highlight progress on projects, programs and services provided to the citizens towards improving their standard of living and quality of life. The automated dashboard reporting system will also allow NGOs and citizens to provide independeot and objective feedback on government performance on a quarterly and annual basis. While recognizing that the individual MDAs might have varying requirements and structures for M&E, however ii is necessary, as a basic minimum, that all MOAs should establish Monitoring and Evaluation Departments and ensure the visibility of M&E. Also, adequate staffing and sufficient authority should be provided by each MDA to integrate monitoring and evaluation in all their functions in compliance with this policy. I hereby direct the implementation of this M&E policy shall commence immediately, and M&E skills are provided as part of this administration's overall workforce development strategy. I further direct that all MDAs should have individual strategic plans for at .least four years and be aligned with the I 0- year State development plan. The strategic plans should have clear mission and vision statements, goals, objectives, related outcomes and targets covering their functions. MDAs should include as part of their M&E clear descriptions of how their goals will be achieved and the resources required to achieve key results within the specified timeframe. With this policy in place, the Adamawa State Planning Commission is particularly mandated to coordinate the Government-wide Annual Performance Repo1ting (APR), which shall be prepared by all MDAs and reported against agreed Key Performance Indicators (KPls) with clear baseline values and targets to enable comparison of performance over time. I, therefore, express my gratitude to the United States Agency for Intcroationa\ Development (USAID) through its Nigeria State Accountability, Transparency, and Effective-ness (State2State) Activity for supporting the process of developing this M&E policy and contributing 1-0 improving the perfom1ance management, ensuring that service delivery is aligned with strategic priorities of the government towards strengthening effectiveness and accountability u�12 of pub Iic service. His Excellency Ahmadu Umaru Fintiri Executive Governor Adamawa State 5 EXECUTIVE SUMMARY The overall aim of this Monitoring and Evaluation Framework of the Adamawa State Development Blueprint and the SDGs Agenda 2030 is to provide a common understanding of the M&E processes and approaches that will be adopted to influence accountability, document implementation, and establish a robust performance monitoring and reporting system. The M&E Framework is aligned with the overall government-wide Results Based M&E System to ensure that all resources budgeted, and projects or programs implemented are focused on attaining clearly defined and verifiable results, at outcome and impact level of the results chain. While the timing of the development plan ends in 2030, to coincide with the SDGs, the implementation of the M&E Framework is planned in phases. The Scope of this M&E Framework covers 11 MDAs drawn from the Economic and Social Sectors of the current administration and will be scaled up to all MDAs within the next 18 months. The M&E framework provides the basis for measuring the Adamawa State overall performance with a view to providing proper reporting to key shareholders. While Outputs of projects and programs will be monitored using the MIS platform, the overall results will report to the outcomes and impacts of these intervention The overall objective of M&E Framework is to avail space for constructive engagement with key stakeholders. The M&E framework uses an integrated approach that combines outcomes reported by each MDA using its Strategic Plans and Theory of Change. Specifically, the objectives of the Adamawa State M&E framework are to track progress and demonstrate results of all Adamawa State interventions over the short, medium, and long term, including reporting on Key Performance Indicators (KPIs) and targets. In assigning roles and responsibilities, this M&E Framework recognizes that there are existing structures for M&E in several sectors such as health, education, agriculture etc. at National and International level. To avoid overlaps, reporting constraints, double counting results, personal interests, conflict of interest, conflicting roles and uncertainty in the monitoring and evaluation functions during the implementation of the M&E Framework for the Adamawa State Development Blueprint and the SDG 2030 Agenda. The roles and responsibilities of key actors are clearly delineated to provide guidance for the activities and outputs that will be coordinated from time to time. Adamawa State Planning Commission M&E Department/Unit will have the overall responsibility of coordinating the implementation and reporting on the M&E framework including Mobilizing financial resources particularly for M&E through detailed annual budget for M&E activities and coordinating other development partners and key stakeholder to support implementation of the Adamawa State Development Blueprint M&E framework The M&E Framework recognises that an Adamawa State Government wide MIS platform has been developed to track projects implemented in the State. Therefore, the intention of this document is to focus on high-level Key Performance Indicators (KPIs) that will give a snapshot of results on the strategic objectives of the MTDP, ADSDB and the SDGs in the State. The ultimate choices about deciding the scope, intensity, processes, and implementation of the M&E Framework will depend on demand for M&E, commitment to transparency and accountability and the resources available – personnel, time, and funds as well as capacity, experience and skills of those people dedicated to, and involved in, the M&E work in the State. It is anticipated that all key stakeholders (public sector, private sector, and civil society sector) will join hands to see the successful implementation of the M&E Framework

SECTION 1: INTRODUCTION ADAMAWA STATE Adamawa State is one of the 36 states in Nigeria, located in the North-East geo-political zone, with a land area of 36,917 square kilometers. The state was created on August 27th, 1991, with Yola as its capital. The state has three senatorial districts, eight federal constituencies, and 21 local government areas. The state's GDP in 2021 was estimated at N2.66 trillion Naira, with an internal general revenue of N13.01 billion and a federal allocation of N60.17 billion. Economic Indicators: The economic indicators of Adamawa State show mixed results. While the state has a significant GDP, its revenue streams and expenditure allocations reveal a significant reliance on federal allocation. The state's internal general revenue is relatively low, and its recurrent expenditure is high, indicating a potential lack of investment in capital expenditure. Map of Adamawa: Map of Adamawa Showing LGAs The FY2021 capital expenditure was 24.59%, while recurrent expenditure was 74.44%. The IGR per capita was N2,649, and capital expenditure per capita was N5,007. These figures suggest that the state has limited capacity to finance its development and relies on external funding. Furthermore, the state's debt is substantial, estimated at N132 billion in FY2021, with domestic debt accounting for most of it. The state's domestic debt is N99.55bn, while the foreign debt is $80.23 million. This level of debt may hinder the state's ability to finance its development projects and make it vulnerable to economic shocks. The state needs to increase its IGR to reduce its reliance on federal allocation and external funding. Social Indicators: Adamawa State's social indicators reveal low spending on health and education, which is reflected in its low human development index (HDI). The state's HDI was 0.488 in 2019, classified as low. The state's estimated health spending per capita in FY2021 was N1,087, and its education spending per capita was N855. These figures are relatively low compared to other states in Nigeria, indicating the need for increased investment in social services. Additionally, the state has a population of 4.91 million and a total of 29,657 civil servants and 10,432 pensioners. The state's pension obligations may contribute to the recurrent expenditure's high percentage, potentially reducing funds available for capital expenditure. The state may need to consider pension reforms to reduce its recurrent expenditure and free up funds for development projects. 1 ADAMAWA STATE GOVERNMENT Adamawa State Government is responsible for the administration and management of the state of Adamawa, located in North-Eastern Nigeria. The state government is headed by the Executive Governor, who is assisted by a team of commissioners and other civil servants. The following are the structure and functions of the Adamawa State Government and its efforts to promote economic development and improve the standard of living for its citizens. Structure of the Adamawa State Government: The Adamawa State Government is divided into three branches: The Executive, Legislative and Judiciary. The Executive Branch is responsible for implementing the policies and programs of the state and is headed by the Governor, who is the chief policymaker and decision-maker for the state. The Governor is assisted by a team of commissioners and other civil servants who are appointed to manage various departments and agencies within the state government. The Legislative Branch is made up of the Adamawa State House of Assembly, which is responsible for making laws and overseeing the activities of the Executive Branch. The House of Assembly is made up of 25 elected members, who are elected to represent the 25 constituencies in the state. The Speaker of the House of Assembly is responsible for presiding over the meetings of the House of Assembly and ensuring that the laws passed by the House of Assembly are followed. The Judiciary is responsible for interpreting the laws and ensuring that they are followed. The judiciary is made up of the courts in the state, which include the High Court, the Sharia Court of Appeal, and the Customary Court of Appeal. The Chief Judge of the state is responsible for overseeing the activities of the judiciary and ensuring that the laws are interpreted and enforced fairly. Functions of the Adamawa State Government: In addition to the three branches of government, the Adamawa State Government oversees several important institutions, such as schools, hospitals, and infrastructure projects. The government also works to promote economic development in the state and improve the standard of living for its citizens. One of the key functions of the state government is to provide basic services, such as education, healthcare, and infrastructure. 1 National Bureau of Statistics. (2021). State Domestic Product Report 2018-2020. Retrieved from https://www.nigerianstat.gov.ng/pdfuploads/Q1-2021-States-Internally-Generated- Revenue-At-Glance.pdf National Bureau of Statistics. (2021). Nigerian States and FCT IGR 2020. Retrieved from https://www.nigerianstat.gov.ng/pdfuploads/Q1-2021-States-Internally-Generated-Revenue- At-Glance.pdf United Nations Development Programme. (2019). Human Development Report 2019: Beyond income, beyond averages, beyond today: inequalities in human development in the 21st century. New York, NY: United Nations Development Programme. Adamawa State Government. (n.d.). Adamawa State. Retrieved from https://adspc.ad.gov.ng/adamawa-state/ Yourbudgit. (n.d.). Yourbudgit. Retrieved from https://yourbudgit.com/ The state government has implemented various programs and policies aimed at promoting economic development in the state. One of these programs is the Small and Medium Enterprises Development Agency of Nigeria (SMEDAN), which provides support to small and medium-sized enterprises in the state. The state government has also invested in infrastructure projects, such as the construction of roads and bridges, to promote economic growth in the state. The state government has also focused on improving the standard of living for its citizens. The government has invested in healthcare services, such as the provision of medical equipment and supplies to hospitals in the state. The government has also implemented programs aimed at improving access to education, such as the provision of scholarships to students in the state. 2 ADAMAWA STATE MINISTRIES, DEPARTMENTS AND AGENCIES The government of Adamawa State comprises various Ministries, Departments, and Agencies (MDAs) grouped into five key sectors. (a) Administrative Sector, (b) Economic Sector (c) Law and Justice Sector, (d) Regional Sector and (e) Social Sector. These sectors are responsible for managing the state's affairs, promoting economic development, maintaining law and order, promoting regional integration, and promoting the welfare of the state's citizens. Despite the challenges faced by the state government, such as limited resources and infrastructure, the government is committed to serving the needs of the people of Adamawa and working to make the state a better place to live and work. 1. Administrative Sector: The Administrative Sector is responsible for managing the state's affairs, including public administration, governance, and security. It is responsible for the effective and efficient management of the state's resources, including human, financial, and material resources. 2. Economic Sector: The Economic Sector is responsible for promoting economic development and growth in the state. It is responsible for the development of the state's economy, including the promotion of trade and investment, the development of infrastructure, and the creation of job opportunities. 3. Law and Justice Sector: The Law and Justice Sector is responsible for maintaining law and order in the state and providing access to justice for all citizens. This sector is responsible for ensuring that the state's laws are enforced, and that all citizens have access to justice. 4. Regional Sector: The Regional Sector is responsible for promoting regional integration and cooperation in the state. This sector is responsible for promoting the development of infrastructure and services in rural areas, as well as promoting regional integration and cooperation among local governments. 2 Adamawa State Government. (n.d.). About Us. Retrieved from https://adspc.ad.gov.ng/about/ National Bureau of Statistics. (2020). Adamawa State. Retrieved from https://nigerianstat.gov.ng/download/1017 Small and Medium Enterprises Development Agency of Nigeria. (n.d.). Adamawa State. Retrieved from https://smedan.gov.ng/states/adamawa/ 5. Social Sector: The Social Sector is responsible for promoting the welfare of the state's citizens and providing access to essential services. This sector is responsible for ensuring that citizens have access to essential services such as healthcare, education, and social services. Administrative Sector Economic Sector  Office of the Deputy Governor  Ministry of Agriculture (Adamawa ADP, Adamawa  Office of the Secretary to the Agricultural Mechanization Authority, FADAMA (N-CARES) State Government (Internal  Ministry of Finance and Budget (Office of the Accountant Affairs and Special Services, General, Board of Internal Revenue) NEPAD/APRM, Community and  Ministry of Commerce, Trade and Industries (Adamawa Social Development Agency (N- Investment and Property Development Company) CARES), Ministry for Special  Ministry of Labour and Productivity Duties  Ministry of Transportation  Bureau for Public Procurement  Ministry of Mineral Resources Development  Fiscal Responsibility  Adamawa State Mining Company Commission  Ministry of Works and Energy Development (Adamawa  Adamawa State House of State Road Maintenance Agency) Assembly (Legislature)  Ministry of Culture and Tourism (Adamawa State Hotel and  House of Assembly Service Tourism Board, Adamawa State Agency for Museum and Commission Monuments)  Ministry of Information and  Adamawa State Planning Commission (Adamawa State Strategy (Adamawa Television Bureau of Statistics – ABS, Sustainable Development Goals Corporation, Adamawa (former MDG’s Office) Broadcasting Corporation,  Ministry of Water Resources (Adamawa State Water Board, Government Printing Press, Rural Water Supply & Environmental Sanitation Agency Adamawa Press Limited) (RWESA), Small Towns Water Supply)  Adamawa State Staff Pension  Ministry of Housing and Urban Development (Adamawa Board State Urban Planning and Development Authority)  Office of the State Auditor  Ministry of Lands and Survey General  Office of the Surveyor General  Civil Service Commission  Ministry of Livestock & Aquaculture Development  Adamawa State Independent  Ministry of Entrepreneurship Development (Poverty Electoral Commission Alleviation and Wealth Creation Agency, SME – N-CARES)  Local Government Service Commission  Adamawa State Emergency Management Agency (ADSEMA) Law and Justice Sector Regional Sector  Judicial Service  Ministry of Reconstruction, Rehabilitation, Commission Reintegration Humanitarian Service  Ministry of Justice  Adamawa State Emergency Management Agency Social Sector  Ministry of Youth & Sports Development (Sports Council)  Ministry of Women Affairs  Ministry of Education and Human Capital Development (Adamawa State Universal Basic Education Board, Adamawa State Library Board, Adamawa State Mass Education Board (ADSMEB), Post Primary Schools Management Board, Education Resource Center)  Ministry of Health and Human Services  Adamawa State Contributory Health Management Agency (Primary Health Care Development Agency, Adamawa State Action for the Control of HIV/AIDS - ADASACA)  Ministry of Tertiary and Professional Education (College of Agriculture Ganye, College of Legal Studies Yola, Adamawa State Polytechnic Yola, College of Education Hong, Adamawa State University Mubi, Adamawa State Scholarship Trust Fund)  Ministry of Environment and Natural Resources Development  Ministry of Local Government Affairs  Ministry of Rural Infrastructure & Community Development (Rural Access Mobility Program)  Local Government Staff Pension Board  Ministry of Chieftaincy Affairs

SECTION 2: THE MONITORING AND EVALUATION FRAMEWORK ADAMAWA STATE DEVELOPMENT PLANNING Adamawa State has had 13 heads of government since its creation from Gongola State on 27th August 1991. The state has implemented several development plans to drive growth and development in the state. The following are the development plans and policies that have been implemented in Adamawa State since its creation. Development Plans: The most recent development plan in Adamawa State is the 15-year Adamawa State Development Blueprint 2016 – 2030. This blueprint aims to transform the state into a hub of economic and social development, with a focus on agriculture, tourism, and human capital development. The plan is structured around five pillars, including economic development, infrastructure development, human capital development, environmental sustainability, and governance. In addition to the long-term development plan, the state has also developed Mid-Term Development Plan 2021 – 2025, which outlines the state's development priorities for the next five years. The plan is aligned with the Adamawa State Development Blueprint and focuses on improving infrastructure, promoting economic development, and enhancing human capital development. The State has also developed Mid-Term Expenditure Framework/Fiscal Sector Strategy Paper (MTEF/FSP) 2021 – 2023, Economic and Fiscal Update (EFU), Fiscal Strategy Paper (FSP), and Budget Policy Statement (BPS), 2022 – 2024. These documents provide a framework for budget preparation and implementation, ensuring that government spending aligns with the state's development priorities. Policy Frameworks: In addition to development plans, Adamawa State has also developed policy frameworks to guide the implementation of various programs and initiatives. The state has developed the Adamawa State OGP Action Plan (2021 – 2023), which is aligned with the global Open Government Partnership (OGP) initiative. The plan aims to promote transparency, accountability, and citizen engagement in government activities. The state has also developed Adamawa LGAs Community Development Plans, which aim to empower local communities to identify their development priorities and work with government and other stakeholders to implement development projects. Budgets and Citizen Engagement: Adamawa State government prepares state annual budgets along with Citizens' Budget to enhance citizens' engagement, transparency, and accountability. The Citizens' Budget is a simplified version of the state's annual budget that is designed to provide citizens with a clear understanding of government spending and how it relates to development priorities. Adamawa State has implemented several development plans and policy frameworks aimed at driving growth and development in the state. The state's most recent development plan, the Adamawa State Development Blueprint 2016 – 2030, outlines a long-term vision for the state's development, while the Mid-Term Development Plan 2021 – 2025 provides a framework for implementing the state's development priorities over the next five years. The state has also developed policy frameworks aimed at promoting transparency, accountability, and citizen engagement, including the Adamawa State OGP Action Plan and Adamawa LGAs Community Development Plans. The state's commitment to citizens' engagement, transparency, and accountability is evident in its preparation of the Citizens' Budget, which provides citizens with a clear understanding of government spending and development priorities.3 ADAMAWA STATE MONITORING AND EVALUATION Monitoring and Evaluation (M&E) is an important component of development planning, as it provides a systematic and objective approach to assessing the effectiveness and impact of development programs and initiatives. Adamawa State Planning Commission: The Adamawa State Planning Commission was established by Edict No. 1 of 1999 and became effective from 24th March 1999. The Commission has the mandate to determine and advise the State Government on economic matters, development plans, and data management for state and local governments. The Commission has established a results-based performance management regime that shifts the focus of MDAs and staff towards achieving goals and objectives. The performance management regime is based on the use of performance indicators and targets, which are used to assess the effectiveness and impact of government programs and initiatives. 3 Adamawa State Development Blueprint 2016-2030. (2016). Adamawa State Government. Adamawa State Government. (2021). Adamawa State OGP Action Plan 2021-2023. Adamawa State Government. (2021). Adamawa LGAs Community Development Plans. Adamawa State Government. (2021). Mid-Term Development Plan 2021-2025. Adamawa State Government. (2021). Mid-Term Expenditure Framework/Fiscal Sector Strategy Paper (MTEF/FSP) 2021-2023, Economic and Fiscal Update (EFU), Fiscal Strategy Paper (FSP), and Budget Policy Statement (BPS), 2022 – 2024. Adamawa State Government. (2022). Citizens’ Budget 2022. Adamawa State Government. (2022). Governor Ahmadu Umaru Fintiri presents 2022 Budget Proposal of N250.38 Billion. Open Government Partnership. (n.d.). About OGP. Retrieved from https://www.opengovpartnership.org/about/ Responsibility for M&E: The responsibility for M&E in Adamawa State is solely on the Adamawa State Planning Commission. The Commission is responsible for developing M&E frameworks for all government programs and initiatives, as well as for monitoring and evaluating the effectiveness and impact of these programs and initiatives. The Commission is also responsible for ensuring that data is collected and managed effectively, and for providing accurate and timely information to support decision-making processes. The Commission works closely with MDAs to ensure that M&E frameworks are properly implemented and that results are used to improve program and initiative design and implementation. ADAMAWA STATE MONITORING AND EVALUATION POLICY In 2022, Adamawa State Planning Commission Developed an M&E Policy to provide a robust and integrated framework for guiding the Adamawa State Government and stakeholders in employing the principles, practices, and standards of M&E practice across Adamawa State. The M&E policy was also to achieve the following objectives:  Improve the performance of the public sector through the strengthening of the operational, coordinated, and cost-effective production and use of objective information on implementation and results of strategies, policies, programs and projects.  To improve the confidence of Adamawa State citizens to systematically hold the government accountable  To establish a system of evaluating public policies and interventions  To clarify roles and responsibilities of MDAs and key stakeholders in the monitoring and evaluation of government policies, projects and programs  To strengthen public-private partnership in M&E  To layout a foundation for institutionalizing M&E practice in the government The Adamawa State M&E Policy Framework combined both Monitoring Policy and Evaluation Policy. The M&E Policy also included guidance on several other complementary strategies and plans that will be required for effective policy, programs and projects implementation as follows.  ASMTDP M&E Plan  MDA/Sector specific M&E plans  M&E Strategy  M&E Data Management strategy  M&E Management Information System  Knowledge Management and Learning Strategy  Strategy for M&E Coordination and Communication of Results ADAMAWA STATE M&E GOVERNANCE FRAMEWORK (a) RESPONSIBILITY FOR M&E IN ADAMAWA STATE The Service Delivery Improvement Department of the Commission is responsible for the government- wide and overall, all Monitoring and Evaluation functions within Adamawa State. This function includes leadership and promotion of evaluation in government, including development of:  policy, vision and championing the discipline.  Standard setting, with the development and publication of suitable standards and  guidelines in collaboration with M&E professional groups  Pooling of knowledge emerging from evaluations and publishing evaluations.  Quality assurance of evaluation processes and products.  Co-funding some evaluations in the State evaluation plan.  Capacity building and technical assistance, ensuring suitable courses are established and providing technical assistance to Ministries, Departments and Agencies  Monitoring of progress against the MDAs evaluation plans.  Evaluating the evaluation process itself to ensure it is adding value and that the benefits outweigh the costs.  Reporting on progress with evaluations.  Ensuring value for money when it allocates budgets. To this end it needs to see that Plans and budgets are informed by evidence, including from evaluations.  Cost-effectiveness and cost-benefit analyses are undertaken and that interventions are providing value for money. The governance framework for M&E is depicted in the figure below. It shows the role of M&E Department, Funders, Donors, Government MDA partners, Civil Society Organizations (CSOs) are supposed play to generate demand for M&E information and services. The Adamawa State M&E Department of the Commission will have the responsibility for providing M&E services with the active participation of the Programs Department and Finance Department. When programs are planned by the Programs Department, the Finance Department disburses funds and M&E Department tracks performance (b) FRAMEWORK FOR GOVERNING M&E IN ADAMAWA STATE The framework for governing M&E in Adamawa State is as follows. All M&E performance management planning and reporting is aligned with the National development priorities, North – East Regional Development priorities and the Adamawa State Development goals. All reporting by MDAs in the State and coordinated by the Adamawa State Planning Commission, under the leadership of the Chairman of ASPC and final reports submitted to the Executive Governor of Adamawa State. AIMS AND OBJECTIVES OF THE ADAMAWA STATE MONITORING AND EVALUATION FRAMEWORK The monitoring and evaluation (M&E) framework is an essential tool for tracking and measuring progress in achieving the objectives of development plans and programs. In Adamawa State, the M&E framework is a critical component of the state's results-based management system, which is designed to enhance accountability, document implementation, and establish a robust performance monitoring and reporting system Aims of the M&E Framework: The main aim of the M&E framework in Adamawa State is to provide a common understanding of the M&E processes and approaches that will be adopted to influence accountability, document implementation, and establish a robust performance monitoring and reporting system. The M&E framework aims to ensure that all key stakeholders have a shared understanding of the M&E system and the results-based management approach, which will help to promote accountability and transparency in the development planning process. Strategic Direction of the M&E Framework  Adamawa State Development Plan will be monitored and evaluated as an integral part of the overall Results Based Management M&E System of the State  The focus of the M&E system will be on objectivity, quality of data and utilization of information generated for effective decision making.  The M&E framework provides the basis for measuring the Adamawa State overall performance with a view to providing proper reporting to key shareholders  While Outputs of projects and programs will be monitored using the MIS platform, the overall results will report to the outcomes and impacts of these intervention Objectives of the M&E Framework The overall objective of M&E Framework is to avail space for constructive engagement with key stakeholders. The M&E framework uses an integrated approach that combines outcomes reported by each MDA using its Strategic Plans and Theory of Change. Specifically, the objectives of the Adamawa State Development Plan M&E framework are to:  Track progress and demonstrate results of all Adamawa State interventions over the short, medium and long term, including reporting on Key Performance Indicators (KPIs) and targets  Coordinate and facilitate stakeholder engagement in managing for results  Assess performance in accordance with the agreed objectives and performance indicators and targets to support management for results (i.e. evidence-based decision making), accountability and constructive engagement with stakeholders  Provide opportunity for continuous learning for the program being implemented  Facilitate the setting of detailed analysis of data, trends and dissemination of the findings to inform a wide range of stakeholders at short, medium and long term  Continue the institutionalization and harmonization of the use of M&E information in program designing, formulation, planning and budgeting  identification of resources and technical support needed to entrench M&E culture in the Adamawa State Underlying Assumptions for Implementation of the M&E Framework The successful implementation of the monitoring and evaluation (M&E) framework in Adamawa State depends on several underlying assumptions. These assumptions provide the foundation for a coherent institutional framework for performance and results monitoring and evaluation, which is essential for promoting transparency, accountability, and results-based management. Strong commitment of Adamawa State leadership to transparency, accountability, and results- based management: The first underlying assumption for the implementation of the M&E framework in Adamawa State is a strong commitment of the state's leadership to transparency, accountability, and results-based management. The commitment of the leadership is critical in ensuring that the M&E framework is effectively implemented and that the results generated from the M&E system are used for decision making. A coherent institutional framework for performance and results monitoring and evaluation: The second underlying assumption is a coherent institutional framework for performance and results monitoring and evaluation. This requires a commitment to prove performance and learn to improve and remedy challenges. The institutional framework should define the responsibility, intended targets, outcomes, and results of interventions, and ensure that they are relevant. The institutional framework should also provide for the alignment of roles, responsibilities, and sequencing of implementation of priority interventions across a spectrum of project plans implemented by Adamawa State. Consistency and persistence in programming and program implementation: The third underlying assumption is consistency and persistence in programming and program implementation. This is essential to ensure that the M&E framework is effectively implemented, and that the results generated are reliable. Consistency and persistence also ensure that the framework, which defines responsibility, intended targets, outcomes, and results of interventions, remains relevant. Dedicated resources for monitoring and evaluation: The fourth underlying assumption is the availability of dedicated resources for monitoring and evaluation. This includes the budget and a pooling of funds from development partners, including M&E capacities and availing core statistical data for monitoring and evaluation. The availability of dedicated resources is critical in ensuring that the M&E framework is effectively implemented and that the results generated are reliable. Human capital and technology: The fifth underlying assumption for the implementation of the M&E framework in Adamawa State is human capital and technology. The M&E framework emphasizes the importance of availability of human capital to drive the process and technology for collecting vital, reliable, and timely data in gauging quantitative and qualitative performance indicators. Coordination and analytical capabilities: The final underlying assumption is coordination and having in place analytical capabilities to generate new insights for decision making and to distill reliable information to be communicated to key stakeholders on progress being made and gaps to be filled. This assumption emphasizes the importance of coordination and analytical capabilities in ensuring that the M&E framework is effectively implemented and that the results generated are reliable. Scope and Timing of the M&E Framework Adamawa State Government implements a Results Based M&E System to ensure that all resources budgeted, and projects or programs implemented are focused on attaining clearly defined and verifiable results, at outcome and impact level of the results chain. The State also adopted the use of RBM to improve accountability and transparency, thereby enabling interventions to work in concert and prevent duplication and waste. To achieve this the State Government has decided to take a stepwise approach in the planning, monitoring, and evaluation (M&E). While the timing of the Development Plan ends in 2030, to coincide with the SDGs, the implementation of the M&E Framework is planned in three phases Phase One: The Scope of Phase one will cover 11 MDAs drawn from the Economic and Social Sectors of the current administration Phase Two: The Scope of Phase Two will cover 22 MDAs drawn from the Economic, Regional and Social Sectors of the current administration Phase Three: The Scope of Phase Three will cover all the MDAs drawn from all the five sectors of the current administration: Economic, Regional, Administration, Social, and Law and Justice The timing for the completion of all the three phases of rolling out the framework in all the MDAs will be within 18 months. Phase one MDAs for the M&E Framework The successful implementation of the monitoring and evaluation (M&E) framework in Adamawa State requires a systematic and comprehensive approach that involves multiple ministries, departments, and agencies (MDAs). Specifically, 11 MDAs that have been selected for piloting the M&E framework during the inception phase. Adamawa State Planning Commission: The Adamawa State Planning Commission is responsible for determining and advising the state government on economic matters, development plans, and data management for state and local governments. The commission is responsible for developing and implementing the M&E framework, and for coordinating stakeholder engagement in managing for results. Adamawa State Ministry of Works and Energy Development: The Adamawa State Ministry of Works and Energy Development is responsible for implementing the state's infrastructure development programs, including roads, bridges, and other public works. The ministry will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvement. Adamawa State Board of Internal Revenue: The Adamawa State Board of Internal Revenue is responsible for collecting taxes and other revenue sources for the state government. The board will be responsible for monitoring and evaluating the revenue collection process, including tracking progress, assessing performance, and providing recommendations for improvement. Adamawa State Primary Health Development Agency: The Adamawa State Primary Health Development Agency is responsible for implementing the state's health policies and programs. The agency will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvement. Adamawa State Universal Basic Education Board: The Adamawa State Universal Basic Education Board is responsible for implementing the state's education policies and programs. The board will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvement. Adamawa State Bureau for Public Procurement: The Adamawa State Bureau for Public Procurement is responsible for overseeing the state's public procurement processes. The bureau will be responsible for monitoring and evaluating the procurement process, including tracking progress, assessing performance, and providing recommendations for improvement. Ministry of Water Resource: The Ministry of Water Resource is responsible for managing the state's water resources, including water supply and sanitation. The ministry will be responsible for monitoring and evaluating the implementation of water supply and sanitation programs, including tracking progress, assessing performance, and providing recommendations for improvement. Ministry of Health: The Ministry of Health is responsible for implementing the state's health policies and programs. The ministry will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvement. Ministry of Education: The Ministry of Education is responsible for implementing the state's education policies and programs. The ministry will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvemen Ministry of Finance and Budget: The Ministry of Finance and Budget is responsible for managing the state's finances, including budgeting and financial management. The ministry will be responsible for monitoring and evaluating the state's financial management processes, including tracking progress, assessing performance, and providing recommendations for improvement. Ministry of Environment: The Ministry of Environment is responsible for managing the state's natural resources and environment. The ministry will be responsible for monitoring and evaluating the state's environmental policies and programs, including tracking progress, assessing performance, and providing recommendations for improvement. Ministry of Agriculture: The Ministry of Agriculture is responsible for managing the state's agriculture policies and programs. The ministry will be responsible for monitoring and evaluating the implementation of these programs, including tracking progress, assessing performance, and providing recommendations for improvement.

SECTION 3: THE DEVELOPMENT PLANS AND ELEVEN- POINT AGENDA Considering the urgency of delivering results, this M&E Framework is focussed on the Mid-Term Development Plan which covers the period of 2021 to 2025, there after an evaluation will be conducted and strategies be modified and improved to deliver the remainder of 2026 to 2030. The timelines for the implementation of the plans are as follows: Adamawa State Development Blueprint 2016 – 2030 Adamawa State SDG Targets 2030 Mid-Term Development Plan 2021 – 2025 Mid-Term Expenditure Framework/Fiscal Sector Strategy Paper (MTEF/FSP) 2021 – 2023 Adamawa State OGP Action Plan (2021 – 2023) Economic and Fiscal Update (EFU), Fiscal Strategy Paper (FSP) and Budget Policy Statement (BPS), 2022 – 2024 Timeline for Implementation of the Plans 1 Implementation Roadmap of the M&E Framework 2022 - 2030 Feedback Feedback from from Citizens/CSOs Citizens/CSOs 2022 2025 2030 2031 Develop Report to Conduct Mid- Conduct Final Implementation Executive Report to Term Evaluations Revise Roadmap Council and Executive Evaluations Targets House of SDGs Council and Develop Strategic EFU, FSP, Assembly House of ASD Blueprint Assembly and Revise M&E Plan MTEF, BPS, ADS Blueprint other Key ADS Stakeholders Blueprint ANNUAL MONITORING AND PERFORMACE REPORTING VISION AND MISSION OF THE DEVELOPMENT Vision of Adamawa State Mid-Term Development Plan 2021 – 2025 The government of Adamawa State envisioned - a peaceful, harmonious, and economically vibrant State that sustainably promotes inclusive growth based on equality of opportunity and justice for all its people. Mission of Adamawa State Mid-Term Development Plan 2021 – 2025 As a government, building Adamawa State that is economically sustainable, socially inclusive, and environmentally resilient both at present and in the future is the mission Thematic Areas  People-oriented governance is geared towards promoting transparency, integrity, and create cohesion among the citizens  Sustainable peace and security to guarantee justice and security of lives and property across the state  Human capital development to facilitate improved access to quality education, affordable healthcare, and access to water and sanitation  Social development and welfare to Enhance social inclusion and reduce poverty  Agribusiness for wealth creation to build a thriving and sustainable economy that can Enlarge agriculture output for food security  Commerce and industries to facilitate ease of doing business aimed at expanding business growth and entrepreneurship  Resource mobilisation to increase the revenue base of the state.  Infrastructure to expand access to housing, transport, and power across all parts of the state  Natural resources and environmental Protection THE ELEVEN -POINT AGENDA The Executive Governor of Adamawa State, His Excellency, Right Honourable Ahmadu Umaru Fintiri is committed to delivering an eleven-point development agenda and promise to the people of Adamawa State. The Agenda is aligned with the priorities outlined in the Adamawa State Mid-Term Development Plan The agenda covers the following areas:  Education  Security  Health  Infrastructure  Agriculture  Economy  Water Supply  Electrification  Local Governments Autonomy  Youth, Women Empowerment and Welfare of Workers  Dedicated Leadership and Respect for Traditional Institution Governor Fintiri's development agenda focus on education, is to provide free education for primary and secondary school students. This initiative is aimed at ensuring that every child in the state has access to quality education, regardless of their family's financial circumstances. The governor has also committed to invest heavily in healthcare, with a focus on improving access to quality healthcare services across the state. This includes the renovation and expansion of healthcare facilities, as well as the recruitment of more healthcare professionals to improve service delivery. In addition to education and healthcare, the governor's development agenda also includes initiatives to improve infrastructure, such as the construction of new roads, bridges, and other transportation infrastructure. The governor has also pledged to improve the state's water supply and to invest in agriculture to boost food production and create job opportunities for young people. Development Plan Priorities and MDAs responsible MTEF/FSP 12 Selected Adamawa State Development Adamawa State Mid-Term State SECTORS Pilot MDAs Blueprint Development Plan 2021 – Government (Strategic Priority) 2025 11-Point Thematic Strategy Pillars Thematic Agenda Areas Areas 1 Administrative Adamawa Institutional Institutional People- Sector State Bureau reforms: reforms: adopt oriented for Public reforms in the governance is Procurement procurement geared process of towards Government promoting in terms of fiscal transparency, responsibility and integrity, and fiscal discipline, create cohesion 2 Economic Adamawa Resource Resource Economic among the Agenda 6: Sector State Board Mobilization Mobilization: development citizens Economy of Internal internal economic Revenue growth to boast revenue generation, promote prudent financial management, and the productive utilization of human resource. 3 Economic Adamawa Data and Data and Economic Agenda 6: Sector State Statistics Statistics: development Economy Planning generate accurate Commission and timely data for the purpose of good planning that will foster the economic development and social integration of the State. 4 Economic Ministry of Institutional Economic Agenda 6: Sector Finance reforms development Economy 5 Economic Ministry of Agriculture Agriculture: food Economic Agribusiness Agenda 5: Sector Agriculture sustainability and development for wealth Agriculture for export of creation to agricultural build a thriving products and and sustainable value sustainable chain for economy that economic can Enlarge empowerment and agriculture industrialization. output for food Livestock security development, improvement on cattle breeding, settlement of farmers and grazers disputes, as well as development of cattle routes and grazing reserves. 6 Economic Ministry of Physical Physical Infrastructure Infrastructure Agenda 4: Sector Works and Infrastructure Infrastructure: development, to expand Infrastructure Energy generate power access to Development and energy, housing, physical transport, and infrastructure power across all parts of the state 7 Social Sector Ministry of Water Water Resources Social and Social Agenda 7: Water Resources Development: security development Water Supply Resources Development provision of development and welfare to portable and Enhance affordable and social clean drinking inclusion and water or both reduce poverty human and animal consumption. 8 Social Sector Ministry of Social Environment: Environmental Natural Environment Infrastructure provide sustainability resources and and Natural and Human environmental environmental Resources Development laws and Protection Development safeguards, by educating the populace on the dangers of environmental issues, the waste and sewerage management collection and utilization in the state 9 Social Sector Ministry of Social Education: Social and Human capital Agenda 1: Education Infrastructure improve teacher security development Education and Human and Human training and re- development to facilitate Capital Development training, and the improved Development infrastructural access to 10 Social Sector Adamawa LG Admin development of Social and quality Agenda 1: State the education security education, Education Universal sector. development affordable Basic healthcare, Education Strengthen and and access to Board support the water and delivery of the sanitation benefits of governance to the grassroots 11 Social Sector Ministry of Social Health: the Social and Agenda 3: Health and Infrastructure reduction of security Health Human and Human maternal and development Services Development infant mortality, as 12 Social Sector Adamawa LG Admin well as to improve Social and Agenda 3: Primary the health care security Health Health Care Social delivery system in development Development Infrastructure the State. Agency and Human Development Strengthen and support the delivery of the benefits of governance to the grassroots

SECTION 4: MDA KEY PERFORMANCE INDICATORS AND TARGETS Rationale for Choice of Indicators for the M&E Framework The indicators chosen for this M&E Framework were based on alignment to the Sustainable Development Goals (SDGs) and the ability to project results to enhance evidence-based decision making. All RAPID indicators on SPECTRUM Software were considered in this M&E Framework. SPECTRUM is a suite of easy-to-use policy models which provide policymakers with an analytical tool to support the decision-making process. The Resources for the Awareness of Population Impacts on Development (RAPID), is a component that used indicators from Agriculture, Health, Education, Urbanization, Economic Sector and population to make reliable estimate on impact of population on development4. The SDGs are global goals and call to action to end poverty and inequality, protect the planet, and ensure that all people enjoy health, justice, and prosperity. SDGs indicators are backbone to monitoring progress towards SDGs in all countries at all levels. The SDGs indicators are standard and well-defined indicators with clear indicator framework to help allocate resources, achieve targets and results. This M&E Framework also considered the priorities outlines in the M&E Framework of the National Development Plan NDP 2021 – 2025 and Agenda 2030 and the 10 years Northeast Regional Development Plan Data Sources The following are possible data sources for the implementation of this framework  Nigeria Demographic and Health Survey (NDHS)  Nigeria Education Data Survey  Nigeria Living Standards Survey  Core Welfare Indicators Questionnaire (CWIQ)  Multiple Indicator Cluster Survey (MICS)  Nigeria Living Standards Survey  Etc. 4 https://www.avenirhealth.org/software-spectrum.php Adamawa State Planning Commission The Adamawa State Planning Commission was established by an Edict No. 1 of 1999 and became effective from 24th March 1999. Currently, the edict is being reviewed by the State House of Assembly into a law. It has the mandate of advising the State Government on Economic matters, Developmental plans and Data management both for State and Local Governments. Strategic MANDATE Objective  Advise Government on all development and governance issues in the State s  Promote peace, unity, social justice and human welfare in the State.  Ensure prudence in the management of State resources  Enforce compliance with Government policy directives and guidelines on programmes and budgets. FUNCTIONS OF THE COMMISSION  Prepare and control capital budget and set broad guidelines for the recurrent budget.  Entry door for all technical and development partners [Local, National and International] into Adamawa State  Manage Foreign and Internal economic technical aids and assistance in Adamawa State.  Formulate and prepare long-term, medium-term and short-term development plans for the State and Local Government Councils and co-ordinate such plans’ implementations at the State and Local Government levels.  Organize the identification of both abandoned and on-going projects in the State. Provide information as to causes of the abandonment, prioritization and level of completion of each project. Monitor and supervise their completion and advise the Government accordingly.  Formulation and evaluation of manpower development policies and strategies of the State.  Provide policy advice on development plans to the Governor in all spheres of life in the State.  Hold periodic meetings with similar bodies that may be set up by the State and Local Governments. Goals  To strengthen governance mechanism for effective and evidence-based policy making  To promote open and inclusive governance in the State.  To determine the State’s development priorities and related programmes and monitor implementation  To strengthen partnership and participation in development matters with stakeholders.  To institutionalize a performance management regime that shifts MDAs and staff ‘s focus on the value of achieving goals and objectives Objective  Developing and implementing advocacy strategies to minimize political s interference in appointing members and in the affairs of the Commission.  Establishing and managing a fully resourced database.  Building staff capacity on research and analysis using modern ICT systems.  Developing and implementing appropriate performance monitoring and evaluation tools.  Ensure prudence in the management of State resources.  Enforce compliance with Government policy directives and guidelines on programmes and budgets. Key  Actual amount realized from ODA Performa  Annual growth rate of real GDP per capita nce  Extent of use of country-owned results frameworks and planning tools by Indicators providers of development cooperation  Number of commercial bank branches per 100,000 adults (b) number of automated teller machines (ATMs) per 100,000 adults  Number of Data Quality Assessment (DQA) conducted each year  Number of donor projects  Number of field visits conducted in collaboration with MDAs  Number of MDAs fully adopting MTEF Process  Number of MDAs that conducted evaluation each year (disaggregated by baseline, midline and end line)  Number of personnel trained (on data management, monitoring and evaluation)  Number of plans developed  Number of policy documents reviewed with participation of key stakeholders  Percentage contribution by Development Partners to annual budget  Proportion of informal employment in total employment, by sector and sex  Proportion of MDAs with approved Performance M&E plans  Proportion of MDAs with comprehensive data management system  Proportion of population covered by social protection floors/systems, by sex, distinguishing children, unemployed persons, older persons, persons with disabilities, pregnant women, new-borns, work-injury victims and the poor and the vulnerable  Proportion of the population living below the international poverty line by sex, age, employment status and geographic location (urban/rural)  Proportion of the population living below the National poverty line by sex, age, employment status and geographic location (urban/rural)  Total actual capital expenditure per year  Total government revenue as a proportion of GDP, by source  Unemployment rate, by sex, age and persons with disabilities KPIs/ Annual 10 Years TIME ACTIVITIES OUTPUTS OUTCOMES LONG TERM Data Indicators Target Target SCHEDULE/U IMPACT Sources (2030) NIT OF MEASUREME NT Indicator 10 50 Number Meetings, MTEF and MTEF and Compliance MDAs 1.1.1.1 Trainings MTSS MTSS used with Number of and developed to enhance government MDAs fully Annually Workshops for the decision policy adopting MDAs making priorities MTEF Process Total actual 25% of 40% of Amount in Budget Budget Allocated Increased MDAs capital Annual Annual Naira review allocations budget is expenditure expenditure Budget Budget to capital released on capital per year projects by and used projects to (the Annually MDAs for capital enhance current projects sustainable baselin economic e is Physical developmen 24%) assets t acquired, upgraded, and maintained for the benefit of citizens SDG 1% 3% Percentage Economic Increased Improved Promote Bureau of Indicator developmen GDP, standard of sustained, Statistics 8.1.1: Annual (curren Annual t and growth improved living, inclusive growth rate t growth rate policies, economic reduced and NBS of real GDP baselin (percentage) investment indicators poverty and sustainable per capita e is – in such as inequality, economic 2%) 5 infrastructur gross increased growth, full e and national access to and education, income per education productive job creation, capita, and employment trade increased healthcare and decent promotion, productivit work for all etc. y and efficiency Sustained economic growth and developmen t, improved overall well- 5 https://stateofstates.kingmakers.com.ng/States/Adamawa/GDP/ being and quality of life for all citizens. SDG 11.1 % Percentage Labour Improved Reduction Improved NBS Indicator baselin market access to in informal working 8.3.1: e Annually policies and formal employment conditions, Proportion of (2015) programs, employme , increase in reduced informal for (data can be social nt formal poverty and employment Nigeria collected protection, opportuniti employment inequality, in total 6 quarterly) skills es, and social increased employment, developmen increased security social by sector t, and complianc coverage, protection and sex vocational e with improved and training labour working economic laws and conditions security for regulations and wages all, including women and vulnerable groups SDG 8.71% 3.8% Percentage Tracking the More Reduction Bureau of Indicator (%) of government citizens in the share Statistics, 8.5.2: economically activities have of the Ministry of Unemployme Baselin active aimed at increased workforce Labour and nt rate, by e creating People access to that is Productivity sex, age and 9.71%7 employed work currently not , ILO persons with Public through working but disabilities private governme is actively partnerships nt searching to create job investment for work s and partnershi ps with the private sector SDG Increas Number of Opening Increased Improved Decent SDG Data Indicator ed by commercial and accessibilit financial work and Hub 8.10.1: 20% bank maintaining y to inclusion economic Number of branches commercial banking and access growth NBS/SBS commercial and ATMs bank services to credit for bank per 100,000 branches for adults individuals Stronger branches per adults and ATMs in the area and small economic 100,000 in a businesses. growth and adults (b) geographic developmen number of area t in the automated area, teller reduction of machines poverty and (ATMs) per inequality. 100,000 adults 6 https://stats.oecd.org/Index.aspx?DataSetCode=KIIBIH_B3 7 https://www.statista.com/statistics/382366/unemployment-rate-in-nigeria/ Actual Increas Monetary The The direct The The goal of “ amount ed by value (US disburseme results of intermediate ODA is to realized from 50% dollars) nt of ODA impacts of reduce ODA financial activities, ODA, such poverty and assistance such as as promote from ODA the improvemen sustainable donors to constructio ts in health, developmen recipient n of education, t. countries. infrastructu and (Improved This may re, the economic living include the provision growth in standards, transfer of of goods recipient increased funds, the and countries. economic provision of services, growth) technical and the assistance, creation of and the jobs. implementat ion of developmen t projects. SDG Proportion The The use of A stable “ Indicator (e.g. The financial government and 17.1.1: Total percentage collection resources revenue to diversified government of GDP) and generated support revenue revenue as a reporting of by economic base can proportion of government governme developmen support a GDP, by revenue by nt t, public sustainable source source, revenue. services, and including These may and welfare. inclusive taxes, fees, include economic and other funds for growth, sources of public reducing income. services poverty and such as inequality, education and and improving healthcare, the overall as well as well-being investment of citizens. in infrastructu re and other public goods. SDG Proportion Data Data and Improved Reduction “ Indicator (e.g. collection, statistics understandi in poverty 1.1.1: percentage analysis, on poverty ng of levels and Proportion of of and levels by poverty improvemen the population) reporting of demograp patterns t in living population poverty hic and and standards living below levels by geographic disparities for the most the internati sex, age, factors. within the vulnerable onal poverty employment State, which populations, line by sex, . status, and can inform leading to age, geographic the greater employment location developmen economic status and (urban/rural) t and and social geographic . This may implementat equality and location include ion of sustainable (urban/rural) conducting poverty developmen surveys and reduction t collecting policies and information programs. Eradicate from extreme government poverty for and other all people sources. everywhere, currently measured as people living on less than $1.25 Proportion of 50% 10% of Percentage Conduct Surveys Surveys are End poverty Household the less the (%) survey conducted used to in all its income and population than Citizens enhance forms expenditure living below the of The decision everywhere surveys the National previou Adama international making (HIES), poverty line s year wa poverty the living by sex, age, State line is set at standards employment $1.90 measureme status and nt surveys geographic The (LSMS) location purchasing with (urban/rural) power parity employmen (PPP) and t modules, the poverty or labour headcount force index (or surveys incidence of (LFS) poverty or poverty rate) and Households in poverty SDG 100,00 1 Establish Social Social End poverty Administrati Indicator 00 Million By 2030, social protection intervention in all its ve datasets 1.3.1: people Adama eradicate protection programs programs forms maintained Proportion of out of wa extreme programs implement achieve everywhere by State population poverty Citizens poverty for Enhance ed goals and Bureau of covered by out of all people developmen objectives Statistics social poverty everywhere, t Pro-poor set (SBOS) protection currently corporation polices and floors/system measured as Create developed Ministry of s, by sex, people living sound Finance distinguishin on less than policies g children, $1.25 a day Pro-poor unemployed and gender persons, Extreme sensitive older poverty as developmen persons, living on less t strategies persons with than disabilities, US$1.90 per pregnant day women, new- borns, work- injury victims disaggregate and the poor d by sex, age and the (children/adu vulnerable lts), unemployed persons, older persons, persons with disabilities, women with new-borns, work-injury victims and the poor and the vulnerable SDG 1 1 Number Workshops, Developed M&E Strengthen Ministry of Indicator meetings State M&E Framework the means finance/bud 17.15.1: (revised Framewor is used to of get Extent of use every 4 k guide the implementat department of country- years) implementat ion and for national owned ion of revitalize budget results developmen the Global information) frameworks t plan Partnership and planning for Global tools by Sustainable Partnership providers of Developme for Effective development nt Developme cooperation nt Co- operation (GPEDC) Adamawa State Ministry of Works, Housing and Energy Development Strategic  Encourage private sector investment in the housing sector. Objectives  Ensure the safety and sustainability of buildings and infrastructure in the state.  Foster economic growth and development through the provision of infrastructure, roads and housing.  Improve the quality of existing housing stock in the state.  Improve the quality of roads, bridges, and other transportation infrastructure in the state.  Increase the availability of affordable and quality housing for residents of Adamawa State.  Increase the supply of affordable housing units in Adamawa State.  Promote sustainable energy development and usage  Provide housing solutions for vulnerable populations such as low-income earners, people with disabilities, and the elderly. Goal Goals:  Increase the percentage of paved roads in the State by 50% within the next 5 years  Increase the percentage of renewable energy usage in the State by 40% within the next 10 years  Reduce energy costs for businesses and households by 10% within the next 5 years  Increase the number of infrastructure projects completed per year by 70% within the next 5 years  Reduce the average travel time on major roads by 20% over the next 3 years.  Increase the amount of private sector investment in the housing sector by 10% over the next 2 years. Objectives  Develop and implement an infrastructure master plan for the State  Encourage private sector investment in infrastructure development  Develop and implement energy efficiency programs for buildings and industries  Increase public awareness and education on sustainable energy practices. Indicators  Kilometres of roads constructed  Km of roads rehabilitated  Length of bridges constructed  Level of satisfaction by road users  Number of bridges constructed  Number of bridges maintained  Number of housing developments that incorporate sustainable and environmentally friendly practices, such as use of renewable energy and green building materials.  Number of individuals compensated due to government constructions  Number of new affordable housing units constructed or rehabilitated in Adamawa State.  Number of roads built through government initiatives  Percentage increase in private sector investment in the housing sector.  Percentage increase in the number of residents who own or rent decent and affordable housing units.  Percentage of housing units that meet minimum standards of safety, security, and habitability. KPIs/ An 10 TIME ACTIVITIES OUTPU OUTCO LONG TERM Data Indicators nu Year SCHEDU TS MES IMPACT Source al s LE/UNIT Ta Targ OF s rg et MEASUR et EMENT SDG Indicator 2 10% Percentag Deduction in Ministry 7.1.2: % e of mortality due of Proportion of people Reduction unclean energy Health, population with using in the use primary clean of solid Ministry reliance on fuels and fuels and Reduction in of Works clean fuels and technologi kerosene in mortality from and technology es divided households acute lower Energy by total respiratory, Develop population Increased chronic ment use of obstructive clean pulmonary Annual energy and disease, stroke, National gas for ischaemic heart survey Disaggreg cooking in disease, and ated by households lung cancer. Populatio Location n census (Rural / Urban) Househo ld surveys SDG Indicator Incre Monetary -Identifying Total ODA Facilitate Build resilient SDG 9.a.1: Total ased value infrastructure flows into sustainable infrastructure, Data official by projects that Adamawa and promote Hub international 20% align with State resilient inclusive and support (official sustainable infrastructur sustainable Federal development development -Funding e industrialization Ministry assistance plus goals for developme and foster of other official -Mobilizing infrastruct nt in innovation Budget flows) to financial ure developing and infrastructure resources from projects countries -Sustainable and National various - through inclusive Planning sources Completed enhanced economic (FMBNP) -Allocating infrastruct financial, growth – IC resources to ure technologic -Improved living Departm infrastructure projects al and standards and ent projects -Reports technical quality of life -Monitoring and on funding support -Contribution to evaluating the allocation achievement of implementation and -Improved other SDGs of infrastructure project access to such as no projects implement basic poverty, zero ation services hunger, and such as good health and water, well-being. electricity, and transportati on -Enhanced economic developme nt and productivity -Reduced poverty and inequality Number of Number Government The Increased Improved social roads built initiatives to physical access to and economic through build roads constructio affordable well-being for government such as n of roads roads for individuals and initiatives funding for including low- families, as well construction the income. as a more projects, land number of equitable and acquisition, and units built sustainable regulations and and the society. policies to completion Reduction in encourage of poverty, crime, roads infrastruct and health development. ure and problem. amenities Encourage such as economic roads, development utilities, and job creation. and community spaces. Number of 200 Number Identification of Improved Contribution to roads units roads needs access to sustainable provided and gap affordable urban and rural analysis and development Development adequate Improved health of policies and roads and well-being plans network Increased social Identification and economic and selection stability Improved living standards and quality of life. Amount/Volum 25 Amount in Number of Improved Reduced e of Billio Naira roads access to homelessness investments in n network affordable and housing roads network Naira constructe roads insecurity, d network improved economic stability and social well-being for individuals and communities. Number of Number Government The Fair and Improved social individuals of construction number of just and economic compensated individual projects, such individuals compensati well-being for due to s as building or on for individuals and government roads, communiti individuals communities constructions infrastructure, es who and affected by and road receive communitie government network, and compensa s affected construction the tion for by projects, as well compensation lost government as a more process for property, constructio transparent and individuals or displacem n projects, accountable communities ent, or improved government. It affected by other relations would also help these projects. negative between in building trust impacts the and confidence because government of citizens in of and government. governme affected nt communitie constructio s, and n projects. reduced social conflict. Kilometres of 1000 Kilometre Construction of Kilometres Improved Economic roads s roads of roads transportati growth and constructed constructe on development, d infrastructur increased e and connectivity and access to accessibility for services communities and and LGAs in the markets State Number of 3 Number Bridge Completed Improved Economic bridges of bridges construction, bridges, transportati development, constructed site bridge on increased preparation, componen infrastructur connectivity, material ts, e, improved safety procurement, constructio increased and quality of life engineering n accessibilit for communities. design equipment y to previously isolated areas, reduced travel time and costs Length of Meters Construction of Bridges Improved Increased bridges (m) bridges constructe transportati economic constructed. d and the on and development length of connectivity and improved each for access to basic bridge. communitie services such as s, reduced healthcare and travel time education. and costs Level of 80% Percentag Surveying road Data on Improved Reduced traffic satisfaction by e (%) users on their the level of road congestion and road users level of satisfactio infrastructur improved overall satisfaction n among e and quality of life for with the road road users services, road users and infrastructure increased the citizens in usage of the State public transportati on Km of roads 1000 Kilometre Road Rehabilitat Improved Economic rehabilitated s rehabilitation ed road growth, kilometres infrastructur improved of roads e, connectivity, increased reduced vehicle accessibilit maintenance y, reduced costs. travel time Number of 3 Number Bridge Number of Improved Economic bridges maintenance bridges bridge growth, maintained maintaine infrastructur improved d e, connectivity, increased reduced costs safety, associated with reduced bridge failures or traffic closures. congestion Adamawa State Board of Internal Revenue The Adamawa State Board of Internal Revenue (ASBIR) is responsible for collecting revenue on behalf of the state government. The board is mandated to ensure the efficient collection of taxes, levies, and fees from individuals, businesses, and organizations operating within the state. ASBIR is committed to ensuring that all eligible taxpayers comply with their tax obligations, and it achieves this through a range of measures, including education, awareness campaigns, and enforcement. The board also maintains a robust database of taxpayers and uses this information to track compliance and identify areas where revenue collection can be improved. The Adamawa State Board of Internal Revenue plays a critical role in ensuring that the state has the resources it needs to deliver essential services to its citizens and promote growth and development in the region. Strategic Strategic objectives: Objectives  Increase overall collection of internally generated revenue (IGR)  Identify and assess all individuals and entities liable for taxes within and outside the state  Ensure all taxes, levies, and other revenues are collected and deposited into a designated account  Implement a system for issuing Taxpayer Identification Numbers (TINs) to all individuals and entities liable for taxes in the state  Improve enforcement of tax payment and accountability  Review and continuously update state policies related to taxation and revenue generation  Collaborate with relevant agencies to review and improve the tax regime to stimulate economic activity and development. Goal 1.1 Goals:  Increase IGR collection by 30% within the next 3 years  Issue TINs to at least 30% of individuals and 50% entities liable for taxes within the next 5 years  Achieve a compliance rate of 70% for tax payment within the next 10 years  Implement at least 4 new policies or updates to existing policies related to taxation and revenue generation within the next 4 years  Improve economic activity and development in the state by increasing investment or funding in specific areas through tax revenues. Objectives Strengthened Internally Generated Revenue (IGR) collection 1.1.1  Assess all persons chargeable with any tax within and outside the State  Collect, Receive and pay to one designated Account, any tax, levy or other Revenue, howsoever established due to State.  Issue a Taxpayer Identification Number (TIN) to every person taxable in the State  Account for an enforce payment of any taxes due to the state.  Collate and keep under review all policies of the state related to Taxation and Revenue generation that undertake a systematic and progressive Implementation of such policies.  In collaboration with the relevant Agencies, review the tax regime and promote application of tax revenues to stimulate economic activities and development. Objectives  to administer and manage the collection of personal income tax from individuals and households.  to identify and locate various sources of revenue for the government, such as taxes, fees, and fines, to increase the overall income of the state.  to enforce laws and regulations related to tax collection, to ensure compliance and prevent tax evasion.  to boost revenue for the government by finding new and innovative ways to increase the amount of money being collected through taxes and other sources of income.  to have sole control and responsibility for administering the various taxes and non-tax revenues that are collected by the government, to ensure efficient and effective management.  to keep accurate and detailed records of all taxes and non-tax revenues that are collected by the government, to account for all money received and ensure proper financial management. KPIs/ Annual 10 TIME ACTIVITI OUTPU OUTCOM LONG Dat Indicators Target Years SCHEDULE/U ES TS ES TERM a Targe NIT OF IMPACT Sou t MEASUREME NT rces Indicator 1.1.1.1 13.01 400 Amount in Revenue Amount of Increased Improved Natio Annual billion billion Naira generation revenue self- financial nal Internally baselin from generated sufficiency stability and Bure Generated es Annually internal annually and reduced ability to au of Revenue (IGR) (2021) sources, from dependence fund public Stati such as internal on external services stics taxes, fees, sources funding and (NB and fines infrastructur S) e. Percentage of Percentage Tax Amount of Improved Improved personal income collection personal government public tax collected and income revenue, services from individuals compliance tax increased and and households. efforts, such collected fairness in infrastructur as audits, from the tax e, reduction education individuals system in budget and and deficits, outreach, household increased and s economic enforcemen stability and t actions growth. Total amount of Percentage Tax Total Improved Improved revenue collection, amount of government financial collected from fee revenue revenue, stability and taxes, fees, and assessment collected increased ability to fines as a , and fine from self- fund public percentage of enforcemen taxes, sufficiency, services overall t fees, and and reduced and government fines as a dependence infrastructur income. percentag on external e, reduction e of funding in budget overall deficits, governme increased nt income economic stability and growth. Compliance rate Percentage Tax Individuals Increased Improved of individuals education and compliance government and businesses and businesse with tax finances, with tax outreach, s collection improved collection laws audits and educated laws and public trust and regulations. investigatio on tax regulations, in ns, laws and increased government enforcemen regulation revenue for institutions, t actions s, number government reduction in of audits tax evasion and and fraud. investigati ons conducted , number of enforceme nt actions taken Growth in Percentage Tax policy Number of Increased Improved overall developmen new tax government public government t and policies revenue, services, revenue from implementat implement improved reduced taxes and other ion, revenue ed; government budget sources of collection amount of finances deficits, income. and revenue improved manageme collected economic nt stability and growth. Efficiency and Error rate Tax and Accurate Improved Increased effectiveness of (percentage) non-tax and timely government funding for tax and non-tax and revenue collection revenue public revenue processing administrati and collection services administration time (days) on activities processin and reduced and as measured by such as tax g of tax burden on infrastructur error rate and collection, and non- taxpayers e, improved processing time. compliance tax fiscal monitoring, revenues stability, and and processing increased of tax and public trust non-tax in revenue government claims . Accuracy of Accuracy rate Recording Accurate Improved Increased financial records (percentage) and financial transparency trust and for all taxes and reporting of records for and confidence non-tax all taxes all taxes accountabilit in revenues and non-tax and non- y in government collected by the revenues tax government financial government. collected by revenues revenue manageme the collected collection, nt, government by the and reduced improved , including governme risk of fraud allocation of reconciliatio nt or errors public n and funds, and auditing greater processes ability to make informed policy decisions. Adamawa State Primary Health Development Agency The Adamawa State Primary Health Development Agency (ADSPHCDA) is a government agency that is responsible for improving the health status of the people of Adamawa State. The agency is mandated to provide quality primary healthcare services to all citizens of the state, regardless of their socio-economic status. ADSPHCDA works with other stakeholders in the health sector to improve access to essential health services, particularly in rural areas, where access to healthcare can be limited. The agency is responsible for managing and coordinating the implementation of health policies and programs in the state, including immunization campaigns, disease prevention and control initiatives, and maternal and child health programs. ADSPHCDA also provides support and supervision to healthcare workers at primary healthcare facilities to ensure that they deliver quality healthcare services to patients. With its focus on improving primary healthcare services, the Adamawa State Primary Health Development Agency is playing a vital role in promoting the health and well- being of the people of Adamawa State. Strategic The strategic objectives of the SSHDP II are an adoption of the national Objectives strategic objectives. The adoption is in recognition of the State’s role in contributing towards attainment of national objectives. The key strategic objectives adopted are:  Promote an enabling environment for attainment of sector goals: a. Strengthen coordination at all levels b. Ensure harmonization and alignment within the sector c. Strengthen regulatory systems and processes d. Enhance multi-sectoral collaboration  Equitably Increase coverage with packages of quality essential health care services a. Increase access to package of essential health care services b. Create demand for essential health care services c. Improve quality of essential health care services.  Strengthen health system for delivery of packages of essential health care services: a. Equitably improve the quantity, skill mix, motivation and distribution of health workforce b. Increase funding to health sector and allocative and technical efficiencies c. Improve sustained availability of medicines, vaccines, commodities and health technologies d. Improve availability and distribution of functional infrastructure for health services delivery e. Strengthen the health information system for timely evidence-based decision- making.  Improve protection for health emergencies and risks: a. Strengthen national surveillance system and early warning mechanisms b. Strengthen mechanisms for timely response to public health emergencies  Enhance healthcare financial risk protection: a. Increase coverage with social health insurance Vision  By 2030 it is expected that 80% of Adamawa State citizens will enjoy effective, qualitative, affordable, accessible and functional health services that are backed by a comprehensive health insurance. Mission  The mission is to develop social infrastructure that will address the negative things that affect the well-being and development of our citizens and provide infrastructure, such as good health facilities, adequate schools and functional roads that reach all the nooks and crannies of the State, thus uplifting the living standards of the citizens. Pillars  To provide an integrated Maternal, Newborn and Child Health   To promote the healthy growth and development of school-aged children  To improve access to adolescent health information services  To strengthen communities and participate in the planning, delivery  Provide effective leadership and an enabling policy environment that  ensures adequate oversight and accountability for the delivery of quality health care for sustainable development of the national health system  To promote community engagement for sustainable health development  Enhance harmonized implementation of EPHS in line with national health policy goals  Promote universal access to comprehensive quality sexual and reproductive health services throughout life cycle and reduce maternal, neonatal, child and adolescent morbidity and mortality in Nigeria  To improve prevention, case detection and coordinated response for the prevention, control and management of communicable diseases and NTDs  To reduce the burden of morbidity, mortality and disability due to non- communicable diseases  Improve health outcomes through prompt and effective response to medical emergencies  Improve the wellbeing, safety and quality of life of Nigerians through health promotion and healthy environment  To have in place the right number, skill mix of competent, motivated, productive and equitably distributed health work force for optimal and quality health care services provision.  To improve availability and functionality of health infrastructure required to optimize service delivery at all levels and ensure equitable access to effective and responsive health services throughout the country.  To ensure that quality medicines, vaccines, and other health commodities and technologies are available, affordable and accessible to all Nigerians  To institutionalize an integrated and sustainable health information system for decision-making at all levels in Nigeria  To utilize research to inform policy and programming for improved performance of the health sector and better health outcomes; and contribute to global health knowledge production  Significantly reduce the incidence and impact of public health emergencies  Ensure all Nigerians have access to health services without any financial barriers or impediments at the point of accessing care SDGs SDG3: Ensure healthy lives and promote wellbeing for all at all ages Goal 1.1 Ensure healthy lives and promote wellbeing for all at all ages Objectives  To provide an integrated Maternal, New-born and Child Health care 1.1.1 services along the continuum of care  To promote the healthy growth and development of school-aged children  To improve access to adolescent health information and services and  To strengthen communities and participate in the planning, delivery and management of maternal and child health services Indicator  % Of Community Health Committees that are Functional (CPO)  % Of funding of health from partners (development partners and private sector) (PH) (RAMNC+N)  % Reduction in prevalence of targeted NTDs  % Reduction in TB prevalence rate (CDs)  Contraceptive prevalence rate  Malaria prevalence among (CDs) children under five  Maternal mortality ratio (deaths per 100,000 live births)  Prevalence rate of stunting in under-fives (RMNCH+N)  Rate of Mother-to-child transmission of HIV (CDs)  SDG Indicator 2.2.1: Prevalence of stunting (height for age <-2 standard deviation from the median of the World Health Organization (WHO) Child Growth Standards) among children under 5 years of age  SDG Indicator 3.c.1: Health worker density and distribution  Total maternal deaths  Total number of pregnant women that registered for ante natal  Under-five mortality rate (deaths among children under 5 years per 1000 live births (RMNCH+N) KPIs/ Annual 10 TIME ACTIVITI OUTPUT OUTCOM LONG Date Indicators Target Years SCHEDULE/U ES S ES TERM source Target NIT OF IMPACT MEASUREME NT Total 90% number of Registering Pregnant Increase the Reduction Ministry of number of women aged for antenatal women Share of in maternal Health pregnant 15-49 with a care registered pregnant and infant women that 66.6% live birth in for women who mortality registered baselin each time antenatal had 4 or rates, for ante e period that care more improved natal (2018)8 received antenatal overall antenatal care care visits health and four or more developme times during Improved nt of future pregnancy is prenatal generation expressed as a health for s. percentage of pregnant women aged women and 15-49 with a their babies live birth in the same period Annually Total 1075 Reducti Number of Maternal maternal Improved Reduction maternal matern on by maternal health care deaths maternal in Maternal deaths al 90% deaths provision prevented health and Mortality deaths and or reduced survival, and burden per Every 3-5 education, through reduced of disease 100,00 years emergency intervention maternal 0 live response s, such as mortality Reduction birth and referral number of rates in overall Recorded or systems women maternal Baselin estimated receiving mortality e number of prenatal and 20219 maternal care or improveme deaths. emergency nt in Measurement obstetric maternal requires care health and information on well-being pregnancy in the status, timing population. of death (during pregnancy, childbirth, or within 42 days of termination of pregnancy), and cause of death SDG Percentage of Nutrition Increased Reduced Reduction Househol Indicator children under interventions access to prevalence in the d surveys 2.2.1: 5 years of age such as nutritious of stunting Prevalence 8 https://www.statista.com/statistics/1260775/pregnant-women-care-in-nigeria-by-state/ 9 https://assets.researchsquare.com/files/rs-1190088/v1_covered.pdf?c=1640197828 Prevalence with stunting supplement foods and among of Specific of stunting (height for age ary feeding improved children malnutritio populatio (height for <-2 standard programs, breastfeedi under 5 n among n surveys age <-2 deviation from promotion of ng practices years of age. children standard the median of exclusive among under 5 Surveillan deviation the WHO Child breastfeedin mothers years ce from the Growth g, and and systems median of Standards) fortification caregivers. Improved the World of foods with physical UNICEF Health micronutrien and WHO Organizatio ts. cognitive n (WHO) developme FMOH Child nt, Growth increased SMOH Standards) productivity among , and children reduced under 5 risk of years of chronic age diseases in adulthood. SDG Number of Recruiting, Increased Improved Increased Indicator health workers training, and number of health of health 3.c.1: per 10,000 retaining health outcomes, workers Health population health workers, reduced worker workers, improved health Density of density and improving distribution disparities, community distribution working of health and health conditions workers, increased workers and improved access to benefits, working essential A addressing conditions health sustainable disparities in for health services. health health workers, workforce worker and that can distribution, increased effectively and access to meet the increasing health care health the number for needs of of health underserve all workers in d population underserved populations. s, reducing areas. overall health costs and improving overall well-being. % Of 90% Percentage of Establishing Increased Improved Stronger, Community Community and training number of health more Health Health CHCs, functional outcomes resilient Committee Committees providing CHCs, and reduced communiti s that are (CHCs) that ongoing improved health es that are Functional are functional. support and community disparities at better able (CPO) resources, engagemen the to address promoting t and community their own community participation level, health engagement in health increased needs, and decision- access to leading to participation, making, essential improved and and health overall ensuring the increased services, health and representati representati and well-being. on of on of improved vulnerable vulnerable accountabilit populations populations y and within the within the responsiven committees committees. ess of the health system to community needs. % Of Percentage of Identifying Increased Improved A funding of funding for and funding for health sustainable health from health from engaging health from outcomes and partners external with external and resilient (developm partners potential partners, increased health ent (development external improved access to system partners partners and partners, alignment essential that is and private private sector) developing of external health better able sector) funding funding with services, to meet the (PH) proposals national particularly health (RAMNC+ and health in needs of N) agreements, priorities, underserved all implementin and areas and population g and improved for s, reducing reporting on transparenc vulnerable overall funded y and populations. health activities, accountabili costs and and ty in the use improving engaging of external overall with relevant funding for well-being. stakeholders health. to ensure alignment with national health priorities. Maternal 400 Deaths per Maternal Women Reduction in Improved mortality 100,000 live health accessing maternal maternal ratio births programs, prenatal mortality health and (deaths per including care, ratio, survival, 100,000 access to number of improved reduction live births) prenatal trained birth maternal in infant care, family attendants, health and mortality, planning, number of survival and overall and emergency improveme emergency obstetric nt in obstetric care population care facilities health and well-being. Contracepti Percentage of Family Number of Increased Improved ve women of planning women contraceptiv maternal prevalence reproductive programs, accessing e prevalence and child rate age using including family rate, health, contraception access to a planning reduced reduction variety of services, unintended in contraceptiv number of pregnancies, population e methods contraceptiv and growth, and e methods improved and overall counselling distributed maternal and improveme child health nt in economic and social developme nt. Under-five 100 Deaths among Reproductiv Children Reduction in Improved mortality children under e, Maternal, under 5 under-five child health rate 5 years per New-born, years mortality and (deaths 1000 live births Child and receiving rate, survival, among Adolescent immunizatio improved reduction children Health n, number child health in infant under 5 (RMNCH+A) of children and survival mortality, years per programs, under 5 and overall 1000 live including years improveme births access to treated for nt in (RMNCH+ prenatal common population N) care, childhood health and immunizatio illnesses, well-being n, and number of treatment of pregnant common women childhood accessing illnesses prenatal care Prevalence Percent (%), Monitoring Data on the Reduction in Reduced rate of expressed as a and prevalence the risk of stunting in proportion or surveillance of stunting prevalence mortality under-fives ratio of the of child in under- of stunting in and (RMNCH+ number of growth and fives, under-fives, morbidity N) children under nutrition, number of improved in the age of five implementati children nutritional childhood who are on of reached status and and stunted to the interventions with growth of adulthood, total number of to prevent intervention children, and improved children under and treat s to prevent improved educationa the age of five stunting and treat cognitive l in a given (such as stunting. development attainment, population. promoting and overall and exclusive health. increased breastfeedin economic g, providing productivity micronutrien . t supplements , and improving access to clean water and sanitation), and data collection and analysis. Malaria Percentage of Malaria bed nets Reduction in Lower prevalence children under prevention distributed, the number rates of among five with and number of of children malaria in (CDs) malaria treatment children under five the children programs, treated for with malaria, community under five distribution malaria, improvement , improved of bed nets, number of in overall health and community community community developme education education health nt on malaria sessions outcomes prevention conducted for children under five. % Percentage TB TB cases Reduction in Reduced Reduction prevention detected TB incidence transmissio in TB and control and treated, and n and prevalence programs, number of prevalence ultimately rate (CDs) early individuals rates, elimination detection completing improved of TB in and TB health the diagnosis, treatment outcomes for population. treatment individuals and with TB medication adherence support Rate of Percentage HIV testing pregnant Reduction in Reduction Mother-to- and women mother-to- in the child counselling tested for child number of transmissio for pregnant HIV, transmission children n of HIV women, number of of HIV, born with (CDs) provision of HIV-positive improved HIV and antiretroviral pregnant health ultimately, therapy women who outcomes for the (ART) to received both mother elimination HIV-positive ART and child of mother- pregnant to-child women, transmissio prevention n of HIV. of mother-to- child transmission (PMTCT) interventions % Percent (%) Disease People Reduced Improved Reduction Outputs: screening screened prevalence overall in Outcomes: and and treated of targeted health and prevalence treatment for targeted NTDs in the well-being of targeted programs, NTDs; population of the NTDs health number of population, education preventive reduced and medicines economic awareness distributed burden of campaigns, NTDs on distribution individuals of and preventive communiti medicines es. Adamawa State Universal Basic Education Board The Adamawa State Universal Basic Education Board (ASUBEB) is a government agency responsible for the management and delivery of basic education services in the state. The agency is charged with ensuring that all children in the state have access to quality basic education, regardless of their social or economic status. ASUBEB works in collaboration with other stakeholders in the education sector to develop policies and programs that promote access, equity, and quality in basic education. The agency is responsible for the implementation of the Universal Basic Education (UBE) program, which provides free and compulsory education for all children between the ages of 6 and 15 years. ASUBEB provides support and supervision to schools and teachers to ensure that they deliver quality education to their pupils. With its focus on promoting access, equity, and quality in basic education, the Adamawa State Universal Basic Education Board is making significant contributions to the development of human capital in the state. Strategic Strategic Objectives: Objective s  Increase enrolment and retention rates in primary and secondary schools  Improve the quality of education through teacher training and curriculum development  Increase access to education for marginalized and disadvantaged communities  Strengthen partnerships with private sector, and community organizations to support education initiatives  Increase funding for education through grants, partnerships, and other fundraising efforts Goal Goals:  Increase enrolment of primary and secondary school students by 10% in the next 5 years  Improve test scores in math and reading for primary and secondary school students by 15% in the next 3 years  Train at least 50% of all primary and early secondary school teachers in the state within the next 5 years  Increase the number of schools in marginalized and disadvantaged communities by 25% in the next 3 years  Obtain funding for education initiatives in the next 5 years through grants, partnerships, and other fundraising efforts. Objective Objectives: s  Develop and implement a comprehensive enrolment and retention strategy for primary and early secondary (JSS) schools  Develop and implement teacher training programs focused on improving the quality of education  Develop and implement a curriculum that promotes critical thinking and problem- solving skills  Build partnerships with private sector, and community organizations to support education initiatives  Develop and implement a fundraising strategy to increase funding for education initiatives. Indicators  Age of entry into primary school  Number of years of primary schooling  Primary school enrolment rate (%)  Students per primary school teacher  Students per primary school  Recurrent expenditure per primary school student (NGN)  Age of entry into secondary school  Number of years of secondary schooling  Secondary School enrolment rate (%)  Students per secondary school teacher  Students per secondary school  Recurrent expenditure per secondary school student (NGN)  Gross enrolment rate (GER): The percentage of eligible students enrolled in a particular level of education.  Net enrolment rate (NER): The percentage of eligible students in a particular age group who are enrolled in school.  Dropout rate: The percentage of students who leave school before completing a particular level of education.  Completion rate: The percentage of students who complete a particular level of education.  Literacy rate: The percentage of the population who can read and write.  Learning achievement: Measured by the performance of students on standardized tests, which assess skills such as reading, writing, and numeracy.  Transition rate: The percentage of students who successfully transition from one level of education to the next, such as from primary to secondary school.  Student-teacher ratio: The number of students per teacher in a particular level of education.  School facilities: The quality and availability of school facilities such as classrooms, desks, textbooks, and other teaching materials.  Education expenditure: The amount of public and private funding allocated to education, measured as a percentage of GDP or per student expenditure. KPIs/ Annual 10 TIME ACTIVITIES OUTPUTS OUTCOME LONG Data Indicators Target Years SCHEDULE/UNI S TERM Sources Targe T OF IMPACT t MEASUREMEN T Age of 6 years 6 Years Enrolment children Improved Inclusive Ministry entry into years of children enrolled in educational and of primary into primary primary attainment equitable Educatio school (or children start schools, school at and quality n less) attending promotion of the readiness education primary schools early appropriate for primary and promote FMOE (elementary childhood age school lifelong schools) when education education learning National they are 6 years opportunitie Literacy old and spend s for all Survey the next six years there, Improved National graduating at literacy and Bureau the age of 12 numeracy of skills, better Statistics educational and employment opportunitie s, and overall socio- economic developmen t. Number of 6 years 6 Students spend Providing Students Increased Improved National years of years six years in primary enrolled in literacy and economic Literacy primary primary school education primary numeracy productivity Survey schooling through schools, skills among and social schools, number of primary developmen National teacher trained school t, reduction Bureau training, teachers, students, in poverty of curriculum and improved and Statistics developmen number of educational inequality, t, and schools attainment, and educational built or and greater enhanced resources renovated access to civic secondary engagement education and political and stability. employment opportunitie s Primary 76.5 Percentage Outreach children Increased Improved school estimate and enrolled in primary access to enrolment awareness primary school education, rate (%) 10 campaigns, schools, enrolment increased targeted number of rate literacy and enrolment newly numeracy drives, constructed skills, better construction or prepared and renovated students for maintenanc primary secondary e of primary schools education schools, and future teacher employabilit training and y, and developmen overall t programs, social and provision of economic school developmen materials t in the and supplies community Students Number of Recruitment Teachers Improved Improved per 26 students per and employed teacher- educational primary estimate primary school retention of in primary student ratio quality and school s 11 teacher teachers, schools, in primary student teacher teacher number of schools outcomes, training and newly increased developmen constructed access to t programs, or primary construction renovated education, and primary and better maintenanc schools prepared e of primary students for schools secondary education and future employabilit y. Students 239 Number of Enrolling Increase of Improved Increased per estimates students students in students in access to opportunitie primary 12 primary primary primary s for school schools, schools education economic managing for students and social student in the advanceme enrolment community nt for records primary school students and their communities . Recurrent 134.46 Amount in Naira Recurrent Improved Improved Increased 10 ANNUAL SCHOOLS CENSUS 2008 (ADAMAWA) 11 STRATEGIC EDUCATION SECTOR PLAN AND STATE EDUCATION SECTOR OPERATIONAL PLAN 2011-2020. 12 ADAMAWA STATISTICAL YEAR BOOK 2011 expenditur estimate expenditure access to primary opportunitie e per 13 on primary primary school s for primary education education student economic school (e.g. teacher for students educational and social student salaries, achievement advanceme (NGN) instructional and nt for materials, attainment primary school school maintenanc students e) and their communities . Age of 12 years Years Enrolment children Improved Improved entry into 14 and entering readiness educational secondary registration secondary for attainment school procedures school at a secondary and for specific age school increased secondary education, economic schools, reduced and social programs dropout opportunitie and policies rates s for early childhood education Number of 6 Years Years Secondary students Improved Increased years of 15 school enrolled in literacy and economic secondary education secondary numeracy productivity schooling programs school and skills, and social and policies number of increased developmen graduates access to t in the higher community. education and employment opportunitie s Secondary 39.3 Percentage (of Secondary students Increased Improved School percent eligible students school registered enrolment in educational enrolment 16 enrolled in enrolment for secondary outcomes rate (%) secondary campaigns, secondary schools, for students, school) outreach to school; improved increased families and number of access to likelihood of communities students education students , student placed in for all graduating registration secondary eligible from and school students, secondary 13 STRATEGIC EDUCATION SECTOR PLAN AND STATE EDUCATION SECTOR OPERATIONAL PLAN 2011-2020. AND ADAMAWA STATISTICAL YEAR BOOK 2011 14 EDUCATION DATA SURVEY 2010 (NATIONAL) 15 EDUCATION DATA SURVEY 2010 (NATIONAL) 16 NATIONAL SCHOOLS CENSUS 2008 (ADAMAWA) placement. classes. improved school, social improved mobility for workforce students. readiness for students, reduction in poverty and social inequality. Students 55 Ratio (students Hiring and Hired Improved Improved per students per teacher) training of secondary student- educational secondary 17 secondary school teacher outcomes school school teachers, ratio, for students, teacher teachers, number of improved increased class students in teacher likelihood of scheduling, secondary workload students student school managemen graduating enrolment classes. t, improved from student secondary learning and school, engagement improved in class. workforce readiness for students. Students 243 Number of Recruitment Students Improved Improved per students students per and enrolled in access to educational secondary 18 secondary retention of secondary secondary attainment school school students, schools, education and construction number of for students employabilit and newly y, increased maintenanc constructed social and e of or economic secondary renovated developmen schools, secondary t in the teacher schools community. training and developmen t programs Recurrent 484.24 Amount in NGN Budget Availability Improved Increased expenditur Naira19 allocation of access to secondary e per for resources education school secondary secondary and for graduation school education, materials secondary rates, student purchase of for school improved (NGN) educational secondary students, readiness materials school improved for post- 17 STRATEGIC EDUCATION SECTOR PLAN AND STATE EDUCATION SECTOR OPERATIONAL PLAN 2011-2020. 18 NATIONAL SCHOOLS CENSUS 2008 (ADAMAWA) 19 STRATEGIC EDUCATION SECTOR PLAN AND STATE EDUCATION SECTOR OPERATIONAL PLAN 2011-2020. AND ADAMAWA STATISTICAL YEAR BOOK 2011 and students, quality of secondary resources payment of education education or for teacher for the secondary salaries secondary workforce. schools and school maintenanc students e of secondary schools Adamawa State Bureau for Public Procurement The Adamawa State Bureau for Public Procurement (ASBPP) is a government agency that is responsible for ensuring transparency, accountability, and fairness in the procurement process for goods, works, and services in the state. The bureau is mandated to ensure that all public procurements are conducted in accordance with relevant laws, regulations, and best practices, with the aim of promoting efficiency, value for money, and quality in public procurement. ASBPP works to establish procurement standards and guidelines, monitor procurement processes, and provide training and capacity building to procurement officers across the state. The bureau is committed to promoting a culture of integrity and accountability in public procurement and to ensuring that public funds are used in an effective and responsible manner. With its focus on transparency, accountability, and best practices, the Adamawa State Bureau for Public Procurement is playing a critical role in promoting good governance and sustainable development in the state Strategic Promote accountability and transparency in government spending. Objectives Vision To be an economically vibrant state that promotes equality of opportunity to citizens. Mission To be economically sustainable in both the present and the future. Thematic Area People oriented Governance geared towards promoting transparency and integrity. ASMTDP Pillars Economic Development Goal 1.1 To regularly review the efficiency of government expenditure. Objectives  To maintain a strong and improved procurement legal and regulatory framework that is in conformity with modern, efficient best practices and standards.  To develop the capacities of public officials and other stakeholders involved in public procurement to comply with the law on public procurement.  To achieve professionalism in public procurement.  To ensure compliance with the law, regulations and procedures in procurement process and contract management.  To maintain public awareness of the Bureau of Public Procurement activities and public procurement procedures, practices and issues.  To collaborate with regional and international organizations involved in public procurement reform initiatives.  To ensure effectiveness and efficiency in public procurement operations.  To enhance the Bureau of Public Procurement efficiency and effectiveness in service delivery.  Harmonization of existing government policies on public procurement and ensuring probity, accountability, and transparency in the procurement process  Attainment of transparency, competitiveness, cost effectiveness and professionalism in government spending.  Ensuring the application of fair competitive, transparent, value for money standards and practices for the procurement and disposal of public assets and services. SDG Goal Goal 8 (Decent work and economic growth) Indicators  % of Certificates of Compliance (CoCs) issued (compared to applications)  % of Certificates of Compliance issued for Disposal of Public Assets (compared to applications)  % of Certificates of No Objection issued to MDAs (compared to applications)  % of complaints from contractors resolved annually  % of complaints from contractors resolved annually (compared to the total number of complaints)  % of contract delivered on time (disaggregated by sectors)  % of contractors that renewed their registration annually (including annual administrative fee)  % of contracts awarded (disaggregated by sectors)  % of contracts cleared (disaggregated by sectors)  % of MDAs that complied with the usage of PPA Standard Bidding Document  % of MDAs that complied with the usage of the State PPL Procurement Process  % of MDAs that consistently submit annual procurement records to ADSBPP  % of MDAs that consistently submit procurement reports to PPA  % of MDAs with approved Sector Development Plan or Strategic Plan  % of No Objections issued by PPA annually (compared to applications)  % of uncompleted contracts (disaggregated by MDAs)  Amount of cost savings through PPA (disaggregated by single source procurement and other PPA practices)  Annual IGR thorough PPA practices  No. of technical committee meetings held to review contracts (disaggregated monthly, quarterly and annually)  No. of participants attending the annual contractor’s forum  No. of procurement adverts published (disaggregated by national dailies and notice boards)  No. of tender journals produced (disaggregated monthly, quarterly and annually)  Number of New contractors registered annually KPIs/ Annual 10 TIME ACTIVITIE OUTPUTS OUTCOMES LONG TERM Data Indicators Target Years SCHEDUL S IMPACT Sources Target E/ UNIT OF MEASUR EMENT % of MDAs that Percenta Implemen Complianc Improved Reduced complied with the ge tation of e with the efficiency corruption and usage of PPA the Public usage of and increased trust Standard Bidding Procurem the transparency in government Document ent standard in the public institutions. Agency bidding procurement Standard document process Bidding by Document Ministries, by Departme Ministries, nts, and Departme Agencies nts, and Agencies Amount of cost Monetary Implemen Reduced Increased Increased savings through value in ting cost- costs for efficiency public trust in PPA Naira saving goods and and cost- government (disaggregated measures services effectivenes institutions and by single source through procured s in improved procurement and the Public by the government overall other PPA Procurem governme spending economic practices) ent nt . performance Agency No. of technical Number Holding Meeting Improved Reduced committee of technical minutes transparency corruption and meetings held to meetings committe and and increased trust review contracts (disaggre e review accountabilit in government (disaggregated gated by meetings reports of y in the institutions. monthly, month, to review contracts contract quarterly and quarter, contracts review annually) and year) process No. of tender Number Producing Tender Improved Increased journals of tender journals transparency competition produced journals journals published and among (disaggregated (disaggre and made accessibility suppliers, monthly, gated by available of reduced quarterly and month, to the information corruption, and annually) quarter, public regarding increased trust and year) government in government Activities: procurement institutions. No. of Unit of Holding List of Improved Increased participants measure an annual attendees, communicati efficiency and attending the ment: contractor presentati on and effectiveness annual Number ’s forum on collaboration in government contractor’s of materials, between procurement, forum participa and any government improved nts follow-up agencies relationships actions and between from the contractors government forum and contractors, and better quality of infrastructure projects Adamawa State Ministry of Water Resource The Adamawa State Ministry of Water Resources (ASMoWR) is a government agency responsible for the development and management of water resources in the state. The ministry is charged with the task of ensuring the sustainable management and utilization of water resources in Adamawa State, with the aim of meeting the water needs of the population and supporting economic growth and development. ASMoWR is responsible for the planning, construction, and maintenance of water supply systems, including dams, reservoirs, boreholes, and water pipelines. The ministry also works to promote water conservation and the efficient use of water resources through education and awareness campaigns. ASMoWR collaborates with other stakeholders in the water sector, including communities, non-governmental organizations, and other government agencies, to achieve its goals of ensuring sustainable water management and promoting access to safe and clean water for all citizens of Adamawa State. With its focus on sustainable water management and development, the Adamawa State Ministry of Water Resources is making significant contributions to the well-being of the people of the state Strategic  To provide institutional legal and economic framework that will result in improved Objectives governance in WASH sector for increased access to manage drinking water supply, safely managed sanitation and hygiene service adequately, safely in the state for socio-economic and environmental wellbeing. Goal  To ensure provision of adequate and sustainable safely manage water and safely manage sanitation and hygiene services at an affordable cost to the people of Adamawa state towards improving the health, better educational outcome and socio-economic wellbeing of the people Objectives  To provide improve water supply, sanitation and hygiene services  To increase access to improved water supply, sanitation and hygiene for all the people in Adamawa state using efficient technology with low maintenance cost  To stimulate public, private partnership (PPP) for increase investment and funding in the WASH sector.  To reduce the prevalence of water and sanitation related diseases in the state  To stimulate improve sector coordination for effectiveness and efficiency of WASH service delivery  To Improve strategic framework for IWRM and M&E  To stimulate integrated initiative and innovative solution to WASH challenges  To enhance gender mainstreaming and social inclusion in the WASH sector in the state SDGs SDG goal No. 6 Clean water and Sanitation KPIs/ Annu 10 TIME ACTIVITIE OUTPUT OUTCOME LONG Data Indicators al Years SCHEDULE/UN S S S TERM Source Targe Targe IT OF IMPACT s t t MEASUREMEN T SDG Mortality rate Provision of Increased Reduced Reduction Indicator per 100,000 safe drinking access to incidence of in overall 3.9.2: population water, safe waterborne mortality Mortality sanitation drinking illnesses, rate and rate facilities, and water and improved improveme attributed to hygiene sanitation health and nt in overall unsafe education and facilities, well-being of quality of water, promotion improved individuals life. unsafe hygiene and sanitation practices communities and lack of hygiene (exposure to unsafe Water, Sanitation and Hygiene for All (WASH) services) SDG Proportion Implementing Increased Reduced Sustainably Indicator (percentage) of and access to waterborne managed 6.1.1: population maintaining clean and illnesses, and Proportion using safely infrastructure safe improved accessible of managed for clean and drinking health and clean and population drinking water safe drinking water, well-being of safe using safely services water, improved the drinking managed educating sanitation population, water for drinking communities facilities, increased all, water on proper increased productivity contributing services water usage community and economic to the and awareness growth overall sanitation, and achieveme monitoring knowledge nt of SDG 6 and enforcing on proper (Clean compliance water usage Water and with water and Sanitation) safety sanitation and the regulations overall sustainable developme nt of the community. SDG Proportion of Providing Increased Improved Reduced Indicator population access to availability sanitation and incidence 6.2.1: safely and usage hygiene for of Proportion managed of safely the waterborne of sanitation managed population and population services and sanitation sanitation- using (a) handwashing services related safely facilities with and diseases, managed soap and handwashin improved sanitation water g facilities overall services, with soap health and and (b) a and water well-being handwashin of the g facility population. with soap and water SDG Proportion Establishing Policies and Increased Improved Indicator (percentage) and procedures participation water and 6.b.1: operationalizi for of local sanitation Proportion ng policies community communities for local of local and participation in water and communitie administrati procedures in water and sanitation s, leading ve units with for sanitation management, to better established participation managemen leading to health and and of local t are improved well-being, operational communities established access and and policies and in water and and sustainable potentially procedures sanitation operational use of water reduced for management at local and sanitation poverty. participation at the local administrati services. Additionally of local administrative ve units. , increased communitie unit level. community s in water participatio and n in water sanitation and managemen sanitation t manageme nt can lead to more sustainable and effective manageme nt of water and sanitation services in the long- term. Adamawa State Ministry of Health The Adamawa State Ministry of Health (ASMoH) is a government agency responsible for ensuring the health and well-being of the population of Adamawa State. The ministry is charged with the task of providing quality healthcare services to the citizens of the state, with the aim of promoting good health, preventing disease, and improving the quality of life for all. ASMoH is responsible for the management and coordination of health policies and programs in the state, including disease prevention and control, maternal and child health, and health promotion and education. The ministry also provides support and supervision to healthcare facilities and workers, and it works to improve access to healthcare services, particularly in rural and underserved areas. ASMoH collaborates with other stakeholders in the health sector, including communities, non-governmental organizations, and other government agencies, to achieve its goals of promoting good health and well-being for all citizens of Adamawa State. With its focus on providing quality healthcare services and promoting disease prevention and control, the Adamawa State Ministry of Health is playing a vital role in promoting the health and well- being of the people of the state. Strategic Strategic Objectives: Objectives  Improve access to quality healthcare for all citizens of Adamawa State  Increase the number of trained healthcare professionals in the state  Strengthen the healthcare system through the implementation of technology and infrastructure improvements  Increase funding for healthcare initiatives through grants, partnerships, and other fundraising efforts  Promote preventive healthcare and community health education Goal Goals:  Increase the number of fully equipped healthcare facilities in Adamawa State by 20% in the next 5 years  Train at least 50% of all healthcare professionals in the state within the next 5 years  Increase the number of preventive healthcare campaigns and community health education programs in the state by 50% in the next 3 years  Obtain funding for healthcare initiatives in the next 5 years through grants, partnerships, and other fundraising efforts  Reduce maternal and infant mortality rates in Adamawa State by 20% in the next 5 years Objectives Objectives:  Develop and implement a comprehensive healthcare infrastructure improvement plan  Develop and implement training programs for healthcare professionals  Develop and implement technology solutions to improve the healthcare system  Build partnerships with government, private sector, and community organizations to support healthcare initiatives  Develop and implement a fundraising strategy to increase funding for healthcare initiatives  Develop and implement community health education and preventive healthcare campaigns. Indicators  Population per doctor  Population per nurse  Population per health centre  Population per hospital  Population per hospital bed  Annual health expenditure per person (NGN)  SDG Indicator 3.2.2: Neonatal mortality rate  SDG Indicator 3.1.1: Maternal mortality ratio  SDG Indicator 3.2.1: Under-five mortality rate  SDG Indicator 2.1.1: Prevalence of undernourishment  SDG Indicator 3.3.1: Number of new HIV infections per 1,000 uninfected population, by sex, age and key populations  SDG Indicator 3.4.1: Mortality rate attributed to cardiovascular disease, cancer, diabetes or chronic respiratory disease  SDG Indicator 3.7.1: Proportion of women of reproductive age (aged 15-49 years) who have their need for family planning satisfied with modern methods KPIs/ Annual 10 TIME ACTIVITIES OUTPUTS OUTCOMES LONG TERM Data Indicators Target Years SCHEDULE/U IMPACT Source Target NIT OF s MEASUREME NT Population 14930 Ratio Recruitmen Number of Improved Reduced per doctor Baseli (population t and doctors access to morbidity ne20 per doctor) training of available to healthcare and mortality doctors, provide for the rates, provision of healthcare population improved healthcare overall health services to and well- the being of the population population. Population 5096 Ratio Recruitmen nurses Improved Reduced per nurse baseli (population t and available to access to morbidity nes21 per nurse) training of provide healthcare and mortality nurses, healthcare for the rates, provision of services population improved healthcare overall health services to and well- the being of the population population. 20 ADAMAWA STATE STATISTICAL YEAR BOOK 2011. PP.90 21 ADAMAWA STATE STATISTICAL YEAR BOOK 2011. PP.90 Population 3410 Number of Providing people served Improved Improved per health baseli people per healthcare by each access to overall health centre nes22 health centre services to health centre, healthcare and well- the number of for the being of the population, health centres population, population, monitoring in the area reduced potential for population burden on cost savings growth and individual in the health health healthcare centre centres system. capacity Population 18828 Number of Providing People Improved Improved per hospital 1 people per healthcare served by access to overall health baseli hospital services to each hospital, healthcare and well- nes 23 the number of for the being of the population, hospitals in population, population, monitoring the area reduced potential for population burden on cost savings growth and individual in the hospital hospitals healthcare capacity system. Population 1569 Ratio Assessing hospital beds Improved Reduced per hospital Baseli (population the and access to healthcare bed ne 24 per hospital availability population healthcare costs and bed) and data for the improved distribution population, overall health of hospital potentially and well- beds in leading to being of the each improved population. population health outcomes Annual 170 Amount in Collecting Annual health Improved Reduced health Naira Naira and expenditure access to health expenditure 25 analysing per person, health care, disparities, per person data on total health reduced improved (NGN) health expenditure financial overall health spending, for a given burden on and well- budgeting population or individuals being of a for health region and families population, care costs, for health potential cost implementi expenses, savings for ng cost- potentially the health saving improved care system measures health as a whole. outcomes 22 PUBLIC HEALTH FACILITIES, MINISTRY OF HEALTH. ADAMAWA STATE. EDITED NOV 2010 23 PUBLIC HEALTH FACILITIES, MINISTRY OF HEALTH. ADAMAWA STATE. EDITED NOV 2010 24 PUBLIC HEALTH FACILITIES, MINISTRY OF HEALTH. ADAMAWA STATE. EDITED NOV 2010 25 STATE STRATEGICAL HEALTH DEVELOPMENT PLAN 2010-2015. SDG Unit of Implement Increased Reduced Improved Indicator Measuremen ation of access to neonatal overall health 3.2.2: t: Number of maternal maternal and mortality and well- Neonatal neonatal and child child health rate being of a mortality deaths per health services, Long-term population, rate 1,000 live programs, improved Impact: as well as births including health increased access to outcomes for economic skilled birth mothers and productivity attendants, new-borns and stability. pre-natal care, and neonatal care SDG Number of Implement Increased Reduced Improved Indicator maternal ation of access to maternal overall health 3.1.1: deaths per maternal maternal and mortality and well- Maternal 100,000 live and reproductive ratio being of mortality births reproductiv health women, ratio e health services, reduction in programs, improved maternal including health deaths, access to outcomes for decrease in skilled birth mothers gender attendants, disparities, pre-natal improved care, and economic emergency productivity obstetric and stability care in the society. SDG Number of Implement Increased Reduced Improved Indicator deaths of ation of access to under-five overall health 3.2.1: children maternal maternal and mortality and well- Under-five under the and child child health rate being of a mortality age of five health services, population, rate per 1,000 live programs, improved reduced births including health inequality, access to outcomes for increased skilled birth mothers and economic attendants, children productivity pre-natal and stability. care, and paediatric care, vaccination programs, and nutrition intervention s SDG Percentage Improving Increased Reduced Improved Indicator of population access to availability prevalence overall health 2.1.1: nutritious and access to of and well- Prevalence food, nutritious undernouris being, of promoting food, hment, increased undernouri sustainable improved food improved productivity shment agriculture security for nutritional and and food vulnerable status of economic systems, populations individuals growth, reducing and reduced food waste communities poverty and and loss inequality. SDG Number of HIV Increased Decreased Reduction in Indicator new HIV prevention number of incidence of HIV 3.3.1: infections per and people getting HIV among transmission Number of 1,000 awareness tested for key rates, new HIV uninfected campaigns, HIV, populations, improved infections population distribution increased use increased quality of life per 1,000 of condoms of condoms access to for people uninfected and clean and clean HIV living with population, needles, needles, treatment HIV, by sex, age access to decreased and care decrease in and key testing and number of overall HIV populations treatment new HIV prevalence. for HIV infections. SDG Mortality rate Implementi Increased Reduced -Reduced Indicator (per 100,000 ng early access to mortality burden of 3.4.1: population) detection, early rates non- Mortality diagnosis detection, attributed to communicabl rate and diagnosis and cardiovascul e diseases attributed treatment treatment ar disease, on the to programs programs for cancer, population, cardiovasc for cardiovascula diabetes or health ular cardiovasc r disease, chronic systems and disease, ular cancer, respiratory economy cancer, disease, diabetes, and disease -Improved diabetes or cancer, chronic health and chronic diabetes, respiratory wellbeing of respiratory and chronic disease. the disease respiratory Improved population disease. knowledge -Reduced -Promoting and poverty as healthy awareness people are lifestyle, about the risk able to work including factors of and be healthy diet these productive and regular diseases. for longer physical period. activity, and providing education on the risk factors of these diseases -Providing access to essential medicines and technologie s for the treatment and manageme nt of these diseases SDG Unit of Providing More Improved Indicator measuremen access to Increased women of maternal 3.7.1: t: Proportion modern availability reproductive health and Proportion (percentage) family and age have reduced of women planning accessibility their need maternal of methods of modern for family mortality, reproductiv for women family planning leading to e age of planning satisfied healthier (aged 15- reproductiv methods for with modern families and 49 years) e age women of methods, communities. who have (aged 15- reproductive leading to Additionally, their need 49 years) age. improved providing for family and maternal access to planning educating health and family satisfied them about reduced planning can with the maternal also help to modern available mortality. reduce methods options. poverty by empowering women to make choices about their reproductive health and plan for their families' futures. Adamawa State Ministry of Education The Adamawa State Ministry of Education (ASMoE) is a government agency responsible for the development and management of education in the state. The ministry is charged with ensuring that all citizens of Adamawa State have access to quality education, regardless of their social or economic status. ASMoE is responsible for the formulation of education policies and programs, the management and coordination of the education sector, and the development of human resources in education. The ministry also provides support and supervision to schools and teachers to ensure that they deliver quality education to their students. ASMoE works in collaboration with other stakeholders in the education sector, including communities, non-governmental organizations, and other government agencies, to achieve its goals of promoting access, equity, and quality in education. With its focus on promoting access to quality education, the Adamawa State Ministry of Education is playing a critical role in building the human capital of the state Strategic  Increase in enrolment in public schools for illiteracy eradication in Adamawa Objectives state.  Expand access to an affordable level of qualitative education to all schools age children  Raise the performance of Adamawa student in all examinations, especially external examinations such as school certificate examination, through teachers training and retraining for professional development and effective quality control measures. Vision  To lay a solid education foundation for the Adamawa state to advance in pre- primary, primary and secondary educational development. Mission  To equip Adamawa State citizens with the relevant and necessary knowledge, skills, attitudes and values that would enable them to pursue pre-primary, primary and secondary education necessary for the development of themselves, their communities, the state and the nation in general Pillars  The Social and security Development pillar Thematic  Human capital Development to facilitate improved access to quality education Area from pre-primary up to secondary education. Goal 1.1  Increase in enrolment to public schools  Ensuring that all Adamawa State children and adults have access to an array of educational opportunities such that every learner achieves success through relevant, engaging and high-quality education that prepares them for good citizenship in a democratic and socially just society.  To positively influence and reshape the present educational system in the state with a view to improving capacity and performance outcomes by redirecting and optimizing resources, designing effective policies, setting timelines in order to maximize educational excellence and progressively move towards the attainment of the desired quality education standard Objectives  Increase in enrolment in public schools by 10% by the year 2025 1.1.1  Improve equitable access to quality education for all citizens so that their potential is fully realized  Improved Quality and Relevance (With Teaching & Learning)  Improved Infrastructure  Improved Management and Efficiency  Improved Resourcing SGDs SDG 4: inclusive and equitable quality education Indicators  % of adolescents out of school  % of annual budget expenditure on education  % of annual budget expenditure on education  % of children out of school  % of children out of school (primary school age)  % of children out of school (primary school age)  % of people graduating from Technical & Vocational Education institutions  % of Students pass 5 credits and above including Mathematics and English  % of students’ performance in external examinations  Adult literacy rate  Age specific Attendance Rate  Enrolment rate (%)  Enrolment rate (%)  Government expenditure per student (disaggregated primary and secondary)  Number of classrooms constructed  Number of classrooms renovated  Number of individuals trained in vocational and technical skills  Number of instructional materials distributed (books, teaching aids etc…)  Number of jobs created in the education sector  Number of learners enrolled (annually, disaggregated by gender)  Number of qualified teachers in public /private schools  Number of schools established (disaggregated by level of education)  Number of special needs pupils enrolled  Number of students graduating from tertiary institutions in Adamawa State  Number of vocational and technical courses accredited by NBTE  Number of vocational schools rehabilitated  Recurrent expenditure per school student (disaggregated primary and secondary)  School enrolment rate (%) (disaggregated primary and secondary)  Students per school (disaggregated by level of education)  Teacher learner ratio (disaggregated by level of education)  Proportion of SSS students making minimum qualification. (five credits including Maths and English)  SDG Indicator 4.1.1: Proportion of children and young people (a) in Grades 2 /3; (b) at the end of primary; and (c) at the end of lower secondary achieving at least a minimum proficiency level in (i) reading and (ii) mathematics, by sex  SDG Indicator 4.4.1: Proportion of youth and adults with information and communications technology (ICT) skills, by type of skill  SDG Indicator 4.a.1: Proportion of schools offering basic services, by type of service  SDG Indicator 4.c.1: Proportion of teachers in: (a) pre-primary; (b) primary; (c) lower secondary; and (d) upper secondary education who have received at least the minimum organized teacher training (e.g. pedagogical training) pre-service or in-service required for teaching at the relevant level KPIs/ Annual 10 TIME ACTIVITI OUTPUT OUTCOM LONG Data Indicators Target Year SCHEDULE/U ES S ES TERM Source s NIT OF IMPACT s Targ MEASUREME et NT Proportion of Percentage of Providing Improved Improved Increased SSS students students quality learning student workforce making education, environment achievement, readiness, minimum improving s, increased increased improved qualification. teacher access to number of economic (five credits training and educational students opportunitie including support, materials, meeting s and social Maths and increasing better minimum mobility, English) access to trained qualifications reduced resources teachers poverty and such as inequality. textbooks and technology Adult Literacy 73.3% Percentage of Providing Increased Increased Improved Rate adults (aged 15 adult enrolment in adult literacy workforce Baselin years and education adult rate, readiness e above) who and literacy education improved and (2010) can read and programs, and literacy functional employabilit write increasing programs, literacy and y, access to improved numeracy increased education access to skills among civic for educational adults engagemen marginalized resources t and and and participatio disadvantag materials n, reduced ed poverty and populations social inequality. SDG Indicator Proportion Education Improved Improved Improved 4.1.1: (percentage) programs reading and educational economic Proportion of and policies mathematic outcomes, and social children and aimed at s such as outcomes young people Disaggregated improving proficiency better for (a) in Grades by Gender: reading and for children performance individuals 2 /3; (b) at the Male and mathematics and young on and end of Female proficiency people in standardized society, primary; and for children Grades 2/3, tests and including (c) at the end and young at the end increased better job of lower people in of primary, likelihood of prospects, secondary Grades 2/3, and at the graduating higher achieving at at the end of end of lower from earnings, least a primary, and secondary. secondary and minimum at the end of school. increased proficiency lower civic level in (i) secondary. engagemen reading and t (ii) mathematics, by sex SDG Indicator Proportion Training Number of Increased Economic 4.4.1: (percentage) programs, individuals access to growth, Proportion of access to with ICT information improved youth and technology skills, and education adults with and breakdown opportunities, and information resources, of skill types improved healthcare and digital (e.g. basic, communicati systems, communicatio literacy intermediate on and reduction in ns technology campaigns , advanced) collaboration, poverty and (ICT) skills, enhanced inequality. by type of skill employability and income potential SDG Indicator Unit of Provision of Schools Improved Enhanced 4.a.1: measurement: basic offering access to education Proportion of Proportion services basic basic outcomes schools (percentage) (such as services, by services for and overall offering basic water, type of students and well-being services, by sanitation, service teachers of students type of and and service electricity) to communitie schools s. SDG Indicator Proportion Organized Trained Improved Improved 4.c.1: (percentage) teacher teachers in teaching educational Proportion of training (e.g. pre-primary, skills and outcomes teachers in: pedagogical primary, knowledge for students (a) pre- training) for lower among in pre- primary; (b) teachers in secondary, teachers in primary, primary; (c) pre-primary, and upper pre-primary, primary, lower primary, secondary primary, lower secondary; lower education lower secondary, and (d) upper secondary, secondary, and upper secondary and upper and upper secondary education secondary secondary education. who have education education received at least the minimum organized teacher training (e.g. pedagogical training) pre- service or in- service required for teaching at the relevant level Adamawa State Ministry of Finance and Budget The Adamawa State Ministry of Finance and Budget (ASMFB) is a government agency responsible for managing the financial resources of the state and ensuring the effective implementation of the state's budget. The ministry is charged with the task of promoting sound financial management practices, ensuring transparency and accountability in financial transactions, and promoting fiscal sustainability. ASMFB is responsible for the formulation and implementation of financial policies and programs, the management of revenue collection, and the allocation of financial resources to various sectors of the state. The ministry also works to promote financial literacy and awareness among citizens, and it provides support and advice to other government agencies on financial matters. ASMFB collaborates with other stakeholders in the finance and budget sector, including communities, non-governmental organizations, and other government agencies, to achieve its goals of promoting sound financial management practices and promoting sustainable development in the state. With its focus on promoting sound financial management practices, the Adamawa State Ministry of Finance and Budget is playing a critical role in ensuring the efficient use of financial resources and in promoting the economic development of the state. Strategic  Reactivation of all public enterprises that have broken down Objective  Policy Strategy in Monitoring and Evaluation of the MDA s  Strengthened Partnership with the private sector  Increase awareness of Adamawa Investment Opportunities among key target audience in domestic and global supply chain.  Formation of State Joint Revenue Committee. Vision  To uphold the Statutory Function of the Ministry which is spelt out under the Public Finance Law 1993, of the Adamawa State. Mission  Ensure continuous and dynamic Socio-economic policies through prudent and equitable resource management in Adamawa State. Pillars  Economic Development Thematic  People Oriented Governance Area SDGs  SDG 1: No Poverty  SDG 8: Decent Work and Economic Growth  SDG 16: Peace, Justice and Strong Institutions  SDG 17: Partnerships for the Goals Goal 1.1  Poverty Eradication and Sustainable Economic Growth through Infrastructure Renewal and Development’ Objective  Promotion of Public-Private Partnership s 1.1.1  Effective and Efficient Budget Management.  Procurement of Government Vehicles for Government Offices and Furniture, stationeries, accessories for MDAs.  Maintenance of strong economic planning mechanism. Indicators  % contribution from International Development Assistance (IDA) to annual budget  % reduction in external debts  Annual growth rate in GDP (%)  Annual new jobs created  Timeliness of external audits  Government expenditure as a % of budgeted expenditure  Interest payments on external debt (% of Annual Budget)  Internally Generated Revenue (IGR)  Labor force participation rate  Number of active Local and International Development Agencies in the State  Number of personnel trained on budgeting, data management (collection, collation, and analysis)  Policies instituted/consolidated within the Local Governments  Promptness in release of funds to MDAs  Proportion of budget funds sourced through other sources  Public access to key fiscal information  Ranking on Ease of Doing Business Index KPIs/ Annual 10 TIME ACTIVITIE OUTPUT OUTCOME LONG Data Indicators Target Year SCHEDULE/U S S S TERM Source s NIT OF IMPACT s Targ MEASUREME et NT Labour 23.6% percentage of determine Projections Low LF to Enhanced FMOF Force (LF) Adamaw each age group the size and on supply ensure more policy Participati a composition of labour children in formulation on Rate Baseline labour force of human this age and labour (Males 10- 26 divided by the resources group can planning 14) total working- attend school age population. and enjoy a The working childhood age population free from the refers to people demands of aged 15 to 64 labour force activities Base year USD Billions Economic Gross Economic Overall (2021) 4.58 activity such domestic growth or economic gross billion as product decline as health and domestic with per production, (GDP) in reflected by development product capita28 consumption, the base changes in of a country (GDP and year GDP from the the state as Billions) Baseline investment base year reflected by (NGN)27 2008 GDP over time. Annual Percentage (%) Economic Increased Improved Sustainable 26 CALCULATED FROM 2006 POPULATION CENSUS (STATE INFORMATION) BY STATE. 27 Adamawa state contributes just 0.43 percent to the gross domestic product (GDP) of Nigeria. Currently, the GDP is estimated at USD 4.58 billion with per capita GDP of USD 1 417 28 Canback Global Income Distribution Database. Canback Dangel. Archived from the original. https://www.cgidd.com. growth policies and economic economic economic rate in programs output, performance development GDP % implemented measured and standard and by by GDP of living for increased governments growth in individuals economic and private percentage and society resilience to sector to terms. as a whole. external promote shocks. GDP growth, such as infrastructure development , investment in human capital, and trade liberalization. Proportion Proportion Development Number of Improved Enhanced of MDAs (expressed as and MDAs that planning and overall fully a percentage) implementati have fully coordination economic adopting on of Mid- adopted of and social MTDP Term and are development development Development implementi activities in the Plans ng their across MDAs country. (MTDP) by MTDPs State Ministries, Departments and Agencies (MDAs) Total Naira realized Identifying Funds Increased Increased amount of potential realized infrastructure economic funds PPP from PPP development growth and realized projects, projects and service development, from PPP developing delivery, improved per year proposals, improved standard of negotiating public living for and finalizing services, citizens. agreements, improved implementing financial and management monitoring and decision- project making progress % Percentage Budget Reduced Improved Increased reduction planning, budget financial efficiency and of Budget forecasting, variance management effectiveness variance monitoring, and and decision- in resource and and reporting adjustment making allocation adjustmen s and utilization ts Total No. Number of Monitoring Number of Improved Evidence- MOF of M& E reports and monitoring data based reports evaluation of and collection, decision produced programs evaluation analysis and making and by MOF and projects reports reporting on continuous produced program/proj program/proj ect ect performance improvement and impact leading to effective and efficient use of resources, and improved delivery of services. Total No. Percentage Budget Percentage Improved Improved of Public Activities: planning and reduction budget financial Enterprise management of budget predictability, management, s of public variance stability and and resource reactivate enterprises and accuracy allocation d. adjustment leading to s effective and efficient delivery of public services and sustainable development. No. of Number of Public Number of Increased Economic sectors sectors Private sectors that private sector growth and that Partnership directly investment in development, directly (PPP) benefit various improved benefit investment from PPP industries living from PPP initiatives investment and sectors, standards, Investmen and improved and t. public increased job services opportunities. No. of Number of Procurement Number of Improved Improved Governme vehicles and issuance vehicles transportation efficiency and nt of procured for effectiveness Vehicles government and issued government of procured vehicles out officials and government and Outputs: Outcomes: employees operations issued for monitoring and services out. purposes delivery. Adamawa State Ministry of Environment The Adamawa State Ministry of Environment (ASMoE) is a government agency responsible for protecting and managing the natural resources of the state. The ministry is charged with the task of promoting sustainable development and ensuring that the natural environment is protected for future generations. ASMoE is responsible for the formulation and implementation of environmental policies and programs, the management of natural resources, and the protection of the environment from pollution and degradation. The ministry works to raise awareness and promote education about environmental issues, and it collaborates with other stakeholders in the environmental sector, including communities, non-governmental organizations, and other government agencies, to achieve its goals. ASMoE also oversees the enforcement of environmental laws and regulations, and it provides support and guidance to businesses and individuals to promote environmentally sustainable practices. With its focus on promoting sustainable development and protecting the natural environment, the Adamawa State Ministry of Environment is playing a critical role in promoting the long-term well- being of the people of the state and the region as a whole Strategic  Take urgent action to combat climate change and its impacts Objective  A balanced ecology, rich in biodiversity that is protected, conserved, and adapted in a s sustainable manner  Secure a quality environment adequate for good health and well-being.  Conserve and use the environment and natural resources for the benefit of present and future generation  Restore, maintain and enhance the ecosystem for the functioning of the biosphere to preserve biological diversity for the optimum sustainable yield of living, National resources, and ecosystem  Raise public awareness and promote understanding between the environment, resources and development, and community participation  Build human capacity for sustainable livelihood and environmental development Vision  The government of Adamawa State envisioned - a peaceful, harmonious, and economically vibrant State that sustainably promotes inclusive growth based on equality of opportunity and justice for its entire people. Mission  As a government, building Adamawa State that is economically sustainable, socially inclusive, and environmentally resilient both at present and in the future is the mission. Pillars  Environmental Sustainability Thematic  Natural resources and environmental sustainability Area SDGs  SDG 6. Water and Sanitation  SDG 11. Make cities and human settlements inclusive, safe, resilient and sustainable  SDG 12. Ensure sustainable consumption and production patterns Goal 1.1  Preserve the physical, chemical, and biological integrity of the ecosystem with maximum protection of public health and the environment through pollution control in the entire state. Objective  Improvements in the prevention, reduction, control, rectification, clean-up of pollution or s 1.1.1 environmental harm resulting from pollution  To prevent or mitigate pollution or environmental harm arising from pollution  To reduce the likelihood of pollution occurring and manage generation of solid and liquid waste management.  To minimize waste generation and promote sorting/segregation of solid waste from the source, prevent, reduce, reject, recover, recycle and reuse waste to energy.  To ensure safe and nuisance-free disposal of (urban and rural) domestic, medical, market, municipal, agricultural, bulky, electrical and electronics, hazardous and non- hazardous and industrial waste in order to adequately protect public health during and after collection, storage, treatment, transportation and final disposal.  To generate employment opportunities, improve the standards of living and thus reduce poverty.  To improve Waste and Pollution Control management infrastructure and support sustainable operation and maintenance  To increase public awareness on their waste management responsibilities Indicator  Hectare of additional trees planted in a year s  Increase in the adoption of waste reduction and recycling practices  Increase in the number of public awareness campaigns and programs  Increase in the number of waste disposal facilities that meet environmental and health standards  Number of households with access to improved toilet facility.  Percent of urban population in major city (%)  Percentage reduction in air, water, and soil pollution levels  Persons per urban household  Persons per urban household  Reduction in the number of reported pollution-related health problems  SDG Indicator 1.5.1: Number of deaths, missing persons and directly affected persons attributed to disasters per 100,000 population  SDG Indicator 13.1.1: Number of deaths, missing persons and directly affected persons attributed to disasters per 100,000 population  Total number of households affected by flood  Total size of land flooded KPIs/ Annual 10 TIME ACTIVITIES OUTPUTS OUTCOMES LONG TERM Data Indicators Target Years SCHE IMPACT Source Targe DULE/ s t UNIT OF MEAS UREM ENT Percent of 22.9 Perce Surveying and Reports and Improved Better informed urban Baseline nt (%) collecting data data on the understanding urban planning population 200829 on the percentage of of the and development 29 POPULATION COMMISION PRIORITY TABLES. ADAMAWA in major population of urban demographic decisions city (%) major cities population in makeup and Improved living Analysing and major cities urbanization conditions and calculating the Maps and patterns of accessibility for percentage of visualizations major cities urban residents the urban of the Identification of Increased population in distribution of areas with high economic and each major city urban or low social population in concentrations opportunities in major cities of urban urban areas. population Long-term Impact: Persons 5.4 Surveying and Reports and Improved Better informed per urban Baseline collecting data data on the understanding urban planning household 30 on the number average of the and development Numb of persons number of demographic decisions, such er living in urban persons per makeup and as housing and households, household in living infrastructure analysing and urban areas arrangements development calculating the Maps and of urban Improved living average visualizations households conditions and number of of the Identification of accessibility for persons per distribution of areas with high urban residents household in household or low Increased urban areas size in urban concentrations economic and areas of large or social small opportunities in households urban areas. Understanding of the pressure on resources like water, electricity and sanitation facilities. 30 POPULATION COMMISION PRIORITY TABLES. ADAMAWA SDG Numb Monitoring and Accurate and Reduced Reduced Indicator er of reporting on the timely data numbers of vulnerability and 1.5.1: deaths number of on the deaths, missing increased Number of , deaths, missing number of persons, and resilience to deaths, missin persons, and deaths, directly affected disasters, leading missing g directly affected missing persons to improved persons person persons persons, and because of human security and s and attributed to directly disasters, and sustainable directly directl disasters, as affected improved development affected y well as persons preparedness persons affecte implementing attributed to and response attributed d measures to disasters, to disasters. to person reduce disaster and the disasters s per risk and implementati per 100,00 increase on of disaster 100,000 0 resilience. risk reduction population popula strategies. tion Persons Numb Collecting and Accurate Improved Improved living per urban er of analysing data data on the understanding conditions and household person on the number number of of population housing s per of persons per persons per density and affordability in urban urban urban housing needs urban areas, house household household, in urban areas, leading to more hold through as well as an and the ability sustainable and household understandin to plan for and liveable cities surveys and g of address issues and enhanced censuses. demographic related to quality of life for trends in overcrowding urban residents. urban areas. and housing affordability. Hectare of Hectar Planting trees Increased Improved Enhanced additional es through tree cover, as ecological and ecosystem trees reforestation well as data environmental services, planted in and on the outcomes, such improved air and a year afforestation number of as increased water quality, projects, as hectares of carbon climate change well as additional sequestration, mitigation, and monitoring and trees planted soil sustainable tracking the in a year. conservation, development. progress of and biodiversity these projects. preservation Total Numb Monitoring and Accurate and Reduced Reduced number of er of reporting on the timely data numbers of vulnerability and household house number of on the households increased s affected holds households number of affected by resilience to by flood affected by households flooding flooding, leading flooding, as affected by because of to improved well as flooding, and improved human security, implementing the preparedness sustainable measures to implementati and response, development and reduce flood on of flood and the reduction in risk and risk reduction mitigation of economic loss increase strategies. the negative resilience. impacts of flooding on communities in the State Total size Area Monitoring and Accurate and Reduced area Reduced of land (e.g. reporting on the timely data of land flooded vulnerability and flooded square total size of on the total because of increased kilome land flooded, size of land improved resilience to tres or as well as flooded, and preparedness flooding, leading hectar implementing the and response, to improved es) measures to implementati and the human security, reduce flood on of flood mitigation of sustainable risk and risk reduction the negative development, increase strategies. impacts of and reduction in resilience. flooding on economic loss. communities and environment. Number of Numb Providing and Increased Improved Improved public household er of increasing access to sanitation and health, reduction s with house access to improved hygiene in of water pollution access to holds improved toilet toilet facilities households, and protection of improved facilities for reduced water resources, toilet through households, incidence of leading to facility. construction, as well as waterborne sustainable rehabilitation or data on the diseases, and development and upgrading of number of improved living improved quality sanitation households conditions. of life for infrastructure, with access communities. as well as to improved monitoring and toilet tracking access facilities. to improved toilet facilities. SDG Numb Activities: Reports and Improved Better informed Indicator er of data on the understanding disaster risk 13.1.1: deaths Collecting data number of of the impact of reduction and Number of , on the number deaths, disasters on management deaths, missin of deaths, missing communities strategies missing g missing persons, and Identification of Improved persons person persons, and directly areas and preparedness and s and directly affected affected populations and response to directly directl persons persons that are disasters affected y resulting from resulting from particularly Reduced loss of persons affecte natural and disasters vulnerable to life and economic attributed d human-induced Maps and disasters losses resulting to person disasters, visualizations Long-term from disasters disasters s per analysing and of the Impact Contribution to per 100,00 calculating the distribution of the sustainable 100,000 0 number of disaster- development population popula deaths, missing related goal number 13, tion persons, and deaths, Climate Action. directly affected missing persons per persons, and 100,000 directly population affected persons Adamawa State Ministry of Agriculture Adamawa’s economy remains diversified across livestock (37.1 percent of state GDP), crop production (16.6 percent), wholesale and retail trade (6.6 percent), real estate (23.0 percent), and road transportation (6.8 percent). Therefore, agriculture contributes 53.7 percent of the state’s GDP. Due to the activities of the insurgence, the estimated impacts on output and prices from 2011 to 2015 dropped by USD 1 570 million which raised the inflation on food items by 9.0 percent. The purchasing power parity (PPP) as at 2010 was 74.3 percent. Adamawa has a strong agricultural base, mineral deposits, freshwater resources and energy sources [4]. The major cash crops produced include rice, maize, beans, groundnut, cotton, and variety of vegetables like onion, tomatoes etc. Groundnut is either sold in local markets or exported to other states. Although exportations figures are not currently available at state level, major agricultural export crops contributing to the national economy are sesame, cotton, groundnut, maize, sorghum. The top five agricultural products imported into Nigeria and for that matter the state are rice, soybean, maize groundnut and sorghum. Adamawa state has an estimated population of about 4.2 million of which 80 percent are farmers. Agriculture offers the source of livelihood to majority of the population through subsistence traditional farming. In 2016, about 59.1 percent were estimated to be involved in crop production. Majority of the farming population are male who engage in production processes while the females (46.7 percent) are mostly engaged in processing and value addition to the produce 31 Strategic Strategic Objectives: Objectives  Increase agricultural productivity and crop yields for farmers in Adamawa State  Improve access to markets for agricultural products  Promote sustainable agricultural practices and conservation of natural resources  Increase funding for agricultural initiatives through grants, partnerships, and other fundraising efforts  Develop the livestock and fishery sectors Goal Goals:  Increase agricultural productivity and crop yields for farmers in Adamawa State by 20% in the next 5 years  Increase the number of agricultural products that have access to markets by 50% in the next 3 years  Train at least 50% of all farmers in sustainable agricultural practices within the next 5 years  Obtain at least N100billion in funding for agricultural initiatives in the 10 years through stock market, partnerships, and other fundraising efforts  Increase the number of livestock and fishery farms in Adamawa State by 30% in 31 https://cgspace.cgiar.org/bitstream/handle/10568/106101/CSA%20in%20Adamawa%20Nigeria.pdf the next 5 years Objectives Objectives:  Develop and implement a comprehensive agricultural productivity improvement master plan  Develop and implement programs to improve access to markets for agricultural products  Develop and implement training programs for farmers on sustainable agricultural practices and conservation of natural resources  Build partnerships with government, private sector, and community organizations to support agricultural initiatives  Develop and implement a fundraising strategy to increase funding for agricultural initiatives  Develop and implement a livestock and fishery development master plan. Indicators  % annual growth in production of major crops  % increase in fertilizer procurement  Contribution of agriculture sector to GDP  Hectares of land cultivated annually  Hectares of rice cultivated  % of fishery produced  yield of staple crops  Production of farm animals  Production of poultry products and day-old chicks  Internally generated revenue from agricultural activities  No. of persons employed directly in the sector  Number of jobs created  Number of mechanized abattoirs established  Number farm holdings mapped (ranches, farmlands and fisheries)  Number of personnel trained KPIs/ Annual 10 TIME ACTIVITIE OUTPUT OUTCOME LONG Data Indicators Target Year SCHEDULE/ S S S TERM Sourc s UNIT OF IMPACT es Targ MEASUREM et ENT 2.9 Million Cultivation of Increased Increased food Sustained MoA Arable land Million hectares crops, soil arable land, security and food BOS (Million Baseli conservation improved improved production hectares) ne 32 , land soil fertility, livelihoods for and development and higher farmers economic , irrigation, crop yields growth, as and other well as 32 ADAMAWA STATE AGRICULTURE AND AGRO-INDUSTRY MASTER PLAN 2009 agricultural improved practices environment al sustainability through responsible land use practices. Base year 2 Thousands of Planting, Increased Improved food Sustained MoA production of Metric Tons fertilizing, crop yields security, food BOS major crop Major harvesting, and increased production (Thousand crop is and production income for and MT) Maize processing of major farmers and economic of major crop rural growth, as crops communities, well as and increased improved Crop trade environment production of opportunities al major crop sustainability through responsible crop managemen t practices. Food security for the population Percentage Planting, Increased Improved food Sustainable MoA Annual 0.8% cultivating, quantity of security and agricultural BOS growth in harvesting, major crop income for production production of Major and produced farmers and major crop crop is processing economic (%) maize of major crop development 33 in the region. Annual per 61.2 Kilograms Annual crop Annual per Increased food Agricultural MoA capital Kg cultivation capita security, production BOS consumption and consumption improved and food of major crop harvesting of major nutrition, and security for (KG) crop potential the State economic growth Total quantity Quantity (e.g. Agricultural Total Increased food Sustainable MoA of food tons or Kg) production quantity of security and food BOS produced per and food potential production year harvesting produced economic and food (measured in per year growth security for kg or tones) . the State Livestock – in Quantity (e.g. Livestock Quantity of Increased food Sustainable MoA their types number of breeding and various security and livestock BOS and quantity animals, management types of potential production 33 ADAMAWA STATE AGRICULTURE AND AGRO-INDUSTRY MASTER PLAN 2009 produced weight) Outputs: livestock economic and food produced growth from security for livestock the products such community as meat, milk, and region. and eggs Fish – in their Unit of Fishing of Quantity of Increased fish Sustainabilit MoA types and measurement fish farms or fish production, y of fish BOS quantity : Number of fishing produced improved populations produced fish (by type) boats, (by type) livelihoods for and stocking fish farmers, ecosystems, fishponds, improved food economic providing security for growth in training to communities fishing fish farmers, that rely on communities monitoring fish as a , improved and source of nutrition and controlling protein food security fish for populations individuals and communities in the State that rely on fish as a source of protein. Annual per Kilo gram Crop Quantity of Increase in per Sustainabilit MoA capital (Kg) production, major crop capita y of food BOS consumption crop produced, consumption systems, of major crop harvesting, harvested, of major crop, reduction in (KG) crop storage, stored, improved food food crop transported, security, insecurity, transportatio distributed, improved improved n, crop and nutrition, health and distribution, consumed improved well-being of crop livelihoods the consumption population New youth’s Number of Number of Training Increased Increased MoA agri-business new youth young programs, knowledge economic BOS entrants agri-business people who workshops, and skills of opportunities MoY&S (youths) entrants have mentorship young people for young participated opportunitie in starting and people, in training s, and managing an improved programs, resources agri-business, food security workshops, provided to increased and rural mentorship young number of new development opportunities people agri- , and , and have interested in businesses potential for accessed starting an started by sustainable resources agri- young people agricultural provided business practices to be implemented by young entrepreneur s. Number of 25 % Annually Number of Enhanced Increase in Wealth ADAS agri-business suppor infrastructura agri. agric-business creation, Progra support t to l supports to Infrastructur skills/knowled food security m program and Agri- cattle es facilities ge, market, and increase in busine markets, for agri- food security economic revenue from sses number of business, and revenue growth agric- inputs increased generation business provided to productivity farmers, in agric. number of Cash crops, agric. increased Entrepreneur agric- s supported, business revenue value chain generation and revenue initiatives for for the state agric- business SDG Prevalence Surveys and Data and Reduced Improved MoA Indicator (percentage) assessments statistics on prevalence of food security BOS 2.1.2: of moderate to measure the moderate or and overall MoH Prevalence of or severe food prevalence severe food well-being moderate or food insecurity of moderate insecurity in for severe food insecurity in using the or severe the population. individuals insecurity in the Food food and the population. Insecurity insecurity in communities population, Experience the . based on the Scale population Food (FIES). Insecurity Experience Scale (FIES) SDG Unit of Providing Increased Increased Sustainable MoF Indicator Measurement financial funding for productivity and inclusive 2.a.2: Total : Monetary assistance to agriculture and income for economic official flows value (e.g. US the projects and small-scale growth in the (official dollars or agriculture programs, farmers, agriculture development Naira) sector improved improved food sector, assistance through infrastructur security and improved plus other official e and nutrition, and livelihoods official flows) development technology reduced for rural to the assistance in the poverty in rural communities agriculture and other agriculture areas. , and a sector official flows. sector. reduction in hunger and malnutrition.

SECTION 5: THE CONCEPT OF RESULTS BASED MANAGEMENT, MONITORING AND EVALUATION Logic Model and Results Chain Logic Model In monitoring and evaluation, logic model is a tool used for program planning that presents a visual representation of what the inputs (resources), activities (events), outputs (products) and intended outcomes are. The logic model ensures a deliberate flow of activities to results, thereby helping program implementers see how individual program components fit into larger program objectives and goals. A logic model is developed during design of program with involvement of key stakeholders this is to ensure that everyone agrees on and understands the program’s anticipated result and the steps and time needed to achieve the results. Results Chain A Results Chain is a simplified picture of a program, initiative, or intervention that is a response to a given situation and includes the logical relationships among the resources that are invested, the activities that take place, and the sequence of changes that result(impact). Resources/Inputs Activities/Processes Outputs Outcomes Impact Results Chain 1 Planning, Monitoring and Evaluation Cycle The essence of M&E is to logically plan our policies, programs, and project. The M&E uses a learning- based approach to management. Planning involves the conduct of situation analysis to know the baseline and establish strategic objectives, goals and prioritize the outcomes that can achieved. M&E approach is adaptive to allow for continuous learning and feedback. Results Based Monitoring and Evaluation (M&E) Results Based Management (RBM) is widely implemented by many developed economies all over the world as a government approach to management that integrates strategy, people, resources, processes and measurements to improve decision-making, transparency, and accountability. The approach focuses on achieving outcomes, implementing performance measurement, learning, and adapting, as well as reporting on performance. Results Chain 2: logic model showing how different evaluation types and approaches Performance Contracting Performance contracting is a public sector reform tool that is used by many governments and it provides greater clarity over what public agencies will achieve, while at the same time providing the executive arm of the government a greater flexibility to deploy resources to better achieve those goals. It is basically making government and governance more entrepreneurial, more transparent and accountable. Performance contracting has the potential to improve the relevance, the effectiveness and efficiency of the public sector, while ensuring appropriate accountability is maintained for the use of public money. The leadership in government will know clearly what set of objectives and indicators to track and can reward or sanction officers assigned to oversee ministries, departments and agencies. Establishing monitoring and reporting systems Monitoring and Evaluation System is the entire collection of human and material resources, procedures, data, tools and technology that interact to gather, organize and present timely information for authorized decision-makers. This will include conducting baseline studies, evaluations, and learning. A project or program monitoring and evaluation (M&E) system covers all the work carried out during or after an initiative. This M&E System define, select, collect, analyse, and use information. M&E Systems is where everything comes together, from the initial design, strategic priorities, development of goals, selection of objectives and indicators through to the final evaluation of the initiative. There are two types of M&E Systems, (a) The Traditional M&E System which focuses on inputs, activities and intended outputs (b) The Results Based M&E System which focuses on the outcomes and impact of interventions.

SECTION 6: INSTITUTIONAL ARRANGEMENTS, M&E ROLES AND RESPONSIBILITIES IN IMPLEMENTING THE M&E FRAMEWORK Institutional arrangements The governance arrangements for Adamawa State M&E includes  An institutional framework that is inclusive in that it brings together all relevant stakeholders to carry out data generation (Survey and Routine Data), research and analysis, communication, and feedback mechanism  An indicator framework that tracks Adamawa State implementation and results, specifying, data sources, frequency of reporting, and institutional responsibility, among others.  A calendar of M&E activities  Defined outputs of M&E, including survey reports, analytical and implementation progress reports; and  A funding mechanism and a budget for monitoring and evaluating M&E Roles and Responsibilities In assigning roles and responsibilities, this M&E Framework recognizes that there are existing structures for M&E in several sectors such as health, education, agriculture etc. at National and International level. To avoid overlaps, reporting constraints, double counting results, personal interests, conflict of interest, conflicting roles and uncertainty in the monitoring and evaluation functions during the implementation of the M&E Framework for the Adamawa State Development Blueprint and the SDG 20230 Agenda. The roles and responsibilities of key actors are clearly delineated below, thus providing guidance for the activities and outputs that will be coordinated from time to time. Are also aligned with the Adamawa State Government M&E Policy 1. Adamawa State Planning Commission M&E Department/Unit Adamawa State Planning Commission M&E Department/Unit will have the overall responsibility of coordinating the implementation of the M&E framework including the funding mechanisms. Some of the Key roles are: a) Coordinating the implementation of the M&E framework including Monitoring and Evaluation activities undertaken by various actors. b) Mobilizing financial resources particularly for M&E through detailed annual budget for M&E activities c) Coordinate other development partners and key stakeholder to support implementation of the Adamawa State Development Blueprint M&E framework d) Produce the following key reports • Quarterly and Annual Performance Reports • Performance Monitoring Plans 2. Development Partners (DPs): Development Partners can support the implementation of the Adamawa State Development Blueprint M&E Framework by providing technical assistance and financial support for its operationalization and assist in capacity building of MDAs to institutionalize M&E and policy makers to effectively use M&E products. Development Partners should recognize, respect, and align their priorities in Adamawa State with the Adamawa State Development Agenda. Where perceived gaps are existing in terms of data and/or official statistics, then resources should be made available to strengthen the Adamawa State Government statistical capacity. Development Partners should use only data that originates from Official Statistics from the Adamawa State Government. Development Partner’s program planning in the State should align with government’s planning documents, government’s sector strategies, goals, polices, plans and reporting tools. 3. Private sector and other strategic partners: Private sector and other non-state actors are instrumental in the realization of the Adamawa State Development Blueprint priorities and results. Therefore, Public Private Partnership (PPP) and coordination is a necessity. Private Sector participation can be through undertaking their own initiatives or by partnering with the Adamawa State Government operating within established legal structures, providing their performance data, providing financial and technical support to government either as Corporate Social Responsibility (CSR), Voluntary Donation and above all paying their due taxes timely and accurately. Therefore, as key actors, the private sector can also ensure its effective implementation by providing information needed for reviewing implementation performance of the Adamawa State Development Blueprint for maximum impact

SECTION 7. STRUCTURE FOR IMPLEMENTATION OF THE M&E FRAMEWORK The M&E Framework will comprise the establishment of the following structures and systems a. Approach for M&E Framework To ensure effective tracking, evaluation, and feedback on Adamawa State Development Blueprint (ASDB) and Mid-Term Development Plan (MTDP) implementation, a well-coordinated M&E system will be required. In this regard, all key stakeholders; CSOs, private sector, research and academic institutions will be involved in formulation and implementation of M&E activities in the State in an integrated approach. This will enable all key actors to fully internalize and own the system as well as utilize the results. The coordination of the M&E system will be the responsibility of the M&E Department in the Adamawa State Planning Commission. The department will be responsible for developing several sets of M&E system tools, data collection platforms, data verification and reporting towards ensuring quality, efficiency, and effectiveness of all interventions at various stages of implementation of the ASDB and MTDP b. Review of Strategic Direction Adamawa State Planning Commission will review the ASDB and MTDP Strategic Directions every 3 years and conduct evaluations to help account for the implementation of its interventions as outlined in Annual Plans that are extracted from the Blueprint and MTDP. Performance results will be documented and compared with the overall targeted results c. Monitoring and Evaluation (M&E) Strategy Adamawa State Planning Commission will have a clear M&E strategy, that is aimed at building a system that is robust, comprehensive, fully integrated, harmonized and well-coordinated to monitor the implementation of all it projects and programs that are designed to deliver the strategic objectives and priorities within the ASDB and MTDP remaining years of the implementation. The M&E Strategy will detail also step-by-step processes of evaluating projects, programs and policy outcomes and impacts. Equally important, is that the M&E Strategy will strengthen implementation, monitoring and evaluation (including impact assessment) and reporting during implementation of the ADSB and MTDP d. Institutional Arrangement for Coordination of M&E Adamawa State Planning Commission will establish a Secretariat within its office to ensuring full coordination and operationalization of the monitoring, evaluation and reporting systems of the ADSB and MTDP. This will require the automation of the M&E system. e. Develop a Comprehensive Performance Monitoring Plan While this M&E Framework outline key performance indicators and structures required to implement M&E, there is need to develop a comprehensive Performance Monitoring Plan for each MDA to provide more details on the definitions of the indicators as well detailed Performance Indicator Reference Sheets (PIRS). All project documents will have separate Performance Monitoring Plans (PMPs) which outlines key performance indicators (KPIs), baselines and set targets, disaggregated appropriately by gender, location, etc. f. Monitoring and Evaluation (M&E) Plan for ASDB and MTDP The M&E department of the Adamawa State Planning Commission will be responsible for drafting overall M&E Plan for the ADSB/MTDP. The M&E Plan will contain amongst other goals, objectives, performance indicators, baselines, targets, results chain etc. that will help in monitoring all initiatives in the ASDB. If, possible detailed performance indicator reference sheets, performance data tables will be provided for each indicator to facilitate gathering of means of verification (MOVs) or evidences, identifying data sources, determining methods of data collection and analysis etc. g. M&E Capacity Assessment As a first step a diagnosis of the existing M&E structures and processes will be required to review the capacities and readiness for implementation of M&E within the State and understand the preparedness and receptiveness of its key stakeholders on performance reporting and management. This process will assess the existing capacity assets (human and material), determine the capacity gaps, and define desired capacities and develop a capacity response plan h. Development of M&E Capacity Response Plan Based on the results of the M&E Capacity Assessment an M&E Capacity Response Plan will be developed that will outline all trainings and capacity building engagement needed to address the identified gaps towards successfully monitoring and evaluating the ASDB/MTDP The M&E Capacity Response Plan will contribute to providing M&E evaluation technical skills needed to prove and improve performance in implementing the ASDB/MTDP, thereby standardizing information collection, processing, storage and reporting on their activities, against pre-determined Key Performance Indicators (KPIs). Addressing the capacity gaps will make data collection more systematic, organized and easily accessible. The ease of access to vital and timely data will lead to its increased application in planning, decision making and the feedback to stakeholders, especially development partners i. Compendium of Key Performance Indicators A compendium of Key Performance Indicators (KPIs) will be developed to facilitate tracking of performance across all levels of the results chain (inputs, activities, outputs, outcomes and impact). ASDB being a long-term plan the KPIs will comprise long-term outcomes and impact that are being sought and extent to which the ASDB on track to meet them. While attention will be on standard Indicators with definitions and a listing of evidences required to report on the indicators. Unique indicator may be developed from time to time as necessary to track activities that are only specific to the ASDB and is not being tracked by its partners or key stakeholders j. Indicator Targets Targets will be revised or developed every 3 years to reflect current realities and priorities of the State Government and development partners. Targets will be based on the identified needs and available resources. k. Monitoring and Evaluation Policy Adamawa State Planning Commission will develop a comprehensive Monitoring and Evaluation Policy for the entire government, the M&E Policy will serve as a guiding policy document that will assist the State in planning and coordinating all M&E activities enshrined in the MTDP, ASDB and beyond. l. Monitoring and Evaluation Manual A detailed M&E Manual will also be developed to guide standardization of M&E implementation in order to take into account of all relevant systems, especially development partners and Federal government agencies in Adamawa State; this will include data management processes, Management Information System, and geospatial tracking m. Quarterly and Annual Performance Reporting Annual and quarterly Performance Monitoring Reporting will be institutionalized. Performance against targets for each year will be monitored and reported. A performance contract will be established with the MDAs. There will also be a quarterly and monthly performance reporting. The quarterly reporting will be used for internal programming purposes. The Annual Performance Reporting will be used for the primary purposes of providing Feedback to Key Stakeholders and to account for progress against baselines and targets n. Stakeholders in M&E Stakeholder in M&E cut across private, public and civil society. Specially Adamawa State Planning Commission is committed to providing reliable data to all its stakeholders especially development partner collaborators. Intervention beneficiaries and the generally public are also going to be provided with information on performance through various communication channels. Therefore, to ensure its success, there will be detailed stakeholder analysis and an annual action plan specifying tasks, roles, key players and time frame. o. Results Framework and Logical Framework Matrix Adamawa State Planning Commission will develop and Results Framework for each MDA and/or detailed Logical Framework Matrix (LFM) for MDA and key interventions implemented or outlines in the MTDP/ASDB. p. Funding and Resource Allocation for the M&E System At least 5% - 10% of the Annual Adamawa State MDAs budget will be provided for institutionalization of M&E. The resources provided to M&E may be revised upwards every year to accommodate expanding demands for documentation and system automation. If new methodologies or strategies, tools, document management systems are recommended from time to time, then revisions need to be made to how resources are allocated to M&E. Such revisions of M&E resource needs will be reflected in the following year's annual budget of each MDA q. Data Center and Management Information System (MIS) Adamawa State Planning Commission will set up a mini-data centre document management for the purpose of M&E documentation, storage and retrieval, data analysis and reporting against performance indicators. Performance reporting will be made on regular basis and pasted on a dashboard to enhance management decision making. The Database will support the Monitoring and Evaluation Unit functions and provide timely and reliable data as needed. M&E Staff may not have all the needed competencies to use, manage and maintain the mini data center, hence the need for collaboration with ICT experts or consultants. The data center should have a real time dashboard with an integrated application in such a way that it will display real time on KPIs. Donors, citizens and other key stakeholders should have access to relevant performance data on the MTDP/ASDB. Mobile devices should be integrated to display real time GIS locations of all interventions. r. Capacity Building to Manage the Data Center and Management Information System (MIS) Adamawa State Planning Commission M&E Department staff should be trained and re-train on running of the Data Center and Document Management System. Staff should be trained to conduct basic software maintenance, data analytics and document management s. Evaluation of the MTDP/ASDB An evaluation system will be established for evaluating the impact of the AASDB interventions. This evaluation system will be designed in such a way that internal and external experts (key stakeholders) will from time to time be involved in the conduct of external evaluations. There will be three categories of evaluations to be conducted: baseline, mid-term and end final. However, on annual bases performance reviews will be conducted to determine progress on the MTDP/ASDB activities against timelines set in the annual plans. There will be one rigorous and comprehensive evaluation and the final completion of the implementation of the MTDP/ASDB. The rigorous impact evaluation will be conducted by an independent evaluator outside of government to observe transparency and objectivity. Evaluation Type to be Conducted (i) Annual Internal Evaluation The internal evaluation will involve production of Annual Performance Reports as to stimulate dialogue and inform the plan and budgeting process (ii) Mid-term Evaluation This will be conducted after every 3 – 5 years and will be coordinated by M&E Department of the Adamawa State Planning Commission and will address performance against the intended objectives and targets. It will recommend any changes required to return to right trajectory of implementation towards achieving the objective targets set in the original set up of the Plan. The Mid-Term evaluations will be aligned with the MTEF and FSP (iii)Thematic Impact Evaluation This will be conducted after the completion of the ASDB implementation which will document impact as observed internally and externally. This will be a joint evaluation between Adamawa State Planning Commission Staff and external consultants (iv)Final Evaluation This is to be conducted after ASDB implementation as a summative evaluation of the ADSB. Although it done by external/independent evaluators, the evaluation will be coordinated by M&E Department of the Adamawa State Planning Commission by developing the Terms of Reference (TOR). The evaluation will assess the overall effectiveness, impact, coherence and sustainability ASDB interventions beyond the 2030. Determine the worth of the ASDB intervention vis-à-vis the Strategic Objectives, goals, project objectives and targets, and where possible, against outcomes and impacts. t. Reporting, Learning and Knowledge Management The M&E framework for the ASDB feeds into research, reporting, learning and knowledge management initiatives of the Adamawa State Planning Commission. The data generated from the collection of both quantitative and qualitative data around selected KPIs / indicators will be used to develop case studies, promote internal learning including lessons learnt around current projects, programmes and activities, and create learning materials/publications to encourage learning. Given that performance review process will be carried out quarterly and annually, there is a need to ensure that analysis are made on success stories and lessons learnt. u. Monitoring, Evaluation and Social Accountability There is a need to establish a “mini-call center” to monitor, receive and address all complaints and grievances. This is a critical Grievance Redress Mechanism (GRM) where problems can be reported anonymously and addressed before escalation. It is also a modern way of receiving, recording, documenting and retrieving complaints and suggestions from the key stakeholders and the public v. Monitoring, Evaluation and Safeguards Both social and environmental safeguards need to be considered in the process of implementing the ASDB. The M&E system will capture relevant indicators on safeguards and report same within the annual reports

SECTION 8: RESOURCES AND BUDGET REQUIRED FOR IMPLEMENTATION OF THE M&E FRAMEWORK The resources required for the implementation of the M&E Framework will rely on the budgetary allocation to the Adamawa State Planning Commission for M&E, Development partner support to M&E in the State, Individual MDAs budgetary allocation to M&E, and special fund allocation to monitoring and evaluating. To successfully implement the M&E Framework, the Adamawa State Government will require in 2023 to spend N468,500,000 (four hundred and sixty-eight million five hundred thousand naira) and a total of N2,188,000,000 (two billion one hundred and eighty-eight million naira) by 2030. The estimated expenditure is to cover over 50 MDAs. Specifically, resources will be required for the following key activities S/N Item Annual Cost 10 - Year Cost Budget Estimate (excluding Notes inflation) 1 Procurement of ICT equipment such as 5,000,000.00 15,000,000.00 Add every 3 computers, software, printers and phones years 2 Field Monitoring vehicles 150,000,000.00 300,000,000.00 Add every 5 years 3 Capacity Building of M&E Personnel at 10,000,000.00 100,000,000.00 Annually MDAs 4 Funding for Thematic Evaluation Activities 20,000,000.00 300,000,000.00 Annually number of MDAs expected to be above 50 5 Engagement of M&E Technical Assistance 30,000,000.00 300,000,000.00 At least two Specialists experts annually 6 Field Monitoring Visits 5,000,000.00 50,000,000.00 Will leverage additional resources from MDAs resources 7 Tools, Instrument and Templates 30,000,000.00 90,000,000.00 Development 8 Annual Reporting, Publication and 10,000,000.00 100,000,000.00 Dissemination of Reports 9 Consultancies for Mid-Term and Final 90,000,000.00 270,000,000.00 Evaluation of the Adamawa Development Blueprint 10 Knowledge Management Activities and 7,500,000.00 75,000,000.00 Annually publications 11 Advocacy, IEC Materials and 5,000,000.00 50,000,000.00 Annually Communication for M&E 12 Stakeholder engagements, workshops and 5,000,000.00 50,000,000.00 meetings 13 Development of M&E Plans for MDAs 5,000,000.00 50,000,000.00 Will leverage additional resources from MDAs resources 14 Data Quality Assessment (DQA) 18,000,000.00 180,000,000.00 Annually 15 Dashboard and Document Management 50,000,000.00 50,000,000.00 Once System including annual maintenance 16 Development of Strategic Plans for MDAs 10,000,000.00 100,000,000.00 Will leverage additional resources from MDAs resources 17 Support to MDAs on M&E System 10,000,000.00 100,000,000.00 Will leverage Development additional resources from MDAs resources 18 Linking with National M&E MIS 8,000,000.00 8,000,000.00 Once including annual maintenance GRAND TOTAL 468,500,000.00 2,188,000,000.00

SECTION 9: CONCLUSION The aim of this MTDP/ADSDB M&E Framework is to provide a common understanding of the M&E processes and approaches that will be adopted to influence accountability, document implementation, and establish a robust performance monitoring and reporting system for the State as it implements its development plan and SDG Agenda 2030. This document gives guidance to the structure of M&E system but does not in isolation provide all the needed tools and templates for comprehensive M&E. The document provides the basis for measuring the Adamawa State overall performance with a view to providing proper reporting to key shareholders. The document recognizes that individual sectors and MDAs (such as health, education, agriculture etc.) have fully developed and integrated MIS systems with robust indicators that are continually used for monitoring at all levels. The document also recognises that an Adamawa State Government wide MIS platform has been developed to track projects implemented in the State. Therefore, the intention of this document is to focus on high-level Key Performance Indicators (KPIs) that will give a snapshot of results on the strategic objectives of the MTDP/ADSDB and the SDGs in the State. The ultimate choices about deciding the scope, intensity, processes, and implementation of will depend on the commitment of the Government of Adamawa State and key stakeholders. The demand for M&E, commitment to transparency and accountability and the resources available – personnel, time and funds as well as capacity, experience and skills of those people dedicated to, and involved in, the M&E work in the State will greatly influence the use this document. APPENDIX

Appendix 1: Monitoring and Evaluation Framework Data Template Strategic Objectives Goal/Aim Key Program Objectives Key M&E Time or Means of Responsibilitie Estimated Risks Expecte Performance event with Schedule Verificatio s/ resources and d Indicators data and n: Role of required/C Assump Results (baselines/targ collection Frequency Data stakeholders osts tions ets) methods Source and Data (Targets should Type be for each year within the 10 years)  Indicator  M&E  Years  MOVs  MDA  Cos Outcom title Activit  Frequen  Data  Develo ted es #: Indicator y cy Source pment Hu definition  Data s Partner ma Outputs  Unit of Collec s n #: measureme tion  Private  Mat nt Metho Sector eria Key  Baselines d  CSOs/ l Initiative  Targets NGOs s #:  Denominato etc.. r

Appendix 2: Communication and Feedback Framework Strategic Objectives Goal/Aim Key Communicatio Communicati Expecte Messag Estimat Risks and Stakeholders ns on Tools and d e ed Assumptio /Audience Channels/Medi Activities Outcom resourc ns /Feedba (Internal/Exter um of es es ck nal) Engagement required Strategie s for Achieving Desired Results/K ey Activities 114 Reference Adamawa State Government. (2021). Adamawa State Development Plan, 2016-2030. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-development-plan-2016-2030 Adamawa State Government. (2021). Adamawa State Fiscal Strategy Paper 2022-2024. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-fiscal-strategy-paper-2022- 2024 Adamawa State Government. (2021). Adamawa State Human Development Report 2020. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-human-development-report- 2020 Adamawa State Government. (2021). Adamawa State LGAs Community Development Plans. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-lgas-community- development-plans Adamawa State Government. (2021). Adamawa State Mid-Term Expenditure Framework/Fiscal Sector Strategy Paper 2021-2023. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-mid-term-expenditure-framework-fiscal-sector-strategy- paper-2021-2023 Adamawa State Government. (2021). Adamawa State OGP Action Plan 2021-2023. Adamawa State Government. https://adspc.ad.gov.ng/adamawa-state-ogp-action-plan-2021-2023 Adamawa State Government. (2021). Budget Policy Statement 2022-2024. Adamawa State Government. https://adspc.ad.gov.ng/budget-policy-statement-2022-2024 Adamawa State Government. (2021). Economic and Fiscal Update. Adamawa State Government. https://adspc.ad.gov.ng/economic-and-fiscal-update Adamawa State Planning Commission. (2021). About Us. Adamawa State Planning Commission. https://adspc.ad.gov.ng/about-us Adamawa State Planning Commission. (2021). M&E Framework. Adamawa State Planning Commission. https://adspc.ad.gov.ng/wp-content/uploads/2021/09/Adamawa-State-Planning- Commission-ME-Framework.pdf Encyclopaedia Britannica. (2022). Adamawa | state, Nigeria. [online] Available at: https://www.britannica.com/place/Adamawa-state-Nigeria [Accessed 3 August 2022]. Governors of Adamawa State. (n.d.). In Wikipedia. Retrieved March 15, 2023, from https://en.wikipedia.org/wiki/List_of_governors_of_Adamawa_State Learning for Sustainability. (n.d.). Plan, Monitor, Evaluate. Learning for Sustainability. https://learningforsustainability.net/plan-monitor-evaluate/ Yourbudgit. (2021). Adamawa State Budget 2021: Analysis of Capital Expenditure. Yourbudgit. https://yourbudgit.com/adamawa-state-budget-2021-analysis-of-capital-expenditure/ 115