Tag: civil service

  • Disinformation as threat to Civil Service function in Post-Truth World

    Disinformation as threat to Civil Service function in Post-Truth World

    Lately, and in keeping faith with my research commitments, I had posed for myself the research question: what is that one most significant threat to the government bureaucracy, whether you call it the civil service, public service or the public administration system; a threat to it as the veritable back-end engine room that governments rely on to deliver on their promises to the people and to fulfill development vision and programmes commitments in a democracy? That one threat that keeps recurring, based on my investigation, is significantly disinformation or misinformation a la fake news; the whole post-truth alacrity and the diminution of objective facts in favour sentimentalism and emotion, and its backdrop of expanding global populism in politics. Consequently and lately, I had been looking at such subjects as artificial intelligence, big data and data science as policy intelligence, decision science, open government partnership, freedom of information policy, privacy in the dynamics of internet and social media governance, the Gen Z prospects as the workforce in the public service emerging future frontiers, and I can go on and on.

    Indeed, it has become self-evident, according to Joseph Schumpeter, that the bureaucracy constitutes an inevitable complement to the success of democratic governance anywhere in the world. What is not evident is that there is a lot of conditions that intervene and interfere in the modern world in undermining the significant relationship that ought to hold between democratic governance and the bureaucracy. In other words, it is not automatic that the bureaucratic machineries and mechanisms of government will backstop the evolution of good governance. Indeed, many high-performing nations have witnessed significant transformation despite a not too remarkable, regarded, competent and a therefore heavily politicized civil service. Be that as it may, one key challenge that public administration system and the bureaucracy has always faced since its emergence in time is the increasing complexities of the human society arising from scientific and technological innovation and diversities of all types. For instance, the increasing trajectory of human population provided a complicated phenomenon that tasked the capacity of the bureaucracy to manage the dynamics of policy design and implementation that cater for the welfare of the citizens in government development planning and the national transformation process.

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    In contemporary times, the challenges have become even more complex and perplexing such that bureaucracies across the world are struggling to make sense of the events that are now shaping the world. Scholars of geopolitics and international affairs are now designating the world as a VUCA—vulnerable, uncertain, complex and ambiguous—environment that is assailed by polycrisis. A polycrisis refers to the capacity of a crisis to morph into a complex form that draws on various other contingent but problematic issues. Climate change is a good example of how a crisis could become aggravated into a polycrisis. As a crisis on its own, the climate change issue references how human activities, especially the burning of fossil fuels, have undermined the ecological integrity of the earth. However, environmental degradation is not just that. It possesses the capacity to interconnect with and aggravate other critical issues to produce biodiversity loss, governance and infrastructural deficits, early warning failures, agricultural loss, pandemics, and finally civil unrests. This is the way a polycrisis manifests.

    And public bureaucracies are supposed to serve as the middle point of intervention between citizens and polycrisis like climate change, especially in terms of policy designs that are sufficiently forward-looking in ways that alleviate how these crises affect their lives. In other words, the public bureaucracies are supposed to serve as the government’s instrument for making democratic governance a reality despite the scourges of complex polycrisis. Unfortunately, even the democratic experiment has generated its own fundamental challenge that complicates the capacity of the bureaucracy to complement a democratic state and its capacity to deliver democratic governance. What I mean to say is that the unraveling of democracy in contemporary times is made more complicated by technological innovation and the revolution in telecommunication. The emergence of new technologies, digital dynamics and the new media have raised the challenges of the relationship between the government, citizens and policy dynamics.

    At the core of this challenge is the dynamics of the social media increasing dominant influence in shaping knowledge formation in society and the citizens expectations from governments in the information age. Or more precisely, social media serves as the mechanism that fuels the danger of post-truth—a contemporary manifestation where facts are manipulated in ways that undermine reason and promotes sentimental biases and political prejudices, especially in public opinion. At a most critical level, the social media constitutes a most fundamental mechanism by which the government, its apparatuses and the citizenry can facilitate and strengthen strategic communication that could consolidate democratic governance. Today, it is easy for the citizens to react in real time to government’s policies and decisions on issues that affect them. It is also easier for the government to reach the citizens and provide justifications for matters of state. Indeed, in an effort to modernize its governance processes, many governments across the world have deployed digital technologies and the social media to sign on to the open government initiative that is predicated on transparency and accountability in how governments relate the inner processes of policies to the citizens. This has gone a long way not only to open up the working of bureaucratic structures and processes to the democratic scrutiny of the citizens, but has also made governments more legitimate in the eyes of their citizens.

    However, the dynamics of information on social media is not as seamless as I have presented above. To the extent that information is crucial both for the dynamics of service delivery to the citizens and the management of democratic communication, the social media serves a most fundamental purpose that sustains political and democratic stability. Unfortunately, the social media is a double-edged sword. It cuts at the idea of the public good both ways, negatively and positively. At its best, social media offers the space and opportunity for the continuing adjustment of the social contract that promises betterment for all citizens. At its worst, it demonstrates the most terrible features of mass hysteria, especially in terms of lack of understanding and reflection on government policies and processes.

  • FG targets full paperless Civil Service by December 31

    FG targets full paperless Civil Service by December 31

    The Federal Government would leave no stone unturned to achieve a fully paperless Civil Service by December 31st, 2025, the Head of the Civil Service of the Federation, HCSoF, Mrs Didi Esther Walson-Jack, has said. 

    She said already 34,000 Civil Servants across the country are on-board the “War Room” initiative of Galaxy Backbone limited which provided platform for deployment of widespread GovMail for seamless execution of government services in the country. 

    Walson-Jack also praised the Galaxy Backbone (GBB) for its fibre connectivity to 28 states of the country, saying that the agency’s infrastructural spread remains a positive testimony for the country. 

    The HCSoF made the remarks during a tour of digital and ICT infrastructures at GBB National Shared Service Centre (NSSC) and Corporate Headquarters of the Agency in Abuja. 

    She was conducted round the infrastructures by the Management of GBB led by its Managing Director/CEO, Prof. Ibrahim Adeyanju. 

    She also toured GBB Network Operations Centre (NOC), Security Operations Centre (SOC), and Uptime Institute Certified Tier III Data Centre; all built to ensure a secure, scalable, and sovereign digital infrastructure for Nigeria’s public sector.

    Walson-Jack, who was accompanied by the Permanent Secretary, Ministry of Communications, Innovations and Digital Economy, Mr Adeladan Rafiu and other senior government officials, said the visit was meant to deepen collaboration between the government and Galaxy Backbone limited. 

    She commended the world-class infrastructure and strategic digital solutions developed by Galaxy Backbone, stating that her perception of the agency had been greatly enhanced following the tour.

    “This visit has opened my eyes to the enormous potential and capacity that Galaxy Backbone brings to Nigeria’s digital journey.

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     “I now see GBB not just as an ICT agency, but as a strategic partner in the realisation of our dream to build a modern, agile, and paperless civil service, ” she said. 

    The HCSOF further highlighted several strategic areas where partnership with GBB is critical, especially in the areas of full implementation of the 1Government Cloud to host and manage Ministries Departments and Agencies (MDA) operations.

    Other areas include the Adoption of an Enterprise Content Management System (ECMS) to streamline records and workflow automation across MDAs, and Synergy between the 1Government Cloud Academy and the Civil Service Academy to enhance capacity development.

    Adeyanju expressed appreciation for the visit, noting its alignment with GBB’s mandate to support Nigeria’s digital transformation goals.

  • Professional body as game changer in civil service reform in Nigeria

    Professional body as game changer in civil service reform in Nigeria

    Just recently, and in a demonstration of institutional support and a signal to institutional progress, the Council of Retired Federal Permanent Secretaries (CORFEPS) paid a courtesy visit to my office at the Federal Civil Service Commission (FCSC). The visit provided another opportunity to deliberate on mutual concerns around the well-being of the federal service, and especially the civil service system and public administration profession in Nigeria. The visit particularly afforded me another opportunity, for the umpteenth time, to restate my call for the resuscitation and revitalization of the National Association for Public Administration and Management (NAPAM) as a key stakeholder that holds the community of practice together in Nigeria.

    The visit also raises critical and fundamental questions that bother on what it means to categorize the public service as a profession and a vocation; the factors that short-circuit the growth and development process of the civil service in organizational development theory; the place of a vibrant professional body like NAPAM and the role it should play in rescuing the system; as well as the critical roles that significant stakeholders like the Head of the Civil Service of the Federation, Heads of Service of States, the Federal and State Civil Service Commissions, departments of public administration in our tertiary institutions, government training institutions, research institutes and think tanks across the country, etc. have to play in facilitating the vocational status of the public administration profession in Nigeria. In this piece, I attempt to bring all these fundamental issues together as an advocacy piece. My objective is to provide a methodological framework that could guide the revitalization process for the reestablishment of NAPAM as a significant avenue for constituting a vibrant community of practice that could instigate theoretical and practical questions and issues around the organizational development of the civil service system.

    The civil service system is currently in its bureaucratic phase. And this phase is determined by the evolution of the subsisting industrial revolution era-bureaucratic culture of command and control hierarchical cum seniority-based and rules compliant ‘I am directed’ managerial orientation of the civil service in Nigeria; one that is renowned for stifling innovation, administrative progress and performance effectiveness. I have termed this dysfunction as bureau-pathology. It is a phase that undermines the capacity of a government to deliver on the dividends of democratic governance. And that failure is experienced by Nigerians in terms of bureaucratic red tapes all across the MDAs at federal, state and local government levels. A bureaucratic civil service system implies that a lot is wrong with the system and its capacity readiness to deliver on its core mandates in terms of service delivery and institutional relevance to democratic imperatives that increase the welfare and well-being of the citizens.

    Institutional and governance reforms are therefore required to articulate a convergence of theory and practice, as well as the injection of smart, good and best practices that enable the system to stimulate continuous learning and incremental improvement of management system. This serves to foreclose administrative inbreeding and dysfunctional decay at the heart of Nigeria’s public service bureau-pathology. And as is usual in this kind of diagnostic analysis, a recourse to administrative history becomes imperative. The golden age of public administration in Nigeria in the 1960s till the mid-1970s was marked, among other things, by the alignment between town and gown especially with regard to policy-research partnership and networking that facilitated the emergence and functional relevance of the community of practice and its contribution to the optimal capacity of the public service.

    From a recognition of the urgent need for a collaboration with academics to solidify policy initiatives, in the Western Region (which is one good practice that I had studied a lot closely), Chief Simeon Adebo constituted the “A Club” which took critical advantage of the proximity of the Universities of Ibadan and, subsequently, the University of Ife and their academics, to strengthen the capacity of the civil service and its economic analysis and policy intelligence. The A Club later morphed into the Regional Economic Planning Advisory Committee, and was later reinforced by an Administrative Research Group, all dedicated to critical and analytic reflection on the state of the civil service. This town-gown synergy contributed in no small measure to the significant achievements of the civil service in terms of infrastructural developments for which the western region is known even till today.    

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    And in this regard, we immediately see the significant roles that a professional body like NAPAM can play in strengthening the core mandate of the central governance cum personnel agencies as the preeminent gatekeeper that facilitates the entry requirements and career management that solidify the vocational status of the civil service as a critical profession for complementing the relevance of democratic governance in a state like Nigeria. The FCSC for example has the constitutional mandate to recruit, appoint, deploy, and discipline civil service in a bid to profile a model civil service that is needed to make the civil service a world class institution. Its objectives are: (a) To appoint qualified candidates to man the different Ministries/Extra-Ministerial Departments in the Federal Civil Service; (b) To ensure that such appointments maintain/represent the Federal character of the Federal Republic of Nigeria; (c) To make recommendations to the Federal Government on Personnel policies aimed at improving the effectiveness and efficiency of the Federal Civil Service; and (d) To ensure that Personnel decisions are taken objectively, promptly and competently in accordance with the policies and interest of the Federal Government.

    To therefore be fully optimal in its commitment to the optimization of human resource management of the civil service system, the FCSC needs the assistance and support of NAPAM and partnership with other key players in the community of practice. Whether we like it or not, the gatekeeping imperative in the civil service system is too significant to be left to the FCSC all alone. It demands all hands to be deck in the collective need to facilitate the emergence of a vocation of public service. Indeed, the FCSC itself requires the optimal operations of the professional bodies like NAPAM and other stakeholders to be able to articulate the merit metric that is required to make the civil service system a meritocratic one that effectively and efficiently achieve service delivery to Nigerians. The vocational status of the civil service system in Nigeria for instance requires rethinking in terms of what it means for an average public servant to be public-spirited and professional—what it means, in other words, to genuinely serve the public, rather than one’s own immediate gratification or livelihood.

    The professional administrative bodies therefore complement the Heads of Services, the Civil Service Commissions in terms of providing the structural, institutional and procedural dynamics—platform for sharing and learning through learning events, publications, research and advocacy; keeping the body of knowledge of the profession in the cutting edge, enforcing professional ethics, standards and codes of ethics and practice, etc.—that could determine the emergence of a meritocratic, effective and efficient institution that Nigeria’s democratic experiment needs. This is where the various communities of practice—Centre Africaine de Formation et de Recherché Administrative Pour le Development (CAFRAD), the now defunct Commonwealth Associations for Public Administration and Management (CAPAM), African Associations for Public Administration and Management (AAPAM), the African Capacity Building Foundation (ACBF), International Institute of Administrative Science (IIAS), and so on—constituted the comparative frameworks and platforms for disseminating and refracting global best practices that would assist Nigeria in coming to term with its governance imperative. 

    Interestingly, this is also the juncture for measuring the significance and continuing relevance of national bodies like the Council of Retired Federal Permanent Secretaries (CORFEPS) becomes poignant. This is a body that embodies administrative experiences, institutional memories and professional knowledge that could pull a lot of political and administrative weight within the reform imperative to transform the civil service and its ecosystem. As a multidisciplinary body of retired public servants with vast knowledge of the workings of the system, CORFEPS, if networked with States’ professional bodies for retired Heads of Service and permanent secretaries, possesses a huge significance in connecting the institutional and reform dots in terms of where the civil service system is coming from, where it is at the moment and where it intends to be, given the democratic imperatives and development necessities of the current Tinubu administration.

    Unfortunately, NAPAM—the critical stakeholder that ought to be at the critical core of the community of practice and service in Nigeria’s administrative ecosystem—is comatose. And yet, its effective presence is required if the civil service must enjoy a full complement of institutional support. What is to be done then? NAPAM requires an urgent institutional reawakening that is backed by total commitment and the administrative will from all stakeholders. A summit of some core champions among the active and concerned stakeholders is needed to articulate a concept note that will determine the next step to take in terms of a) reestablishing its relevance within the structural and institutional reform of the civil service, b) the technical support that is needed to resuscitate it, and c) the constitution of its secretariat and constitution. NAPAM will require, for instance, a competent public sector specialist to act as the head of its secretariat, an interim executive committee to oversee its structural renewal, and the commencement of a membership drive to stimulate awareness. There will also be the necessity of launching some flagship programmes that will bring the professional body back into reckoning within the Nigerian administrative ecosystems in terms of initiatives that connect it back to the critical issues on ground regarding the efficiency of the Nigerian civil service system as a vocational professional tasked with the responsibility of making the lives of Nigerians worth living.  

    I dare say that the responsibility for making this framework of resuscitation work lies between CORFEPS, States’ associations for retired Heads of Service and permanent secretaries, the Office of the Head of the Civil Service of the Federation and of States, the Federal and States’ Civil Service Commission, some departments of public administration in our universities and concerned stakeholder. Between these institutional platforms, bodies and associations, NAPAM stands a chance of resuming its professional mandate as a gatekeeper of the community of practice in Nigeria in the very nearest future and now. 

    • Olaopa, Chairman,Federal Civil Service Commission & Professor of Public Administration, Abuja

  • Civil Service: Corruption citadel no one talks about

    Civil Service: Corruption citadel no one talks about

    By Ogungbile Emmanuel Oludotun

    Ask a 12-year-old Nigerian teenager about the biggest problem affecting the country, and don’t be surprised if he says, “politicians.” Ask an average, frustrated Nigerian the same question, and you’ll likely hear the same whipping boy. You can’t blame them: politicians are the most visible faces of governance. But beneath the surface lies a more insidious problem: the civil service. It is the real machinery of stagnation, the hidden force behind corruption, inefficiency, and the country’s failure to progress.

    A friend once told me about his aunt, who had just relocated to the UK but was still receiving a regular salary from the government. She hadn’t resigned, nor had she been replaced. She was simply collecting free money from a system that has normalized fraud. And this is not an isolated case. Across government offices, ghost workers, budget padding, and institutionalized corruption are the norm. While politicians come and go, civil servants, the real power brokers, stay, manipulating the system to serve their interests at the expense of national development.

    The civil service is meant to be the backbone of governance, ensuring continuity in government policies, managing public resources, and delivering essential services. Ideally, it should function efficiently regardless of political changes. But in Nigeria, it has become a bureaucratic monster that stifles progress rather than facilitates it. Instead of fostering creativity and development, the system rewards mediocrity, protects corruption, and resists any attempt at reform. Even well-meaning political leaders struggle to implement change because of the entrenched inefficiencies within the system.

    Obviously, Nigeria’s civil service was inherited from the British colonial administration, which was designed for control rather than development. At independence, rather than restructuring it for national growth, successive governments merely adopted it as it was. The result: A rigid, hierarchical system that values protocol over productivity and connections over competence. Over time, civil servants began to see their jobs as lifelong entitlements rather than positions of service. Promotion became a matter of seniority rather than performance, and attempts at reform were met with resistance.

    Today, the system is bloated, inefficient, and corrupt, full of individuals who contribute little but continue to collect salaries and benefits.

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    Unlike politicians, who have term limits, civil servants remain in office for decades. They know the system’s loopholes and manipulate them for their “national interest.” Corruption is not just a problem within the civil service; it is the foundation upon which the system operates. In 2023, the senate uncovered over N3 trillion in fraudulent allocations within government ministries, departments, and agencies (MDAs). These funds were stolen through budget padding, fake contracts, and other fraudulent schemes.

    Have you ever wondered why courts often require a civil servant of a particular level to serve as a guarantor for bail conditions or to own landed property in prime areas? It always seemed puzzling to me: where do they expect these civil servants to get such wealth? But to my amazement, it is an easy feat in Nigeria’s civil service. It is often assumed that only politicians can afford lavish lifestyles, but a closer look at civil servants, especially directors and permanent secretaries, tells a different story.

    Today, many senior civil servants own mansions in highbrow areas like Maitama in Abuja, Banana Island in Lagos, and GRA in Port Harcourt. With an official salary structure that shouldn’t afford such luxury, how do they do it? Through systemic corruption, budget manipulations, contract fraud, and ghost worker schemes. While junior staff struggle with delayed salaries, top bureaucrats siphon billions.

    Again, one of the most documented frauds in Nigeria’s civil service is the ghost worker syndrome, where non-existent employees are placed on government payrolls to steal funds. In 2016, a government payroll audit uncovered over 23,000 ghost workers, costing Nigeria N2.3 billion monthly. In 2022, the Benue State government discovered over 500 fake pensioners receiving regular payments. Despite these exposures, the fraud continues. Why? Because insiders who benefit from it actively sabotage reforms.

    The inefficiency of Nigeria’s civil service is legendary. Processes that should take a few days stretch into months due to excessive paperwork, unnecessary approvals, and a culture of delay. Civil servants deliberately slow down work to create an artificial need for bribes. Business registration, contract approvals, and document processing are unnecessarily complicated. Government agencies demand irrelevant documents, forcing Nigerians to waste time and money. Civil servants arrive late, take extended breaks, and leave early. The result? A system that wastes time, kills productivity, and frustrates businesses and citizens alike.

    Meritocracy does not exist in Nigeria’s civil service. Instead, recruitment and promotions are determined by ethnicity, connections, and political affiliations. As a result, unqualified individuals occupy critical positions, making governance a disaster.

    Every attempt to reform the civil service has failed because those who benefit from its inefficiencies fight back. The Steve Oronsaye Report (2012) recommended merging or scrapping over 220 MDAs to reduce waste, but civil servants frustrated its implementation. The Integrated Payroll and Personnel Information System (IPPIS) was introduced to curb payroll fraud, yet civil servants manipulated it to maintain ghost workers. No matter how progressive a policy is, the civil service finds a way to sabotage it.

    While politicians make policies, civil servants implement them. A corrupt and inefficient civil service ensures that even the best policies fail. Funds for infrastructure projects mysteriously disappear before reaching contractors. Government projects exist only on paper, with civil servants approving payments for non-existent work. Budget allocations are inflated, and fake contracts are awarded to non-existent companies. The civil service is the real machinery of corruption in Nigeria.

    I agree that politicians are corrupt, and that will not change overnight. However, the war against corruption cannot be won if it does not start with the civil service. It is unfortunate that many of us are guilty of this directly or indirectly, we have family members or friends who are part of the system or have even offered us favours from it. Nigeria’s civil service is not just an institution; it is a deeply entrenched mafia that thrives on inefficiency and corruption. It controls the daily functioning of government, and its failures cripple the country’s progress.

    So, what needs to be done? I hesitate to suggest another round of civil service reforms because history shows they lead nowhere; they merely recycle the same inefficiencies. Instead, a massive downsizing and total restructuring should be considered. Some advocate for transparency and accountability mechanisms, but I believe the civil service needs to be broken down entirely and rebuilt from scratch.

    Until these steps are taken, no matter how good Nigeria’s leadership is, the country will remain trapped in inefficiency and underdevelopment. The civil service is the real problem of Nigeria, and without fixing it, no real change can happen.

    •Oludotun writes via <thedreamchaser65@gmail.com>

  • FCSC chairman advocates return to merit-based recruitment in civil service 

    FCSC chairman advocates return to merit-based recruitment in civil service 

    The Federal Civil Service Commission (FCSC) Chairman, Professor Tunji Olaopa, has called for the revival of merit-based recruitment processes within Nigeria’s civil service.

    Speaking at the 43rd annual conference of the Council of Civil Service Commissions in Katsina, Olaopa emphasised the urgent need to restore competency-driven practices to reposition the civil service as a pillar of national development. 

    He underscored the historical roots of the merit-based system, tracing it back to the British Northcote-Trevelyan Report of 1855, which established the principle of recruitment by merit.

    However, he expressed concern over the erosion of this principle in Nigeria’s public administration, attributing the decline to factors such as nepotism, patronage, and corruption. 

    Professor Olaopa urged stakeholders to champion reforms that would rebuild a civil service system capable of meeting Nigeria’s developmental goals.

    He said: “The Civil Service Commission was conceived as an independent body to ensure that recruitment into public service is based solely on merit. Today, we must ask ourselves if we are still upholding this founding mandate or have regressed into the practices of favoritism that the merit system was designed to replace.”

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    “I challenge the civil service commissions across the federation to reflect on their role as gatekeepers of professionalism and integrity in public administration, noting that the original intent of the merit system was to ensure the recruitment of competent, well-trained individuals who could uphold the values of public service.

    “In the Nigerian context, we must redefine what merit means in recruitment,” he said. “Are we fostering a system that prioritizes excellence, or are we complicit in practices that undermine the sacredness of our calling as public servants?”

    While advocating for a return to meritocracy, the chairman also addressed the need to harmonize merit-based recruitment with the federal character policy to ensure equitable representation across Nigeria’s diverse regions. He called for innovative strategies allowing the civil service to maintain diversity without compromising competence.

    Prof. Olaopa further outlined a roadmap for institutional reform, urging the adoption of technology to modernize recruitment processes and reduce corruption. He noted that the civil service must prepare for the future by embracing digital tools and practices to meet the demands of the evolving workforce.

    Katsina State Governor, Umaru Dikko Radda, who was represented by his Deputy, Alhaji Faruq Lawal, thanked the commission for choosing Katsina for the programme.

  • Civil service directors get training

    Civil service directors get training

    The Aig-Imoukhuede Foundation has concluded a four-week leadership and project management training programme for 61 Federal Civil Service directors from 10 Ministries.

    The programme, in partnership with Oil Producers Trade Section (OPTS) and hosted at the Office of the Head of Civil Service of the Federation (OHCSF), equipped participants with essential skills to enhance their leadership capabilities and project management expertise.

    Conducted by Phillips Consulting Limited, the training was comprised of two batches, with the first graduating on July 25 and the second on July 31, 2024. The comprehensive curriculum covered strategic leadership, project management, and business communication, equipping participants to drive positive change within their respective departments.

    “It was a privilege to be selected for the inaugural cohort of this training programme,” stated Mrs. Bosede Opeyemi Olaniyi, Director of Planning, Research, and Statistics at the Federal Ministry of Power and a participant at the training programme.

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    “When I first saw the training schedule, I was worried as it posed some conflicts with my work commitments, but the comprehensive outline quickly convinced me of its immense value. I found the project management module particularly enlightening. Beyond the academic content, the opportunity to connect with other Directors from across federal MDAs is invaluable. From the interactions in class, I realised that some challenges are not peculiar to my MDA, and now we’re building connections that will undoubtedly facilitate future collaborations and make things easier for everyone in the future.”

    Director of Programmes at the Aig-Imoukhuede Foundation, Chioma Njoku, expressed immense pride in the graduates, stating, “These dedicated civil servants have demonstrated exceptional commitment throughout the training. By investing in their leadership development, we are empowering them to become catalysts for transformation in the public sector. This training is a step towards our shared goal of improving lives of Nigerians.”

  • Repositioning the Civil Service for democratic governance

    Repositioning the Civil Service for democratic governance

    • By Ifeanyi Chukwu Afuba

    Whether said openly or in hushes, there’s a perception out there that the country’s civil services are underperforming. This poor rating of the federal and state bureaucracies is shared strongly by leaders of governments across the country. It would account, in part, for the unwillingness of political leaders to accede to meaningful wage increase for workers. Dating back to the still-born Third Republic, we have seen some state governors proposing reduction in number of working days as alternative to wage increase. But this recommendation would only be running away from a problem.

    Since the focus is on greater performance, we should be concerned with feasible approaches for “recreating” the Civil Service. Although several civil service reforms have been attempted in the past, it is to be noted that the challenges facing the administrative organ of government in the country are neither static nor permanent. They continue to vary in time, shape and content being themselves impacted by the forces of sociology and development. Furthermore, past civil service reforms tended to prioritize the bolstering of the leadership cadres rather than sustainable development of the entire workforce.

    The Civil Service Reforms of 1988, remarkable for its emphasis on career professionalism, weighed in favour of potential heads of MDAs. Rising to the apex is invariably a pyramid trip, with the number of successful candidates narrowing in the progression. While the concept of Director General created room for non-administrative officers to attain the equivalent of Permanent Secretary, this did not stir noticeable ‘interest’ in the middle and lower rungs. The new headship position was not an attraction nor incentive for hard work because the prospect of attainment was not in view.

    Anambra State governor, Chukwuma Soludo recently tried to extend the stakes factor in the appointment of 18 new permanent secretaries. This harvest of “accounting” officers for Ministries, Departments and Agencies was unique in its extent of competitiveness. The recruitment process broke with tradition in two significant ways. Pre-qualification was thrown open to all in senior management cadre. Secondly, applications were also invited from outside the Civil Service for candidates with cognate experience for the job. Doubtless, these provided a wider, richer resource pool for talents. The experiment with private sector engagement however, did not yield the intended input. The vacancies were probably not sufficiently publicized or the age factor vis-à-vis the conditions of service was seen as a disadvantage. Civil Servants retire at 60 with pension rights proportionate to number of service years. Consequently, a folk assuming permanent secretary-ship from outside the system at say, age 55 will leave at retirement age without being qualified for pension and gratuity.

    In the context of inclusivity, there is need to give the middle and lower rungs of the service not just a sense of belonging but indeed, opportunity of stakeholdership. Thus, at the various levels of the system, conditions can be created for recognition and reward of sterling performance to serve as general motivation.

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    A major problem of the Civil Service rarely captured by past reform studies is the negative attitude of many officers to democratic governments. This is a case of widespread resentment arising from the “corruption” of military rule. Till date, many civil servants rate military regimes as generally performing better than democracies. But this preference for military dictatorship actually has to do with the sense of marginalisation associated with democratic dispensations.

    It is to be remembered that military rule was structurally and politically dependent on the Civil Service for its operation. This administrative necessity opened handsome opportunities for power play among civil servants. The hitherto anonymous bureaucrats became secretary to federal/state governments; resident; senior divisional officer; local government chairman; sole administrator of parastatals and agencies, heads of commissions and so on. Permanent secretaries transited to super permanent secretaries, with sufficient clout to instigate renunciation of the Aburi Accord.

    As advisers to military regimes, top bureaucrats emerged as both policy makers and policy executors. The benefits of this empowerment trickled down to the lowest step of the officer corps with severe consequences for ethics and accountability.

    Although the generations that experienced military rule would phase out from service in the next 10 years, the heritage of the military era would continue to impact the character of the Civil Service for some time. The gaps between “with immediate effect decrees” and the rounds of participatory democracy are too wide to be underplayed. Similarly, the conditioning for illicit enrichment arising from over – exposure of ideally anonymous bureaucrats cannot be erased overnight.

    Unfortunately, the irresponsibility and looting of the Nigerian political class has fuelled nostalgia for military rule among public servants. With the winner-takes-all orientation of Nigerian politics, many an elected administration have descended on government institutions as conquered territories, seeking to subject them to partisan ends. In the event, civil servants’ resentment of democratic government festers.

    Ordinarily, the Nigerian public service is over bloated. The Stephen Orosanye Report of 2012 established the existence of 541 federal parastatals, commissions and agencies. It went ahead to recommend reduction of statutory agencies from 263 to 161, scrapping of 38 agencies and merging of 52. For Ehi Ibrahim, “trimming the civil service to a manageable size” must be undertaken before the system can achieve efficiency. When we add to above scenario, the hundreds of political offices created by elected governments, the inherent administrative challenges become clearer. Not only are some of the offices duplications of existing ones or conflicting with statutory regulations, the bossy ways of the political appointees make relations with the bureaucracy difficult.

    The first task here would be to summon the political will to cut cost of governance to the essentials. Secondly, the gulf between politicians and non-politicians can be bridged through blending of political and career offices at some levels. Closer and cooperative interactions of the two sides are necessary for smooth functioning of government machinery. Joint undertakings will also enhance civil servants’ appreciation of the government’s manifesto, thus, increasing their capacity for service delivery.

    As a product of society, our civil services are contending with the quality of our developmental efforts. The manpower of our administrative institutions are largely products of underfunded universities caught in a vicious circle of prolonged  shutdowns, commercialized academic assessment and rushed school programmes. Add to that the toll, youth addiction to social media is taking on education and the crisis stares in the face; it leaves nothing else to the imagination. And this is not the kind of deficiency Administrative Staff College of Nigeria can remedy. The situation demands a continuing education programme. Staff should not be assessed only at (four yearly) promotion intervals. Governments must ensure that every ministry has a well-stocked library. And as Stephen Olugbemi canvassed in “The Nigerian Civil Service and National Development,” the use of modern management practices and policy monitoring mechanisms will make a difference.

    •Afuba is director, Public Administration Circle, Awka.

  • Aig-Imoukhuede Foundation hails new Head of Federal Civil Service

    Aig-Imoukhuede Foundation hails new Head of Federal Civil Service

    The Aig-Imoukhuede Foundation has extended its warmest congratulations to Mrs. Didi Esther Walson-Jack, OON, on her appointment as the Head of the Civil Service of the Federation.

    The Foundation also commended the Federal Government for making an excellent choice in selecting Mrs. Walson-Jack for this pivotal role.

    Walson-Jackson is expected to resume officially on August 14, 2024.

    The Aig-Imoukhuede Foundation acknowledges the significant contributions of the outgoing Head of Service, Dr. Folasade Yemi-Esan, CFR, and expresses gratitude for her commendable stewardship.

    The Foundation also appreciates President Bola Tinubu for his astute decision in appointing Mrs. Walson-Jack to this important position.

    Commenting on the appointment, Aigboje Aig-Imoukhuede CFR, chairman and co-founder of the Foundation said: “This astute appointment reflects a commitment to ensuring effective governance and service delivery to the Nigerian people. I applaud the President for recognising the need to appoint a thoroughbred professional who has demonstrated innovative flair, integrity, and adherence to the rules and regulations of the Civil Service. I have strong confidence in Mrs. Walson-Jack’s abilities and look forward to witnessing the transformative impact she will make in this important role.”

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    The Aig-Imoukhuede Foundation remains dedicated to supporting initiatives that promote good governance, leadership development, and capacity building within the civil service. It looks forward to collaborating with Mrs. Walson-Jack in the continuing effort to drive transformative change and enhance the efficiency and effectiveness of the Civil Service of the Federation.

  • On Nigerian Civil Service as the ‘Best In The World’ debate

    On Nigerian Civil Service as the ‘Best In The World’ debate

    On 22nd June, 2024, at a sporting event organized for civil servants as part of activities to mark the 2024 Civil Service Week, the Head of the Civil Service of the Federation (HCSF), Dr. Folasade Yemi-Esan, made a fundamental claim about the status of the Nigerian Civil Service. At that event, the HCSF commended the hardworking and intelligent civil and public servants, and noted that Nigeria has the best civil service in the world. That was a most fundamental statement coming from such a significant personality in the civil service hierarchy. That statement has sufficient weight and implications as to defy the gravity of silence. And it was only just to be expected that this would not just be brought to my notice, but that I would be asked by many, including a few revered global scholars that I cannot ignore, to make a statement about it. The HCSF and I occupy positions that are key in the chain of structural and institutional integrity of the civil service system in Nigeria. We are both aware of the internal working and potential of the civil service system. But more than this, we both are sensitive to the public service value of esprit de corps, that unwritten rule about our collective responsibility and loyalty to the institutional well-being of this great institution that is responsible for transforming the lives of Nigerians as the engine room and brain box of government.

    But there is no doubt that such a statement would generate some forms of reactions from Nigerians. There would be some that would simply wave it aside as a mere statement that does not deserve a response. But, as Simon Kolawole has exemplified, there are those who take the statement with deep umbrage given that it does not represent their felt perception of the efficiency level and the image that the civil service has earned for itself within the context of Nigeria’s democratic governance. But I will go beyond these two kinds of reaction to the statement of the HCSF to articulate a more nuanced understanding of how the statement should be interrogated but without the benefits of a rebuttal or a critique, the reason that this essay is deliberately made somewhat academic. Like the HCSF, I am an insider who have a sense of the struggles and laudable visions of the HCSF and could spin her sense of the heights the civil service system needs to attain. 

    So, I think I understand where the HCSF is coming from when she made the statement. My first instinct on reading the submission of the HCSF is to imagine that a similar statement had been made in a conference of public administration experts, scholars and professionals. One methodological approach of a response to this statement—suggested by my research and comparative inclinations—would be to situate the HCSF’s confidence within the historical trajectory of the civil service in Nigeria.

    There are two significant administrative moments in the evolution of the civil service history in Nigeria that foretell its immense possibilities. The first is the immense administrative achievements of the old western region civil service, one regional administrative success story that I have studied and published on. Within the context of the Awolowo-Adebo governance collaborative paradigm therefore, the civil service in Nigeria in the ’60s became renowned as one of the best in the Commonwealth community of practice.

    The second was the critical and outstanding performance of the General Yakubu Gowon’s super-permanent secretaries before, during and after the Nigerian civil war. But then, despite having the credentials to lay claims to being one of the best civil service systems at those moments, such a statement was never made. The nuance in the story is to know why. To say a civil service system is the best in the world demands that certain administrative minimum and maximum be already in place. Indeed, such a statement would have already found the country backstopped by civil service system on top of many human development indices and ISO certification to boot.

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    Even though the grammatical form of what the HCSF said does not support my next claim, one could think that the statement was actually meant to be taken in aspirational terms. In other words, given the dedication, intelligence, patriotism and credentials of the crop of civil and public servants Nigeria is blessed with (who are unarguably a minority), as well as the quantum of reform efforts that have been sowed, the civil service has the real potential to become one of the best administrative systems in the world. It would be unfair to the HCSF to imagine that those who are grinding within the civil service system do not have a sense of how crippling the dysfunction of the system is. And yet, they keep toiling to keep afloat a system that was once one of the best and that keeps standing staunchly as the engine room for making Nigeria’s democratic governance work. And I can make a parallel claim that Nigerian civil servants are among the best I have met anywhere in the world, as I have observed for decades how they keep toiling in an impossible administrative system, and finding it hard to understand why they are being derided by everyone in spite of their best effort.

    But who has the responsibility to fix that system but the civil service profession itself?

  • Civil Service and wage conundrum

    Civil Service and wage conundrum

    Sir: The civil service- both at the federal and state levels- play pivotal and significant roles in the formation of different government policies and the execution of them. The civil service, indisputably, is the fulcrum or engine room of government. An efficient civil service will drive developmental initiatives in a country. That is the chief reason why the remuneration, promotion, recruitment, and training and re-training of civil servants should not be treated with levity by both the federal and state governments.

    A civil service that is disabled through the government’s negligence and indifference cannot achieve its objectives; neither can it be the fulcrum or engine room of the government. Nigeria’s underdevelopment is partly caused by the inefficiency of the civil service and the corruption inherent in its civil service both at the federal and state levels.

    Civil servants, who receive meagre salaries, which make them live on the margins of society, cannot perform their duties expertly and efficiently. That civil servants in Nigeria are treated badly is an incontestable fact. In some states, civil servants are paid their salaries based on the whims and caprices of states governors.

    Consequently, the civil service has become the dumping grounds for unpatriotic, undedicated, disloyal, and half-baked graduates, who could not find plum jobs in banks, multinational companies, and other reputable organizations.

    Now, labour leaders and the government are fighting over what will be the new minimum wage for workers. Both parties will, no doubt, reach a consensus on the matter. However, the problem lies in the fact that many states in Nigeria are too financially emasculated to continuously pay the huge wage bills that will result from the increment on workers’ salaries.

    Yet, incredibly, and ironically, too, our political leaders in both the federal and legislative arms of government earn jumbo salaries, although our economy is in the woods. While they live in opulence, millions of Nigerians are trapped in multidimensional poverty. Each night, they go to bed on empty stomachs, but our political leaders are busy dipping their hands in our exchequer to line their pockets.

    When civil servants are paid living wages, bright minds will find civil service jobs attractive. And they will join it. We should know that only brilliant and well-educated civil servants can help to formulate workable governmental policies, the implementation of which will leapfrog our economy to the top and place our country on the path of irreversible technological growth and rapid industrialization.

    •Chiedu Uche OkoyeUruowulu-Obosi, Anambra State.