The civil service in 1990 consisted of the federal civil service, the twenty-one autonomous state civil services, the unified local government service, and several federal and state government agencies, including parastatals and corporations. The federal and state civil services were organized around government departments, or ministries, and extraministerial departments headed by ministers (federal) and commissioners (state), who were appointed by the president and governors, respectively. These political heads were responsible for policy matters. The administrative heads of the ministry were the directors general, formerly called permanent secretaries. The "chief" director general was the secretary to the government and until the Second Republic also doubled as head of the civil service. As chief adviser to the government, the secretary conducted liaison between the government and the civil service.

The major function of the director general, as of all senior civil servants, was to advise the minister or the commissioner directly. In doing so, the director general was expected to be neutral. In the initial periods of military rule, these administrative heads wielded enormous powers. For some time, the military rulers refused to appoint civilian political heads. Even after political heads were appointed, it was years before the era of "superpermanent secretaries" to end. That happened in 1975 when, after Gowon's fall, the civil service was purged to increase its efficiency. Many of the superpermanent secretaries lost their jobs, and the subordinate status of permanent secretaries to their political bosses was reiterated. Another consequence of the purge, reinforced subsequently, was the destruction of the civil service tradition of security of tenure. The destruction was achieved by the retirement or dismissal of many who had not attained retirement age.

Until the 1988 reforms, the civil service was organized strictly according to British traditions: it was apolitical, civil servants were expected to serve every government in a nonpartisan way, and the norms of impersonality and hierarchical authority were well entrenched. As the needs of the society became more complex and the public sector expanded rapidly, there was a corresponding need to reform the civil service. The Adebo Commission (1970) and the Udoji Commission (1972) reviewed the structure and orientations of the civil service to make it more efficient. Although these commissions recommended ways of rationalizing the civil service, the greatest problems of the service remained inefficiency and red tape. Again in 1985, a study group headed by Dotun Phillips looked into the problems. It was believed that the 1988 reforms, the most current measures aimed at dealing with the problems of the service as of 1990, were based on this report.

Compared with the 1960s and 1970s, the civil service by 1990 had changed dramatically. It had been politicized to the extent that most top officials openly supported the government of the day. The introduction of the quota system of recruitment and promotion, adherence to the federal-character principle, and the constant interference of the government in the day-to-day operation of the civil service--especially through frequent changes in top officials and massive purges--meant that political factors rather than merit alone played a major role in the civil service.

The 1988 reforms formally recognized the politicization of the upper echelons of the civil service and brought about major changes in other areas. The main stated objective of the reforms was "to ensure a virile, dynamic and result-oriented civil service." As a result, ministers or commissioners vested with full executive powers were fully accountable for their ministries or commissions. The director general had become a political appointee whose length of tenure was dependent on that of the government of the day; in practice, this meant that directors general need not be career civil servants, thereby reducing the latter's career prospects. Each ministry had been professionalized so that every official, whether specialist or generalist, made his career entirely in one ministry, whereas previously an official could move among ministries. A new department--the Presidency--comprising top government officials was created at the federal level to coordinate the formulation of policies and monitor their execution, thus making it a clearinghouse between the president and all federal ministries and departments.

The reforms created a new style of civil service, but the structure might change under later governments with different priorities. In the past, the attempt by every government to effect changes in the civil service produced many discontinuities. Ministries have been constantly restructured, new ones created, and existing ones abolished. Nevertheless, the 1988 reforms might solve some of the problems of the civil service, because most civil servants tended to remain in their jobs despite reorganizations. Also, the move of the capital from Lagos to Abuja the early 1990s will provide new opportunities to apply the federal-character principle in replacing Lagosian civil servants unwilling to move.

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Source: U.S. Library of Congress