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 THE NATIONAL INSTITUTE FOR POLICY

AND STRATEGIC STUDIES (NIPSS), KURU

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THE NATIONAL INSTIUTTE FOR POLICY AND STRATEGIC STUDIES (NIPSS): YESTERDAY, TODAY AND

TOMMOROW

Presented By:Tanko Ahmed, fwc

Senior Fellow

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The emergence of NIPSS as a government ‘think tank’ was associated with the need to coordinate the ever-increasing complexity in government activities as cited by the Udoji Public Service Review Commission Report of 1976. - Eleazu - 1978:5-7

A Research and Coordination Unit, the first of its kind in government inner-circle, was established in the then Cabinet Office, and later developed into the National Policy Development Centre (NPDC) or ‘Think Thank’, in April 1976.

(ibid)

INTRODUCTION

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The National Institute for Policy and Strategic Studies (NIPSS) was established by Decree No. 20 of 1 January 1979 (now NIPSS Act CAP 262 of 1990) to conduct policy research for government and train senior executives in policymaking and implementation skills.

INTRODUCTION Cont’d

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A survey by the NPDC in 1976 showed that apart from the Cabinet Office, the Ministry of Finance and the Central Bank with research divisions, others either had it in name or thought it was the same as statistics or information sections. (ibid)

INTRODUCTION Cont’d

The establishment of NIPSS in 1979 marked the turning point for the emergence of a government think tank charged with responsibility of addressing issues associated with government business (or public administration) through action research and training of senior executives in the art of making policy and strategy.

The inclusion of NIPSS in this context provides a functional relationship to the process of public administration in Nigeria.6

INTRODUCTION Cont’d

Some critical policy areas including education, housing, health, trade, industry, agriculture and establishment, were listed to be treated by the NPDC. These same areas, as inherited by NIPSS in 1979, are still overwhelmed with problems, perhaps even worse than before. With the motto: ‘Towards a Better Society’ and its existence for over 30 years, the role, contribution and performance of NIPSS as a think tank and training institute require some sober reflections.

The mandate which was given to NIPSS is to promote or produce a ‘better society’ for Nigeria and to be dedicated not only to the generation of excellent ideas, but also to the production of men and women who will put them into practice. - Soladoye, 1985

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To undertake policy research and analysis of interest of government; develop new ideas and policy guidelines; suggest new dimensions to existing policies; conduct in-depth studies of society in general; continuously review government policies and measures from time and draw attention to those that are inconsistent with overall government objectives; and monitor plan imple-mentation. - Eleazu, 1978

The NIPSS of yesterday, today and tomorrow which would carry major actors and events, reflections and forecasts on what it was, what it is and what it would be in the Nigerian policy arena.

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In the colonial era (1900-1960), the policymaking process was relatively closed and restrictive. In the First Republic (1960-1966), the pattern continued; and under the military eras (1966-1979 and 1984-1999); it became increasingly restrictive, closed, arbitrary and authoritarian. – Jega, 2003

While the Second Republic process remained constrained; in the present democratic dispensation it is neither open, transparent, nor accountable. (ibid)

THE NIGERIAN POLICY ARENA

Nigerian policy arena as failure-prone with tendencies for muddling through.

- Clark and Wood, 1978

Administrators as both masters and instruments of policymaking. - Adebayo , 1989

Blamed it on inherited legacies. - Joseph, 1987

‘Democratic disempowerment’ in which the ‘people’ are marginalized and excluded from governance. - Ekeh , 1978

THE NIGERIAN POLICY ARENA Cont’d

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The Nigerian policy environment has not changed much in the entire history of the nation, including the period of NIPSS’ existence.

‘…erratic, if not irrational, that it muddles things up; it fails to be

responsive to public demands… therefore hardly ever meets set goals…lacks the essential attributes of openness, inclusiveness, transparency, participation and consultation… essentially driven by officialdom, in the sense that government officials both elected and un-elected, arrogate to themselves the wisdom, prerogative and expertise of controlling and managing the policymaking process’.

– Jega, 2003  Most government departments perform their own think-tank

functions and governments at all levels parade hordes of special advisers who do not have anything to do with NIPSS.

The Nigerian Policy Arena

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The National Institute (NIPSS);Policy;

Strategy; and

Public Administration.

CONCEPTUAL CLARIFICATION

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The National Institute is a national centre dedicated to the study and development of ideas and skill in decision-making and the use of such in achieving of set goals.

Formed out of watershed events in a nation's history or urgent national policy issues that drive the search for better policy solutions, and they are often the brainchild of one person's vision or a small group of visionaries.

- Betancourt, 2002

THE NATIONAL INSTITUTE (NIPSS)

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A research establishment whose staff of several disciplines study problems and analyze the situations confronting them before prescribing possible solutions; and

Top policymakers in most parts of the

world provide themselves with in-house think tanks for, not only policy options on which decisions are based, but also to help with the monitoring exercise that go with policy implementation.

- Eleazu, 1977

THE NATIONAL INSTITUTE (NIPSS) Cont’d

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NIPSS was established by Decree No. 20 of 1979, later enacted as the NIPSS Act of Laws of the Federal Republic of Nigeria (CAP 262, 1990) as a centre where representatives from all walks of the Nigerian national life could come together by way of research, lectures, workshops, seminars and other action oriented courses, studies and conferences to analyse and exchange views on long-term national goals.

NIPSS Establishment and Objectives

Its aims and objectives as cited by Section 3 (2) a) - e) of Decree No. 29 1979 and upheld by the NIPSS Act 1990, are as follows: To conduct courses for top level policy makers and

executors; To conduct research; To conduct seminars, workshops and other action-

oriented programmes; To organize brainstorming sessions for urgent

national issues; and To disseminate information of its activities.

NIPSS is a convergence point, for people and ideas, in pursue of national development through ‘policy and strategic studies’ as represented in its name.

NIPSS Establishment and Objectives Cont’d

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A selected planned line of conduct in the light of which governmental or public decisions are made and coordination achieved; - The Lexicon, 2001

A projected programme of goals, values and practices;

- Lasswell and Kaplan, 1998

Essentiality of the concept of policy to include goal, objective, or purpose thereby implying a difference between specific government actions and overall programme of action toward a given goal;

- Friedrick, 1998

A standing decision characterized by behavioural consistency and repetitiveness on the part of both those who make it and those who abide by it. - Eulau and Prewitt, 1998

POLICY

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‘Policy’ refers to ‘Public Policy’, which is formulated by the authorities (and other stakeholders) in a political system;

- Quadri, 2004 By governmental bodies and officials; or

- Anderson, 2004

As a result of governmental responses to public problems. - Woll, 2004

As series of patterns of related decisions to which many circumstances and personal, group and organizational influences have contributed. - Hogwood and Gunn, 2004

PUBLIC POLICY

The activities in which individuals, groups and/or actors interact based on different views and convictions, in order to arrive at a policy plan.

– The Lexicon, 2001

The development of policy alternatives for dealing with problems on the public agenda’. - Dye, 1998

POLICY MAKING OR FORMULATION

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In this wise, policymaking or policy formulation occur in

government bureaucracies;

interest group offices;

legislative committee rooms; meetings of special commissions;

andpolicy planning organizations; or

Institutions like NIPSS.

POLICY MAKING OR FORMULATION Cont’d

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(Ibid)

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Policy, like politics is complex, invisible and sometimes elusive (in the sense) that all policies are directed towards the accomplishment of some purpose or goal;

That is, policies are not just formulated at the back of the mind of the policy makers but are objectives, which the policies are expected to achieve.

The crux of policy, therefore, is the achievement of targeted objective.

- Quadri , 2004

POLICY COMPLEXITY

An overall plan for achievement of set objectives; National objectives and national power are the irreducible

elements of national strategy;

All aspects of the problems confronting the nation must be thoroughly examined and accurate evaluations made of the character, size, and capabilities of the various available elements of national power;

Possible courses of action, utilizing the national power

elements in varying combinations, are analyzed to develop the best national strategy possible, taking into account the opposition that may be met as the strategy unfolds; and

Options should therefore be developed to provide choices for possible contingencies.

- Encarta, 2004

STRATEGY

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Policy provides a guide to thinking and action for those responsible for making decisions;

Strategy deals with the allocation and deployment of available resources for the achievement of desired goals in the face of environmental pressures;

NIPSS was established to provide a platform for the operators of ‘public administration’ to come together to learn, share experience and generate ideas in the broad areas of policy and strategy for national development.

Policy and Strategy

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The action part of government, the means by which the purpose and goals of government are realized;

A field concerned with the means for implementing political values;

The actions involved in effecting the intent or desire of government; and

a cooperative group effort in public setting. -

Mgbeke, 2010

The management of men and materials in the accomplishment of the purpose of the state. All these pinpoint to the process of government service delivery, ascribed by this paper. - Shartz and Hyde, 2008

PUBLIC ADMINISTRATION

Major actors and events, but should essentially involve reflections on its relevance, contributions, challenges and prospects in line with the issues at stake in this forum of public administration.

Two main organs of NIPSS as an organization are the Board of Governors and the Office of the Director General.

A brief chronology on these expresses the impressive lists of the people in charge of the affairs of NIPSS, from its inception in 1979 to date.

NIPSS OF YESTERDAY, TODAY AND TOMMOROW

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Chief SO Adebo, CFR - 1979 – 1982

Mr. SO Wey - 1983 – 1983 Chief MO Ani - 1983 –

1985 Maj gen IBM Haruna - 1985 –

1993 Maj Gen GO Ejiga -

1993 – 1994 (No Board) - 1994 –

2002 Dr. Sylvester Ugoh - 2002 –

2004 Gen Salihu Ibrahim - 2004 –

2007 Maj Gen PU Omu, OFR - 2007 to

Date NIPSS Year

Book 2010

NIPSS’ Governing Board Chairmen (1979 To Date)

Maj Gen TB Ogundeko - 1979 – 1981 Prof Justin I Tseayo - 1981 – 1984 Maj Gen CB Ndiomu - 1984 – 1990 Maj Gen PU Omu - 1990 – 1992 Prof MN Alkali - 1992 – 1999 Maj Gen JN Garba - 1999 – 2002 Maj Gen MC Osahor - 2002 – 2004 Prof. SO Alubo (Ag. DG) - 2004 – 2005 Prof. A Akindoyeni, mni - 2005 – 2008 Dr. Y Sankey (Ag. DG) - 2008 – 2008 (Jul-Nov) Mr. JK Opadiran (Ag. DG) - 2008 – 2009 (Nov ’08-

Mar ’09) Prof. SA Danfulani - 2009 – 2010 Prof. TM Bande (Ag. DG) - 2010 to Date (from Apr

’10) - NIPSS Year

Book 201027

NIPSS’ Directors General (1979 To Date)

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The Governing Board is responsible for

- long-range plan of the Institute;

- programme of studies and research;

- annual budget; - investment plans; and

- annual report direct to the President

- NIPSS Act, 1990

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The array of personalities on the above lists includes Nigerians who had made incontestable marks in the military, public service and academia at home and abroad, without need for further citation.

Also among Board and Management members are accomplished industrialists, administrators, diplomats, traditional rulers and the cream of our national achievers.

The performance and contributions of these

outstanding citizens have over the years shaped that of NIPSS.

Other actors will appear in the progress of

this discourse.

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Policy Research Research in depth into the social, economic,

political, security, scientific, cultural and other problems facing the country; and to formulate and present, in usable form, the available options for their solutions.

Policy inputs are developed from research findings;

communiqués of conferences, workshops and seminars; results of simulation exercises; resolutions of retreats and interactive sessions; and other related activities.

These are made available to policymakers in both

public and private sectors in form of policy options, executive briefs, memoranda and publications.

THE ROLE OF NIPSS

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Training of Senior Executives

Section 3 (1) of NIPSS Law CAP 262, 1990, the Studies Department conducts training of senior executives, through the Senior Executive Course (SEC) programme.

The participants of the programme are nominated from top-level policymakers at the apex of their profession with considerable experience and access to policymaking arena and apparatus.

The programme of training is at strategic level, thus the status of participants also falling within leadership equation in Nigeria’s national affairs.

Role of NIPSS (Cont’d.)

Training of Senior Executives…

Participants undertake individual essays, group studies, interactive sessions and concluding seminars.

Other activities include strategic, local, African and World tours out of which reports and recommendations are made to government.

The programme runs for 10 months at the end of which the Member of National Institute (mni) is awarded to those who are successful and Certificate of Attendance (CoA) to those who failed the course.

Role of NIPSS (Cont’d.)

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Other Roles The Institute Library, serving as a data

bank; and the Seminar and Publication Unit, as a publishing house for policy related materials.

Thus, the role of NIPSS in the policymaking process in Nigeria includes direct contribution of ideas through the findings of its policy research activities and the training of top-level policymakers in policy and strategy, at the same time serving as a data bank and publishing house for policy related materials.

Role of NIPSS (Cont’d)

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Policy Research

Findings of projects and communiqué of workshops, conferences, seminars, and interactive sessions.

Others include results of Crisis Games, statements of distinguished lectures and special assignments.

Contributions of NIPSS

Examples of these projects: The Nigeria’s Border Security and Defence

Project (1987); The Nigeria Defence Policy Conference

(1981); The Technical Aid Corp (TAC) 1987; Other minor and major issues or

interventions were regularly treated by In-house seminars, workshops, conferences, colloquiums, roundtables, etc.;

With end results in ‘policy papers’ forwarded to relevant clientele.

Contributions of NIPSS Cont’d

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Training of Senior Executives The department of studies contributes, not only

through the training of senior executives, but also through the volume of works produced by the participants including individual essays, term papers, group projects, concluding seminars, tour reports and Presidential Parleys.

The volume, value and spread of these works over

time (1979-2010) and space (across all sectors) can only be imagined through the sector distribution of the Participants of the Senior Executive Course.

Contributions of NIPSS Cont’d

S/n Sector No. Of ParticipantsFederal Civil Service - 202Federal Parastatals - 98State Civil Service - 326The Armed Forces - 450The Nigerian Police Force - 124Security Agencies - 42Para-Military Agencies - 53Organized Private Sector - 76The Media - 12Professional Bodies - 31Associations - 16Organized Labour - 29Others - 1TOTAL - 1460

Source: Compiled from NIPSS Studies Department Records (1979-2010) July 2011

NIPSS Participants Sector Distribution (1979-2010)

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A very important organ that has grown out of NIPSS with the aim and objectives for promoting the noble ideals of the National Institute as embodied in its motto: ‘towards a better society’;

promote understanding, unity, brotherhood and cooperation among the members;

strengthen the relationship between the Association and the National Institute with a view to maintaining synergy; and

interact with the Federal and State Governments of Nigeria, other organizations or associations, with similar objectives.

A recent innovation is the formation of the

Heritage Council of AANI consisting of traditional rulers who are members of the national institute ‘mni’ committed to national unity and progress.

Alumni Association of the National Institute (AANI)

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The ideal NIPSS participant who is trained and tasked with the expectations to:

Manage Nigeria with Intelligence, Integrity

and Ingenuity; Making Nigeria Indivisible, Invaluable and

Invincible; and

Making Nigeria Inviolable, Incorruptible,

and Indestructible. - Adeyemi, 1996

The Ideal Member of the National Institute (mni)

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As Participants, and have been moulded as change agents, able to effect positive transformation in their various spheres of influence.

The Institute has consistently provided direction

to government on issues related to policy and strategy.

The research projects and other reports by participants are vast repertoires of knowledge which can be harnessed to drive our development aspirations.

– Prof Tijjani Muhammad-Bande, 2010

Relevance of NIPSS

Challenges

High Leadership turnover – 7 DGs (3 Substantives & 4 Acting in the last 7 years (2004-2011), i.e. average of 9 months per DG;

Inadequate funding, often irregular and delayed;

Shortage of qualified staff creating a weak human resource base;

Poor institutional memory characterized by inaccurate recordkeeping and attendant low institutional quality; and

Challenges and Prospects of NIPSS

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Challenges…

Lack of effective linkage and absent of networking for adequate ‘think tank’ activities.

The combined effect of the above amounted to ‘low institutional capacity’ for NIPSS. In other words, NIPSS is trapped in the same gamut of the problems of the larger society, which it was established to tackle.

Challenges and Prospects of NIPSS Cont’d

Prospects Funding sources for additional revenue

as allowed by Section 9 & 10 of the NIPSS Law, through contract research, consultancy, etc.;

New Staff Condition of Service (2004) will attract and retain qualified staff; conduct of reform; and talent-hunt;

ICT can boost NIPSS’ institutional capacity and horizon for its mandate delivery;

Challenges & Prospects (Cont’d)

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Prospects… NIPSS Alumni Association with

members at the highest offices of the Land can be configured into a ‘think tank cells’ network to bail -out the Institute; and

Standard regular publication and dissemination of much needed findings and policy options.

Challenges & Prospects (Cont’d)

NIPSS AND PUBLIC ADMINISTRATION IN NIGERIA

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The core functions of NIPSS are policy research and training of Senior Executives in policy and strategic skills in national development;

By implication, it is for the progress of the public service, which is the basis for public administration.

The entire stock of NIPSS in terms of trained human resource and ideas in many forms are at the disposal of the public administration process.

These various contributions had over the years formed the basis for major government reforms in the course of public administration.

NIPSS of yesterday, today and tomorrow exists not out of the mainstream events of Nigeria in general, and the domain of public administration from which it was born, to which it provides its services and within which it survives.

NIPSS has conducted its mandate yesterday, faces its challenges today and look forward to its prospects tomorrow.

Wherever the British system of administration has been established, institutions of the Public Administration are created in the confident hope that they will bring the birth and maintenance of a public service which is apolitical, impartial, efficient, loyal and incorruptible’. – Nwanwene,1970

NIPSS is a supporter of the horde of Ministries, Departments and Agencies of government and the private sector in the attainment of these laudable national objectives.

CONCLUSION

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THANK YOU!

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Political systems: Power and Policy in the Third Worlds’. New Jersey: USA quoted in JEGA, AM (2003), ‘Public Policy’,

DYE, TR (1998), ‘Understanding Public Policy’, 9th Edition’. Prentice Hall, NJ, USA. Ekeh, P (1978), ‘Colonialism and the Two Republics’, quoted in JEGA, AM (2003), ‘Public Policy’, Eleazu UO (1978), ‘National Policy Development Centre (Think-Tank)’. (FGP, Lagos) Eleazu, UO (1977), ‘Think Tanks and National Development’. Nigerian Institute of International

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in TR Dye, Op cit FRIEDRICK, CJ (1963), Man and His Government’, McGraw-Hill, New York, quoted in TR Dye, Op.

Cit. HOGWOOD, B and GUNN, L quoted in MO Quadri, Internet (2011), ‘What is the Difference between Policy and Strategy’. Retrieved from

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(2003), ‘Public Policy’ LASSWELL, HD and KAPLAN, A (1970), ‘Power and Society’, Yale University: New Haven, quoted

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Public Sector’. AuthorHouse, Bloomington, USA. Microsoft Encarta Encyclopaedia: 2004.

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NIPSS 2009 Year Book, NIPSS Press NIPSS 2010 Year Book, NIPSS Press Nwanwene, O (1970), ‘The Nigerian Public Service

Commissions’ in Murray, DJ (1978) Ed. ‘Studies in Nigerian Administration’ 2nd Edition, Hutchinson & Co., London

QUADRI, MO (2004): ‘Public Policy and the Role of the State in Development: Perspective on the Nigerian State’ in Nigeria Journal of Policy and Strategy Vol. 14, No. 1, June 2004

Shartz, JM and Hyde, AC (2008), Classics of Public Administration. Pacific Grove, CA Brooks/Cole, USA.

Stone, D. and Denham, A. (2004), ‘Think Tank Tradition: Policy Research and the Politics of Ideas’. Manchester University Press, 2004

The National Institute for Policy and Strategic Studies Decree No. 20, 1 January 1979’. FGP, Lagos.

The New Lexicon, WOLL, P quoted in MO Quadri,

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