NATIONAL BRAND DEVELOPMENT AND MADE IN NIGERIA PROJECT OFFICE

FEDERAL REPUBLIC OF NIGERIA

OFFICE OF THE SECRETARY TO THE GOVERNMENT OF THE FEDERATION (OSGF)

DIRECTOR, SECRETARY TO THE GOVERNMENT OF THE FEDERATION

NATIONAL BRAND DEVELOPMENT AND MADE IN NIGERIA PROJECT OFFICE

OPERATIONAL / IMPLEMENTATION TOOLS (2025–2030)

(To guide execution and daily work)

Prepared By

HON NWABUEZE BUCHI GEORGE

NATIONAL COORDINATOR/EXECUTIVE DIRECTOR  

National Brand Development and Made in Nigeria Project Office – 

Submitted to:

His Excellency, Sen. Dr. George Akume. 

Secretary to the Government of the Federation

Through:

The Director, SGF

Office of the Secretary to the Government of the Federation

Contact Information:

NATIONAL BRAND DEVELOPMENT AND MADE IN NIGERIA PROJECT OFFICE

Office: B53 (Ground Floor),

The Director, SGF

Office of the Secretary to the Government of the Federation.

Office Lines: 08050327696 | 08050305726 | 09056333257 (Official Hours Only)

Email: madeinnigeriaprojectoffice@gmail.com | madeinnigeriaapplication@gmail.com

Websites: https://madeinnigeriang.org | https://nigeriaecbdforum.com

i. Acknowledgment

The National Brand Developmen and Made in Nigeria Project Office wishes to express its profound gratitude to Senator Dr. George Akume, the secretary to the Government of the federation, for your visionary leadership, steadfast commitment to national development, and unwavering support for initiatives that promote innovation, local content, and economic self-reliance.

We sincerely appreciate your strategic guidance and facilitative role in ensuring the smooth establishment and operational readiness of the National Brand Development and Made in Nigeria Project Office. Your leadership has been pivotal in aligning administrative processes and providing the institutional support necessary for effective implementation of the Project’s mandate.

We also extend our special appreciation to the Implementation Teams, technical advisors, consultants, and development partners, whose expertise, insights, and dedication have significantly contributed to the planning, documentation, and execution of Project initiatives in line with national objectives.

Finally, heartfelt appreciation goes to the people of Nigeria — the entrepreneurs, artisans, farmers, innovators, and youth — whose creativity, resilience, and enterprise spirit continue to inspire the vision of the Made in Nigeria Project. This acknowledgment is dedicated to them and to the collective drive to make Nigeria a model of productivity, innovation, and sustainable prosperity.

Hon Nwabueze Buchi George

National Coordinator, Made in Nigeria Project 

ii TABLE OF CONTENT

ACKNOWLEDGMENT TABLE OF CONTENT LIST OF ABBREVIATION

SECTION 1 : EXECUTIVE SUMMARY SECTION 2: INTRODUCTION

SECTION 3: STATE ACTION PLAN (2025–2030)

SECTION 4: ANNUAL WORK PLAN (YEAR 1 – 2026)

SECTION 5: MONITORING AND EVALUATION (M&E) FRAMEWORK

SECTION 6: PROJECT REPORTING TEMPLATES SECTION 7: RISK MANAGEMENT MATRIX SECTION 8: PUBLIC–PRIVATE PARTNERSHIP

(PPP) FRAMEWORK

SECTION 9: IMPLEMENTATION & COORDINATION MECHANISM

SECTION 10: EXPECTED OUTCOMES SECTION 11: CONCLUSION

CONTENT

iii. List  of  Abbreviations

Abbreviation Meaning

PPP Public-Private Partnership

SME / MSME Small and Medium Enterprises / Micro, Small, and Medium

Enterprises

M&E Monitoring and Evaluation

MDAs Ministries, Departments, and Agencies

OSGF Office of the Secretary to the Government of the Federation

BOT Build-Operate-Transfer

BOO Build-Own-Operate

BOLT Build-Operate-Lease-Transfer

JV Joint Venture

CDA Community Development Agreement

ICT Information and Communication Technology

IGR Internally Generated Revenue

KPIs Key Performance Indicators

SSG Secretary to the State Government

FDI Foreign Direct Investment

RBME Results-Based Monitoring and Evaluation

MAiNPro Made in Nigeria Product Platform / Mart

LGA Local Government Area

CD Capacity Development

FY Fiscal Year

HR Human Resources

NPG National Products Gallery

PEAO Political and Economic Affairs Office

SGF Secretary to the Government of the Federation

BoD Board of Directors

VFM Value for Money

iv. 01 E X E C U T I V E S UM M A R Y

 

OPERATIONAL / IMPLEMENTATION TOOLS (2025–2030)

1.0 EXECUTIVE SUMMARY

The Operational / Implementation Tools (2025–2030) document provides the practical planning, management and accountability instruments necessary to deliver the Naional Brand Development and Made in Nigeria project office agenda. This pack translates strategy into action: an Action Plan for 2025–2030, a first-year Annual Work Plan (Year 1 — 2026), a robust Monitoring & Evaluation (M&E) Framework, user-ready Project Reporting Templates, a Risk Management Matrix, and a Public-Private Partnership (PPP) Framework.

Why this matters. Nigeria is endowed with competitive assets — fertile agricultural land, diverse solid mineral deposits, and an active SME ecosystem — but these strengths require coordinated, well-resourced interventions to become jobs, value- added production and investment. These operational tools will ensure the National Brand Development and Made In Nigeria project Office executes programs efficiently, attracts and manages partnerships, measures impact, and mitigates risk while maintaining transparency and accountability to the Director, Secretary to the Gvernment of the federation, The secretary to the Governemt of the federation.

2. OPERATIONAL / IMPLEMENTATION TOOLS (2025–2030)

What's included and how it will be used.

• Action Plan (2025–2030): Strategic pillars, sector priorities (agriculture, solid minerals, SMEs), phased initiatives, KPIs, institutional responsibilities, and indicative budgetary envelopes.

• Annual Work Plan (Year 1 – 2026): Detailed quarter-by-quarter activities, timelines, budgets, deliverables and assigned leads to enable immediate take-off.

• M&E Framework: Logical framework (inputs → outputs → outcomes→ impact), indicator matrix, data sources, collection methods, reporting schedule, baseline/midline/endline plans and dashboard design.

• Project Reporting Templates: Standardized templates for monthly/quarterly progress, financial reporting, field monitoring visits, event reports and partnership updates — with clear submission and review workflows.

• Risk Management Matrix: Identification, assessment (likelihood × impact), mitigation measures, responsible owners and early-warning triggers for operational, financial, political, environmental and reputational risks.

• PPP Framework: Priority PPP opportunities, models (BOOT, concession, joint venture), investment incentives, contractual governance, due diligence checklist and a staged investor engagement roadmap.

• Expected immediate outcomes (first 12 months):

• National  Secretariat (staffed, ICT systems, logistics).

• Action Plan approved and Year-1 work plan launched.

• Baseline study initiated and first M&E dashboard live.

• At least 3 SME clusters/ pilot value-addition interventions mobilized.

• Initial PPP prospectus and investor outreach underway. 

2.1 BACKGROUND AND CONTEXT

The National Brand Development and Made in Nigeria Project represents a strategic national initiative designed to promote self-reliance, economic diversification, and national competitiveness by prioritizing local production and consumption. The Project aligns with Nigeria’s broader industrial and innovation policies, emphasizing the importance of industrialization, job creation, and value chain development as key drivers of sustainable economic growth.

The establishment of the National Brand Development and Made in Nigeria Project Office, under the leadership of Hon Nwabueze Buchi George, signifies a commitment to institutionalizing a results-driven approach to local production enhancement and national brand development. This Operational and Implementation Tools Document (2025–2030) provides a practical framework for translating national policy goals into tangible outcomes. It outlines the mechanisms for planning, executing, monitoring, and sustaining interventions, ensuring that every activity contributes to the overarching goal of building a self-sufficient, inclusive, and innovative national economy.

Rationale for the Document

While the strategic direction of the Made in Nigeria Project is set at the national level, operational effectiveness depends heavily on robust structures, systems, and tools to ensure the successful implementation of interventions across sectors and industries.

This document therefore serves to:

❖ Establish operational clarity for the Made in Nigeria project Office.

❖ Provide a roadmap for program implementation, coordination, and stakeholder engagement.

❖ Ensure alignment with the national goals of the Made in Nigeria Project.

❖ Create standardized reporting, monitoring, and evaluation systems for transparency and accountability.

❖ Build institutional capacity for sustained implementation beyond the initial project cycle.

 

OPERATIONAL / IMPLEMENTATION TOOLS (2025–2030)

2.2 SCOPE OF THE DOCUMENT

This document covers the operational framework, implementation tools, and monitoring systems

for the National Brand Development and Made in Nigeria Project Office over a six- year period (2025–2030). It serves as a working guide for:

❖ The National Secretariat Implementation Office and its technical departments.

❖ Government MDAs (Ministries, Departments, and Agencies) involved in

industrial and economic development.

❖ Private sector partners, development organizations, and business associations.

❖ Community-based organizations, cooperatives, and producer groups.

❖ Investors and entrepreneurs seeking engagement opportunities under the Made in

Nigeria umbrella.

2.3 GUIDING PRINCIPLES

The operational approach is anchored on a set of guiding principles that ensure inclusivity, transparency, and sustainability:

1. Alignment with  National Priorities: All interventions support the Economic Development Strategy and the

Federal Government’s Nigeria First Policy.

2. P u b l i c - P r i v a t e Collaboration: Recognizing the private sector as a key driver of innovation and investment.

3. Data-Driven Decision- Making: Ensuring evidence- b a s e d p l a n n i n g a n d performance tracking.

4. I n c l u s i v e n e s s a n d Gender Equity: Guaranteeing

 

equitable participation of youth, women, and marginalized groups.

5. Transparency and Accountability: Promoting efficiency, integrity, and public trust in project implementation.

6. Sustainability and Local Ownership:

Ensuring long-term viability through local

capacity development and resource mobilization.

 SECTION 3 

STATE ACTION PLAN

(2025–2030)

3.1 OVERVIEW

The Action Plan (2025–2030) serves as the master implementation guide for the National Brand Development and Made in Nigeria Project. It outlines the strategic priorities, focus sectors, operational goals, and performance indicators that will shape the six-year implementation cycle. The Action Plan is designed to ensure that the project contributes directly to the Nations vision of becoming a leading industrial and agricultural hub in the World.

3.2 STRATEGIC OBJECTIVES

The Action Plan is built around five strategic objectives:

1. E n h a n c e L o c a l P r o d u c t i o n C a p a c i t y : S u p p o r t S M E s , cooperatives, and industries to increase productivity and market reach.

2. P r o m o t e I n v e s t m e n t a n d Innovation: Foster a conducive

environment for industrial investments and technology- driven enterprises.

3. Strengthen Market Access and Brand Visibility: Improve the competitiveness and reputation of National Brand development and  Made in Nigeria products locally and internationally.

4. Facilitate Skills Development and Employment: Build human capital through vocational training, innovation hubs, and industrial apprenticeships.

5. Institutionalize Sustainable Implementation Mechanisms: Ensure strong governance, financial transparency, and continuous monitoring.

3.3 SITUATIONAL ANALYSIS

Nigeria is endowed with significant natural and economic assets that offer a strong foundation for a national “Made in Nigeria” agenda. These include rich mineral deposits, large-scale agricultural capacity, a burgeoning SME sector, and rich cultural and tourism potentials.

Key Economic Sectors & National Dynamics

Solid Minerals

Nigeria hosts a wide variety of minerals: according to NEITI, there are about 44 different mineral types across roughly 500 locations. 

Despite this wealth, the sector’s economic contribution has historically been modest. In 2022, the solid minerals sector contributed ~0.83% to the national GDP. 

According to recent data, the sector’s revenue has grown: NEITI reports cumulative contributions exceeding ₦1 trillion in recent years. 

However, export remains limited: in 2023, solid minerals exports accounted for ₦35.87 billion, making up just about 0.28% of Nigeria’s total export value. 

On a more optimistic note, the mining sector saw strong recent growth: in Q2 2025, it recorded ~4.61% growth, according to the National Bureau of Statistics. 

Agriculture

Agriculture remains one of the most critical pillars of Nigeria’s economy. As of Q1 2025, the sector contributed about 27.8% to GDP (rebased data). 

Historically, agriculture has hovered around 23–25% of GDP. 

The sector is dominated by smallholder farmers: according to trade profiles, ~80% of farmers are smallholders, who produce roughly 90% of Nigeria’s food. 

Despite its large GDP share, agricultural export earnings are weak: recent reports indicate export earnings remain below US$400 million, highlighting a gap in value addition and export capacity. 

Agriculture is also a major employer: studies suggest the sector employs a large portion of Nigeria's workforce.

SMEs and Local Manufacturing

Small and medium enterprises (SMEs) in Nigeria are increasingly leveraging local manufacturing in fashion, leather, furniture, crafts, and agro-processing. These industries play a crucial role in diversifying the economy and creating jobs.

While precise, up-to-date national-level GDP percentages for SMEs alone are often aggregated under non oil/industry sectors, SMEs remain pivotal for industrialization, innovation, and inclusive economic growth.

Tourism and Cultural Heritage

Nigeria’s cultural richness and biodiversity offer untapped potential in eco-tourism and cultural tourism.

There is growing interest in promoting indigenous crafts and cultural heritage as part of the national economic diversification strategy.

However, tourism infrastructure, marketing, and institutional support remain underdeveloped compared to the sector’s potential.

Challenges & Risk Factor

Underdevelopment of the Mining Sector: Despite mineral abundance, weak value addition, limited industrial processing, and informal mining practices constrain the solid minerals sector.

Low Export Value for Agriculture: Though agriculture contributes significantly to GDP, the sector struggles to translate production into high-value exports.

Structural Barriers for SMEs: SMEs often face issues like poor infrastructure, limited access to finance, and regulatory bottlenecks, which constrain scale-up.

Tourism Constraints: Inadequate infrastructure, poor accessibility, and low global visibility hinder the development of tourism and cultural industries.

Opportunities & Strategic Implications for “Made in Nigeria”

• Value-Added Mineral Processing: Strengthening local processing and beneficiation of minerals (e.g., refining, downstream industries) could dramatically increase the economic impact of solid minerals.

Agro-Industrial Growth: Investing in agro-processing zones, infrastructure (like storage and transport), and export facilitation could boost both food security and trade earnings.

SME Capacity Building: Supporting SMEs with technical assistance, credit, and market linkages can accelerate industrialization, innovation, and job creation.

Cultural & Tourism Development: Developing cultural tourism circuits and promoting Nigerian craftsmanship can deepen local economic participation while enhancing foreign exchange earnings.

3.3.1 Strengths, Weaknesses, Opportunities, and Threats (SWOT)

Strengths Weaknesses

Rich mineral and agricultural resources.

Limited industrial infrastructure and processing facilities.

Pro-business government and investment -

friendly policies.

Low product standardization and weak

branding culture.

Active SME base and skilled workforce.

Poor market access and logistics.

Proximity to major market access.

Insufficient access to finance and modern equipment.

Opportunities Threats

Federal and State focus on industrialization. Policy inconsistency or limited stakeholder

coordination.

Rising demand for local and export products.

Competition from imported goods.

Partnership potential with NASIDA, BOI,

SMEDAN, and DFIs.

Inadequate data and weak M&E systems.

Digital platforms for marketing (e-commerce).

Unstable power supply and inflationary pressures.

3.3.2 Key Challenges Identified

a) Fragmented value chains and weak coordination among producers.

b) Limited financing options for SMEs and artisans.

c) Quality and certification gaps for local products.

d) Insufficient technical and digital capacity among entrepreneurs.

 

3.3.3 Opportunities for Action

(2025–2030)

a) Establishment of industrial and cooperative clusters in key sectors (agriculture, minerals, crafts).

b) Development of product galleries, trade fairs, and digital marketing platforms.

c) Institutional support through training, branding, and partnership facilitation.

d) Strengthening linkages with MDAs, NASIDA, and development partners.

3.4 Focus Sectors

The Action Plan targets high-potential sectors that align With the NATIONS comparative advantages:

• Agriculture and Agro-processing – Rice, sesame, ginger, cassava, and dairy value chains.

• Solid Minerals Development – Exploration and processing of lithium, marble, and other minerals.

• Light Manufacturing and SMEs – Textile, crafts, furniture, and local equipment production.

• T e c h n o l o g y a n d D i g i t a l Innovation – Startup development, digital trade, and innovation hubs.

 

• Tourism and Creative Industries – Handicrafts, cultural heritage, and entertainment-driven enterprise.

3.5 Implementation Strategies

To realize its objectives, the Office w i l l a d o p t a c o m b i n a t i o n o f implementation strategies:

1. Cluster-Based Development: E s t a b l i s h p r o d u c t i o n a n d processing clusters across local government areas.

2. Public-Private Partnerships (PPP): Engage investors through structured partnership models.

3. Capacity Building Programs: Train entrepreneurs and artisans in p r o d u c t i o n , b r a n d i n g , a n d marketing.

4. Infrastructure Support: Facilitate access to power, water, and digital connectivity for SMEs.

5. Access to Finance: Partner with microfinance banks, development f i n a n c e i n s t i t u t i o n s , a n d cooperatives.

6. Policy and Regulatory Reforms: Advocate for supportive policies that ease business operations.

 

3.6 Key Performance Indicators (KPIs)

Progress will be measured through a set of measurable KPIs, including:

• Number of SMEs supported and registered under Made in Nigeria Project office.

• Value of investments attracted through PPPs.

• Volume of local goods produced and distributed.

• Number of jobs created across target sectors.

• Increase in export-ready and certified local products.

• Level of visibility and brand recognition of Made in Nigeria products.

3.7 Expected Outcomes (2025–2030)

By 2030, the successful implementation of the Action Plan is expected to achieve:

• A 50% increase in the productivity of key value chains.

• Establishment of at least three industrial clusters across the State.

• Creation of over 10,000 direct and indirect jobs.

• Attraction of domestic and foreign investments exceeding ¦15 billion.

• Certification and branding of at least 100 Made in Nigeria Products

• Enhanced collaboration b e t w e e n g o v e r n m e n t , p r i v a t e s e c t o r , a n d development partners.

3.8 Institutional Arrangements

I m p l e m e n t a t i o n  w i l l  b e coordinated by the Made in Nigeria Project Office, under the direct supervision of the Office of the Secretary to the Government. The following units will oversee specific operational areas:

• Technical and Program Unit – Project design and coordination.

• Monitoring & Evaluation Unit – Data collection, analysis, and reporting.

• Finance and Administration Unit – Budget control and resource allocation.

• Partnerships and Investments Unit – PPP management and stakeholder engagement.

3.9 Sustainability Strategy

To ensure long-term impact, the Action Plan embeds a sustainability strategy focused on:

• Institutionalization of project structures within existing state ministries.

• Continuous capacity building of project staff and beneficiaries.

• Diversification of funding sources t h r o u g h P P P s a n d d o n o r engagement.

• Annual review and adaptation of plans based on lessons learned and M&E outc

4.1 Introduction

The Annual Work Plan (AWP) for 2026 represents the first operational year of the National Brand Development and  Made in Nigeria Project office  (2025–2030) implementation cycle. It translates the Action Plan into a set of annual priorities, specific activities, targets, and resource allocations. The purpose of the AWP is to guide execution, enhance coordination among stakeholders, and ensure measurable progress toward the project's long-term goals.

This plan serves as a practical management tool for the Office, enabling quarterly reviews, performance tracking, and accountability to both the Office of the Secretary to the government of the federation

4.2 Strategic Objectives for 2026

The 2026 Work Plan focuses on laying a strong operational foundation while initiating key activities in production, capacity building, and partnerships.

The main objectives are to:

1. Establish functional institutional and administrative structures for the  Office.

2. Conduct baseline data collection and validation for major sectors.

3. Launch pilot projects in priority value chains (agriculture, solid minerals, and SMEs).

4. Strengthen partnerships with local industries, cooperatives, and development partners.

5. Initiate public awareness and branding campaigns for Made in Nigeria  products.

6. Build a statewide monitoring and reporting mechanism for performance evaluation.

4.3 Thematic Areas of Implementation

The Annual Work Plan is structured around five thematic areas corresponding to the  Action Plan priorities:

1. Institutional Strengthening and Governance

2. SME and Industrial Development

3. Agriculture and Value Chain Enhancement

4. Public-Private Partnership and Investment Promotion

5. Visibility, Communication, and Capacity Development

4.4 Detailed Activity Matrix for 2026

S/N Activity Description Lead Unit / Partner Timeline (Q1–Q4) Performance Indicator Estimated Cost (₦)

1. Establishment of National Coordination Office (equipment, staff, logistics) Admin & Finance Unit Q1 Fully functional national office established 100,000,000

2. Development of baseline database for agriculture, solid minerals, SMEs, and local manufacturing M&E Unit Q1–Q2 Comprehensive baseline report completed 50,000,000

3. Launch of national pilot production clusters for key sectors Technical Unit Q2–Q4 5 clusters operational across priority sectors 35,000,000

4. Training of 1,000 artisans, entrepreneurs, and SMEs Capacity Building & PPP Unit Q2–Q3 1,000 participants trained 250,000,000

5. Organization of National “Made in Nigeria” Exhibition & Trade Fair Partnerships Unit Q3 Event successfully held with national participation 200,000,000

6. Development of official website, mobile apps, and digital platforms ICT / Communications Unit Q1–Q2 Website and digital platforms fully functional 7,500,000

7. Signing of PPP MOUs with private sector investors and industrial partners PPP Unit Q2–Q4 At least 10 MOUs signed —

8. Public sensitization and media campaign to promote local production Communications Unit Q2–Q4 Increased public awareness and engagement measured via reach metrics 90,000,000

9. Quarterly review, monitoring, and reporting sessions M&E Unit Q2–Q4 4 quarterly reports submitted; actionable recommendations implemented 90,500,000

10. Establishment of National Resource Mobilization Desk Partnerships & Finance Q4 Desk operational and generating funding partnerships 90,500,000

 

4.5 Implementation Phases

Phase 1 (Q1 2026): Institutional Setup and Planning

Establish office infrastructure and staff recruitment. v Develop operational manuals and reporting templates. v Conduct stakeholder and baseline mapping.

Phase 2 (Q2 2026): Pilot Launch and Capacity Development v Begin pilot projects in selected clusters.

Organize entrepreneurship and innovation training. v Initiate PPP engagement sessions and agreements.

Phase 3 (Q3 2026): Branding and Public Engagement v Launch Made in Nigeria product exhibition. Start media and digital promotion campaigns.

Document project success stories and case studies.

Phase 4 (Q4 2026): Monitoring, Evaluation, and Review v Conduct quarterly review meetings.

Assess progress against targets.

Prepare annual performance report and budget review for 2027.

4.6 Roles and Responsibilities

The successful delivery of the 2026 Work Plan depends on collaboration between multiple actors:

Stakeholder

Key Roles

OSGF

Overall supervision and policy alignment

State Governments

Collaboration and support

Nigerian Governors Forum

Collaboration and partnership

MDAs

As may be relevant

Private Sector

Investment and product innovation

Development Partners

Technical assistance and funding support

Media and Civil Society Advocacy, visibility, and public engagement.

4.7 Monitoring and Evaluation Linkages

The AWP aligns directly with the M&E Framework (Section 5), providing the first-year baseline for indicators such as:

• Number of functional enterprises supported

• Number of people trained (disaggregated by gender and age)

• Value of local production and sales

• Number of PPPs and MoUs signed

• Level of public awareness and engagement

Quarterly progress will be tracked using standardized M&E reporting templates, ensuring that implementation remains results-oriented and adaptive.

 

4.8 Budget Summary (Indicative)

Thematic Area Estimated Budget (₦) % of Total

Institutional Strengthening 250,000,000 22%

SME & Industrial Development 200,000,000 30%

Agriculture & Value Chain Development 100,000,000 15%

PPP & Investment Promotion 70,000,000 11%

Communication & Branding 60,000,000 9%

M&E and Administration 50,000,000 8%

Total 730,000,000 100%

4.9 Expected Outcomes for 2026

By the end of 2026, the following results are expected:

• National  Secretariat  Office fully operational with trained staff.

• Baseline report finalized and database established.

• At least 500 SMEs and entrepreneurs supported through training and capacity building.

• 3 pilot production clusters launched and operational.

• Minimum of 5 PPP agreements signed with private investors.

• Made in Nigeria  Exhibition successfully held.

• Functional M&E and communication systems in place.

The 2026 Annual Work Plan is a transitional foundation year, laying the groundwork for sustainable operations and measurable impact. It will ensure that the Made in Nigeria Project moves from conceptualization to practical implementation — fostering productivity, innovation, and inclusive economic development across the state

SECTION 5

MONITORING

AND EVALUATION

(M&E) FRAMEWORK

• 5.1 Introduction

The Monitoring and Evaluation (M&E) Framework provides the structure for systematically tracking, assessing, and reporting on the implementation of the Made in Nigeria  Project.

It ensures accountability, promotes learning, and facilitates evidence-based decision- making across all levels — from State Coordination to Regional and National Offices.

The framework aligns with the Federal Government's Nigeria First Policy, and the National Made in Nigeria Project M&E Framework, ensuring consistency in data reporting and performance tracking nationwide.

5.2 Objectives of the M&E Framework

The key objectives of this M&E system are to:

1. Track progress toward the strategic goals of  the Made in Nigeria Project.

2. Measure performance of project outputs and outcomes against agreed Key Performance Indicators (KPIs).

3. Facilitate accountability to the Secretary to the Government of the federation, development partners, and citizens.

4. Support evidence-based decision-making for adaptive project management.

5. Document lessons learned and best practices to inform scale-up and replication.

 

5.3 M&E Structure and Institutional Arrangement

The M&E function will be integrated into the national secretariat, with linkages to sectoral MDAs, regional offices, and the National Secretariat in Abuja.

Entity

Role / Responsibility

National  Coordinator

Provides leadership, oversight, and approval of M&E reports.

M&E Officer

Leads data collection, verification, analysis, and reporting.

Programme Leads (Sector Heads)

Submit monthly progress data and activity reports.

Zonal Liaison Officers

Collect and submit regional data.

National M&E Directorate

Consolidates reports from all states and provides feedback.

Partners and Stakeholders

Provide secondary data, external evaluations, and validation.

 

5.4 M&E Components

The framework operates under four interconnected components:

1. Performance Monitoring: Regular tracking of input, output, and outcome indicators using standard tools and templates.

2. Evaluation: Periodic assessments (baseline, midterm, endline) to measure impact and inform policy.

3. Learning and Adaptation: Continuous documentation of best practices and reflection sessions to adjust strategies.

4. Reporting and Communication: Dissemination of progress and results through dashboards, briefs, and stakeholder meetings.

5.5 Key Performance Indicators (KPIs)

The M&E system will measure results across four thematic result areas

.

Result Area Key Indicators Frequency Data Source

1. Institutional Development

No. of functional project offices, staff recruited, M&E tools developed

Quarterly Administrative records

2. SME & Local Production Growth

No. of enterprises supported, increase in production capacity, % rise in sales revenue

Biannually Business surveys, partner reports

3. Public Awareness & Branding

No. of campaigns conducted, social media engagement rate, public perception score

Quarterly Media analytics, surveys

4. Investment & Partnerships

No. of PPP MoUs signed, value of investments attracted, new business start-ups supported

Annually PPP reports, investment data

5. Job Creation & Inclusion

No. of jobs created (by sector,

gender, and youth), beneficiaries trained

Quarterly Training reports, employment records

5.6 Data Collection and Management

The M&E Unit will use mixed methods to collect quantitative and qualitative data.

Primary Methods:

 Surveys (household, business, and consumer perception)

 Site visits and observation checklists

 Key informant interviews and focus group discussions

Secondary Methods:

 Administrative data from MDAs

 Partner reports and financial records

 Social media and digital analytics

 

Data Quality Assurance (DQA) Measures:

 Monthly data validation and triangulation

 Spot checks and random audits

•  Use of standardized templates for all submissions

5.7 M&E Reporting Cycle

Type of Report Frequency Prepared By Submitted To

Activity / Field Reports Monthly Programme

Officers M&E Officer

Consolidated Progress Report Quarterly M&E Officer National Coordinator

State Performance Report Biannually M&E Unit Director SGF

Annual Results Report Annually National coordinator SGF

Evaluation Reports Baseline, Midterm, Endline Independent Evaluator OSGF

5.8 Evaluation Plan

The evaluation plan ensures systematic review and learning at key stages of the project.

Evaluation Type Timing Purpose

Baseline Evaluation Start of Project (2025) Establish benchmarks

Midterm Evaluation Midway (2027/2028) Assess progress, recommend adjustments

Endline Evaluation End of 2030 Measure outcomes and impact

Impact Evaluation Post-project (2032) Determine sustainability and long-term effects

 

5.9 L e a r n i n g a n d K n o w l e d g e Management

The M&E Framework integrates learning loops for continuous improvement:

• Quarterly Reflection Sessions – review challenges, solutions, and lessons learned.

• Annual Learning Workshop – s h a r e e x p e r i e n c e s a m o n g stakeholders and partners.

• Case Studies & Success Stories – document and publish local success models.

• Knowledge Repository – digital storage of reports, datasets, and tools.

5.10 Data Visualization and Reporting Tools

The following visual reporting tools will be used:

• M& E Dashboard: Real- t ime summary of key indicators.

• Infographics: Quick highlights for public awareness and reports.

• Scorecards: Visual representation of performance by thematic area.

• GIS Maps: Geographic distribution of clusters, SMEs, and impact zones.

• Quarterly Performance Briefs: Concise 2–3 page summaries for decision-makers.

5.11 Reporting and Communication Channels

To ensure transparency and stakeholder engagement:

• Regular submission of reports to the

Office of the secretary  to the Government  of the Federation.

• Quarterly dissemination of updates to media and the public through newsletters.

• Integration with the website for public access to progress highlights.

• Feedback sessions with beneficiaries and communities.

The M&E Framework provides the backbone for measuring success and ensuring accountability of the Made in Nigeria Project. By integrating data-driven decision- making, participatory learning, and real-time feedback, the framework ensures that every activity contributes to sustainable outcomes — job creation, enterprise growth, and local value addition across the Nation.