Service’ was developed in collaboration with technical support from the DFID Federal Public Administration Programme (FEPAR) in February 2012. The institutional strengthening of the OHCSF became a critical component of this roadmap. This roadmap included:
• Review of the OHCSF mandate, structure and functions;
• Assessment and building of the OHCSF capacity; and
• Review and improvement of OHCSF operational processes.
These reviews were conducted between April and June 2012. The findings and recommendations of this exercise, including the organisational restructuring and realignment of functions, were presented to the OHCSF.
The reviews identified that the current structure was unwieldy. It had misplaced functions and there was no clear delineation of functions, which resulted in overlaps and duplication of functions and activities. It also identified that some functions were dormant or out-rightly missing. The recommended organisational development work was to evolve an optimised organisational structure that would address issues facing the OHCSF and support its future direction. The findings and recommendations were approved and prioritised for implementation.
FEPAR was invited to propose a slimmer, more efficient, fit-for-purpose organisational design for the OHCSF by harmonising and streamlining functional duplications in comprising offices, departments, divisions and units; resolving and separating functional overlaps; aligning and repositioning misplaced functions; introducing and setting up essential missing functions; developing job descriptions; and developing an implementation/transition plan.
The organisational restructuring task was approached by reviewing the OHCSF vision, mission, values/operating principles, strategic objectives and operating context. After several participatory and consultative sessions with the OHCSF the following changes were agreed and approved by the HCSF.
2.1.1 New Mandate
To be responsible for leadership, management and capacity development of all Federal Civil Servants for effective, efficient and accountable service delivery to the public.
2.1.2 New Vision statement
A modern public service organisation that provides world class service for sustainable national development.
2.1.3 New Mission statement
2.1.4 Strategic Theme for 2013-2017
Proactive, committed, result-focused and accountable civil servants;
A well-motivated, professional and ethical workforce;
A civil service that works to identify and meet stakeholders’ needs in a
timely and qualitative manner;
Implementation of effective governance and management systems for
the Federal Civil Service.
There is a need for a second phase review to ensure that we have the right people to drive the OHCSF. The next Head of Service must focus on this.
A new 3-Office Structure was evolved from the old 6-Office structure. The details of the new Office structure is:
Service policies & Strategies office
• Organisation Design & Development Department • Civil Service Transformation Department
• Leadership Management & Succession Department
Career management office
Performance Management Department
Learning & Development Department
Employee Mobility Department
Employee Relations & Welfare Department
Common services office
• Human Resource Management & Administration Department • Finance & Accounts Department
• Planning, Analytics & Monitoring Department
• Procurement Department
The new mandate, vision, mission statement and top level functional structure were approved by President Goodluck Jonathan in January 2013.
2.3 The OHCSF strategic Plan (2013 -2017)
To give impetus to the newly created functions in the Office of the Head of the Civil Service of the Federation it was critical to develop a strategic plan. The 5-year OHCSF Strategic Plan was developed to strengthen the central administrative agency’s delivery of its mandate. This document presents the new strategic direction for the OHCSF. Its strategic objectives aim to achieve the following:
• Evolve the OHCSF into a stronger and more effective central administrative function;
• Facilitate the following:
• Effective management of OHCSF’s stakeholders;
• Effective, service-wide coordinating and governance mechanisms through which the OHCSF can provide strategic leadership and guidance to relevant stakeholders;
• Identification and removal of areas of overlap and or potential conflict between the responsibilities the OHCSF and relevant MDAs;
• Develop strategies for managing the existing “pooling system”;
The Strategic Plan was developed and agreed through a highly consultative process including several retreats with the HCSF, Permanent Secretaries and Directors of the OHCSF, and outlines the outcomes of these engagement sessions and one-on-one meetings. Agreed strategic projects associated with each of the strategies, the desired outcome from each of the projects is stated in the Strategic Plan.
The key activities that will strengthen the reform during the plan period are clearly articulated in the Strategic Plan. The Strategic Objectives in the Plan are reproduced below:
Strategic Objective 1:
Proactive, committed, results-focused and accountable civil servants
Strategic Objective 2:
A well-motivated, professional and ethical workforce
Strategic Objective 3:
A Civil Service that works to identify and meet Stakeholder needs in a timely and qualitative manner
Strategic Objective 4
Implementation of effective Governance and management systems for the Federal Civil Service
The OHCSF Strategic Plan was approved in June 2014. For the first time ever, the OHCSF 2014 budget was aligned to its Strategic Plan. This was significant. Having realigned its structure and functions, the OHCSF developed a strategic plan and then derived its budget from that strategic plan. The management of the tripod of plan, people and money is the very essence of strategic planning and the OHCSF was showing an example worthy of emulation by the rest of the Service.
During the restructuring exercise the following functions were found not to be part of the core mandate of the OHCSF:
• The functions of the Bureau of Public Service Reforms (BPSR); and • The management of the old Pension Scheme.
Where the natural instinct of many public servants is to expand their territories, Alhaji Bukar Goni Aji went the other way. He focused on the overall good of the service, rather than on empire building, ego or pecuniary interest.
You need to come back for PART 4, to read how the divestment of BPSR from the OHCSF took place.