Strictly Private
and Confidential
May 2016
Advisory
The making of an integrated and effective government
3
2
1
Case Studies
Our Point of View
Background
11
4
1
- PwC’s 19th CEO Survey
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
May 2016
1
The making of an integrated and effective government
Section 1 – Background
The Focus of the ‘New Administration’ (1/2)
Social Development and Inclusion
Ease of Doing Business
Public-Private Sector Involvement
Infrastructure Development
Policy, Governance and Security
Economy Diversification
Key Objectives
May 2016
2
“At the Shanghai Global Learning Conference, one of the key
features identified to reducing poverty rate was the inclusion
of monitoring evaluation program to the budget cycle”
Adequate and ease of monitoring and
measuring impact of infrastructure type
projects, poverty alleviation programmes
(e.g. school feeding, social protection)
Ease of managing economic wealth and
job creation programmes
Improved ease of doing business score
and investment opportunities
Improved service delivery and citizens
trustworthiness
Timely resolution of policy and
administrative barriers / dislocations
Cohesiveness of government agencies
Strong business and institutional
environment, supported by good
governance
High proficiency in governance and
accountable government
Effective planning and management of
Sustainability Development Goals (SDGs)
Potential Outcomes
The government is determined to achieve economic growth through stakeholder participation…
Source: Public Articles, PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
The making of an integrated and effective government
Section 1 – Background
The Focus of the ‘New Administration’ (2/2)
Self-sufficiency
and net exporter
Economy
Diversification
Fight against
corruption
Appropriate
foreign exchange
regime
Policy,
Governance
and Security
7,000 MW
installed power
capacity
Increase
manufacturing
capacity
Infrastructure
Development
Oil and gas
reforms
Private sector
investment
roadmap
Public-Private
Sector
Involvement
Appropriate
foreign exchange
regime
Move up 20
places in the ease
of doing business
Ease of Doing
Business
Fight against
corruption
Social
intervention
programmes
Social
Development
and Inclusion
…and tailored initiatives to support the delivery and achievement of objectives
Appropriate
foreign exchange
regime
IDAs
Rail, road and
housing projects
‘Made in Nigeria’
campaign
Rail, road and
housing projects
NGOs
Big Data
Investor
Monitoring and Evaluation (“M&E”)
3
Key objectives
Some key initiatives
Duplicated initiatives May 2016
Consultant
Oil and gas
reforms
Business
Oil and gas
reforms
Increase
manufacturing
capacity
Data Users
Government
Source: 2016 Budget, PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
May 2016
4
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (1/6)
Data Flow
NBS
Big Data
MITI
MBP
Target State – Structured Data Model
OVP
OVP – Office of the Vice President
MITI – Federal Ministry of Industry, Trade and Investment
NBS – National Bureau of Statistics
MBP – Federal Ministry of Budget and National Planning
May 2016
5
Single custodian, central database and structured flow of data
Accurate and customised data specific to need of the stakeholder
for effective implementation, monitoring and evaluation purposes
Consistent knowledge of progress to completion and potential
impact of initiatives due to the availability of complete data
Real-time access to information for intergovernmental relations
Features
Big Data
We envision a cohesive structure with collaborative stakeholders…
MBP
NBS
MITI
Current State – Unstructured Data Model
OVP
Features
Multiple collection points and inconsistent / duplicated data
across the different government agencies due to data silos
Unreliable data for monitoring and evaluation of government
initiatives
Lack of visibility of opportunity landscape for investors
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (2/6)
Input
Activities
Output
Outcome
Goal
ILLUSTRATIVE
…supported by Monitoring and Evaluation (“M&E”) capabilities…
Examines different situations
– when intended results were
or were not achieved
Evaluation
Clarifies programme
objectives
Assesses specific causal
contributions of activities to
actual results
Monitoring
Links activities and
resources to objectives
Examines implementation
process
Provides lessons, highlights
significant accomplishments
or programme potential, and
offers recommendation for
improvements
Explores unintended results
Translates objectives into
performance indicators
and sets realistic targets
Collects data on
performance indicators
and compares with actual
results on a periodic basis
Reports progress and
provides system alerts to
the relevant agencies in a
timely manner
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
Increase literacy rate by 25%
Increase in enrolment in schools
15 media campaigns completed
100 schools built
1000 teachers employed
Build Schools
Employ Teachers
Run Media Campaigns
Funds
Engineers
Recruiters
May 2016
6
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (3/6)
Scenario 2
Extract value from data analysis
An effective “M&E” system thrives on the ownership, organisation of existing / available data…
Convert the data
to a format for
analysis
Value Extraction Model
Source the data,
at times pulling
directly from the
systems of record
Scenario 1
WITH direct ownership and organization, data can:
4 Inform policies and programs that foster economic
development
WITHOUT direct ownership and organisation,
data can be:
8 Locked in separate silos with different owners
4 Be trusted and shared with the global community
4 Model transparency that fosters progress – and investment
4 Create global competitive advantage and build trust
with the rest of the world
4 Help you make faster decisions and be more effective
8 Out of date, obsolete, irrelevant, anecdotal or
inaccurate
8 Existing only in an individual’s memory
8 Inaccessible and unusable
8 Destructive or damaging
Source: pwc.blogs.com, PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
May 2016
7
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (4/6)
Data Flow
CPI
Projects
Health
FDI
Power
Census Data
GDP growth
Big Data
Industry Performance
(Oil and Non-oil)
Retail and Consumer
Power
May 2016
8
Availability (MS) vs. Installed
capacity (MW)
Actual generation (MW) vs.
Available capacity
Total expenditure (NGN) vs.
Total energy delivered (MW)
Energy dispatched to distribution
(MW) vs. Energy received from
generation (MW)
Sample Power KPIs
Trade and Doing
Business
Resource Scarcity and
Climate Change
Data Flow
…and collection of layered data, sustained by Key Performance Indicators (KPIs) …
Economy
Social and
Demographic Factors
Unemployment /
Labour Force
Transport and
Infrastructure
Strategy Planning and
Implementation
Energy & Mining
Security
Social
Business
Public sector
Government, Investors,
Business, IDAs, NGOs, MDAs
and Consultants
Data Users
Data Filter and Verification Level
Budget Performance
Features of Data Community
1 custodian
Structured data sources
Accessibility (online, mobile / tablet,
offline, low bandwidth)
Established roles, access rights and
privileges
Different types of data (customized)
Data verification and reporting process
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (5/6)
Budget
We could combine the huge volumes of
data we have about the country’s
budget / wealth, sector performance,
consumer spending, inflation, foreign
exchange?
We could monitor the response to
government programmes in real-time
across social media channels?
We knew short-term, medium-term
and long-term impact of the different
government initiatives over the years
Leverage data from sensors to
track the performance, wear
and tear of machinery and
improve efficiency
Develop a ‘single view’ of the
economy and devise a
strategy for effective
“implementation, monitoring
and evaluation”
Rapidly refine existing
programmes and create new
and tailored policies
Ascertain the reasons for
underperformance and apply
corrective actions for
optimum performance
We Could…
We could use data from sensors to track
the performance, wear and tear of
machinery critical to local production /
manufacturing?
Monitor anti-money
laundering activities and
enforce transparency across
the different government
agencies
May 2016
9
We could collect and process large
volumes of data from an array of
sources, including security and
suspicious activity reports?
What If…?
…to enable the contribution of government initiatives towards economic growth and development
Source: pwc.blogs.com, PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
The making of an integrated and effective government
Section 2 – Our Point of View
Our Point of View (6/6)
Big Data Capabilities
M&E Possibilities
Drives informed decision making
May 2016
10
Enables real-time monitoring and forecasting of events that impact
economic performance
Provides timely insights
Facilitates multiple planning and single budgeting
Big data…
Monitor progress of initiatives and plans
Drive ownership and accountabilities of initiatives
Act as a problem solving and debottlenecking platform to support
effective coordination between MDAs and IDAs
Provide know-how on where to focus political pressure for desired
results
Provide signals and identify government priorities within and
outside the public sector
M&E Systems can…
M&E + Big Data enable short-term effectiveness and long-term sustainability
Big Data
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
May 2016
11
The making of an integrated and effective government
Section 3 – Case Studies
Stakeholder Perspective
Dashboard 3
Dashboard 4
Revenue Creation
Efficient planning
and conduct of
monitoring visits
Reduced paperwork
and administrative
burden
Improved quality of
national M&E
reports
Data Flow
Cost Reduction
Reliable sourcing of
raw statistical data
Reduced manual
processes
Increased accuracy
and completeness
of data
Improvement in
data retention
Data Flow
Dashboard 2
Tool for tracking
inflow of FDI
Informed
knowledge of
preferred
investment sectors,
trade flow/relations
Improvement in
doing business
Operational
Efficiencies
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
Source: PwC Analysis
Implementation &
Monitoring
Real-time access to
progress on priority
initiatives
Early warning
signals on
deviations from
plan
Mechanism for
tracking alignment
Dashboard 1
Citizens Loyalty
May 2016
12
Real time Interactive
Dashboards| Budgets|
Scorecards| Measurable
Task Performances
Illustrative – the seamless flow of multiple and structured data through interactive dashboards
will provide access to real-time insights into performance across several lenses
Data Flow
Benefits
The making of an integrated and effective government
Section 3 – Case Studies
Industry Perspective
Distribution
Installed capacity
(MW) vs. maximum
monthly load (MW)
Total number of
customers metered
vs. total customers
Retailing / Metering
Consumption volume
Duration and length
of interruptions and
outages
Total number of
billing errors
Cash collection
(NGN) vs. billing
revenue (NGN)
Volume distributed
(MW) vs. revenue
generated (NGN)
Data
Management
Collection efficiency
(AR)
Information
Dissemination
Frequency of voltage
fluctuations
In-depth
Evaluations
Measures-based
performance
tracking
Evidence-based
strategic
planning
Results-based
budgeting
Data-based
delivery and
implementation
May 2016
13
“What gets measured, gets done”
Flow of data and energy
Flow of money
Legend:
‘Single View’
Dashboard
Illustrative – an integrated model will generate measurable data for performance tracking ›
planning › budgeting › delivery and implementation across the power value chain
Routine
Monitoring
Transmission losses
(ratio)
Volume transmitted
(MW) vs. revenue
generated (NGN)
Energy dispatched vs.
energy received
Installed capacity
(MW) vs. transformer
maximum load
Transmission
Responsibility: Federal Ministry of Works, Power and Housing
Generation
Installed capacity
(MW) vs. available
capacity (MW) to
address demand
Conversion margin
(unit of electricity per
unit of gas)
Volume generated
(MW) vs. revenue
generated (NGN)
Baseline Studies
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
The making of an integrated and effective government
Section 3 – Case Studies
Ease of Doing Business Perspective
Illustrative – an “M&E” approach will enable oversight of key initiatives to ensure the
achievement of the target 149 ranking on the ‘Ease of doing business’ parameter
CAC / FIRS/ LIRS
Year 2
Data Validation
Distribution Company/
Ministry of Power
Paying Taxes
Year 3
Data Validation
FIRS / LIRS
3,800MW
Actual
288 hours
65%
Key:
Dispensed
Remaining
Total Budget
Responsibility: Federal Ministry of Industry,
Trade and Investment
Data Validation
Getting Electricity
Starting a Business
Actual
Time to process and
file tax payments
19 days
72 hours
Time to complete
company registration
Actual
Target
Q2 Q3 Q4
6 places up – 149
doing business
ranking
Q1
7,000MW
Q2 Q3 Q4
7 places up – 155
doing business
ranking
Q1
Target
Q2 Q3 Q4
10 days
Q1
7 places up – 162
doing business
ranking
Monitoring and Evaluation
Current
May 2016
14
Data collectors / flow
Key
Target
Volume generated
(MW) vs. volume
consumed (MW)
Year 1
Office of the Vice President Dashboard Summary
Change Goal: To move 20 places up the Ease of Doing Business Rankings
Critical Success Factors
Clearly defined
Implementation Plan
Monitoring and evaluation
tools and matrix
Availability of required
data and skill base
Key Performance
Indicators (KPIs)
Variance between planned
and actual budget figures
on a year-on-year basis (%)
Input
Variance between planned
and actual completion of
initiatives (%)
Funds
Implementation Plan
Customised Data
Source: PwC Analysis
Federal Government of Nigeria (FGN) • Driving economic growth, investment and
sustainability
PwC
Sample KPIs
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