When Akwa Ibom State Governor Umo Eno pledged to reposition the civil service as the cornerstone of governance and public service delivery, skeptics might have thought it was a campaign slogan.
Today, however, his reforms have silenced doubters, setting a benchmark in civil service management through a deliberate and systematic approach.
Akwa Ibom remains one of the few states in Nigeria to consistently pay workers on time and from the recent approval of an ₦80,000 minimum wage to the consistent release of gratuities and strategic infrastructure investments, Governor Eno has redefined civil service as an engine for governance and policy efficiency.
Globally, the efficiency of civil services is a critical determinant of governance outcomes. Research by the OECD has shown that countries with well-compensated, motivated, and adequately equipped public servants achieve higher levels of policy implementation and citizen satisfaction.
Nigeria’s history of civil service reforms has often been marred by inefficiencies and lack of sustainability. According to a study published on ResearchGate, civil service inefficiencies in Nigeria have contributed to delays in policy implementation, wastage of resources, and public distrust.
As Q’connel (1981) was quoted by ResearchGate in “The Impacts of the Nigerian Civil Service Reforms on Effective Service Delivery” published in 2016 to have stated that “political leadership without administrative and technical support is power in a vacuum; and administration without political leadership is only tidiness in stagnation”
The recent approval for the commencement of the ₦80,000 minimum wage to be paid from January 2025—backdated to November 2024—stands as a testament to Governor Eno’s commitment to employee welfare.
After a thorough verification exercise, the state will begin disbursing the improved wages to 45,000 verified workers. As the governor aptly noted, “The civil service forms a critical mass of employees in our state government, and their welfare has remained a key priority.”
This reform aligns with modern human resource principles, which emphasize fair compensation, employee engagement, and fostering a culture of trust and transparency. Simon Sinek, a leadership expert, said it best: “When people are emotionally invested, they want to contribute.”
By addressing the economic hardships faced by workers, the governor is nurturing an emotionally invested workforce eager to drive the ARISE Agenda for Akwa Ibom’s development.
Governor Eno’s administration has built a reputation for prioritizing worker welfare as the bedrock of effective governance.
In addition to the minimum wage, his government introduced a 13th-month salary, aptly nicknamed “Eno-Mber,” and distributed over ₦47 billion in gratuities from the ₦97 billion backlog inherited from previous administrations since 2012.
Furthermore, pension payments have increased by ₦32,000 for retirees across the board, offering much-needed relief to this vulnerable demographic.
These measures underscore the governor’s acknowledgment of civil servants as vital stakeholders in governance.
Their welfare is not just a moral imperative but also a strategic tool for enhancing service delivery. Evidence from a 2022 Gallup Research on employee engagement reveals that organizations with highly engaged employees report a 21% increase in profitability.
While this research focused on private firms, the same principles apply to public service: motivated workers drive better outcomes.
Governor Eno’s presentation of 22 brand-new vehicles to all permanent secretaries earlier this month exemplifies his commitment to providing the tools required for optimal performance. Describing the gesture, the governor stated, “I am not comfortable seeing permanent secretaries using public means of transportation to work. Such situations hinder productivity.”
This symbolic but practical gesture not only enhances the functionality of the civil service but also elevates the prestige of these high-ranking officials. As Vince Lombardi aptly noted, “Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work.”
By rewarding loyalty and hard work, the administration inspires a ripple effect across the entire workforce, fostering an environment where excellence is the standard.
At the valedictory State Executive Council meeting on January 10, 2025, the governor emphasized the importance of ensuring that senior civil servants operate with dignity and comfort, stating, “Rising through the ranks to the position of Permanent Secretary is an enviable achievement worthy of prestige and deserving of some comfort.”
Further, the appointment of 22 new permanent secretaries in 2024, coupled with their access to operational vehicles, reflects a deliberate strategy to boost capacity within the state’s governance structure. The decision emphasizes inclusivity, meritocracy, and strategic positioning for efficiency.
The reforms extend beyond wages and vehicles. The governor’s administration has made monumental strides in capacity-building and social safety nets. Public servants have benefited from ₦1.1 billion in bonuses and free housing through a raffle draw for 150 homes at Grace Estate to workers on grade levels 1-8.
These efforts address the multifaceted needs of workers, from financial stability to housing security, allowing them to focus on delivering value to the state.
Additionally, Governor Eno has strengthened Akwa Ibom’s healthcare infrastructure. The launch of the Arise Care Medical Insurance Scheme ensures better healthcare access for over 10,000 public service employees and senior citizens which have already been enrolled, with plans for expansion in 2025.
The commissioning of model healthcare centers and the restructuring of Ibom Specialist Hospital demonstrate a commitment to sustainable health and welfare programs for workers and residents alike.
Governor Eno’s reforms resonate beyond Akwa Ibom. His approach offers a blueprint for subnational governments in Africa to reimagine civil service as a catalyst for good governance. Research from the International Journal of Public Administration shows that well-compensated and engaged civil servants are more likely to implement policies effectively, fostering trust in government institutions.
Moreover, his emphasis on yearly personnel verification exercises ensures accountability and transparency in the state’s workforce. Such practices mitigate payroll fraud, allowing resources to be allocated where they are most needed.
Governor Eno’s civil service reforms borrow heavily from private-sector management principles, emphasizing employee engagement, reward systems, and performance metrics. By aligning governance with these principles, Akwa Ibom is poised to attract and retain top talent in public service.
The governor’s partnership with organized labor further exemplifies his collaborative leadership style. As he noted during the receipt of the verification report, “We have done a lot to engender good government-labor relations… we all have a responsibility to Akwa Ibom State.”
This inclusive approach sets the tone for a progressive governance model anchored on shared responsibility.
Governor Umo Eno’s civil service reforms are more than welfare initiatives; they are strategic investments in the machinery of governance.
By prioritizing workers’ welfare, providing tools for success, and fostering accountability, his administration is building a civil service capable of delivering on its mandate efficiently and effectively.
As Akwa Ibom State emerges as a model for subnational governance in Africa, one thing is clear: Governor Eno’s policies are not just reshaping the state’s workforce but are also charting a new course for governance excellence.
Ekaette Okon-Joseph, a former Bureau Chief, BusinessWorld, Publisher Niger Delta Post and currently the Special Assistant on Media to the Governor of Akwa Ibom State, Nigeria and writes from Uyo, the state capital.
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