Management retreat recommends strategic repositioning of NASS bureaucracy for improved productivity, accountability and transparency

A three-day retreat of the top management of the National Assembly Bureaucracy has recommended pragmatic steps and actions to take to reposition the bureaucracy for improved productivity, accountability, and transparency.

The plethora of steps, actions, and implementable resolutions are contained in a communique which is reproduced in extenso here under.

COMMUNIQUÉ ISSUED AT THE END OF A THREE-DAY RETREAT FOR THE TOP MANAGEMENT OF THE NATIONAL ASSEMBLY, ORGANISED BY THE NATIONAL ASSEMBLY IN COLLABORATION WITH THE POLICY AND LEGAL ADVOCACY CENTRE (PLAC), AND WITH SUPPORT FROM THE UK FOREIGN, COMMONWEALTH AND DEVELOPMENT OFFICE (FCDO), HELD FROM THURSDAY, 8TH TO SUNDAY, 11TH MAY, 2025, AT THE LAGOS HALL, TRANSCORP HILTON HOTEL, ABUJA

1.0 PREAMBLE

Advertisement

Recognising the evolving administrative demands and operational challenges confronting the National Assembly Bureaucracy and in furtherance of its commitment to institutional reforms, the current Management, under the leadership of the Clerk to the National Assembly, Kamoru Ogunlana, Esq., convened a high-level Retreat for its Top Management.

Organised by the National Assembly in collaboration with the Policy and Legal Advocacy Centre (PLAC) and supported by the UK Foreign, Commonwealth and Development Office (FCDO), the Retreat, with the theme “Building an Accountable, Transparent and Resilient National Assembly: The Role of the National Assembly Management”’, brought together the Clerk to the National Assembly, Deputy Clerk to the National Assembly, Clerks to the Senate and House of Representatives, Deputy Clerks to the Senate and the House of Representatives, Secretaries of Directorates, Directors and Heads or designated representatives of sister institutions: National Assembly Service Commission (NASC), National Assembly Library Trust Fund (NALTF) and National Assembly Budget Research Office (NABRO).

The objective was to engage in robust deliberation on salient administrative and strategic issues integral to the optimal functioning of the National Assembly.

The Retreat served as a strategic forum for introspection, dialogue and re-alignment, providing the Top Management with an opportunity to reflect on the operational dynamics of the National Assembly Bureaucracy and to articulate pragmatic pathways towards fostering a more accountable, transparent and resilient legislative bureaucracy.

It further sought to catalyse institutional transformation and engender forward-looking leadership at all levels of the bureaucracy.

The retreat adopted a participatory and solution-driven methodology, combining expert-led presentations, peer learning, and interactive sessions to facilitate knowledge exchange and collaborative problem-solving.

Distinguished resource persons and institutional leaders presented papers that offered both global insights and local relevance, focusing on: digital transformation and e-parliament frameworks; the imperative of preserving the institutional autonomy and identity of the National Assembly Service; workforce sustainability, including staff recruitment, discipline and competency development; modernised archival and data governance practices; and the application of artificial intelligence in legislative and administrative processes.

In addition, critical discussions were held on reviewing and strengthening the security architecture and access control systems within the National Assembly, promoting staff physical and mental well-being as a foundation for enhanced productivity and institutionalising mentorship and succession planning as essential levers for organisational growth, continuity and excellence.

2.0 OBSERVATIONS AND RECOMMENDATIONS

Arising from the presentations and interactive sessions, the National Assembly Top Management made the following observations and proffered corresponding recommendations aimed at the strategic repositioning of the National Assembly Bureaucracy for improved productivity, accountability and transparency.

2.1 OBSERVATIONS:

The National Assembly Top Management notes:

i. there is a need to further enhance the capacity of the National Assembly to promote professionalism and merit-based service delivery;

ii. put in place mechanisms to enable management to discharge its functions in line with the extant rules and regulations;

iii. that the digitisation of legislative and administrative processes through an integrated e-Parliament framework remains critical to modernising legislative operations to enhance transparency and improve service delivery;

iv. that the significant deficiencies in the National Assembly’s current access control systems, including the outdated technology, procedural bottlenecks, and vulnerabilities in institutional security, pose risks to the safety of the National Assembly;

v. the critical need to develop and implement competency-based recruitment frameworks to effectively guide appointments, promotions and disciplinary actions within the Service to promote meritocracy, enhance transparency and ensure that human resource decisions align with organisational goals and performance standards;

vi. the inadequacy of current retirement preparedness mechanisms and the emotional and procedural challenges associated with service exit underscores the necessity of a structured pre-retirement training for potential retirees, identity confirmation systems and timely processing of retirement benefits;

vii. the absence of an integrated and autonomous internal security structure within the National Assembly results in an over-reliance on external security agencies and operational inefficiencies in managing security in the National Assembly;

viii. the absence of institutionalised mentorship frameworks and deliberate succession planning mechanism constitutes a barrier to leadership continuity as well as organisational learning and stability during transitions;

ix. the need for closer synergy between the National Assembly Clinic, Health Maintenance Organisation (HMO) and relevant health institutions to ensure efficient service delivery, or even developing a HMO for the National Assembly Service, as the physical and mental well-being of the Service’s workforce is directly correlated with productivity;

x. the current number of Directorates and their overlapping functions may lead to conflicts of roles and duplication of duties;

xi. that the leadership practices within the organisation often focus on short-term fixes rather than sustainable, long-term solutions that address the root causes of challenges;

xii. the limited emphasis on structured Directorate and Departmental Work Plans with clear goals, timelines, and responsibilities, weakens organisational alignment and strategic execution;

xiii. that organisations driven by systems rather than personalities are more likely to evolve into resilient and enduring institutions; therefore, the National Assembly Management is urged to adopt a system-driven approach to its administration;

xiv. that a disciplined system with structured processes and accountability mechanisms, is essential for consistent performance and sustainability.

xv. the need and necessity for a coherent action plan, with clear milestones and assigned responsibilities, to operationalise outcomes from the retreat and ensure measurable impact.

2.2 RECOMMENDATIONS

In light of the above observations, the Top Management recommends the need for the National Assembly to:

i. enhance the capacity of the National Assembly to promote professionalism and meritocracy in service delivery;

ii. put in place mechanisms to enable management to discharge its functions in line with the extant rules and regulations;

iii. develop a phased roadmap for digital transformation, including capacity building for staff, system integration, cybersecurity protocols, and digitisation of legislative data and records through the National Assembly Library Trust Fund (NALTF);

iv. conduct a comprehensive audit of existing access control systems and deploy upgraded, technology-driven solutions, including biometric and smart identity systems in line with international best practices;

v. develop and implement competency-based recruitment frameworks to guide appointments, promotions and disciplinary actions, in order to promote meritocracy, enhance transparency and align human resource decisions with organisational goals and performance standards;

vi. establish a Directorate of Parliamentary Security Services (DPSS) comprising two distinct departments, namely: the Security Services Department and the Sergeants-at-Arms Services Department with clearly defined functions, with the Security Services Department assuming responsibilities currently handled by external security agencies, and this Directorate should also include a well-trained Arms Squad and a dedicated Rapid Response Team to ensure swift and effective internal security operations.

vii. introduce a standardised, multi-stage pre-retirement programme encompassing seminars, counselling, documentation and transition support as well as ensure full implementation of pension entitlements and benefits within a specified time;

viii. establish institutionalised mentorship and leadership development programmes, including succession planning mechanisms, to promote intergenerational knowledge transfer, preserve institutional memory and ensure leadership continuity and organisational stability;

ix. strengthen partnerships with the Health Maintenance Organisations (HMO), National Health Insurance Agency (NHIA), and the Nigeria Social Insurance Trust Fund (NSITF) to improve infrastructure and services at the National Assembly Clinic as well as developing a HMO for the National Assembly Service alongside introducing workplace wellness programmes and stress management interventions;

x. streamline the number of Directorates and their functions to forestall role conflicts and duplication of duties;

xi. adopt a leadership approach centered on sustainable solution finding by conducting root cause analyses and implementing strategies designed to deliver enduring impact beyond immediate problem-solving;
xii. institutionalise a vision-setting process across Directorates and Departments to define clear strategic direction, inspire stakeholder commitment and provide a consistent framework for planning defined goals with timelines, responsibilities and execution;

xiii. shift the organisational culture from personality-driven leadership to system-based governance by embedding institutional memory, collective ownership and process dependency;

xiv. Institutionalise clear systems and standard operating procedures (SOPs) to guide operations, monitor performance and ensure transparency and consistency across the organisation; and

xv. establish a Retreat Monitoring and Evaluation Task Team or engage the Department of Monitoring, Evaluation and Compliance to track progress and report quarterly to Management to attain the vision of the National Assembly ‘to be a professional, proactive, efficient, effective bureaucracy of the legislature’.

3.0 CONCLUSION

The Retreat concluded with a renewed sense of purpose and commitment to advancing a more accountable, transparent and resilient National Assembly bureaucracy. Overall, the participants expressed profound appreciation to the Clerk to the National Assembly, Kamoru Ogunlana, Esq., for his exemplary leadership and unwavering commitment to institutional excellence. Special commendation also goes to the Deputy Clerk to the National Assembly, Engr. B. A. Yero and the entire Top Management Team for their active engagement and support.

Furthermore, the Management acknowledged the invaluable partnership and contributions of the Policy and Legal Advocacy Centre (PLAC), with the generous support of the UK Foreign, Commonwealth and Development Office (FCDO), whose collaboration significantly enriched the substance and delivery of the retreat. Sincere appreciations are equally extended to the resource persons and the Secretariat for their diligent efforts in ensuring a seamless and successful retreat.

In moving forward, the Management of the National Assembly is strongly urged to take ownership of the outcomes of this retreat and translate them into actionable reforms that would institutionalise a culture of excellence, enhance organisational performance, and secure the long-term credibility and effectiveness of the National Assembly bureaucracy.

MEMBERS OF THE COMMUNIQUÉ DRAFTING COMMITTEE

● Mr. Rawlings Agada – Deputy Clerk (Legislative) Senate [Chairman]

● Barr. Charles Yoila – Director Litigation & Counselling [Member]

● Barr. Michael Habila Dauda- Director Legal Drafting [Member]

● Dr. Fineman Guy Goyei [Member]

● Mr. El-badawy Hussaini Hassan [Member]