An THAT SERVICE CHARTERS AND ETNICS CODE

An analysis
of the literature on the reform process to date in Nigeria shows that the major
reforms have been concerned and dominated by positive structural support and
process changes such as public policies, legal provisions, structural
arrangements and renewed commitments so as to align with international best
practices. (See compendium of bureau for public sector reforms, strategic plan
of the FCSC). This has been in line with the prevalent thinking worldwide and
especially amongst the donor community that countries with strong institutions
are wealthier and more developed than their counterparts therefore, efforts
have been directed towards strengthening institutions and changing the rules of
the game.  The reforms have promised
complex best practices but they don’t provide all that these practices require
such as buy in and the appropriate behaviour, mindset and supportive culture.     In the few instances where behaviour and
culture have been addressed the solution has focused on improving pay and
welfare and creating ethics codes (see Ayida report and civil service handbook
AND SERVICOM INDEXGENERALLY RECOGNISED THAT SERVICE
CHARTERS AND ETNICS CODE WILL NOT IN OF THEMSELVES MAKE PEOPLE INNATELY MORE
ETHICAL OR PRODUCE DEEP BEHAVIOUR CHANGE

It appears that it has been assumed that the
appropriate behaviour and reorientation of the civil servants would happen by
default or by the steps enumerated above.  
The chronological flow of the reforms shows that this has not been the
case. As far as governance capability is concerned, negative behavioral changes
being stronger in their intensity have overshadowed the impact of the positive
structural changes.

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Behavioural based culture change is too important
to be left to develop by default.  It has
to be a specific policy objective and this highlights the importance of the
leap study.  NOT SURFACE BEHAVIOUR
CHANGE-DEEPER THAN THAT People will be put at the centre of governance
reform  and enable people to be active
participants in change.It needs to go beyond pay, welfare and surface
behavioural change to an inside out change connected to the core intrinsic
motivational drivers of the civil servant. 
When addressed, culture strengthens all other pillars and allows you to
deal with the root cause of underachievement. OTHER BARRIERS INCLUDE

In reviewing the literature, there is a possibility
that the authors had a blind spot to behavioural cultural issues in the sense
that they considered the process and structural issues to be far more important
and neglected to detail the efforts geared towards behavioural and culture
change.  The questionnaires and focus
groups will shed light on this.

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