Tag: civil service

  • ‘Civil Service critical to change agenda’

    The National Productivity Centre (NPC) Director-General (DG) Alhaji Kashim Akor has identified the civil service as critical to the actualisation of the present administration’s change agenda.

    The civil service, he said, could help reposition the other sectors through a productivity mindset and culture.

    Akor spoke at a productivity sensitisation lecture organised by the NPC for grade levels 07 to 12 workers of the Federal Character Commission (FCC) at the commission’s headquarters in Abuja.

    The lecture, according to the D-G, was to create productivity awareness and enhance civil servants’ capacities for efficient service delivery.

    He decried the poor attitude of workers to work. “The civil service must improve its productivity in order to achieve growth and revitalise the economy against the backdrop of accelerating globalisation and international competitiveness, exponential increase in the unemployment rate and the dwindling oil revenues,” he said.

  • Why civil service is ineffective, by ex-Perm Sec

    Why civil service is ineffective, by ex-Perm Sec

    The immediate past Permanent Secretary, Federal Ministry of Communication Technology, Dr Tunji Olaopa, has identified the pitfalls in the civil service system, which may hinder the changes that Nigerians want desperately in governance

    Olaopa explained that the civil service system has remained stagnant since the First Republic in spite of the many changes that institutions of government have gone through.

    According to him, the colonial rulers laid the theoretical and value foundation for the civil service but the nation has refused to undertake a deconstruction of the system to reflect the changes which government institutions have gone through since then.

    The stagnancy, Olaopa said, makes the civil service incongruent with modern governance system to drive the change agenda of the current President Muhammadu Buhari’s administration.

    Olaopa spoke while addressing reporters in Ibadan on the establishment of the Ibadan School of Government and Public Policy, which he said was established to fill the gap.

    He said: “A lot of the things we practise in government lack theoretical basis when talking about public sector management system.

    “They are more like common sense. A whole lot of these were conceived properly in the First Republic because the colonial administrative system taught the first generation, brought them up in the knowledge of what the parameters are what you can call the theoretical and value foundation for the civil service institutions.

    “But even the institutions have changed over time. Yet, we still carry on based largely on experience, rarely rigorously deconstructing the institutions to reflect the changes.

    “These are the factors constraining effectiveness of some of these institutions.”

  • Reforming the Nigerian Civil Service: my struggles, my pain, my triumphs (II)

    I prefaced this long series, in the first part, with a narration of the pain of exit and how for me, retiring from the Nigerian Civil Service (NCS) is definitely not the end of my reform business to transform a system I have dedicated twenty seven years of my life to. I made the point that exit simply implies that I am transitioning from being a critical insider to becoming a critical outsider who can bring an external perspective to bear on what the civil service has done wrong, what it has done right and in what direction we can move it towards becoming a world class institution. For me, my institutional life may have come to an end, but my foot is still caught in the mat of the institutional dynamics of the NCS. I am too involved to just bid goodbye to a system I see as being critical to the coming national glory of Nigeria.

    But first, it is necessary that I tell the story of how I came to be in this system in the first place. I must say it has nothing to do with fascination or coincidence. Far from it. Rather, I would say Providence perhaps planned it all along! I am a scholar by heart. My original and lifelong desire is to be a philosopher. I have a sanitized spirit that is suitable for contemplation, and the cloistered life of the ivory tower.

    In my projection, if I would ever come in contact with administrative matters, then it would be on the pages of critical and scholarly books and conferences. Opting for Political Science, rather than Philosophy, but I was deluding myself all along-reality is much stronger than projections! And the reality in the late eighties for me, while I was in the postgraduate school, was that I needed survival on the Abraham Maslow hierarchy of my need so urgently, before I could think of climbing the ladder of self-esteem towards scholastic attainment. The Nigerian Civil Service, through the Presidency, came to my rescue. And at the centre of my entry dilemma was Professor Ojetunji Aboyade. He played several subtle roles that played out into larger future dynamics for me as a critical change agent in the reform of the civil service system in Nigeria. ‘To be a catalyst,’ Theodore Zeldin informs, ‘is the ambition most appropriate for those who see the world as being in constant change, and who, without thinking that they can control it, wish to influence its direction.’

    Ojetunji Aboyade was exactly that, an intellectual catalyst that turned my rabid fear of systemic dysfunction in the civil service into a serious fascination with the dynamics of institutional change. He influenced the direction that would become cogent for me to becoming a change agent. He supplied me with the intellectual prism from which to refract the dysfunction into a philosophy of reform. And that became the research dynamics which I have pursued since I determined to pursue a doctorate hinged around the consuming desire to understand the operational dynamics of the civil service system in Nigeria. I was however very lucky to have entered the civil service when Prof. Aboyade was struggling with Nigeria’s development struggle through policy designs and advisory professionalism. Aboyade came into public service with all the energies of a committed intellectual ready to inject sound ideas and practices into the system. Unfortunately, Nigeria was at that point under the terrible pathology of the Dutch and Double Dutch Disease arising from the oil windfall of the 70s. It was not long before all his tight implementation schedules and the tightening of the Development Planning praxis met the fundamental challenge of weak institutional and executive capacity in the civil service and national valueless-ness. Aboyade was therefore caught in between development visions, policies and plans, on the one hand, and implementation and development outcomes on the other. This was with the full conceptual awareness of the intellectual current of the time that was hinged on the seminar contributions of institutional economists and implementation researchers whose advocacy birth the dominant though controversial reform theory of our age, the new public management (NPM) paradigm.

    This was precisely the depressing administrative context within which I began my initiation into the civil service system and public administration research. The redeeming factor for me was that it was also an incredible period that gave birth to critical research dynamics spearheaded by Aboyade himself. I had no choice at the time but to accept Aboyade’s challenge to me-‘You need to transform from being just a researcher to be a change agent; with the transformation of the civil service system through expert knowledge and reform as your mission’.  And the initiation I needed came when I became Assistant Secretary to the White Paper Panel on the Ayida Public Service Review Panel of 1995 through invitation. The Ayida Review Panel was commissioned to revisit the 1988 Civil Service Reform which had failed to redress the administrative system into a desired projection. Its task was to reinvent those factors that would facilitate the restoration of the civil service into an effectively performing institution.

    Being the technically-minded member of the White Paper Panel’s Secretariat was a blessing! It afforded the internal perspective in articulating and interrogating all aspects of administrative system. But in a concrete sense, this was the point at which my research focus took hold and took off. The dynamics that connects the Prof. Dotun Phillips Study Report, the Koshoni White Paper, the Decree 43 of 1988 and the Ayida Review Panel gave me the intellectual impetus to commence a critical interrogation of the civil service system in its entirety and the condition for its institutional reform. For instance, as Assistant Secretary to the Ayida Review Panel, I had the opportunity to not only confront the weaknesses of Decree 43, but also the limitations of the Ayida Panel Report itself. It immediately became clear to me that theory and practice must be integrated if a committed reformer must achieve a coherent and robust rejuvenation of the civil service system in Nigeria that speak to the nuanced chemistry of the administrative system. Theory and practice are already implicated in the complex and complicated trajectory of linking vision of reform to its implementation, especially within a difficult administrative context like Nigeria.

    So, after a thorough Masters degree in political theory, public administration offers the most immediate theoretical entry point into the challenge of understanding the civil service system in Nigeria. By 2002, I had the second privilege of heading a technical team from the Management Service Office (MSO) that was to undertake a strategic planning study and exercise that could facilitate the proper restructuring of the system. This study turned out to be a conceptual revelation for me because, apart from the exposure it afforded through Donor Agencies technical assistance that enable study tour of over 25 public services around the globe, it threw up those critical questions that enabled me jumpstart my doctoral reflection on the civil service. These fundamental questions remain fundamental to the reform of the Nigerian civil service: (a) what kind of public service does Nigeria need to successfully manage the dynamics of a transition from military authoritarianism to civilian democracy? (b) How can the vision of building a public service that works for the people be realised within the shortest possible time? (c) How can the size of the chronically imbalanced bureaucracy, with a structure that harbours 70% of the workforce at the unskilled level, be streamlined? (d) How can the skills deficit at the senior management levels be corrected through re-skilling and the injection of skills from other sectors, without a far-reaching process of painful rightsizing and declaration of redundancies? (e) What are the appropriate personnel policies, pay structure and operational cost ratios that are most cost effective and consistent with the optimal productivity level of the national economy? (f) How can the civil service be made more sensitive to the political objectives of policy makers and be, at the same time, accountable to the people as clients without its independence and professionalism being undermined? (g) What should ministries, departments and agencies (MDAs) be doing that is different from what they have been doing to become strategic partner in national transformation?

    When my research got under way, I was buoyed by the enthusiasm about what is possible. Ludwig Wittgenstein, the German philosopher, accurately captured my dissertation mood: ‘The riddle does not exist. If a question can be framed at all, it is also possible to answer it.’ The bubble of reform enthusiasm that began a long time ago, stayed with me till retirement. It nearly burst through the many terrible encounters of disillusionments, frustrations and dejection. Once, at reform training in Wellington, New Zealand, a renowned reform expert specifically told me: ‘With your passion and depth of knowledge for reform, be ready for war!’ My reform efforts bred friends and foes. But it also generated invaluable theoretical, historical and practical insights that are the sine qua non for transformation. One of the achievements of the doctoral dissertation is that it enabled a concise but critical assessment of the trajectory of reform in Nigeria, especially from 1974 to date. I will examine this in the next part.

  • Earthquake hits civil service

    Earthquake hits civil service

    Buhari retires 16 perm secs

    THE NEW PERMANENT SECRETARIES

    • Mrs. Ayotunde Adesugba
    • Alhaji Mahmoud Isa-Dutse
    • Mr. Taiwo Abidogun
    • Dr. Bukar Hassan
    • Mrs. Wakama B. Asifieka
    • Mr. Jalal Ahmad Arabi
    • Mr. Sabiu Zakari
    • Mrs. Obiageli P. Nwokedi
    • Mr. Aminu Nabegu
    • Mr. Bamgbose O. Oladele
    • Mr. Alo Williams Nwankwo
    • Dr. Shehu Ahmed
    • Mr. Ogbonnaya I. Kalu
    • Mrs. Nuratu J. Batagarawa
    • Mr. Christian C. Ohaa
    • Mr. Bassey Apkanyung
    • Mr. Louis Edozien
    • Dr. Ugo Roy

    Sixteen permanent secretaries were retired yesterday from the federal civil service.

    The Federal Government appointed 18 others and assigned portfolios to 36.

    Before yesterday’s sudden overhaul, which Presidency officials said was geared towards strengthening the Service, the permanent secretaries held a meeting with President Muhammadu Buhari at the Presidential Villa.

    A source at the meeting said the President informed the permanent secretaries who were leaving that it was time to go and wished them well in their future endeavours.

    The source said affected were those senior to the Acting Head of Civil Service of the Federation, Mrs. Winifred Ekanem Oyo-Ita.

    Mrs Oyo-Ita, who assumed office on October 21, was said to have wept at the meeting after the names of those to go were unveiled.

    A statement by the President’s Special Adviser on Media and Publicity, Mr. Femi Adesina, said that the appointments and deployments were with effect from yesterday.

    Thirty-six ministers-designate will be sworn in today and deployed in ministries.

    Although the names of the retired Permanent Secretaries were not made available, some prominent ones are missing on the list. These are: Alhaji Ismaila Aliyu (Defence), Dr. Godknows Igali (Power), Dr. Tunji Olaopa (Science and Technology), Dr. Linus Awute (Health) and Nebolisa Emordi (State House).

    The new permanent secretaries are: Mrs. Ayotunde Adesugba, Alhaji Mahmoud Isa-Dutse, Mr. Taiwo Abidogun, Dr. Bukar Hassan, Mrs. Wakama Belema Asifieka, Mr. Jalal Ahmad Arabi and Mr. Sabiu Zakari.

    The others are: Mrs. Obiageli Phyllis Nwokedi, Mr. Aminu Nabegu, Mr. Bamgbose Olukunle Oladele, Mr. Alo Williams Nwankwo, Dr. Shehu Ahmed, Mr. Ogbonnaya Innocent Kalu, Mrs. Nuratu Jimoh Batagarawa, Mr. Christian Chinyeaka Ohaa, Mr. Bassey Apkanyung, Mr. Louis Edozien and Dr. Ugo Roy.

    The Permanent Secretaries in 36 ministries and agencies are: Dr. Shehu Ahmad – (Agric & Rural Development), Mr.Sunday Echono – (Communications), Alh. Sabiu Zakari (Transportation), Mrs. Ayotunde Adesugba – (Information & Culture), Amb. Danjuma Sheni (Defence).

    Others are Dr. Shade Yemi-Esan (Education), Mrs. Fatima Mede – (Budget & National Planning), Alh. Mahmoud Isa Dutse (Finance), Amb. Bulus Lolo (Foreign Affairs), Dr. Amina Shamaki (Health), Mr. Aliyu Bisalla (Industry, Trade & Investment)

    Also deployed are Mr. Bassey Akpanyung (Internal Affairs), Mr. Taiwo Abidogun (Justice), Dr. Habiba Lawal (Science & Tech)., Dr. Clement Iloh (Labour & Productivity), Dr. Jamila Shu’ara (Petroleum Resources), Mrs. Binta Bello (Women Affairs) and Dr. Babatope Ajakaiye (FCT)

    The others are: Mrs. Rabi Jimeta (Water Resources), Dr. Bukar Hassan (Environment), Mrs. Wakama B. Asifieka (Niger Delta Affairs),  Mr. Istifanus Fuktur (Solid Minerals), Mr. Christian Ohaa (Youth & Sports) Mr. A.G. Magaji (Works & Housing), Mr. Louis Edozien – (Power), Mr. Jalal Arabi (State House).

    Also newly deployed are: Mr. Mohammed Bukar (General Services Office, OSGF), Mr. Abbas Mohammed (Ecological Fund Office, OSGF), Dr. Ugo Roy  (Council Secretariat), Mr. Aminu Nabegu  (Special Services Office, OSGF,)  Amb. Bamgbose Akindele (Political Affairs Office, OSGF), Mr. Alo Williams Nwankwo (Economic Affairs Office, OSGF), Mrs. Obiageli Nwokedi (Special Duties Office, OSGF), Mr. Innocent Ogbonnaya (Career Management Office, OHCSF), Mr. S.K.Y. Adelakun (Common Services Office, OHCSF) and Mrs. N. Batagarawa (Service Policy & Strategies Office, OHCSF).

    No Permanent Secretary was listed for the Ministry of Aviation.

     

  • Photo: Civil service head hands over in Abuja

    Photo: Civil service head hands over in Abuja

     OUTGOING HEAD OF THE CIVIL SERVICE OF THE FEDERATION, MR DANLADI KIFASI (R),  HANDING OVER TO HIS SUCCESSOR, MRS WINIFRED OYO-ITA, IN ABUJA ON THURSDAY
    OUTGOING HEAD OF THE CIVIL SERVICE OF THE FEDERATION, MR DANLADI KIFASI (R), HANDING OVER TO HIS SUCCESSOR, MRS WINIFRED OYO-ITA, IN ABUJA ON THURSDAY
  • Why civil service is declining – Buhari

    Why civil service is declining – Buhari

    President Muhammadu Buhari on Monday gave reasons why the Nigeria’s civil service has been declining over the years.

    He blamed it on inability of successive administrations to clearly articulate a vision and develop the required capacity to implement various components of the vision.

    Buhari was represented by Vice President Yemi Osinbajo at the launching of a capacity building programmes for public servants, Structured Mandatory Assessment-based Training Programme (SMAT-P) and Leadership Enhancement And Development Programme (LEAD-P) at the Old Banquet Hall of the Presidential Villa, Abuja.

    He said: “Many who mourn the decline of the civil service today from its days as ‘primus inter pares’ in the Commonwealth to one which has earned a reputation for inefficiency, low productivity, corruption and insensitivity to the needs of the public fall into the error of thinking that the problem is a poverty of ideas and capacity on the part of the civil service; whereas, it is the inability to clearly articulate a vision, ensure that the service develops the required capacity to articulate and implement the various components of the vision.

    “Here, we’re launching capacity building initiatives designed to strengthen the leadership at all levels in the service and build a new performance management system. But the fundamental questions are: what is the ethos, the ethical and ideological world view that the service is to deliver? To what purpose do we deploy leadership skills and for what ends? How can we measure performance when the objective itself is unclear?

    “Without clear answers to these questions, the service will grope in the dark and take the government and people along with it on a blind-leading-the-blind voyage. So, what sort of country do we envision?

    “We want to build a nation with the citizen as its reason for being and thus its sole focus and responsibility. The citizen regardless of station in life must be respected by the governing authorities and treated with dignity. Flowing from these is the imperative that our society must be governed by the rule of law administered by a trustworthy, fearless, impartial and efficient judiciary.”

     

  • Shun corruption or leave service, Buhari tells civil service

    Shun corruption or leave service, Buhari tells civil service

    President Muhammadu Buhari on Thursday warned civil servants to shun corruption or be ready to leave the service.

    The Permanent Secretary, General Services in the Office of the Secretary to the Government of the Federation (SGF), Mr Mohammed Bukar‎ disclosed this to State House correspondents after meeting President Buhari along with other officials of the SGF.

    They were at the Presidential Villa, to brief President Buhari on the activities of the office.

    Bukar said that President Buhari warned the civil servants that the rules and laws guiding Public service must be adhered to strictly.

    “We have received a mandate to work harder. He has given us a very strong warning that change has come and every public servant has to sit up. We will give our best to support the government.

    ‎”We told him what we have been doing in support of the government’s policies and the president promised to give us the support and the political will to do our job better,” Bukar stated.

    ‎Speaking on the building of centenary city project, Bukar disclosed that the former Head of State, General Andulsalami Abubakar, who chairs the Centenary Limited Board, would brief President Buhari on the project on Friday.

    According to him, no single kobo has been taken from the account of the Federal Government of Nigeria for the project.

    “No kobo of government went into the building of centenary city,” he said.

  • Photo : Ministry of Environment meets with Buhari

    Photo : Ministry of Environment meets with Buhari

    PRESIDENT MUHAMMADU BUHARI (5TH L); HEAD OF THE CIVIL SERVICE OF THE  FEDERATION, MR DANLADI KIFASI (5TH-R); PERMANENT SECRETARY, MINISTRY OF ENVIRONMENT, MRS NENE FATIMA MEDE (4TH L) AND OTHER OFFICIALS OF THE MINISTRY AFTER THEIR MEETING WITH PRESIDENT BUHARI AT THE PRESIDENTIAL VILLA IN ABUJA ON TUESDAY.
    PRESIDENT MUHAMMADU BUHARI (5TH L); HEAD OF THE CIVIL SERVICE OF THE FEDERATION, MR DANLADI KIFASI (5TH-R); PERMANENT SECRETARY, MINISTRY OF ENVIRONMENT, MRS NENE FATIMA MEDE (4TH L) AND OTHER OFFICIALS OF THE MINISTRY AFTER THEIR MEETING WITH PRESIDENT BUHARI AT THE PRESIDENTIAL VILLA IN ABUJA ON TUESDAY.
     PERMANENT SECRETARY, MINISTRY OF ENVIRONMENT, MRS NENE FATIMA MEDE, BRIEFING STATE HOUSE CORRESPONDENTS AFTER A MEETING WITH PRESIDENT MUHAMMADU  BUHARI AT THE PRESIDENTIAL VILLA IN ABUJA ON TUESDAY.
    PERMANENT SECRETARY, MINISTRY OF ENVIRONMENT, MRS NENE FATIMA MEDE, BRIEFING STATE HOUSE CORRESPONDENTS AFTER A MEETING WITH PRESIDENT MUHAMMADU BUHARI AT THE PRESIDENTIAL VILLA IN ABUJA ON TUESDAY.
  • ‘Efforts are on to rid Civil Service of bad eggs’

    ‘Efforts are on to rid Civil Service of bad eggs’

    Civil servants have been fingered in most, if not all, cases of stealing in Ministries, Department and Agencies of government. The Chairman, Federal Civil Service Commission, Joan Ayo, in this interview with our correspondents, VINCENT IKUOMOLA and FRANCA OCHIGBO, describes the situation as an abnormality which the commission is set to correct.

    There are reports that appointments go on in the ministries without recourse to the Federal Civil Service Commission

    Let me first explain the issue of regularisation. Since I got in as the chairman of the commission, we started advertising vacancies for appointments, appointment is the same as what you call recruitment but we call it appointment because that is how it is spelt out in the constitution. Now, hitherto, if there was no advertisement, the positions would just be filled. But for transparency and meritocracy, I started advertising. But we can only advertise when vacancies are declared and brought here because the civil service commission does not create vacancies. The vacancies are declared and forwarded through the office of the Head of Service with a waver forwarded from the ministries, the parastatals are not under us. But for those ones we can speak for, we advertise. Initially, it used to be in newspapers but now we are building our own web portal which we now use for recruitment. Recruitment is now online as far as this commission is concerned. This is a major step we have taken, so we process only and then we interview personally. Now after we have interviewed and some people are selected, they are issued temporary letters of appointment. With that letter, they either report to office of Head of Service or straight to their ministries. With that temporary appointment, they document them; that is when they go through their certificates again with them to check their qualifications. After six months, the names of the candidates are forwarded back to us for regularisation. Regularisation simply means they have been documented and accepted.

    The level of corruption in the service today is alarming; does this not bother the commission?

    Only this last week I have had to deal with serious cases involving level 15 and above. We handed twenty-two to law enforcement agents, we’ve had to send three away from the service, just within these few weeks and some have gone in the process of answering query and all that. That is just at that level, and we have sent back this information to office of head of service for further investigation so we can follow the procedure.

    Just as you have crimes all over the country, so we have offences here too and that’s why I told you that the civil service is a reflection of its society. So, I hope you now understand what is meant by regularisation; it is all part of the process of checks and balances in the way we absorb people into the service. The MDAs had to cope with the increasing responsibility of the service, and because of this increase in responsibility they have the opportunity to absorb more youths into the service and then of course we also have what we call waver for disadvantaged states. You know I’ve told you that even during recruitments some states have high scores, some have very low scores without compromising merit. You have to accept that because if your own best is 70, then that’s your best; if your best is 60 that’s your best, in life we are all not of the same height.

     Is there any benchmark?

    There is always a benchmark based on each state, there is always a benchmark based on each recruitment exercise. Like JAMB, each exam differs in its own cut off point, so there can’t be a static measurement or benchmark.  So, when we have this disadvantage, the one I have been involved with has to do with two states including the Federal Capital. We had taken the waiver before I got here, the waiver was conveyed by the president through the office of head of service to us and governors of the states concerned were involved in the exercise. The presidential waiver was to bring directors to fill the quota for some disadvantaged states. As at the time I came in as Chairman, there was discrimination in transfer within the service. I had to step in to ensure meritocracy and political neutrality.  I insisted that all the candidates be interviewed and the best from different senatorial districts were picked in line with the federal character principles.

    But the perception out there is that there is still serious imperfection in the system.

    I can speak for myself. For me to have risen to the level of a director, the first set of directors in the service with decree 43 in 1988, for me to have become a permanent secretary and to have left without blemish by the grace of God. For me to have come back in 1999 to serve two presidents as a senior special assistant on economic matters without any blemish and for me to have risen to this level, excuse me it’s too late in the day for me to spoil this name. The only thing I have to my credit is my good name; the only thing I have given to my children is my good name. I am not going to spoil my name because I want to recruit somebody. I accepted this job because I felt that I needed to plough back to the society what the society has put in me. I have gone on courses all over the world as a civil servant. I want to see people behave the way I used to behave as a civil servant.  I want to tell them what it means to be a civil servant and it is my effort in telling them that they are feeling inconvenient. Like I said, within the past four months, three officers at that level have left or are in the process of leaving the service because of the fraud they have been involved in. They don’t support the continuity of what we are doing.

    Comparing what was obtainable then and what we have now in the service, where did we miss it?

    Let me say this, we have lost the core values of the civil or public service and these core values are what we want to re-enact or re-enforce. When you see a soldier, you know who a soldier is. He greets you good morning even if its 2pm, that is part of their unwritten tradition. The civil service has its unwritten tradition also and it has its own formal tradition and we imbibed these core values on the job. Yes, you may have your own natural tendency to be polite, to have been brought up in some good families; but then the moment you come into the civil service the core values mould and sharpen you to the extent that you now comport yourself as a civil servant.

    What are these core values?

    Meritocracy; this is the first one. Our founding fathers, when they negotiated our independence during the constitutional conferences between 1952 and 1960, adopted for meritocracy and political neutrality as the first basic core value to shape what we call the public service then. The civil servant was only seen not heard. Impartiality, regardless of your tribe, your race, your ethnic background, your religion; once you are on this job, you must be impartial, accountable and transparent.

    Talking about IPPIS, there is the rumour that the system is compromised, which has led to names of some people who are not workers on the federal government payroll

    Since we started doing the capturing here, we have not had that. Before now, it was not done here, but since it was brought here and became part of the IPPIS committee, we have insisted that it must be put here because we have their files and that is the check and balances that we have brought into all this. Many things used to happen in the past, but with what we have put in place, it is not possible. If we have ICT integrated public service, it will cut down drastically on fraud in any form.

    There is this argument that the waiver favours some region above others, and is also being abused..

    No, there are two sets of presidential wavers that I met on ground. The first one originated from the office of Head of Civil Service of the Federation. It was a memo sent to Mr. President, I think between 2010 and 2011 just to provide jobs for our teeming youths. They expanded the work force in the service, they expanded each ministry to be able to accommodate more intake giving the new role each ministry was to play because over the years the roles of the departments have expanded. So, based on that, the then president approved what they called 984 presidential waver for 2011, 2012, 2013. By the time we got here in 2012, they had done the first set, they were on the second set because it was supposed to last for three years at that stage. It was something that was on-going.

    Integrity crisis is one of the issues currently confronting the service, and many people would rather refer to them as “evil servants” for lots of reasons.

    I never liked to hear these, because civil service is my only constituency and I accepted this job because integrity has to do with character. In fact, I was given this job, I’m sorry if I am being personal, but for that reason we have come to the system based on the integrity, the character that we have imbibed. Let me say this, every nation deserves the civil service it has because the civil service is a product of that society, but when you come in here we start imbibing in you the core values that I first mentioned and that is what has taken so long for everybody to imbibe because somewhere along the line these core values were dropped.

    You asked me a question about how it happened. In the history of the civil service, I trace it back to the military era, when the public service commission was degraded by the then government of the day and since then the standard started falling because before now the public service commission was the epitome of service excellence. They were highly segregated and protected from the society, but then one government came and said the public service commission was too powerful and that very day, without any recourse to rules and regulations, it was dissolved and then it was the issue of things falling apart and the centre could no longer hold. The then chief justice of the federation, who tried to advise the then government that it was not in line with the constitution for the public service commission to be sent packing even without any reason, was sacked and then the constitution was suspended. Not only that, there was a massive purge of the public service.

    The procedure in the service is that before anybody is sent packing, he or she must be given a fair trial or hearing. How do we do that in the service? You issue a query, but during the purge nobody was given this opportunity to explain; the whole thing was just done. But before this happened, the civil servant were so committed to the job because he had this sense of security on the job. But because it happened like an aberration, something that has never happened before, public servants now started saying that their job was no longer secure.

    Has the commission disciplined any officer in recent time?

    Several, I cannot list them. You know, they come from all the ministries; we discipline every day. But let me tell you the procedure for discipline. For grade levels 03 – 7 it is the junior staff committee within the ministry that handles that, while from 08-14 it is the senior staff committee that will handle that, and like I said the procedure is the same. The committees issue query and their recommendations are subsequently forwarded to the federal civil service commission and then we sit to decide whether they are fair or not because in everything we also maintain fairness and equity. Sometimes, we even increase the level of punishment far above the recommended disciplinary measure and sometimes we say no, that is too much for this offence, while sometimes and in most cases we concur.

     For staff investigated by the ICPC or EFCC, do you wait for the case to be concluded before disciplinary measures are carried out?

    No, immediately such happens they are suspended; they are issued query and suspended and once they are established they are handed over to the police for prosecution and we don’t interfere with that.

     There are always huge crowd gathered in front of FCSC during recruitment exercise. Are there no better ways the exercise could be carried out?

    That used to be, but now because of the efforts we have made, they now apply online. These are the measures we have put in place based on integrity. You cannot come here when there is an advertisement and say you want any form. When I got here, applicants in their numbers used to besiege the commission for forms and this encouraged fraud.  In fact, the first one we did before we put the website in place, we found some people selling forms on the roadside and when they were nabbed by the police they confessed that it was printed at Oluwole in Mushin, Lagos. So it is all part of the product of our society. We have managed now to remove forms from advertisement, we tell you our website to fill online and we process online and you can see how quiet this place is, and if you see people coming in and out now, they may be people coming in for IPPIS.

    What about the use of transfers to bring in cronies to the service?

    When we came on board, we discussed that transfer, proper placement and conversion were abused. As a result, circulars were issued placing transfer on hold until situation was normalised while proper placement and conversion were completely abolished. This was done to address the frustration being faced by civil servants, especially as it affects promotion.

    What about the alleged absorption of political office holders into the federal civil service?

    No former aide of the former president, vice president, ministers or any key political appointee has been absorbed into the Federal Civil Service as being alleged in some quarters. Recall that in 2011, a presidential committee, under the chairmanship of Alhaji Adamu Fika, was set up, in which the Chairman of the Commission (FCSC) was a member. The committee recommended that anybody who has occupied a political position will not be absorbed into civil service. However, where a career civil servant is seconded to work in the office of a political appointee, he/she is allowed to come back to office because he has gone to serve as a career civil servant. There are extant circulars to this effect. Those making these allegations are challenged to name such persons and their ministries.

     

  • Old Western Regional Civil Service as best practice for nationwide reform ( II )

    Old Western Regional Civil Service as best practice for nationwide reform ( II )

    The fifth reform reference in the western region was the establishment of regular consultative forums that were meant to facilitate the smooth running of the organisation. Apart from the town-gown meetings, there were two other legs in consultation. The second was regular, once a month, meetings with permanent secretaries and professional heads of what used to be called departments but now understood as parastatals or agencies (which is the catch as much of public sector performance depends on effective oversight of agencies), to calibrate organisational objectives and find solutions to thorny administrative concerns. The third leg was the institution of a regular Public Service Forum as a critical discussion opportunity, especially for lower level officers, where issues and questions of significance to the civil service were discussed. The sixth innovation that Adebo took serious in facilitating a strong productivity profile among civil servants was a prestigious framework of staff development—especially a housing policy (at the Old Bodija in Ibadan) and a tenured privilege which ensures that the service took care of a performing servant and ensures such a person is guaranteed an opportunity for a reasonably decent living and a reassuring pension.

    There was, as the seventh reform framework, a vibrant social-work balance that saw to it that the civil service did not swallow up the entirety of a person’s life. Adebo saw that it would be counterproductive to keep people at work throughout the week without any semblance of sociality. All works and no play makes a civil servant unproductive! All the social compensations put in place always ensure that you return to your work almost always refreshed and with new insights. The eighth and final reform best practice that oiled the productivity profile of the old western region civil service was a democratic industrial relations framework within which labour is taken along in every decision making process. Adebo’s experience as a former secretary of the Nigerian Union of Railwaymen came in handy to prevent the kind of adversarial relationship of today wherein each party considered its own interests and locked out those of others.

    ‘In the end,’ says Donald Trump, ‘you’re measured not by how much you undertake but by what you finally accomplish.’ And in his administrative accomplishment, Adebo proved that leadership and innovation are indeed necessary conditions for high-end performance and productivity that could transform the development quotient of any government. In history, it is rare for any government to commend its civil service. There’s always some underlying antagonism that is short of sabotage between those who wield real power and those who supposedly play second fiddle to power. Yet, when Chief Obafemi Awolowo gave his valedictory speech at the Western Region, he was magnanimous in his commendation of a civil service that was ‘exceedingly efficient, absolutely incorruptible in its upper stratum, and utterly devoted and unstinting in the discharge of its many onerous duties.’

    However, translating these innovations unto the institutional framework of a larger-than-regional civil service requires more. And this is all the more so when such a national civil service is right in the throes of bureau-pathological maldevelopment. In the last part of this series, we will sort through the administrative predicament of the Nigerian civil service and examine how reform could transform its performance profile.

    Bureau-pathologies and the Way Forward

    In the first part, we outlined how the organisational development profile of the federal civil service became short-circuited. The first reason was through the trumping of meritocracy by the principle of representativeness that was meant to pacify Nigeria’s ethnic diversity. The second malforming factor was the decision by the three heads of the major political parties to return to their various regions with the best of their administrative officers. These two critical events led to a serious undermining of the capability readiness of the federal civil service, as the business organ of the Nigerian national government, to fulfil the promises of independence for Nigerians.

    The reform of the Nigerian civil service, which had been ongoing since its inauguration in 1954, had only been yielding minimal dividends. Rather, from independence till date, the trajectory of organisational development of the institution was characterised by series of disruptions, false starts, hiccups, misinterpretations, administrative misses and fortuitous breakthrough that make it very difficult for the system to achieve a critical rethinking and reconsideration of our administrative framework. The simple reason for this is that before it reached maturation and commenced an institutional reformation, the Nigerian civil service became too bureaucratic to allow for its own reform. Like the British civil service in the late 50s and the 60s, the Nigerian counterpart equally became ‘a great rock in the tideline’—it developed an administrative class that, at the height of service’s professional success, did not discern the extent of rot that would engulf the status quo it defended before decay set in since 1975.

    What were the symptoms of this bureau-pathology? The first, one of the most immediate consequences of the Nigerianisation Policy and the principle of representativeness, was an obscene bloatedness not only in size but in workforce composition that led to a crippling redundancy. On the one hand, there was an administrative incidence, which persists till today, in which too many people are doing too little; too many doing nothing and too few doing too much. On the other hand, the boated workforce creates a situation of trained incapacity or blind conformance in which contributions of managers, for instance, are valued not according to their merit but according to one’s rank in the hierarchy. This inherent dysfunction of the administrative framework predisposes officers only to be methodical and discipline as they respond to bureaucratic pressure which compels them to adhere only to rules and regulations as an end rather than a means.

    The second symptom of bureau-pathology is that unlike the Awolowo-Adebo model, the administrative leadership in the Nigerian Civil Service today enjoy insufficient authority, recognition and respect of the political class to be in a position to engineer fundamental change and thereupon, build maintain and reinvent the celebrated professionalism that the service enjoyed in the 60s up to the mid-70s. The third symptom is generated by a worrisome ageing factor that ensured that those who are retiring are taking with them the much needed managerial and institutional competences and successors are not forthcoming. The succession gap is further complicated by the low quality of the graduates from tertiary and government training institutions. Lastly, the managerial revolution that has since the 80s transformed the nature of work around the globe seems to have largely bypassed most of our civil services.

    The unfortunate implication of all these institutional deficits translate into a very deep damage to the implementation capability readiness of MDAs which are supposed to serve as the powerhouse of the civil service for policy management and implementation. The MDAs, as it were, are operating within the context of two conflicting administrative business models for reform—Weberianism and managerialism. In a summary, the Nigerian civil service, through its MDAs, is locked into an execution trap. This trap speaks to the MDAs’ lack of capability readiness to convert policies to an efficient and effective service delivery framework. To use a vehicle metaphor, the jet engine that ought to drive the civil service has been replaced by that of a Beatle engine. The execution incapacity of the MDAs is traceable to two major deficiencies, namely, (a) a fundamental conception-reality gap that ensures that the local condition and environment of administration in Nigeria almost always work contrary to the intent and trajectory of reforms; and (b) the institutional framework for thinking about reform in the civil service is equally deficient because the passion for reform is not accompanied by the knowledge of what it takes to successfully manage a reform process. Specifically, the MDAs are bedevilled by four chronic gaps—policy, process, capacity, resource and performance.

    So the challenge is to reengineer or, to further our earlier vehicular metaphor—‘ring the engine’, to alter the elements of the MDAs’ management system as a business model and capacitate them to achieve effective execution of national development agenda. Capacitating them also raises the question of how they could at once be enabled to adapt to changes based on national imperative to improve productivity. This demonstrates the inevitability of implementing a civil service reform package that would be fundamentally different from existing reform frameworks, and essentially pay homage to the desire for transformation itself. One straight and unorthodox commencement point which serves as a nod to the strength of leadership in administrative reform is to recommend for the top echelon of the civil service executive a compulsory reading of Adebo’s memoir, Our Unforgettable Years. It can serve as a first lesson on how to become the public servant, or even constitute the civil service, that Nigeria requires today. As Benjamin Disraeli would say, in the extreme: ‘Read no history: nothing but biography, for that is life without theory.’ In this context, for civil servants, the autobiography would serve as a useful complement to administrative history in Nigeria—an insightful reminder that as civil servants we can leave our names and reputations etched in national stone.

    Leadership is the first of the nuts and bolts of administrative reform. Other reform efforts complement leadership at both the general and specific levels. Generally, governance reform requires, at most: (a) deploying a new governance model which controls the national development constraining factors and long-standing structural weaknesses impeding the nation’s performance determinants that we all understood as the ‘Nigerian Factor’; (b) installing a new productivity paradigm that harnesses scarce resources optimally and deploys our best talents within and in Diaspora as multidisciplinary Think Tank and managers to the pressure points of the national economy that enables creativity and innovation as a national culture; and (c) in the face of dwindling national revenue due to the recent slump in global oil price, the nation needs to launch a new and integrated Waste Reduction Management System hinged to a new Maintenance Culture Model for restoring our ageing capital stock and restoring national infrastructure within the framework of the National Integrated Infrastructure Development Strategy. A core component of this strategy would entail faithful implementation of local content policy with the restoration of technicians and artisans cadre to institute new national labour standards and work culture. There is a need for a bi-partisan core Stakeholders movement around a national campaign to change current a-developmental national mental model and value system especially as they manifest in money-induced political behaviour and a culture of ‘something for nothing’ in wealth creation.

    At the strict administrative level, we need to spend the next 3-5 years to put in place a paradigm for rethinking the way we conduct the business of government. There is however a compelling need for fundamental shift in the intellectual base of the civil service moderated by new mentors and coaches as managers and supervisors, who will be able to lead employees, develop programmes and projects and apply e-government and PPP models to deliver better services and better integrate resources and programmes. A critical mass of such managers and administrators will, Adebo-style, oversee the recalibration of skills and competences that will lead to the appointment and retention of those Prof. Gratten has called ‘serial masters’—a new managerial corps with in-depth knowledge and competencies in a number of critical but mutually reinforcing domains. This leadership and managerial framework would be enough to rescue the MDAs from the dilemma of conflicting business models, and direct its impact points towards national imperatives. Furthermore, technological penetration and changing service’s business model also challenge our capacity to redefine the role of the public service and change structures and processes based on our ‘core competences’ and those services that will be contracted out to leverage capacities of the private sector and other non-state organizations. The speed at which civil servants are adjusting to the demands of technological literacy required for the system’s transition into the information age need acceleration. A productivity-indexed compensation structure rooted in job evaluation and manning level analysis and a sustainable model of wage adjustment is desirable. This will take us away from current politically reactive decision making model that supports adversarial industrial relations.

    It seems incontrovertible to me that the civil service remains one of the solutions to Nigeria’s predicament—an agent of socioeconomic transformation. Yet the Nigerian civil service has remained less than optimal in its historical mandate. The Awolowo-Adebo leadership model in the old Western Region was singular enough to engineer the infrastructural transformation of that region in history. Can that success story be recreated at the national level? Yes. Are we ready to proceed? The jury is still out on that score.

    (Being excerpt of lecture delivered as Guest Speaker at the 7th Summit of the Heads of Service in the South-West Geopolitical Zone hosted by the Lagos State Government at Alausa, Ikeja on Wednesday, 28th of January, 2015.)

    •CONCLUDED