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Adegoke E.E

Adegoke E.E

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I must admit that writing an article on a boss that has inspired, mentored and brought out the best in you and other staff, is slightly an arduous task to perform.

As Murray Newlands puts it, “effective leaders inspire movements that exist only when people choose to move in the same direction. Without a leader, movements fragment and get nowhere. The leader’s job is to inspire people to work together in the service of something greater than themselves”.

Dr. Joe Abah assumed duty as the Director-General of the Bureau of Public Service Reforms (BPSR) in 2013. Before his assumption of office, the Bureau, to say the least, lacked effective leadership, vision, focus and was literarily adrift. It was a reform house in need of internal reform. The first task of the new Director-General was to carry out “effective internal cleaning”. The Departments were renamed, given new specific responsibilities, Heads of the Departments and staff were also moved around taking into consideration of their skills and orientations.

-          Dr. Joe Abah (Ph.D) attended University of Calabar from 1981 – 1985, holds a Bachelor of Laws LL.B (Hons) Degree. Called to the Bar by the Nigeria Law School, Lagos, 1986.

-          Holds a Ph.D. from Maastricht Graduate School of Governance, Maastricht University, Netherlands where he is presently serving as a visiting Lecturer. His area of focus is Governance and Public Policy Analysis.

-          Dr. Joe Abah reckons with the fact that Public Sector reforms in the developing counties like Nigeria are influenced by policy experiments, policy inconsistency, and lack of political will/commitments by the leaders. He embraced from day one, the need to develop a range of public management models that are appropriate in different contexts and putting the needs and interests of citizens at the heart of public service reforms.

-          He has been consistent on the view that you cannot discuss public service reforms in isolation without taking into cognizance the structures of government, especially the MDAs, its degree of meritocracy, neutrality or otherwise of its civil servants, mechanisms for policy making and coordination for coherent unified programme implementation.

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