Pay, purpose, and productivity: Making civil service reform count

The federal government has approved a pay rise for civil servants alongside a N10 billion housing loan scheme, an initiative aimed at easing economic pressure and improving access to home ownership. According to the Head of the Civil Service of the Federation, Didi Walson Jack, the scheme will be implemented through the Federal Mortgage Bank of Nigeria and the Federal Government Staff Housing Loans Board. The intention is clear and commendable. Provide stability, improve morale, and enable public workers to serve with greater focus and dignity.

This is a step in the right direction. At a time when inflation has squeezed household incomes and economic uncertainty weighs heavily on many families, supporting civil servants is not just good policy; it is a necessary policy. Government workers are the engine room of implementation. When they are unstable, the entire system shakes. When they are supported, the system has a better chance of delivering results.

There is also a deeper principle at play here, one that is well captured by Maslow’s hierarchy of needs. At the base of all human lives are physiological needs such as food, shelter, and clothing. Closely following are safety needs, which include financial security and overall stability. When these two layers are not met, worry grows and effectiveness wanes. It is difficult to expect innovation, efficiency, or commitment from individuals who are worried about rent, children’s school fees, family feeding or generally unsure about their future. When these needs are secured, something magically shifts. People show up differently. They think more clearly. They contribute more meaningfully.

The idea that a civil servant who owns a home “stands differently” is not just a figure of speech. It reflects a psychological truth. Stability creates confidence. Confidence can fuel productivity. In that sense, this housing initiative has the potential to do more than provide shelter. It can unlock performance.

However, this is where the conversation must go deeper. A pay rise and housing support should not be seen only as welfare measures. They must be treated as strategic investments. Like every investment, there must be a return.

If compensation increases are not tied to productivity, performance management, and service standards, they risk becoming a cost line item rather than a catalyst. The goal should not only be to make civil servants more comfortable but also to make the civil service more effective.

Having interacted with the system firsthand, one cannot ignore the gap that still exists. Many Nigerians have stories of long waits, delayed responses, and processes that test patience. I recall visiting several government offices in Abuja where I waited for hours without any sense of urgency from those attending to the public. On another occasion, a simple document required multiple follow-ups, and what should have been routine became an endurance exercise. You shouldn’t need a big man or big madam to get things done. These are not isolated experiences. They reflect systemic challenges.

The good news is that these challenges are not insurmountable. In other jurisdictions, deliberate reforms have transformed public service delivery. During my time working in the public service in Canada as a City Councillor, there was a conscious effort to build a high performing workforce. Recruitment focused on attracting top talent. Compensation was competitive enough to draw skilled professionals who might otherwise choose the private sector. Training was continuous, not occasional. Staff were exposed to new ideas, new technologies, and global best practices.

Most importantly, accountability was non-negotiable. Clear performance indicators were set for every role. Regular evaluations ensured that expectations were met. Where there were gaps, they were addressed. Where there was excellence, it was rewarded. Over time, this created a culture where productivity was not optional; it was expected.

Our city has received national and international recognition. Awards for planning excellence. Awards for innovation. Awards for service delivery. Awards for design leadership. These things do not happen by accident. They happen because of planning, strategy, the right team, the right culture and the right leaders. These are the outcomes of intentional systems.

Nigeria has the opportunity to take a similar path. The recent pay rise and housing scheme can serve as a crucial foundation, but more layers must be added to build a truly effective civil service.

First, recruitment must prioritise competence. The system should consistently attract and retain individuals who are capable, motivated, and aligned with the mission of public service. Second, compensation should remain competitive, not just to reward effort but to attract excellence. Third, training must be continuous and practical, equipping staff with the tools they need to perform at a high level.

Equally important is the need for strong accountability systems. Performance should be measured, tracked, and managed. Technology can play a role here, helping to monitor service delivery and reduce inefficiencies. Transparency in processes will also help rebuild public trust.

There is also a cultural shift required. Public service must move from a mindset of routine to one of responsibility and innovation. In some organisations globally, employees are encouraged to dedicate time to thinking, planning, and improving systems. Imagine a civil service where innovation is part of the job description, not an afterthought.

At its core, the civil service is the bridge between policy and impact. The government may set the vision, but it is the civil service that brings that vision to life. If that bridge is weak, even the best policies will struggle to deliver results.

The federal government’s recent initiative deserves recognition. It signals an understanding that people matter. The next step is to ensure that performance matters just as much. When support and accountability move together, the outcome is a system that is not only stable but also productive.

That is the kind of civil service that can truly drive national development.