Civil service must own its reforms, digital tools —Walson-Jack

…Says she’ll choose the civil service again if she were to begin a new career

The Head of the Civil Service of the Federation, Mrs Didi Esther Walson-Jack, has undertaken many changes in the federal public service.

One is the digitalisation of the service. She completes her tour of duty this month and retires from the public service. In this exclusive interview with Soni Daniel, Northern Region Editor, Walson-Jack speaks about what informed her push for the transformation of the civil service and how she feels as the HoCSF under President Bola Tinubu’s administration.

Excerpts:

What prompted the series of reforms that have now defined the Civil Service in Nigeria?

The present series of reforms was prompted by the recognition that the Nigerian Public Service had to take greater ownership of its transformation. Historically, many reform initiatives were conceived or strongly influenced by external development partners, including institutions such as the World Bank.

While those interventions made valuable contributions, they did not always originate from the Service’s own assessment of its most pressing challenges. Over time, the Public Service came of age and began a more deliberate internal conversation about its problems, priorities and aspirations. Through consultation with civil servants and other stakeholders, we identified the systemic issues affecting performance and then applied what we call ‘high-impact prioritisation’ by concentrating limited resources and institutional attention on the reforms capable of producing the greatest impact.

This changed the reform model fundamentally. The problems are identified internally, the priorities are owned by the Service, and the solutions are developed from within. Development partners and other stakeholders remain important, but their support is now aligned with priorities established by the Nigerian Civil Service itself. That sense of ownership has given the reforms greater relevance, coherence and prospects for sustainability.

Would you say that these reforms have brought succour to civil servants and those who have retired?

Yes, the reforms have brought considerable succour to serving and retired civil servants, although reform is a continuing process and we cannot claim that every challenge has been completely resolved. The reforms deliberately address the entire career journey of a civil servant. This includes improved capability building, structured learning and development, talent management, performance management, professionalisation of human-resource functions, innovation, and digitalisation to improve productivity and service delivery. However, reform cannot be only about systems and productivity; it must also improve the lives of the people who make the Service work. That is why staff welfare is a major priority.

Recent interventions include the ₦10 billion annual housing-loan scheme for civil servants; improved duty tour allowances, estacode, book allowances and other entitlements; operationalisation of the Employee Compensation Scheme for work-related injuries and losses; and stronger access to health and social-protection programmes.

So, the answer is clearly yes: measurable progress has been made on several fronts. But welfare is not a single intervention or destination. The work must continue until every civil servant feels the impact during service and every retiring officer can transition into retirement promptly, securely and with dignity.

In your view, have the reforms ended the trauma of pensioners who used to wait endlessly for their entitlements?

I would not say that the trauma has been completely eliminated, but substantial progress has been made. It is also important to clarify the institutional responsibilities involved. The administration and regulation of pensions under the Contributory Pension Scheme fall primarily within the mandate of the National Pension Commission, while the Pension Transitional Arrangement Directorate manages pensioners under the Defined Benefits Scheme. Pension reform is therefore not solely the responsibility of the Office of the Head of the Civil Service of the Federation. Nevertheless, these institutions serve the same people, and the government must function as a single system. The Office collaborates with PenCom, PTAD, the Office of the Accountant-General of the Federation and other relevant institutions to improve the transition from active service to retirement and make pension administration more seamless.

Within our own mandate, we have strengthened exit-management arrangements, including pre-retirement preparation, offboarding and post-retirement support. Most significantly, the Federal Executive Council approved an Exit Benefit Scheme, effective from 1 January 2026, under which eligible retiring federal civil servants receive a gratuity equivalent to 100 percent of their total annual emolument. This complements the Contributory Pension Scheme and is intended to enable officers to retire with greater dignity and financial security. We are also seeing improvements in pension processing and payment, but the proper answer is that this remains a work in progress. The objective is not merely to reduce delays; it is to reach a point where no officer who has served the country honourably experiences uncertainty, indignity or hardship while waiting for legitimate retirement benefits.

To what extent do you think the reforms have tackled indiscipline and corruption in the Public Service?
The reforms have significantly improved the measures in place to address indiscipline and corruption within the Public Service, although it would be overly optimistic to claim that these issues have been completely eradicated.

One of the primary approaches has been a cultural transformation aimed at creating an EPIC Civil Service, characterised by Efficiency, Productivity, Integrity and a Citizen-Centric focus. This cultural shift is crucial because merely implementing rules and technological tools cannot bring about meaningful change without a corresponding change in employees’ attitudes and behaviours. Civil servants must recognise that public office is a position of trust, emphasising that citizens, rather than the bureaucracy, are the primary focus of service.

Additionally, we have made strides in enhancing transparency through digitalisation. By implementing Enterprise Content Management Systems, we have established traceable electronic workflows. This innovation makes it increasingly challenging for files to be hidden, delayed or manipulated, as the trajectory of a file, including the responsible officer and the duration of each stage, is now trackable. Such measures reduce the likelihood of arbitrary decision-making, unauthorised payments and unnecessary file retention. To further this, the new Performance Management System has replaced the outdated annual appraisal process with clear, measurable objectives, performance contracts and regular evaluations. Every civil servant is aware of what is expected of them, allowing supervisors to accurately assess performance. This provides a solid framework for accountability, recognition and consequences where necessary.

Moreover, the Personnel Audit and Skills Gap Analysis (PASGA) has enhanced workforce integrity by creating a verified digital personnel database linked to identifiers such as the NIN and BVN. This initiative helps eliminate ghost workers, highlights inconsistencies, verifies the actual workforce and ensures that personnel are appropriately matched to their roles. It also enables the government to tackle issues of absenteeism and capacity gaps based on evidence rather than speculation. These initiatives are backed by stringent procurement controls, financial regulations, internal audits, compliance frameworks, Public Service Rules and comprehensive circulars that clarify expectations and standards. When violations occur, it is essential that the rules be enforced consistently and with appropriate consequences.

In summary, the reforms are effectively addressing indiscipline and corruption by fostering a cultural shift, minimising undue discretion, enhancing process traceability, establishing measurable performance metrics and enforcing accountability. While there is still work to be done, the system is becoming more transparent and increasingly difficult to manipulate.

Why did you choose to work in the Civil Service? Was it out of fascination with the Service or by accident?

My entry into the Civil Service was more accidental than planned. As a young lawyer, I had not set out with the ambition of becoming a career civil servant. In fact, I had received a very attractive offer from Oceanic Bank, but after considering the implications for my young family, my husband and I decided that I should not take it. That same week, I joined the Rivers State Civil Service as a State Counsel.
What began as an unexpected career decision gradually became a calling. I discovered that the Civil Service gave me the opportunity to use the law to build institutions, shape policies and improve the lives of people on a much larger scale. So, although my entry was accidental, remaining in the Service and giving it my best became very deliberate.

Having risen to the pinnacle of the Civil Service, how do you feel when you look back? Are you fulfilled, or is there anything still missing?

I look back with a deep sense of gratitude, humility and fulfilment. My career has taken me through two states, two tiers of government and both the executive and legislative arms. I have served as State Counsel, legislative drafter, Solicitor-General, Permanent Secretary, Deputy Chief of Staff, Commissioner, Chief of Staff, Federal Permanent Secretary and now Head of the Civil Service of the Federation. Each assignment prepared me for the next and provided another opportunity to serve.

I am particularly fulfilled by the institutions and systems I have helped to build. These include establishing the Legal Department of the Bayelsa State House of Assembly and the Citizens’ Rights Department; contributing to important legislation; pioneering the Service Welfare Office; strengthening the Federal Integrated Staff Housing Programme; introducing rewards and recognition initiatives; and contributing to policies on staff welfare, occupational safety, exit management, capability development and leadership training.

As Head of the Civil Service of the Federation, I am grateful to be leading the Service at a defining moment. We are institutionalising performance management, advancing digitalisation, strengthening meritocracy and capability development, improving staff welfare and deploying innovations such as Service-Wise GPT. We are also repositioning the Civil Service to become Efficient, Productive, Incorruptible and Citizen-Centred. Therefore, yes, I am fulfilled, but I am not finished. Reaching the pinnacle of the Civil Service is not merely a personal achievement; it is a responsibility. What remains important to me is ensuring that these reforms become deeply institutionalised and do not depend on any particular individual. Systems must survive their champions.

My greatest fulfilment will not simply be that I became Head of the Civil Service of the Federation. It will be that, when I leave, I have helped build a more professional, digitally enabled, merit-based and citizen-centred Civil Service and that the officers coming behind me are equipped to take it even further. So, I look back with gratitude, I look around with a sense of responsibility, and I look forward with determination. There is still work to be done, and I intend to make every remaining opportunity count.

How have you balanced family life with the demands of such a highly demanding career?

I would not describe it as achieving a perfect balance every day. A demanding career in public service requires long hours, difficult decisions, travel and sometimes personal sacrifice. For me, the key has been to remain intentional about my family, rely on a strong support system and keep my faith at the centre of everything. I have been blessed with a supportive husband, Hon. Nimi Walson-Jack, who understands the demands of public service and has encouraged me throughout my career. I am also blessed with two children, both of whom are lawyers, and I am now a proud grandmother. Their understanding, encouragement and sacrifices have made my professional journey possible. Therefore, whatever I have achieved is not mine alone; it is also a reflection of the support I have received from my family. There were seasons when work demanded a great deal of my time, but I learnt that family life is not sustained only by the quantity of time available. It also requires being emotionally present, maintaining communication and ensuring that the people you love know they remain important, even when duty demands it.

My faith has also provided stability. It has helped me maintain perspective, draw strength during difficult periods and remember that success in public office should not come at the cost of one’s values or closest relationships. I have also learnt not to carry every responsibility alone. At home and at work, you must build dependable relationships, delegate appropriately and trust others. Leadership is not about doing everything yourself; it is about creating systems and empowering people to share responsibility.

So, balancing family and career has required understanding, sacrifice, discipline, faith and the support of those closest to me. I am deeply grateful that my family has remained my source of strength, encouragement and honest counsel throughout this journey.

What gives you happiness when you remember the Nigerian Civil Service?

What gives me the greatest happiness is seeing the Nigerian Civil Service demonstrate that it can change, innovate and rise to the demands of a new era. I have spent most of my adult life in public service, and I have seen the dedication, resilience and ingenuity of civil servants up close. Many officers work quietly, away from public attention, yet their efforts keep government functioning and preserve the continuity of the state. They formulate policies, manage institutions, maintain essential records and deliver services that affect millions of Nigerians. Remembering their commitment gives me great pride.

I am especially happy when I see civil servants embrace reforms that initially appeared difficult. When officers move from paper files to digital workflows, adopt performance management, improve their skills, use tools such as Service-Wise GPT or develop innovative solutions to government problems, I see a Service that is not trapped in its past but is capable of building its future. It also gives me happiness when reforms produce tangible benefits for people: when an officer is recognised for excellence, receives better welfare support, gains access to housing, develops professionally or retires with greater dignity.

These are not merely policy achievements; they represent real changes in the lives of the men and women who serve Nigeria. Above all, I am happy when the work of the Civil Service positively touches the citizen. The ultimate purpose of every circular, policy, digital platform and reform initiative is to improve the experience of Nigerians. Whenever government becomes faster, fairer, more transparent or more responsive, the Civil Service has fulfilled its purpose. Therefore, when I remember the Nigerian Civil Service, I remember its people, its resilience, its capacity for transformation and its immense potential as an instrument of national development. I am proud and grateful to have served within it and to have had the privilege of leading it.

If you were to start your career again, would you still want to be a civil servant?

Yes, without hesitation, I would still choose to be a civil servant. The Civil Service has given me the extraordinary privilege of contributing to the development of institutions, shaping policies and improving systems that affect millions of people. It has taken me through different levels and arms of government and exposed me to diverse sectors, from justice and legislative drafting to science and technology, human resource management, staff welfare, infrastructure, education and national administration. The journey has not always been easy. Public service requires patience, resilience, sacrifice and the ability to continue working even when results are not immediately visible. However, the opportunity to create meaningful change on a large scale makes those sacrifices worthwhile. What has been most fulfilling is knowing that some of the institutions, laws, policies and programmes I have contributed to will continue serving people beyond my tenure. That is one of the unique rewards of the Civil Service: you can build something whose beneficiaries you may never meet and whose impact may continue long after you have left office. So, yes, I would choose the Civil Service again. I would return with the benefit of experience, perhaps take some decisions earlier and more boldly, but I would still choose a life of service. Of course, as I once told the Global Government Forum, if I were not a civil servant, I might have become an international dancing star. But given the choice again, I would still answer the call to serve.

With the emergence of computer-literate civil servants, Directors and Permanent Secretaries, which now comes first in career advancement—seniority or computer proficiency?

The direct answer is that neither seniority nor computer proficiency alone comes first. The Federal Civil Service is deliberately transitioning towards a more meritocratic system in which career advancement is increasingly determined by competence, performance and the ability to deliver results. Seniority remains relevant because experience matters. An officer who has spent many years in the Service should have accumulated institutional knowledge, professional judgement and leadership capacity.

However, seniority cannot operate as an automatic entitlement to promotion. If that experience has produced real competence, it should be evident in the officer’s examination results, performance record, decision-making and ability to lead. Computer proficiency is equally important, but it is not the sole basis for advancement. Digital literacy is now a fundamental requirement because the environment in which civil servants work has changed. Our records, correspondence, performance-management processes, examinations and many administrative functions are becoming digital. An officer who cannot operate effectively within that environment will face serious limitations. This is particularly important for Directors and Permanent Secretaries.

They may not be ICT specialists, but they must possess sufficient digital competence to lead digitally enabled organisations, make informed decisions and create an environment in which younger and more technically proficient officers can contribute effectively. Leadership must set the example. We are therefore strengthening digital capability through structured training programmes across the Service. The objective is not to promote people simply because they can use a computer; it is to ensure that every officer possesses the combination of professional competence, digital literacy, integrity, leadership capacity and measurable performance required to deliver value. So, seniority has its place and digital proficiency provides an important advantage, but merit, competence and performance must ultimately determine career progression.

How has the digitisation programme changed the way civil servants work and serve the public?

The digitisation programme has fundamentally changed both how civil servants work and how government delivers services to citizens. We are moving from a paper-dependent, location-bound and sometimes opaque system to one that is increasingly digital, traceable, collaborative and results-driven. One of the most significant changes is the deployment of Enterprise Content Management Systems.

Traditionally, official files had to move physically from one desk or office to another. This could cause delays, missing files and difficulty determining where responsibility lay. With ECM, documents can be created, transmitted, reviewed, approved and stored electronically. The movement of a file is traceable, officers can collaborate more efficiently, and authorised officials can work securely without necessarily being physically present in the office.

Official GovMail accounts have improved secure communication across government, while migration to the sovereign 1-GOV cloud infrastructure provides a common, secure foundation for government systems, promotes interoperability and protects national data sovereignty.

We have also digitised access to institutional knowledge. The Online Compendium of Civil Service Circulars enables officers to search for relevant circulars without spending days looking through physical archives. Service-Wise GPT, our artificial intelligence platform, helps civil servants interpret rules, locate information and complete routine tasks more quickly. Feedback from users indicates that these tools can save officers several hours of work each day.

The Performance Management System is creating digital links between institutional mandates, departmental objectives and the responsibilities of individual officers. The IPPIS human-resource modules are intended to improve the management of personnel records and HR processes, while computer-based confirmation examinations have improved speed, transparency, accuracy and credibility.

For citizens, these changes should mean faster responses, fewer lost files, reduced need for repeated physical visits, greater transparency and more consistent service delivery. Digitisation is therefore not simply the replacement of paper with computers. It is the redesign of government processes to make the Civil Service faster, more accountable, more accessible and more responsive to the people it serves.

Is digitisation serving its intended purpose, or are there challenges that may warrant adjustments?

Yes, digitisation is serving its intended purpose, but there are challenges that require continuous improvement and adjustment. We are already seeing clear benefits. Digital workflows are reducing dependence on paper, improving access to information, making responsibility more traceable and enabling officers to work more efficiently. Platforms such as Enterprise Content Management Systems, GovMail, the Online Compendium of Circulars, Service-Wise GPT, computer-based examinations and the Performance Management System demonstrate that digitalisation is producing real value.

However, digital transformation is not achieved merely by purchasing computers or installing software. It requires reliable connectivity and electricity, secure infrastructure, appropriate equipment, digital skills, interoperability between government systems and a willingness to change established ways of working. The level of digital maturity also differs across Ministries, Departments and Agencies. While some have progressed considerably, others require additional infrastructure, training and implementation support.

Cybersecurity and data sovereignty are equally important. As government processes and records become digital, we must protect sensitive information, control access, strengthen backup and recovery systems and ensure that government data remains within secure and sovereign infrastructure. This is one reason for the migration to the 1-GOV cloud platform.

There is also the human dimension. Some officers naturally adapt more quickly than others, while some may resist change. We must therefore continue building digital capability, providing technical support and redesigning processes around users. We should not simply reproduce an inefficient paper process on a computer and call it digital transformation.

So, the programme is achieving its purpose, but it must remain adaptive. We will continue monitoring usage, listening to officers and citizens, addressing gaps and improving the systems. Digitalisation is a journey of continuous improvement, not a one-time project.

Where are you getting the internet backbone that can sustain digital service operations across the Federal Public Service?

The principal provider of the connectivity and digital infrastructure supporting the Federal Public Service is Galaxy Backbone Limited, a Federal Government-owned technology company established to provide shared ICT infrastructure and services across government. Galaxy Backbone provides the government-wide network, secure connectivity, data-centre services and the sovereign 1-GOV cloud platform supporting the ongoing digitalisation of Ministries, Departments and Agencies. This approach allows government institutions to operate on a common, more secure infrastructure, rather than each MDA building fragmented systems that may not communicate with one another. The Federal Executive Council has also provided support to strengthen Galaxy Backbone’s capacity and expand the infrastructure required to sustain digital government operations. This is essential because digitalisation cannot succeed without reliable broadband connectivity, adequate data-centre capacity, cybersecurity, redundancy and dependable power.

However, it remains a work in progress. The size and geographical spread of the Federal Public Service mean that connectivity is not yet equally strong across the board. Some offices and locations still experience infrastructure and bandwidth limitations. We therefore require sustained investment to extend coverage, increase capacity, improve reliability and ensure that every officer expected to work digitally has access to the infrastructure required to do so. The Federal Executive Council approved these initiatives in June 2026.

We are also working towards greater interoperability, so that government platforms can communicate securely and share authorised information without duplication. The objective is to build a resilient, secure and sovereign digital backbone capable of supporting government operations and reliable service delivery across the Federation.

What advice would you give to people who want to join the Service?

My first advice is very practical: once you receive your appointment letter, report for duty promptly. Your date of assumption affects your seniority and career progression, so start correctly on your first day.

However, joining the Civil Service should not be viewed merely as a means of securing a job. It means accepting a responsibility to serve Nigeria and its citizens. Come into the Service with a clear sense of purpose and understand that public office is a position of trust.

Learn the rules, procedures and ethics of the Service. Read the Public Service Rules, Financial Regulations, circulars and other instruments governing your work. Ignorance of the rules can damage a career, while a sound understanding of them will help you act confidently and correctly. Focus on your responsibilities and avoid office politics. Build your reputation on integrity, diligence, competence and excellence. Your reputation is one of the most valuable assets you will possess in the Service. Do not become known for cutting corners, spreading rumours or avoiding responsibility. Become known as the officer who can be trusted to deliver.

Commit yourself to continuous learning. The Civil Service is changing rapidly, so develop your professional and digital capabilities. Seek mentors, accept constructive correction and learn from experienced officers, but do not lose your initiative. Be willing to solve problems, suggest improvements and innovate, regardless of your grade level. You do not need to occupy a senior position before you begin making a difference. Treat every posting as an opportunity to learn. Some assignments may not be what you expected, but each can develop your judgement, broaden your experience and prepare you for greater responsibility. As I often say, when you climb the Iroko tree, gather all you can, because you do not know when you will have that opportunity next. Above all, remember the citizen. Every file, memorandum, policy and decision ultimately affects a person. Be visible in your contribution, valuable to your organisation and relentless in the pursuit of excellence. If you serve with integrity, empathy and dedication, the Civil Service can offer you a deeply fulfilling career and an extraordinary opportunity to contribute to Nigeria’s development.

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