Agora policy highlights framework for Oronsaye report’s maximum impact

Onome Amuge

As the Nigerian government gears up to implement the recommendations of the Oronsaye report, Agora Policy, a think tank based in Abuja, is cautioning against a haphazard approach that could do more harm than good. The think tank has called for a comprehensive audit of the human resources and assets of the agencies that will be affected by the mergers, to ensure a smooth transition and to prevent disruptions to service delivery. 

In a policy note titled “Practical Steps for Effective Implementation of the Oronsaye Report,” produced by Joe Abah, country director of DAI and a renowned development expert, Agora Policy highlights the need for a budget to facilitate the proposed mergers. 

According to Abah, merging government agencies is a complex undertaking that requires a lot of planning and resources. He urged the government to consider the financial implications of the mergers, which may include severance packages for affected employees and the costs of integrating systems and processes. Agora Policy believes that by taking a holistic approach to the Oronsaye report, the government can avoid the pitfalls of previous attempts at downsizing the public sector.

To ensure a smooth and successful implementation of the Oronsaye report, Agora Policy recommends the creation of merger committees for each affected agency. These committees will be tasked with developing specific plans for each merger, taking into account the unique needs and circumstances of each agency.

The Oronsaye report’s ambitious timeline of 12 weeks has raised concerns about the feasibility of its implementation. Agora Policy agrees that 12 weeks is an unrealistic time frame to carry out the mergers effectively. The group proposes a minimum of six months to allow for a proper audit of the affected agencies’ assets and staff.

The Waziri Adio-led organisation stated;  “There should be an immediate independent audit of assets, as well as staff audits, of all the agencies affected.

There should be a review of mandates, management arrangements and organisational strcutures to ensure that the new organisations that emerge are appropriately sized and fit-for-purpose.

There is a need to rationalise staffing. This should be done sequentially, starting with redeploying people to other parts of the public service where their skills may be needed. However, it would be better to be upfront with the public and the trade unions that some people would have to go.”

According to Agora Policy’s policy note, the Office of the Secretary to the Government of the Federation (OSGF) needs to improve its record-keeping systems, particularly for high-profile reports like the Oronsaye report. 

While the news of the federal government’s decision to implement the Oronsaye report is encouraging, Agora Policy highlighted the need for caution in the implementation process. The group points to a policy document prepared by the Bureau of Public Service Reform in 2014, which outlines best practices for agency mergers. 

The document also emphasised the importance of proper planning, stakeholder engagement, and evaluation of potential risks and challenges. Agora Policy warns that without following these principles, the mergers could end up doing more harm than good. 

On March 7, 2024, the federal government announced the creation of a 10-member committee tasked with implementing the recommendations of the Oronsaye report within a 12-week timeframe. The committee, which was inaugurated by the Head of the Civil Service of the Federation, is expected to work with relevant government agencies and other stakeholders to develop a roadmap for the implementation of the report. 

The announcement follows a controversial suspension of implementation of the report by the administration of former president, Goodluck Jonathan in 2015.

The Oronsaye report was first released in 2011 by a presidential committee led by Stephen Oronsaye, who was then the head of civil service of the Federation. The report recommended wide-ranging reforms to the civil service, including merging and abolishing various government agencies, with the goal of reducing duplication and improving efficiency. However, the implementation of the report was suspended by the Goodluck Jonathan administration, due to concerns about the potential loss of jobs and a lack of proper planning.

“According to Agora Policy, the 12-week timeframe set by the government may be too optimistic given the legislative and administrative processes that will be required to implement the Oronsaye report. For example, the recommended merger of the Public Complaints Commission (PCC) and the National Human Rights Commission (NHRC) would require an amendment to the Public Complaints Commission Act and the National Human Rights Commission Act. Such legislative processes are typically time-consuming, and it is not clear if the 12-week timeframe is realistic.

Abah argued that the committee must clearly define the purpose of the merger in order to ensure that the process is effective and successful. He questioned whether the goal of the merger is to improve service delivery, increase productivity or reduce costs.  He also stressed that the committee must provide clear guidance on the purpose and potential impact of the merger, in order to ensure that it is implemented in a way that benefits all stakeholders.

In conclusion,Agora Policy offered 10 recommendations for the government to consider in order to ensure a successful and effective implementation of the Oronsaye report:

• Government should realise that mergers are complex endeavours that require time, expertise, planning and resources.
• Mergers cost money and there is a need to provide a budget for the exercise.
• In addition to the 10-member committee announced by the government, it would be important to set up merger committees for each agency that is to be merged.
• There is a need to sensitise the public about what is realistically achievable in the 12 weeks that the 10-member committee has been given.
• It would be prudent to allow a minimum of six months if things are to be done properly.
• There should be an immediate independent audit of assets, as well as staff audits, of all the agencies affected.
• There should be a review of mandates, management arrangements and organisational strcutures to ensure that the new organisations that emerge are appropriately sized and fit-for-purpose.
• There is a need to rationalise staffing. This should be done sequentially, starting with redeploying people to other parts of the public service where their skills may be needed. However, it would be better to be upfront with the public and the trade unions that some people would have to go. Efforts should be made to offer enhanced packages for people to go, first on voluntary basis.
• The process for subsuming agencies under other agencies, relocating them to new ministries or abolishing them should use the same principles, including audit of assets, staff audits and rationalisation of staff.
• The Office of the Secretary to the Government of the Federation should improve on its record keeping, particularly for important reports like the Joda, Ayida and Oronsaye reports and ensure that they are posted online for ease of access.