1

OVERVIEW OF THE FEDERAL CIVIL

SERVICE STRATEGY AND
IMPLEMENTATION PLAN
2021-2025
(FCSSIP25)
THE NEW CIVIL SERVICE
 CONTENT 2

 INTRODUCTION
 REFORM DEFINITION
 WHY THE NEW CIVIL SERVICE REFORMS
 REFLECTIONS OF THE APPROACHES TO REFORMS TO NIGERIA
 FEDERAL CIVIL SERVICE STRATEGY AND IMPLEMENTATION PLAN 2021-2025 (FCSSIP25)
CONCEPTUALISATION
 VISION AND MISSION
 CORE VALUES
 FCSSIP25 PILLARS
 ACHIEVEMENTS
 STRATEGIC RESULTS
 CONCLUSION
PRESIDENCY 3

HIS EXCELLENCY HIS EXCELLENCY DR. FOLASADE YEMI-ESAN

BOLA AHMED TINUBU CFR
GCFR SEN. KASHIM SHETTIMA GCONHEAD OF THE CIVIL SERVICE OF THE FEDERATION
PRESIDENT, COMMANDER-IN-CHIEF OF THE VICE PRESIDENT, FEDERAL REPUBLIC OF
ARMED FORCES NIGERIA
FEDERAL REPUBLIC OF NIGERIA
 REFORM 5
DEFINITION

CHANGE INTERVENTION
A planned and systematic
A process of effecting intervention aimed at
change in order to make producing a fundamental
things work better. change involving
innovation,
modernization, and
attitudinal re-orientation
in terms of values and
service
delivery

PURPOSE OF REFORMS:
The quest to bring about improvement in both the
processes and quality of service delivery.
 6
WHY THE NEW CIVIL SERVICE REFORMS

Specifically, the reforms that are ongoing in the Service are targeted at
the following problems under listed:
 Lack of accountability in
 Erosion of Public Service Values procurement,
 Aging
Budgeting and accounting systems
Workforce
 Weak 
and procedures
and inapprpraite Poor conditions of Service and low
organisational structures  remuneration
 Poor Succession Poor/Ineffective Leadership
 Planning
Unproductive work operations  Lack of Innovation
and systems
 The preponderance of ‘Ghost Workers’ Inadequate deployment of Information
 Absence of systematic and Communication Technology in Service
training
 REFLECTIONS ON THE APPROACHES TO
REFORMS IN NIGERIA
 Reforms were undertaken in the civil service
in an uncoordinated manner
 Prescriptive in methodology
 Lacked inclusive participation of Civil Servants
 Lack of collective ownership by Civil Servants
 Operationalisation problem in the
implementation stage
 Sustainability problem
 FCSSIP Conceptualisation
 The Federal Civil Service Strategy
and Implementation Plan (FCSSIP)
was first developed in line with
the Economic Recovery and
Growth Plan of the Federal
Government and ran from 2017 -
2020. It is known as FCSSIP20 .
 There were notable gaps in its
implementation
7
 The appointment of Dr. Folashade

PAGE
Yemi-Esan, CFR as the HOS in
2019 gave great impetus to the
implementation of FCSSIP20.
 Introducing FCSSIP25
 Federal Civil Service Strategy and Implementation
Plan 2021- 2025 otherwise known as FCSSIP25 is
the successor plan to FCSSIP20.
 It was approved by the Federal Executive Council in
December 2021, and was launched by the
President on 23rd June 2022.
 FCSSIP25 enjoys the political buy-in of the different
tiers of government in the country. At the last
meeting of the National Council on Establishment 8
held in Yola, FCSSIP25 was accepted as a valid and

PAGE
authentic blueprint for the transformation of the
Service.
 Copies of FCSSIP25 have been circulated to all the
Ministries across the federal service and Heads of
INTRODUCTION TO FCSSIP (2021- 7
2025)
 FEDERAL CIVIL SERVICE STRATEGY AND
8
IMPLEMENTATION PLAN 2021-2025 (FCSSIP25)
• The Federal Civil Service Strategy and Implementation Plan 2021-2025
(FCSSIP25) is a successor plan of the Federal Civil Service Strategy and
Implementation Plan 2017-2020 (FCSSIP20), developed to consolidate
on the successes recorded, achieve more milestones and ensure the
sustainability of the reforms already started.

• The Plan was developed to through multi stakeholder consultation with

input from Public and Private Sectors, Civil Societies Organisations as
well as Development Partners. The Plan was aligned to the Medium
Term National Development of the Federal Government
• The Plan was approved by the Federal Executive Council (FEC) on
December 15th, 2021 and launched on June, 23, 2022 during the Civil
Service Day Celebration.
 FCSSIP25…… CONT’D 9

FCSSIP25 is targeted to help the Civil Service direct its efforts and
resources to the needs and interests of citizens by:
 Having clarity and relevance on the Vision, Mission and Core Values of
the Civil Service;
 Having a roadmap to actualise the Vision, Goals, Objectives and
proposed activities and programmes of the Service in the next five
years;
 Aligning the strategic direction with the needs of citizens and the
National Development Agenda;
 Enhancing the Civil Servants’ effectiveness and efficiency in service
delivery to citizens;
 Establishing a framework for tracking performances and taking
corrective actions; and
 Adopting a communication and change management plan that will
ensure sustainability of the positive transformation.
FCSSIP25 CONTD… 10
The plan was developed on the strength of the following characteristics
IMPAC ACTION
T PLAN
HIGH IMPACT SPECIFIC AND
PRIORITIZATION ON ACTIONABLE
INTERVENTIONS. IMPLEMENTATION

GOVERNANC
E
CLEAR GOVERNANCE
STRUCTURE TO DRIVE
EACH REFORM AND
MONITOR PROGRESS

PARTNERSHI
BUY- IN P
DEFINE PARTNERSHIP
STRONG CHANGE VALUE PROPOSITION FROM
MANAGEMENT AND PRIVATE SECTOR AND
COMMUNICATION PLAN DONOR SUPPORT
IMPLEMENTATION
VISION AND MISSION 11
 CORE VALUES 12

A M P L E
ACCOUNTABILI PROFESSIONALI LOYALTY
MERITOCRACY EFFICIENCY
TY SM • Allegiance to the
• Take • Provide • Being productive • Carry out correct
constitution of the
responsibility and task in the right
opportunities to country
for something or communicating • Obey rules and way
the most capable • Work smarter to
action you have appropriately regulations of the
and talented as meet set targets
• The state of Service all the time
taken opposed to those • Be committed and • Complete task in
• Readiness to with less practice of doing
faithful to the the least amount
have or own up one’s job with
capability and Service of time possible
skill, competence, • Render loyal and
to one’s action, talent with the least
courtesy and faithful service to
judgment or • Grant available amount
ethics your employer all
failure opportunities, • The act of being the time of resources
• Responsible for status and reward responsible, team • Act in good faith and • Utilize time
and answerable on the basis of oriented and in accordance with saving strategies
the rules and that increase
for one’s action performance
 13

Capability Building and Talent

01
Management

Institutionalise Performance
02
Management System
FCSSIP25
PILLARS 03 Improve IPPIS-HR Module

04 Institutionalise
Innovation

05 Digitalisation – Accelerating Delivery

of Content Services Platform
Staff Welfare – Enhancing Value
06 Proposition for Civil Servants
 1
CAPABILITY BUILDING

1 AND
TALENT MANAGEMENT
PILLAR 1: CAPABILITY BUILDING AND TALENT MANAGEMENT
14
This is aimed at developing and strengthening
1 the skills, abilities and attitude of Civil/Public
Servants to enable them contribute effectively
to organisational goals for National Growth and
Development. Training programmes are
redesigned to target real workplace
competence. The Pillar focuses on:
• Roll-out of Structured Mandatory Assessment –
Based Training Programme (SMAT-P) trainings
for all Grade Levels (Basic GL 07 – 10,
Intermediate GL 12 - 14 and Advanced GL 15 -
17) in the Civil Service using the
instrumentality of blended learning approach;
• Accelerate and sustain Leadership
PILLAR 1: CAPABILITY BUILDING AND TALENT MANAGEMENT …….CONT’D 15

1 • Introduce induction training for political

appointees – DG/CEOs, Special
Advisors/Assistants, etc. and newly recruited
officers;
• Improve induction training for newly recruited
officers;
• Conduct of specialised training – conversion to
Planning Cadre;
• Monitor and evaluate capacity building
programs Service- Wide;
• Develop and launch open competition and Free
Agent System (OCFAS) to compete for special
postings, deployment, desks and positions; and
 1

2
PERFORMANCE
MANAGEMENT SYSTEM (PMS)
PILLAR 2: INSTITUTIONALISE PERFORMANCE MANAGEMENT SYSTEM
(PMS) 16

PMS was adopted to replace APER as a mechanism

2 by which the performance of Officers will be
monitored, assessed and evaluated in line with the
Key Performance Indicators (KPIs) contained in the
performance agreement that is consistent with the
respective mandates of Ministries, Departments and
Agencies (MDAs) in the National Development Plan.
The Pillar focuses on the following
• Finalise the PMS policy and guidelines;
• Finalise performance measures at the individual
and unit levels e.g. KPIs and targets;
• Introduce regular performance appraisals and
dialogues;
•
PILLAR 2: INSTITUTIONALISE PERFORMANCE MANAGEMENT SYSTEM
(PMS) 17

2 • Implement an effective incentive and

consequence management system;
• Introduce development plans that incorporate
employee development objectives and component
(career objectives, interest, motivation, etc.) in
performance plans;
• Professionalise Human Resource Management;
• Publish annual reports on PMS;
• Report dashboard metrics across MDAs at timely
intervals; and
• Introduce performance related pay system –
establishment of PMS pool of fund in the Service -
Wide vote, etc.
 1
IMPROVE INTEGRATED PERSONNEL AND PAYROLL

3
INFORMATION MANAGEMENT SYSTEM – HUMAN RESOURCES
(IPPIS-HR) MODULE
 PILLAR 3: IMPROVE INTEGRATED PAYROLL AND PERSONNEL
18
INFORMATION SYSTEM – HUMAN RESOURCES (IPPIS-HR)

3 IPPIS was introduced to improve the effectiveness and

efficiency in the storage of personnel records and
administration of monthly payroll in such a way to
enhance confidence in staff emolument cost and
budgeting. The pillar is aimed at improving the HR
component of the IPPIS in the following areas:
• Accelerate ongoing verification of Civil/Public
Servants;
• Fully deploy the HR component of IPPIS such as
Learning Management, Self-Service, etc.;
• Conduct of end – user and self - service training for
IPPIS users in MDAs
• Take ownership of IPPIS;
 1
INSTITUTIONALISE INNOVATION IN

4 CIVIL/PUBLIC SERVICE
PILLAR 4: INSTITUTIONALISE INNOVATION IN CIVIL/PUBLIC SERVICE
19

The Pillar is aimed at creating and sustaining enabling

4 environment for the practice of innovation,
development of sustainable solutions for innovative
service delivery. It is also to encourage Civil/Public
Servants to think outside the box instead of
conventional way of thinking by initiating some
innovative ideas and by extension, address
contemporary challenges bedeviling the Federal Civil
Service.
The Pillar focuses on the following:

• Create and sustain an enabling environment for the

practice of innovation;
• Establish Innovation Division in all MDAs;
• Develop sustainable solutions for innovative service
 1
DIGITALISATION: ACCELERATING DELIVERY

5 OF CONTENT SERVICES PLATFORM

PILLAR 5: DIGITALISATION: ACCELERATING DELIVERY OF CONTENT
20
SERVICES PLATFORM

5 This is aimed at achieving overall improvement in

information sharing and collaboration across MDAs
through digitalisation as it will be cost effective in
terms of time and resources. Digitalising the work
process in service would speed up operations by
saving time spent in carry out a task, increase
productivity and employee effectiveness, simplify
overall document management process and ensuring
information reaches the right people, in the right place
and at the right time.
The Pillar focuses on the following:
• Creation of official email address for all Civil/Public
Servants;
 1
STAFF WELFARE – ENHANCING VALUE

6 PROPOSITION FOR CIVIL/PUBLIC SERVANTS

PILLAR 6: STAFF WELFARE – ENHANCING VALUE PROPOSITION
21
FOR CIVIL/PUBLIC SERVANTS
6 This is aimed at providing effective motivation for
Civil/Public Servants to discharge their duties effectively
and efficiently. The Pillar focuses on the following:
• Accelerate salary harmonisation;
• Standardise welfare packages;
• Improve non monetary incentives;
• Accelerate Social Hosing Programme for Civil/Public
Servants and subsidise mortgage to cut cost of
borrowing;
• Launch Federal Public Service Bus Scheme
• Improve health and safety of Civil/Public Servants;
• Launch the Federal Public Service Entrepreneurship
Programme (FPSEP) two core training components; and
• Automate Group Life Assurance Administration.
ACHIEVEMENTS
  4,003 trainedACHIEVEMENTS
22
on SMAT – P
 1st Batch of 118 Lead- P Officers graduated in May, 2022 and currently mentored by
Permanent Secretaries
Capability  Batch 2 of LEAD-P Officers currently on internship across MDAs
1
Building and  Introduced induction training for Permanent Secretaries and Political Appointees.
Talent 135 CEOs trained
Management  Introduction of Computer-Based Test for Combined Promotion (COMPRO)
Examination. Over 13,000 sat
 Conversion/Training of Officers from other cadres to Planning Cadre:
• 1st Batch 214 Officers trained and graduated as Planning Officers in 2021 and
posted to MDAs
• Federal Civil Service Commission (FCSC) has approved their re-designation.
• Batch 2 selection concluded in 2022 and awaiting training
 Fully functional Performance Management Department (PMD) to operationalise of
Institutionali PMS Service-wide
2
se PMS  Developed and circulated Policy and Guidelines for PMS
 OHCSF supervised MDAs’ development of Standard Operating Procedures (SOPs)
 Developed framework for linking institutional Performance Management with
Employee Performance Management
 OHCSF is ISO Certified as a first step for ensuring all other MDAs acquire ISO
Certification for their services
 ACHIEVEMENTS….CONT’D 23

Detection of 1,618 fake/illegal employment letters

Continuous suspension of Officers from IPPIS platform for not uploading their records

Acceleration of on-going verification of Public Servants.
3 Improve 
66.464 officers verified across core MDAs in FCT and 6 Geo-Political Zones
IPPIS- HR 
Ongoing verification of officers across non-core MDAs in the FCT and 6 Geo-Political Zones

Verification of 205,411 Officers in non-core MDAs
Module

Partial utilisation of self-service functionalities

Training of 2,948 end-users in all Ministries

3, 657 officers investigated by ICPC for not being present for Verification audit

Authentication of all waivers and appointment letters of staff of all core Ministries issued by
the Federal Civil Service Commission (FCSC) or Ministries
 Completion of verification exercise for 3,465 officers recruited and those absorbed into the
mainstream from 2017-2019

Institutionali Institutionalised Innovation culture in Service through the establishment of Service Innovation
Division across MDAs
4 se
 Trained 100 staff of Service Innovation Division across 25 MDAs
Innovation
 Monitoring compliance of MDAs on the establishment of SID
 Sustenance of the annual innovation competition since 2020
 The 2022 Edition of innovation competition has been concluded
 Deployment of innovative ideas from 2020 to date
• Anonymous Reporting System (ARS)
• Implementation of work space management solution for the Federal Secretariat Complex
 ACHIEVEMENTS….CONT’D 24

 Sensitization of Director of Reform, ICT and HRM in 35 MDAs and

development of roadmap for replication of Enterprise and Content
5 Management (ECM) at MDA Level
Digitalisatio 
n-
Promotion of scanning of Policy and Personal Files Service – Wide
 Promotion of the Use of official email addresses for official purposes
 Upgraded Local Area Networks (LANs) in MDAs
 Conducted training on ISO 9001 (2015) for 40 Officers
 ISO 9001 2015 Quality Management System Certification
 Building partnerships with infrastructure providing MDAs to ensure
adequacy of power and communication in support of the digitalization
 policy
Groundbreaking ceremony of 116 housing units at Gwagwalada, Abuja
 Agripreneurship Programme was launched on 27 March 2023
6 Staff Welfare
 1st batch of the Agripreneurship is made up of eighty-seven (87) participants from four (4)
MDAs including the OHCSF identified for Agripreneurship training
 Procurement of insurance cover for FG employees service-wide with the payment of
annual premium
 Payment of backlog of death benefits to over 1000 beneficiaries to the tune of a minimum
of N2billion annually from 2021 till date
 Sensitization of Group Life Assurance (GLA) Desk Officers in MDAs Service- Wide
STRATEGIC
RESULTS
 STRATEGIC RESULTS BY 2025 25
 Improved staff competencies and skills: this will be achieved through well
targeted and funded programmes across Grade Levels through the SMAT-P,
LEAD – P, induction trainings, etc.
 Result- based performance and meritocratic environment: for Civil and
Public Servants with clarity on metrics (e.g individual KPIs) linked to
incentives (monetary and non- monetary)
 Clear career path value proposition (i.e training, benefits, salary) that
retains top talent
 A more innovative Civil Service that brings in innovation from within and
outside the service: to improve service delivery via dedicated innovation
Division and innovation challenges
 Value driven Civil Service with Civil Servants through “AMPLE” Core Values
 Improved productivity and governance for HR administration across all HR
processes (e.g payroll transfers, promotions, recruitment, training) in full
transparency on Civil and Public Servants in the system;

[Link]
 CONCLUSION 26

 The Nigerian government is demonstrating strong political will to solve

all the identified problems in the country’s Federal Civil Service
 Civil Servants must consciously conform with the requirements of the
new digital Civil Service.
 The Civil Servants’ attitudinal and behavioral disposition must be
favorable and supportive of the changes that the ongoing reforms are
throwing up
 The Civil Servants have an important role to play in consolidating the
gains of all the ongoing reforms and must accept responsibilities as
THANK YOU