Lagos State Government

WORKFORCE PLANNING REPORT

JUNE 2013

2

Quality assurance stage Signature/initials Date

Report submitted to TSL 29.06.13

TSL QA on technical

content completed

Sheena Matthews 30.06.13

Report submitted to SPM 30.06.13

SPM QA on format,

sensitivity and

confirmation ToRs are met

is completed

Ben Arikpo 30.06.13

Report submitted to PDG 05.07.13

PDG QA complete and

approved

5 July 2013

Report submitted to KM

Abuja office

Report approved by

NPM/DNPM

3

Contents Contents ........................................................................................................................ 3

Foreword from the Head of Service .............................................................................. 6

Executive summary ....................................................................................................... 8

Section 1: Introduction and Context ............................................................................ 11

Section 2: Methodology ........................................................................................ 15

2.1 Terms of Reference (TOR) and Process ................................................................... 15

2.1.2 Scope ..................................................................................................................... 16

2.1.3 Limitations ............................................................................................................ 16

Section 3: Current Profile of Lagos State Public Service .......................................... 18

Table 2: Lagos State Service = State Public Service (i.e. MDAs + Parastatals) + Local

Government Public...................................................................................................... 19

3.2 Education Qualification Summary ................................................................................ 20

3.3 Gender ........................................................................................................................... 21

3.4. Age ............................................................................................................................... 22

3.5 Years in Service ............................................................................................................ 23

3.6 Grade Level ................................................................................................................... 25

3.7 Indigeneship: ................................................................................................................. 27

3.8 Persons with Disability/ Special Persons ...................................................................... 28

Section 4: Cadre Analysis ........................................................................................... 29

Section 5: Observations and Conclusions: Implications for the Workforce ................. 31

Opportunities and threats .................................................................................................... 31

Observations ....................................................................................................................... 32

Data summary ............................................................................................................. 33

Developing LSG capability and readiness for workforce planning .............................. 34

Section 6: Recommendations for workforce regeneration ........................................... 36

Appendix 1: Workforce Planning Baseline Study 2010 – Summary of

recommendations ....................................................................................................... 40

Appendix 2: Workforce Planning concept Note (2) ..................................................... 42

Appendix 3: List of the Public Service Organisations that Supplied Data.................... 46

Appendix 4: Ministries with Departments/Agencies under them – a working paper .... 46

Appendix 5: Workforce data ‘at a glance’ 25.6.13 ....................................................... 67

Appendix 6: Cadre Listing ........................................................................................... 69

Annex 1: Individual MDA profiles ................................................................................ 72

Please see volume 2 ................................................................................................... 72

4

Abbreviations and Acronyms

BSc Bachelor of Science (1st Degree)

COFOG Classification of the Functions of Government

CSC Civil Service Commission

DFID Department for International Development

EXCO Executive Council

F&A Finance & Administration

FSLC First School Leaving Certificate

GCE General Certificate Examination

GDP Gross Domestic Product

GL Grade Level

HND Higher National Diploma

HODs Heads of Department

HR Human Resources

HRMIS Human Resource Management Information System

HSC Higher School Certificate

JSC Judicial Service Commission

LCDA Local Council Development Areas

LCEA Local Council Education Authority

LGAs Local Government Authorities

LGSC Local Government Service Commission

LSDP Lagos State Development Community

LSDP Lagos State Development Plan

LSG Lagos State Government

MDA Ministries, Departments and Agencies

MEPB Ministry of Economic Planning & Budget

METP Ministry of Establishments, Training & Pensions

MSRD Management Services & Reforms Directorate (now Office of Transformation in

the Governor’s office)

MTSS Medium Term Sector Strategy

NCE National Certificate in Education

NEPAD New Partnership for Africa’s Development

Nos Numbers

NYSC National Youth Service Corps

OHOS Office of Head of Service

5

OOT Office of Transformation

PGD Post Graduate Diploma

PhD Doctor of Philosophy

PRO Public Relations Officer

PS Permanent Secretaries

PSM Civil Service Management

PSO Public Service Office (in OHoS)

PSSDC Public Service Staff Development Centre

SA Special Adviser

SMF Strategic Management Framework

SPARC State Partnership for Accountability, Responsiveness & Capability

SSCE Secondary School Certificate Examination

TEPO Teachers Establishments & Pensions Office

TOR Terms of Reference

TPA Ten Point Agenda

UN United Nations

WB World Bank

WFPR Workforce Planning Report

6

Foreword from the Head of Service

(To be included in the final validated report)

7

Acknowledgements SPARC thanks the LSG staff who participated in the focus groups and appreciates the work carried out by staff in collating and checking data from Government organisations. The encouraging response given by LSG senior staff to the interim report and the potential benefits to be derived from workforce planning was welcome.

8

Executive summary

It is envisaged that by 2025 Lagos State will be “Africa’s model megacity and a global,

economic and financial hub that is safe, secure, functional and productive”. This vision will be

achieved by “poverty eradication and sustainable economic growth through infrastructural

renewal and development1. The key pillars of the current draft development plan (2012-2025)

are economic development; infrastructural development; social development and security; and

sustainable environment. Lagos State Public Service cannot continue to engage in business

as usual. A professional and vibrant workforce would be required to manage the resources

that are bound to increase at a phenomenal level and to sustain the reforms underway. Lagos

State Government (LSG) will require the services of a dynamic Public Service to translate the

economic gains into eradicating poverty by 2025.

LSG is presently collaborating with various development partners (such as the UK Department

for International Development (DFID) State Partnership for Accountability, Responsiveness

and Capability (SPARC) programme and the World Bank etc.) in implementing programmes

aimed at alleviating poverty, developing infrastructure and growing the economy. A major

focus of these partnerships is the realisation of the aspiration of Lagos State to sustain the

status of a megacity serving as the nerve centre of national economy and home to

approximately twenty million Nigerians by 2025.

With support from SPARC, a study was commissioned in 2010 to generate baseline data on

the demographics and workforce planning practices as well as provide information on

overlaps, duplication and gaps in workforce planning and decision making amongst a sample

of MDAs. The findings from the study informed the design of an appropriate methodology for

employee profiling that will be used to develop workforce planning as an integral part of

human resource management practice in Lagos State Public Service.

The baseline study indicated the absence of formalised workforce planning processes in

Lagos State. It recommended that immediate steps be taken to compile authoritative baseline

data on the workforce for all MDAs in the State to have a broader picture of the demographic

profile of its workforce. This recommendation was accepted. Further work2 has been done to

re-orient current personnel management roles in Government MDAs to assume proper HR

functions and equip them for effective operations such as reviewing the capability of the

current workforce to ensure it has the right mix and quality to deliver its strategic objectives.

This is a report of the first formal workforce planning effort by LSG subsequent to the baseline

study report. While training and re-orientation of personnel is on-going, a relational database

of employees in MDAs, parastatals, Local Government Authorities (LGAs) and Local Council

Development Areas (LCDAs) has been created to generate essential baseline data for a

broader picture of the demographic profile of the entire Public Service workforce. The

database is fundamental to the development of a workforce planning process that will identify

1 Lagos State vision; Lagos State Development Plan (draft) 2012-2025

2 This work includes actions to clarify the roles and functions of METP, CSC and OHOS(PSO) and HR

activity pilots in selected MDAs

9

the people/human capital needs for achieving the strategic objectives of LSG. It will entail:

Analysing the workforce to isolate the strategic gap between current workforce and

strategic goals in the immediate, short, medium and long terms.

Developing a workforce plan to bridge the gap.

Implementing the plan through effective workforce actions such as recruitment,

transfers, secondments, deployments etc

Monitoring, evaluating, implementing and revising the plan.

Workforce planning is more than a snapshot in time. The success of the workforce planning

process is highly dependent on skills in human resources management and planning. Efforts

are being made therefore to involve personnel in PSO in HOS and METP to build their

capacity in data collection, capture, review and analysis. The database will also be made fully

compatible with the human resource management information (HRMIS) module of the LSG

Oracle system. All these will ensure skills transfer and sustainability of workforce planning

beyond the LSG and SPARC partnership.

The 2013 Workforce Planning Report (WFPR) is based on information gathered from 94 MDAs and 43 Parastatals. Data from 100 Local Government units (including LGAs, LCDAs and Primary Healthcare Centres) were collected. A full list of the organisations included is at Appendix 3. The report presents key features of the workforce as at December 2012, which totals 95,799 (42,157 in the Civil Service, 6,749 in parastatals, and 46,893 in local Government and primary health care centres). The workforce data is further analysed by age, gender, indigeneship, grade level, length of service and social inclusion on account of disability. An ‘at a glance’ summary of all of the figures is at Appendix 5.

The report includes an analysis of data on CS cadres which highlights the cumbersome nature of the current cadre system. The cadre information collected during the review contained inaccuracies and inconsistencies. There is clearly a need to review the cadre system as part of the on-going HRM reform. As a component of workforce planning, it entails a review of the entire public system in the light of changes that have taken place internally and externally. This will highlight changes that might have occurred on account of outsourcing, automation of business processes through the use of ICT tools and process reengineering in general, as well as creating new roles. All of these will cause a redefinition of duties and responsibilities leading to significant structural changes in the cadre or job classification system. The report is structured as follows:

Section 1 provides an introduction and overview of Lagos State with a focus on Lagos

State’s vision and draft strategic plan. It highlights the vision of LASG with its attending

economic, social, technological and environmental priorities. These priorities and

aspirations to be a megacity are expected to significantly increase the demand for

services from the state.

Section 2 gives a summary of the methodology for the workforce audit and planning

process.

The demographic and workforce profile of LSG is presented in Section 3. It is

illustrated with tables and charts to make meaning out of the data sets. It sets the

stage for more concrete analytical review in the future and as the future plan of the

workforce is developed.

Section 4 provides an analysis of data on CS cadres and the effects on service

10

delivery.

Section 5 sets out observations on the workforce data and draws some high level

implications for future staffing in LSG’s Public Services.

Section 6 tables some emerging recommendations for workforce planning in Lagos

State.

This report on the first phase of workforce audit and planning includes a comprehensive

analysis of the data overall and for the Public Service sectors (Civil Service, parastatals and

local Government). A profile for each MDA that responded to the audit has been provided and

LSG has an almost complete base suitable for further analysis e.g. by the United Nations (UN)

Classification of Functions of Government (COFOG) in alignment with Lagos State MTSS and

budget developments.

The report contains recommendations to Lagos State on medium and long term workforce

planning, succession planning, talent management and aspects of staff costs. They are

presented with the view that LSG will want to consider them for the current, medium and long

term capability and capacity of the Public Services and to identify those actions that will need

to be taken to create a more agile workforce that is professional, responsive, innovative and

accountable to citizens for delivering the services they require.

The next phase of Workforce planning will involve technical support to LSG to enable the

‘central’ HRM MDAs to develop a medium term workforce plan policy and guidance for the

State Public Service organisations.

11

Section 1: Introduction and Context Cities contribute substantially to national economic growth and wealth. Recent data on

developed nations show that cities generate more than 80% of national economic output

compared with about 40% for developing nations. For Mexico, the ten largest metropolitan

areas representing around one third of the national population produce 62% of national value

added. Only 120 cities in China account for some 75% of the country’s Gross Domestic

Product (GDP) (UN-Habitat, 2008). In Nigeria, LSG has been said to contribute about 65% of

non-oil GDP3. Indeed, Lagos State has its focus on making Lagos one of the top mega cities

in Africa.

Lagos with 18 million inhabitants (Lagos State Census, 2010) is the most populous city in

Sub-Saharan Africa and is projected by the United Nations (UN) to reach 25 million by 2025.

This will make Lagos state the highest concentration of human beings in the smallest

landmass in Africa. A conference on “Sustainable Cities” organized by the New Economic

Partnership on African Development (NEPAD) held in Abuja (April 2010) noted that Nigerian

cities are now dominated by slums and informal settlements to the extent that between 30-70

per cent of the urban population in Nigerian cities live in unplanned or informal settlements.

Some reasons for this include the inability of urban poor households to gain access to the

formal housing market and are therefore compelled to access shelter through the informal

housing supply system.

It is also important to stress that the Lagos State economy operates within the Nigerian

economy, which in turn is subject to global economic conditions. Lagos is therefore subject to

many macro-economic factors beyond its control. The international price of crude oil and

national policies concerning oil is one important factor. Another is the national rate of inflation.

This has been consistently high in recent years and should be taken into consideration while

planning for the future.

Insecurity has been a major challenge for the entire country and even though Lagos has not

been as affected as in the Northern states, it is to be expected that investors will require more

assurances of stability before engaging in new ventures in Nigeria. The issues of

infrastructure especially power, road networks, telecommunication, and access to the internet

also have to be addressed in order to position Lagos as a viable alternative to South Africa

and Kenya.

However, some development experts insist that political leaders with development-oriented

policies contribute to the growth of the institutional capacity of Government and are able to

develop good public policies for the improvement of the quality of life of their citizenry. These

leaders are able to move their countries out from a “lower level of development to a higher

level with reduced poverty, marked by significant improvements in respect of the basic needs

of education, health, food, and housing” 4 The forms of Government and qualities of the

political leaders always have a bearing on the formulation and implementation of policies and

3 Governor Fashola at the 2012 International Trade Fair 4 Adamolekun 2002:10

12

this ultimately affects the performance of the Public Service. Since 1999, Lagos State has had

leaders who have taken bold steps to enact sound economic policies including those that

have increased capital expenditure over recurrent expenditure. The commitment to

infrastructural renewal and development is creating an enabling environment for investment

and economic opportunities in the state. Despite the myriads of obvious challenges in

actualising the vision of LSG, one cannot discount the unquantifiable positive effect of political

will, self-pride (national, state and Eko) as well as global goodwill from the rest of the world

eagerly waiting for a share of the untapped market that is available in a “20-million-city within

a 200-million country”.

The draft Lagos State Development Plan (LSDP) provides overall direction for the growth and

development of the state over the next 15 years. It presents a framework through which all

sectors of the economy – public, private and civil society– can contribute to the improvement

of the quality of life in the state. The vision articulated in the LSDP i.e. “Africa’s Model

Megacity and Global, Economic and Financial Hub that is Safe, Secure, Functional and

Productive” will be achieved through “Poverty Eradication and Sustainable Economic Growth

through Infrastructural Renewal and Development”. The transition from Vision to Strategy is

expressed in the LSDP using four Development Pillars. These are: Economic Growth;

Infrastructural Development; Social Development and Security; and Sustainable

Development. The aims and strategic direction of each Pillar are expressed in the table below:

DEVELOPMENTAL PILLARS STRATEGIC DIRECTION

Pillar 1: Economic Development

Aim: A dynamic, expanding economy,

functional and visually attractive

Harnessing public and private investment to

create a strong, mixed economy that can

provide jobs for all and create the base for

expanding social services and environmental

sustainability

Pillar 2: Infrastructure Development

Aim: An efficient and effective infrastructure

capable of meeting future needs

Providing efficient power, effective mass

transit systems and other key infrastructures

essential to achieve a sound and growing

economy and achieve social progress

Pillar 3: Social Development and Security

Aim: An educated, skilled, healthy and

secure people

Ensuring a dynamic, progressive social and

economic environment that will result in a

well-educated, healthy people able to fulfil

their potential and meet the skill needs of new

industries.

Pillar 4: Sustainable Environment

Aim: A green, clean and liveable city that can

sustain its complex natural and man-

made environment

Creating sound systems, regulations and

public participation to maintain a healthy and

sustainable environment that can overcome

the environmental deficit and meet future

challenges posed by climate change.

A workforce that supports these development pillars will need to be professional,

responsive, innovative and accountable.

13

There are ongoing reform activities to ensure that MDAs are more responsive and

accountable. For example, corporate planning aims to enhance the delivery capacity of MDAs

by providing a strong organisational and functional focus. MDA mandates will be reviewed,

updated and published regularly to ensure that Government organisations are all working

towards achieving the vision of the State. In order to increase efficiency in human resource

planning and management, plans are underway to establish human resource units that will be

managed by professional HR personnel in each MDA.

The Baseline survey of staffing in LSG5 identified the following:

Forecasting the supply and demand for future capability will be essential if the Public

Services are to be effective, of the right demographic profile and planned to be the right

size for future effective performance.

Workforce data are available but not used for the purpose of workforce planning. A ‘single

version of the truth’ is required or data will be disputed. At present data on staffing in LSG

Public Service staffing is distributed between too many Government Agencies, is not

consistent and is unreliable.

The State currently bases its workforce plan on staff vacancies and the annual budget.

The demographic information shows that LSG should be taking steps to identify what

actions it should be taking to mitigate the risks in the current demographic profile and to

plan its future workforce in a more strategic way to fit it for future responsibilities. The

broader implications of all these is that the State needs to take deliberate steps to ensure

that it has an Human Resource Management Information Systems (HRMIS) in place to be

able to forecast workforce demand and supply in the short, medium and long runs.

With technical assistance from SPARC, a Service Charter Policy and Guidelines were

developed in 2010 with the aim of improving service delivery across the state. With additional

funding from DFID (for Strategic Opportunities), Service Charters and Delivery Standards for

14 pilot MDAs of the State were developed and publicly launched by the Governor in July

2012. These standards have been published and distributed to the Media and general public.

Action on service improvement plans is in place for 14 pilot MDAs. The State will through the

process aim to ensure:

MDAs operate in a manner that respects people and sees them as clients for the service

to which they are entitled.

MDAs are accountable, keeping the public well informed and involved in all aspects of

service delivery, political decision-making, and monitoring.

Performance against service standards is regularly measured and publicly reported,

The public feel that they get value for money for the taxes, fees and charges they are

called upon to make to support Public Services.

Where people have complaints or disputes with public bodies these issues are dealt with

quickly and fairly in an open manner.

The context for improving Public Service workforce planning is therefore clear: there should

5 Baseline Report of Workforce Planning in Central MDAs, Lagos State, Nigeria July 2010; see appendix 1 for a

summary of the recommendations

14

be a systematic mechanism in place to forecast the capability and capacity needed to meet

the requirements of a mega city and for LSG to confidently meet its service pledges.

15

Section 2: Methodology

2.1 Terms of Reference (TOR) and Process

The LSG/SPARC Public Service Self- Assessment (SEAT) progress review in 2012 concluded

that workforce planning for Lagos State was critical. Building on the 2010 baseline study and

development in professional HR, the Head of Service requested the assistance of SPARC in

preparing a workforce planning exercise for the Lagos State Civil Service.

The Terms of Reference for the workforce audit and planning exercise were to propose and

gain agreement for a strategy for State CS workforce planning and audit and to analyse the

skills and capability gaps; age, gender and diversity issues through planned activities that

included:

Review the Baseline Report of Workforce Planning in Central MDAs, Lagos State, Nigeria July 20106

Collate statistical information on CS workforce reconciling the nominal rolls and Oracle information

Design an audit strategy for LSG Work with OOT and LSG nominated staff Analyse the data Report to LSG on the workforce audit and its implications for future staffing,

succession planning and capability Identify staffing costs and potential savings Ensure G&SI sensitivity in any recommendations

This report presents the results of the data collection and some high level implications for

future planning.

The main stages in preparing a workforce plan are: to prepare a picture of the staff currently

employed; to identify gaps in capability, qualifications and experience; to project the future

size and capability of the workforce needed to deliver policies, services and the organisation’s

mandate; to create a plan; to implement it and to monitor it.

It was made known that the Government was keen to embark on a formal workforce planning

process (WPP) in Lagos State. Thereafter, it was agreed that immediate steps would be taken

to compile an authoritative baseline data for all MDAs in Lagos State that to provide a broader

and comprehensive picture of the demographic profile of its workforce. Initially, the WPP was

going to be limited to the Civil Service but in early 2013 it was extended to parastatals and the

local Government.

The task was initiated during a meeting at the instance of the HOS with SPARC Lagos

Programme Staff and officers of CSC, METP, Office of Transformation (OOT) and PSO to

review the concept7 and to discuss schedules and priorities with the consultants. It was

6 The models presented in the baseline study were judged to be too theoretical for use in LSG. In addition, as there

was a suspicion that staffing figures held by LSG were not wholly reliable, the decision was made to recommend an ‘audit’ of staff before progressing to a medium and long term workforce plan. 7 See Appendix 2 for copy of the Workforce Planning Concept note 5.12.12

16

agreed from the onset that the PSO would be responsible for data collection and entry. A

series of focus group discussions over two days (29-30 January 2013) was facilitated with a

cross-section of civil servants about their perceptions of the Civil Service8. Results from the

sample of MDAs involved indicated that:

Forecasting the supply and demand for future capability will be essential if the Public

Services are to be effective, of the right demographic profile and planned to be the right

size for future effective performance.

Workforce data are available but not used for the purpose of workforce planning. A ‘single

version of the truth’ is required or data will be disputed. At present data on staffing in LSG

Public Service staffing is distributed between too many Government Agencies9

The State currently bases its workforce plan on staff vacancies and the annual budget.

The demographic information shows that LSG should be taking steps to identify what

actions it should be taking to mitigate the risks in the current demographic profile and to

plan its future workforce in a more strategic way to fit it for future responsibilities. The

broader implications of all these is that the State needs to take deliberate steps to ensure

that it has an Human Resource Management Information Systems (HRMIS) in place to be

able to forecast workforce demand and supply in the short, medium and long runs.

Draft templates prepared for data capture were distributed to all MDAs10 and parastatals by

the PSO after a briefing meeting with all directors with responsibility for completing them. PSO

did the follow-up, collected and checked the data for completeness and accuracy. Data entry

operators drawn from the Civil Service received training in the use of the database and

captured the data as they were submitted.

2.1.1 Instrument and Data gathering

Initially, a template was designed to collect data in a simple format based on Microsoft Excel

worksheet. It was later amended to include information about cadres. It was also at this stage

that a decision was made by the consultant that a more advanced database was required

2.1.2 Scope

The original plan was to cover the Civil Service but was extended in January 2013 to

parastatals and then the local Government areas. Information about the workforce of 94

MDAs, 43 parastatals and 100 local Government areas/primary health care centres was

captured. This report is based on data collected from MDAs parastatals and local

Government.

2.1.3 Limitations

The team’s work was limited by delays in getting complete and accurate information from

MDAs, parastatals and LGAs. Data on contract and casual staff were excluded from the

database. Analysis of information gathered on cadres took longer than expected because of

8 See Report to HOS January 2013 for full details

9 Oracle, nominal rolls, METP statistics and the annual budget figures provide different information on

MDA and parastatal staff numbers. Information provided by the Parastatals monitoring office was disputed by PSO. 10

The list of MDAs is at appendix 3

17

the volume of data resulting from records where job titles were used in place of cadres. Work

was also slowed down because of software challenges which affected internet connection in

the Government computing centre, the Digital Village.

The review team worked on a list of MDAs provided by PSO11. The returns from the MDAs

based on nominal rolls in some cases included parastatals as well as the MDA. This has

made it difficult to draw a clear distinction between staff employed in the Civil Service and in

parastatals12. Some classifications cut across boundaries e.g. LGEAs sit under SUBEB, a Civil

Service entity; primary health centres are paid by Local Government not Health; but whether

they count as part of the Health Sector for MTSS and COFOG is not clear. Some data were

returned to MDAs for correction; not all returned a final and reliable set of figures.

13 MDAs who failed to submit at the expiration of the additional grace period were: PPO

Metropolitan Development and Governance Project, LASMIRA, Roads Bridges and Highways

Infrastructure Board, Infrastructure (in MoWI), LASU, LASPOTEC, LAWMA, MOCOPED,

LASUTH and 4 general Hospitals.

It is estimated that some 6,061 staff are not accounted for in the staff audit.

There are apparent discrepancies between the ORACLE figures (prepared in April) and those

provided by the MDAs. The numbers ‘missing’ or ‘gained’ where known/estimated are

summarised in a working document in Appendix 4.

11

See appendix 4 12

Information from the Parastatals Monitoring Office conflicted with that provided by PSO and the statistics published by METP.

18

Section 3: Current Profile of Lagos State Public Service This section provides an overview of the workforce. Key information provided includes the age

profile of the workforce, as well as statistics relating to grade level, gender, educational

qualification, number of years in the service, indigeneship and social inclusion. An analysis of

the workforce according to Cadres is provided in Section 4 of this report.

Profiles of each of the MDAs and other Public Service organisations that were covered by the

workforce ‘audit’ are presented in Volume 2 as an annex to this report. The categorisation and

breakdown of the figures provided is by educational qualification, gender, age, years of

service grade level, indigeneship and special persons. The data provided was checked

against returns and in some cases the returns were challenged. MDAs have not however

validated the data in their individual reports.

3.1 Total Workforce

The report is based on workforce data submitted to the Public Service Office (PSO) using a

template that was distributed to all MDAs, Parastatals and Local Government entities. It is

envisioned that gathering of quality data on the workforce will become a continuous process in

all MDAs in Lagos State. It is proposed that from 2014 there will be a concerted effort to

continue workforce data improvement and to ensure over time, a high level of accuracy.

The database aforementioned has captured 95,799 employees so far with 46,893 in local

Government and 48,906 in its Public Service (MDAs and Parastatals). They are engaged in

full-time employment by 94 MDAs, 100 local Government authorities/LCDAs/primary

healthcare centres and 43 parastatals13 that submitted data on their workforce to the PSO.

Some organisations14 failed to provide the information required. The shortfall should not be

significant enough to affect the overall results but this has to be subject to confirmation.

Table 1 is a brief summary of aggregated data for MDAs, Parastatals and LGAs to give an

idea of proportions of employees in the various groups. It shows that the majority of LSG

workforce (49%) is engaged in the delivery of services at the level of local Government (see

also figure 1). This makes it likely to infer that there is more human resource committed to

provision of services closer to the people. In comparison, the Civil Service employs a smaller

number because it is engaged in policy formulation and regulates / monitoring service delivery

in the State. Table 2 shows the breakdown of staff in MDAs, parastatals and local

Government. The analysis is work in progress; classifications are subject to change and final

validation by LSG.

`

An ‘at a glance' summary of all data is tabled in Appendix 5.

13

Including extra ministerial departments; final classifications to be confirmed 14

PPO Metropolitan Development and Governance Project, LASMIRA, Roads Bridges and Highways

Infrastructure Board, Infrastructure, LASU, LASPOTEC, LAWMA, MOCOPED, LASUTH and 4 general Hospitals.

19

`

Figure 1: Workforce Analysis by Service Type

Note: There is a gender balance in MDAs & Parastatals combined but there is a clear gap in favour of

women in the workforce at the local Government. This is due to the large proportion of women (68%) in the

Education Authorities.

20,237

4,372

19,032

21,920

2,377

27,861

0

5000

10000

15000

20000

25000

30000

MDAs Parastatals Local Govt

Male

Female

Table 1 : Workforce Analysis by Service-Type

Gender MDAs 44.01%

Parastatals 7.04%

Local Govt 48.95%

Totals

Male 45.55% 20,237 4,372 19,032 43,641

Female 54.45% 21,920 2,377 27,861 52,158

Totals 42,157 6,749 46,893 95,799

MDAs, Parastatals

& LGAs

Table 2: Lagos State Service = State Public Service (i.e. MDAs + Parastatals) + Local Government Public

Total State Public Service 48,906

Total MDAs 42,157 (86.20%) of Public Service

Total Parastatals 6,749 (13.80%) of Public Service

Male 24,609 (50.32%) of Public Service

Female 24,297 (49.68%) of Public Service

Total Local Government 46,893

LGA/LGEAs 18,119 (38.64%) of Local Govt

Primary Health Care Ctrs 1,902 (4.06%) of Local Govt

LGEAs 26,872 (57.30%) of Local Govt

Male 19,032 (40.59%) of local Govt

Female 27,861 (59.41%) of Local Govt

20

3.2 Education Qualification Summary

There is no information on educational qualification recorded for thirty-one (31) of employees

in the database. It is assumed these are people with no formal education. Of those with

educational qualifications, 60,185 (over 60%) of the Public Service have no higher diploma or

university degrees. Thirty-seven percent (35,583 employees) possess HND or higher

qualifications. The majority (68%) of these are employed in MDAs, 8.75% in parastatals and

23% in local Government.

The number of employees with degrees or equivalent qualifications suggests that as a whole

LSG is not attracting the best and the brightest into its workforce. It appears the basic entry-

level qualification (primary school leaving certificate) is too low to begin with. A situation where

the lesser-educated are hired to provide and regulate an enabling environment doesn’t augur

well for a megacity. This could impact negatively on the quality of work output and level of

productivity. See Table 3 below for a breakdown of qualifications; figure 2 presents a graphic

illustration

There are more women in all educational levels except in FSLC/S.75 (Male 7,945 and Female

4,689), PGD/Masters (Male 2,864 and Female 2,631) and PhD/Post Doc (Male 143 and

Female 134).

Table 3: Educational Qualifications by Employment Type Education Gender MDA Parastatals Local Govt Totals

FSLC/S.75 Male 2,505 916 4,524 7,945

Female 1,554 285 2,850 4,689

SSCE/GCE Male 3,447 1,146 8,052 12,645

Female 2,979 540 9,148 12,667

OND/NCE Male 2,753 402 3,938 7,093

Female 4,621 328 10,197 15,146

HND/B.Sc Male 9,352 1,284 2,174 12,810

Female 10,617 908 5,476 17,001

PGD/Masters Male 2,041 560 263 2,864

Female 2,107 271 253 2,631

PH.D/Post Doc Male 76 50 17 143

Female 72 40 22 134

21

Figure 2: Profile of workforce qualifications

3.3 Gender

Lagos State Public Service has a total workforce15 of 95,799 in 94 MDAs, 43 Parastatals and 100 LGAs, LCDAs, LGEAs and primary health care centres. Fifty-four percent (54%) of the total workforce is female (see figure 3). However, there are only 91 females among the 251 employees (36%) on Consolidated Pay which is the topmost management level. This suggests that men are favoured at the top level. This begs the questions as to whether there is a glass ceiling in the Civil Service and whether, as men tend to more involved in high-level politics than women, political appointments might be the explanation.

In GL 7 to 17 women constitute 66% of employees. This may be because of the Health and Education sectors where professionals are predominantly female. Table 4 below provides a breakdown of gender by MDAs, Parastatals and Local Government.

15

The figure is based on the data provided; overall the total may be closer to 100,000

12,634

25,312

22,239

29,811

5,495

277

0 10000 20000 30000 40000

FSLC/S.75

SSCE / GCE

OND / NCE

HND / BSc

PGD / Masters

PhD+

Total

Female

Male

Table 4: Gender Summary

MDA

Parastatals

Local Govt

TOTAL

Male 20,237 4,372 19,032 43,641

Female 21,920 2,377 27,861 52,158

42,157 6,749 46,893 95,799

22

Figure 3: Gender distribution

3.4. Age

Table 5 below presents a breakdown by age groups. Over 25% of the Lagos State Public

Service workforce is over 50 years of age, reflecting a significant number of employees that

will leave the Public Service over the next 5-10 years. The Lagos state Public Service has a

sizeable population of personnel who fall within what is considered as the older youth age

category (i.e. between 30 and 39); making up 26.92% while those between ages 40 – 49

years make up 36.41%. Only 7.91% of the Public Service is under 30 years of age. The

advantage to the State is that; if given the right environment, tools and incentives, youthful

vigour and innovation could be introduced into the service following ‘natural wastage’ and

without major redundancies or re-deployments if planned properly. It will be important to

correlate this information with the “Years in Service” to further appreciate implications for

future staff retention, when developing the workforce plan. The Public Service age profile is

further illustrated in figure 4 below.

Age Gender MDA Parastatals Local Govt Total

18-29 Male 1,328 152 1,997 3,477

Female 1,642 99 2,356 4,097

30-39 Male 5,726 1,059 5,810 12,595

Female 6,591 775 7,721 15,087

40-49 Male 7,897 1,851 6,452 16,200

Female 8,314 1,092 9,276 18,682

50+ Male 5,272 1,260 4,742 11,274

Female 5,362 408 8,436 14,206

Table 5: Age distribution

Male, 46%

Female, 54%

Gender Summary

23

Figure 4: Age distribution

3.5 Years in Service

Figure 5 profiles the staff returns by the number of years in service. Table 6 provides a

breakdown by length of service. Almost a fifth of public servants have served for more than 25

years, and is consistent with the age profile above, a retirement/exit bulge can be an

opportunity to reconfigure and rejuvenate the service; it is also a threat to sustainability of

service and corporate memory, depending upon the jobs involved. Recruiting a new employee

is a costly exercise. Apart from the salary cost, other hidden costs include advertising,

induction, training, and the time taken by existing officers to be involved in a recruitment

process. Recruitment therefore should be underpinned by a robust plan identifying the gaps

that need to be filled. Simply replacing staff who leave, for whatever reason, is not value for

money. Vacancies offer the opportunity to ask: does the job still exist; what changes have

been made or should be made to the job description to reflect reality and what is the

specification for the prospective job holder?

Investing in capable employees, and ensuring that sufficient and targeted professional

development opportunities are available, are proven strategies to retain employees and build

on their existing skills, knowledge and experience. More than 30% of the current workforce is

made up of those likely to leave the workforce in the next 10-15 years. This is the time to start

looking at their grade levels and job responsibilities in order to plan properly for succession,

especially into key roles. LSG should know which high performing staff who have 20-24 years’

service are capable of progressing through merit in a succession plan or whether alternative

means of filling key roles should also be considered. Successors should be identified by merit,

tested and mentored for key positions in the system.

7,574

27,682

34,882

25,480

4,097

15,087

18,682

14,206

3,477

12,595

16,200

11,274

0

5000

10000

15000

20000

25000

30000

35000

40000

18-29 30-39 40-49 50+

Total

Female

Male

24

Figure 5: Years in service

15,006

19,828

18,167

12,506

13,329

13,188

3,266

509

8,055

10,237

8,989

6,373

7,807

8,073

2,405

6,951

9,591

9,178

6,133

5,522

5,115

861

0 5000 10000 15000 20000 25000

0-4 yrs

5-9 yrs

10-14 yrs

15-19 yrs

20-24 yrs

25-30 yrs

31+

Undisclosed

Male

Female

Total

25

Table 6: Years in service

Years in the service

Gender MDAs Parastatals Local Govt Total

0-4 Male 3,153 557 3,241 6,951

Female 3,985 272 3,798 8,055

5-9 Male 4,112 843 4,636 9,591

Female 4,106 544 5,587 10,237

10-14 Male 4,030 1,187 3,961 9,178

Female 3,582 727 4,680 8,989

15-19 Male 2,753 591 2,789 6,133

Female 2,892 265 3,216 6,373

20-24 Male 2,883 487 2,152 5,522

Female 3,439 294 4,074 7,807

25-30 Male 3,154 555 1,406 5,115

Female 3,665 246 4,162 8,073

31+ yrs Male 5,272 80 692 861

Female 5,362 27 2,222 2,405

3.6 Grade Level

The bulk of the workforce in the Lagos State Public Service (41.20%) is engaged at the middle level GL 7 to 12. Over one third (33.31%) are in GL 1-6 while 25.39% of the workforce is engaged at the top level in Grade Level 13 and above. This suggests there are fewer entries into the workforce at GL 1-6 which could mean a gradual increase of the entry-level qualification. A correlation of this data with Years in Service will be instructive for succession planning.

The picture (Figure 6) below is a traditional Public Service pyramid. It shows there are enough

employees to succeed the managers in the service. An inverse pyramid would suggest

succession problems with few people following the managers on the organisational ladder.

LASG workforce has a diamond shape (see fig 7) which means the middle level is more

densely populated than the feeder level below it. This is characteristic of a Public Service

system where junior-level / non professional functions are out-sourced. There’s a need for

clarification if this is a policy of LASG as it is becoming a recognised best practice to out-

source services not directly related to policy and implementation of Government.

Fig 6: Traditional Pyramid

Senior Level

Junior Level

Middle Level

Senior Level

Junior

Level

Middle

Level

Fig 7: Diamond shaped

Workforce

26

Further investigation is necessary to find out more about the recruitments made in the past

10-15 years and whether any deliberate actions were taken to inject a certain type of

personnel for a particular reason. Grade distribution is set out in table 7 below. The table also

shows that at GL 7 and above there is a gender imbalance in parastatals in favour of men

whilst the opposite is the case in MDAs.

Table 7: Grade distribution

Grade Level Gender MDA Parastatals Local Govt Total

1-6 Male 4,495 1,332 11,029 16,856

Female 3,177 518 11,456 15,151

7-12 Male 8,534 2,101 6,284 16,919

Female 10,627 1,330 10,596 22,553

13 & Above Male 7,156 923 1,627 9,706

Female 8,053 519 5,791 14,363

Consolidated Male 52 16 92 160

Female 63 10 18 91

Figure 8: Grade distribution

32,007

39,472

24,069

251

15,151

22,553

14,363

91

16,856

16,919

9,706

160

0 10000 20000 30000 40000 50000

GL 1-6

GL 7-12

GL 13+

Consolidated

Male

Female

Total GL

27

3.7 Indigeneship:

Over 60% of the workforce are non-indigenes (see figure 9 below). Whereas the data on

indigenes show a gender balance (51.85 % Male: 48.15% Female); the majority (58%) of non-

indigenes are female. There is a possibility that a proportionately large number of non-

indigenes in the service are resident female spouses of Lagosians. Local Government has a

relatively high proportion of non-indigene women; parastatals employ almost twice as many

non-indigene men than women (see table 8).

The diverse background of the workforce reflects the megacity aspiration of LSG. A modern

Public Service should reflect the population that it serves. However, LSG will want to ensure

that this is the case and that the balance of indigene:non-indigene is appropriate.

Table 8: Indigeneship

Gender MDA Parastatals Local Govt Total

Indigenes Male 7,777 1,940 10,003 19,720

Female 7,407 1,102 9,803 18,312

Non-indigenes Male 12,555 2,359 9,031 23,945

Female 14,462 1,274 17,949 33,685

39.70%

60.16%

0.14%

Figure 9: Indigene / Non Indigene

Indigene

Non Indigene

Undisclosed

28

3.8 Persons with Disability/ Special Persons

In spite of the signing into Law of the Special Persons Act (2012); Lagos State Government

has a very low population of Special Persons in its workforce.

There are 118 public servants who are reported to be physically challenged. They constitute

less than one percent of the total workforce and are categorised as “Special” persons. This

suggests it is unlikely there are hiring policies in the Public Service that promotes social

inclusion.

29

Section 4: Cadre Analysis An important characteristic of a Civil Service system is the classification of its workforce into cadres based on the specific functions attached to their positions. A cadre comprises persons who are recruited to perform a series of duties requiring similar skills - technical, professional and/or administrative. There is usually a gradation of positions based on the level of qualification and responsibilities. A well constituted cadre is one that fulfils both the functional objectives of the Service and the career aspiration of its members. Effective management of a cadre system is tied to workforce planning as improper recruitment planning may lead to under-recruitment, over-recruitment or other ad-hoc measures. Like other state Governments in the federation, LSG has gone through periods of freeze on recruitment followed by a large scale recruitment exercise. This cycle often leads to promotion blocks which lead to frustration among civil servants resulting in diminished morale and motivation. This attempt at analysing the cadre system has proven useful in that it highlights how cumbersome the current set up is. It also points very clearly to an immediate need to review the cadre system as part of the on-going HRM reforms. As a component of workforce planning, it entails a review of the entire public system in the light of changes that have taken place internally and externally. This will highlight changes that might have occurred on account of outsourcing, automation of business processes through the use of ICT tools and process reengineering in general as well as the introduction of new jobs and roles,. All of these will cause a redefinition of duties and responsibilities leading to significant structural changes in the cadre system. LASG adopted the cadres used in the Federal Civil Service schemes of service. They are organised under the following broad classifications: a) Administration and General Services; b) Agriculture and Natural Resources; c) Budget, Planning, Research and Statistics; d) Finance and Supplies; e) Primary Healthcare; f) Social Development, Education, Information, Sports and Culture; and g) Works, Transport, Housing, Lands and Survey Department. There are close to 300 different cadres in the Lagos State Civil Service. This wide range has contributed to the challenges in analysing data on cadres. Even though the template clearly requested information on cadres, it would appear that some of the MDAs provided job titles instead. As a result, 468 employees could not be classified based on cadres as the nomenclature submitted did not match with those in the schemes of service, (see Appendix 6 for a full breakdown)16. Table 9 below summarises the usable cadre information by broad classifications. Figure 10 illustrates the categories graphically.

16

The total of staff by cadre does not reconcile with the total staffing figures provided. The explanation is due partly to incorrect or insufficient information provided.

30

Table 9: Cadres profile

Job Classification

Total # Cadres Within

the Category

Total Employees

Administration and General Services 53 41206

Agriculture and Natural Resources 29 361

Budget, Planning, Research and Statistics 10 985

Finance and Supplies 20 2938

Primary Healthcare 56 6352

Social Development, Education Information, Sports and Culture

51 35067

Works, Transport, Housing, Lands and Survey 73 7278

Figure 10: LASG Job Classification

43% of the LASG workforce is engaged in Administration and General Service with 53

different cadres in this broad job classification. The nomenclature could lead to an assumption

that these are secretarial or general service staff but it includes specialist and professional

jobs such as law enforcement agents, the judiciary and even meteorologists. There are more

cadres (56) than this in Primary Health Care where only 6,352 of the workforce are employed.

The greatest number of cadres (72) is in the Works, Transport, Housing, Lands and Survey

with 7,278 employees.

41206, 43%

361, 0%

985, 1%

2938, 3%

6352, 7%

35067, 37%

7278, 7%

1612, 2%

LASG Job Classifications

Admin / General Service

Agric & Natural Resources

Budget, Planning, Reasearch & Stat

Finance and Supplies

Primary Healthcare

Social Devpt, Education, Info, Sports & Culture

Works, Transport, Housing, Lands & Survey

Not Classified

31

Section 5: Observations and Conclusions: Implications for the Workforce

Opportunities and threats

At a glance, the emerging profile of the workforce of the Lagos State Public Service portrays a picture of 44% of the total workforce as civil servants who advise and assist LSG in the running of their Departments. It also shows that the bulk of the workforce (56%) are in positions related to better service delivery and provision of infrastructure to deliver the promise of Government to the people. It would appear a clever arrangement to have a manageable size of professionals and technical experts providing policy, administrative and strategic support to political leaders. On the other hand, the workforce does not invoke a readiness to propel Lagos into her vision of a megacity by 2025. It suggests a lack of deliberate planning of the workforce in terms of numbers and quality for the following reasons:

The high proportion of employees (at 30%) likely to leave the workforce in the next 10-15 years (i.e. just at the expected transition into a megacity) could mean inadequate experience and institutional memory at a critical time in service delivery. Unless immediate action is taken to develop a workforce plan and process, the dream of a

megacity may remain just that. However, the imminent retirement bulge offers LSG an opportunity to identify which posts are crucial to future policy making and operations and to decide how they will be filled: from ‘bench skills’ or direct recruitment.

36% of the workforce is aged 40-49 years which could be invigorating; yet close to half the workforce is without a university education. A concentration of energetic older youth without the technological skills and competence which are mostly offered at university and higher diploma level could be counter-productive. The challenge to turn age into an advantage could be through intensive training and on-the-job learning, structured career postings and fast track development for those with talent and potential.

The current profile of the workforce suggests there is diversity in terms of the large population of non-indigenous Lagosians and the high proportion of women in most groups in the state. However, at the top echelons of the workforce, women and non-indigenes are drastically reduced in number. The data on special persons also indicates no deliberate policy on social inclusion.

The cadre system is cumbersome and appears to have mushroomed over time. It is common for administrations to add to job classification; less common for them to rationalise and reduce them. A simpler form of job categorisation and classification would be possible. Differentiation in job levels can be achieved through grading and job titles supported by clear job descriptions. The cadre system does not substitute for

32

job descriptions nor is it likely to promote productivity and the discretionary effort needed in a high performing more agile Public Service.

All the issues raised above can be used to enhance the Public Service by deploying appropriate strategies in managing the workforce. Retirements and other forms of attrition in the Public Service translate into opportunities for workforce planning through focusing on the size and composition of the workforce, its deployment across MDAs and parastatals, and the knowledge, skills and competencies necessary to pursue the strategic plans of the Government. It includes all managed movement into, around and out of the Public Service including recruitment, promotion, secondment, transfer, redeployment, attrition and retention.

Observations

The baseline report on workforce planning in central MDAs conducted in July 2010 made some recommendations17. In July 201218, LSG concluded that the recommendations were still valid. Some progress has been made in the meantime but largely as a result of Lagos State’s support for more professional HR in the 6 pilot MDAs. Staff involved in this initiative will receive additional training, including in workforce planning in their MDA.

Collating statistical information on CS workforce and reconciling the nominal rolls and Oracle information

The information provided by the MDAs based on their nominal rolls as of the end of November 2012 does not reconcile with the Oracle information data base. Whether Oracle19 or the nominal roll is the more accurate is open to speculation. As the 2 main controls of staffing costs are head count and budget, the important issue for LSG is to have an accurate picture at any one time of its employment base. The most recent statistics and personnel costs are available in hard copy for 2009-11. In 2013 a single source of the information should be electronic, immediate, up to date and accurate. The information should include Establishment figures, staff in post and budget profiles.

Working with OOT and LSG nominated staff

To build State capability a team of officials drawn from MDAs was selected and briefed to gather, chase, check and supervise the entry of the data on pre-prepared spreadsheets, to ensure its accuracy. Each member of the team was intended to relate to a pre-selected set of MDAs; in practice this was not done. The data collection and checking was slower than planned. Accuracy was a major issue and resulted in work having to be re-done. The team was led by the AD HR in PSO and data entry completed by a team of data processes in the Digital Village. The lack of basic computer facilities and internet access in PSO was a handicap.

Data Collation and Analysis

The data was analysed by 2 professional consultants. The original spreadsheet was redesigned and will be made available to LSG and Oracle for future use.

17

See Appendix 1 18

The second PSM self-assessment (SEAT) 19

LSG is actively ramping up Oracle finance and HRM information

33

The quality of data received from the MDAs and parastatals was a commentary on the varying standards of efficiency in the Lagos State Civil Service. Although the responsibility for completing the template was given to officers at the same level, the submissions were different in many ways. Some files were incomplete while others contained a lot of discrepancies. Some organisations did not respond despite extending the deadline and chasing.

In reporting the number of employees in each cadre, several of the MDAs used job titles. This created a lot of challenges in analysing the workforce according to the cadres defined in the schemes of service.

MDAs were asked to complete a skills profile along with a breakdown of the nominal roll information. The information provided was of poorer quality than expected and cannot be used in any meaningful way.

Data summary

Appendix 5 tables an ‘at a glance’ summary of all data.

Civil Service and Parastatals

The database has captured 95,799 employees so far with 49,893 in local Government, 6,749 in parastatals, and 42,157 in its Civil Service. They are engaged in full-time employment by 94 MDAs, 43 parastatals and 100 local Government units that submitted data on their workforce to the PSO.

Gender

Lagos State Public Service has a total workforce of 95,799 fifty-seven percent of which 52,158 are female. Only 91 of the 251 workers (36%) on Consolidated Pay (the topmost management level) are women.

Grade

The bulk of the workforce in the Lagos State Public Service (41.20%) is engaged at the middle level GL 7 to 12. Over one third (33.31%) are in GL 1-6 while 25.39% of the workforce is engaged at the top level in Grade Level 13 and above. In graphical terms LASG workforce has a diamond shape (see fig 7) which means the middle level is more densely populated than the feeder level below it, but might be a source of talent in a succession plan.

Education

More than 60 percent of the workforce have no university or polytechnic qualification. This suggests LSG does not set the entry bar high enough and is not attracting the best into the workforce.

Age

Over 25% of the Lagos State Public Service workforce is over 50 years of age, reflecting a

significant number of employees that will leave the Public Service over the next 5-10 years.

There is a large population of personnel who fall within what is considered as the older youth

age category (i.e. between 30 and 39); making up 26.92%; personnel between ages 40 – 49

years make up 36.41%. Only 7.91% of the Public Service is under 30 years of age. A planning

horizon of 20 years would be sensible.

34

Length of Service

More than 30% of the workforce have less than 15 years to serve before retirement. This is the time to start looking at their grade levels and job responsibilities in order to plan properly for their succession.

Indigeneship

60.16% of the workforce are non-indigenes. Whereas the data on indigenes show a gender

balance (51.85% Male: 48.15% Female); the majority (58%) of non-indigenes are female,

except in parastatals.

Special Persons

There are 118 public servants who are reported to be physically challenged. They constitute less than 1% of the total workforce and are categorised as “Special” persons.

Each MDA should be profiled by each category and the correlations between the categories drawn for at least MDAs, Parastatals and Local Government.

Developing LSG capability and readiness for workforce planning

LSG continues to employ ancillary grade staff at junior grades as part of an implicit social welfare policy. More information is required on the extent to which this is sustainable of whether and how allowances for some posts should be monetised. A critical look at the Establishment plan and trends and forecasts is required.

It is important to take into consideration the crucial role of all the HR establishments of the

State in getting this done. A professional HR establishment with capability to carry out

workforce analysis among other functions will be a base requirement for implementation.

There is also the need to have a good understanding of the strategic direction for the State,

sectors and respective MDAs and the ability to project, define and quantify workforce

requirements. In Lagos, priority should be given to projecting the size and shape of the

workforce for 2013-2025, its deployment across the organisation and the knowledge, skills

and abilities employees will require.

There are a number of considerations to help ensure the success of the workforce planning

efforts:

Workforce planning is complex and needs to be resourced. Typically this is from within

HR though it is imperative that managers from across the organisation are involved in

the process. The team managing the project should have an extensive knowledge and

understanding of the organisation. Good IT skills and access to equipment within the

team are also an important prerequisite.

Sometimes organisations direct all their energies towards identifying the issues or

problems but lack clarity in relation to how these will be addressed. On other

occasions, organisations are too ambitious and get side-tracked into developing one

response initiative such as succession planning or skills audits.

Workforce planning supports organisations in managing their workforce in order to

make best use of resources and deliver an effective service and plan for the medium-

to long-term.

35

A workforce plan should examine the flows into through and out of an organisation.

The prospective exit on retirement has been signalled. How LSG decides to bring in

and bring on staff to fill future posts should be governed by merit, not current practice.

Breaking the ingrained habits will not be easy

Further analysis is needed into turnover. METP statistics reported 2756 new

employees at GL01-06 recruited in 2008-10. Promotions however totalled 13,000 in

the same grade bands. Exits are not recorded [DN – figures for other grades?]

Moving forward, workforce planning on an ongoing basis ensures that organisations

respond effectively to emerging needs while also successfully addressing immediate

challenges such as reductions in numbers or an ageing workforce.

Further analysis of current staffing levels and the composition of current workforce and

Establishment should consider the following:

What posts now exist?

How many people are working in a particular area?

How essential is each post?

Are there posts that are no longer needed?

What is the use of temporary versus permanent staff?

36

Section 6: Recommendations for workforce regeneration Recommendation 1 – validate the statistics

Although steps have been taken to capture and present accurate staffing figures there are

some flaws in the data and some gaps. Each MDA and parastatal should review its staffing

profile and check the data for accuracy. Those MDAs that failed to provide information should

be pressed to do so for completeness. LSG may want to delegate the collection, collation and

entry of final data for specific sectors e.g. Health and Local Government to the respective

Commissions.

Recommendation 2: Revise the State and MDA Establishment Plan

In the Public Service an ‘Establishment’ is the list of posts approved for an MDA or a

Department or other sub-component of the MDA that is intended to enable the MDA or sub-

component to effectively and efficiently undertake its functions. The Establishment lists each

post by its title and grade. While the Establishment defines all approved posts, whether filled

or vacant, the Nominal Roll provides a list of the staff that have been appointed and are in-

post at any one point in time. The two should not be confused.

A revised State Establishment Plan should include the number of posts LSG needs to deliver

policy advice to EXCO as well as service to citizens. LSG should take steps to assure that the

current and projected Establishment Plan is able to meet the strategic demands and

operational realities of a modern and professional Public Service.

Each MDA should be charged with defining its own revised Establishment Plan and to define

the composition of its work force in terms of posts, jobs, and skills that best fit its structure,

functions and processes. The responsibilities and staff requirements may differ quite markedly

between Departments. The revised Establishment should define the posts and disposition of

staff needed to enable the MDA to undertake its responsibilities and functions.

In formulating the Establishment plan one size does not fit all. MDAs must be prepared to

identify new posts, to scrap redundant ones and move jobs to new locations. Old formulae

such as the number of Directorates allowed and setting up identical hierarchies in each

Directorate should cease. New hierarchies will be governed by scope of job responsibility

including at worker and supervisory level. The Establishment Plan should create an

organisational shape and structure tailored to the Unit’s purpose and function. Jobs should be

clearly specified and be accompanied by job descriptions.

“Workforce planning is a core process of human resource management that is shaped

by the organisational strategy, structure and functions and ensures the right number of

people with the right skills at the right time to deliver short and long term objectives of

the organisation.”

CIPD Workforce Planning Guide, 2010

37

Staff forecasting over the next 10-25 years should be captured in Establishment projections

along with associated cost estimates.

There should be a single source of reliable figures on staff posts that is accurate and kept up

to date. The difference between information on the Establishment Plan and the nominal roll

should be clearly identified.

Recommendation 3: Initiate work force planning in MDAs.

LSG should require each MDA to develop its own long-term workforce plan that is linked to

the State-wide long-term workforce plan. Help may be needed in providing the necessary

tools and technical assistance to MDAs to enable them conduct long-term workforce planning.

LSG is already working with MDAs to ensure that staff responsible for providing HR functions

will be trained in the tenets of workforce planning.

The workforce plan should set out how the MDA will recruit, support, develop and retain the

employees it needs for the future. It will also show where employees will need to move to new

jobs to meet changing needs and priorities and in some cases where there will be

redundancies. In essence, a work force plan is a gap analysis that compares current and

future functions and responsibilities with workforce requirements and developing actions to

bridge any gaps that may be identified. The right skills are not achieved through random

training but by mapping the performance gaps and taking appropriate action to bridge them.

In drawing up a workforce plan MDAs should estimate whether staff have the talent and ability

to develop skills and apply them. This will mean strengthening the performance evaluation

system to identify potential and talent that can be groomed for future key roles. The principles

of transparency, merit and accountability and will be essential to make this work.

Recommendation 4: Identify key roles and core competences – what the Public Service

should and must be good at.

Some administrations have taken steps to identify core CS competences20 ie what the future

CS needs to be good at. LSG should adopt the revised draft Training Policy, carry out a high

level gap analysis and align the training policy, plan and budget.

Other actions may include identifying critical workforce segments in each MDA and for the

CS overall to ensure that LSG secures an adequate supply of its most indispensable

resources. Critical workforce segments are the positions that

are highly skilled, highly trained

provide a disproportionate amount of value

“make or break” a strategy

have the most valuable skills and

are generally the hardest to replace

In devising a succession plan some of these segments are also work-based ‘test beds’ for

those showing potential and talent.

20

See Ireland CS for a working example

38

The results of the competency gap analysis should be built into the staff training and

development plan as priorities for investment in priority performance requirements. They are a

key component of Workforce Planning.

Recommendation 5: Review the recruitment process

The recruitment process should be mapped (as recommended in 2010), to ensure it meets

LSG needs now and over the medium to long term. This should be done in conjunction with

stakeholders and related to critical employment groups. CSC will undertake this as part of

implementing its Corporate Plan; HSC has already taken steps to improve Health recruitment

and appointments. Pooling ideas and experience across the Commissions should be the

norm.

In reviewing recruitment processes LSG will want to challenge the entry level qualifications

and ensure the qualification bar is set high enough to attract talented entrants. Working with

MDAs, CSC should consider which key posts are at risk and devise strategies to cover them.

Each MDA should review its staffing profile and identify the specific risks it signals for medium

and longer term staffing

Recommendation 6: Enhance academic qualifications for policy capability

LSG will want to improve the overall level of academic qualifications, especially for those staff

who are expected to give high quality, evidence based policy advice and to design and

operate practical regulatory frameworks. Options might include introducing incentives to study

or raising the entry recruitment bar for some.21 LSG is currently working with the tertiary

education sector to identify the skills and qualifications programs the CS will need in future.

Associated actions could include how to attract the best into the CS. Incentives are unlikely to

be pay given the competition from the commercial sector in Lagos State but good quality jobs,

internships, academic study, good and relevant training and progression based on merit,

could be.

Recommendation 7: Identify redundant posts and cadres

A fundamental component of good workforce planning involves identifying redundant posts

and cadres and taking action to eradicate them, over time, transferring or retraining job

holders and letting the jobs atrophy. An alternative is to identify the redundant posts and let

the job holders go. In this scenario there will be case for addressing loss of livelihood issues

for lower paid staff.

Recommendation 8: Strengthen the merit principle

LSG’s HRM policy and strategy (including the medium term the future Workforce plan) should

ensure that recruitment, progression and promotions are to be more transparent and based on

merit.

21

Singapore CS is a good comparator here

39

Recommendation 9: Strengthening the HR Function in MDAs

Putting a core HRM function in place will eventually strengthen capability to produce accurate

establishment planning and evidence base workforce planning. Priority areas for HRM policy

development and implementation are:

scenario planning, workforce forecasting and judging capability gaps;

cadre management;

smarter recruitment tailored to MDA service delivery needs;

strategies to deploy staff that factor in organisational performance standards, individual

talent and potential and performance.

a succession policy and plan

a performance based training and development policy, plan and budget

a policy for special person employment, gender and equality of treatment

Recommendation 10: Review the cadre system

The current cadre system is out of date. The number and range of jobs in the current system

is cumbersome and although it informs individual job holders of their specific job title it is hard

to see how, as a whole, it is helpful to LSG in planning the future Public Service workforce.

The potential benefits of a more modern and simplified job classification system that can

encompass clear and comparative job grading should be explored.

40

Appendix 1: Workforce Planning Baseline Study 2010 – Summary of recommendations

It is important for Lagos State Government to put in place a strategic workforce planning

process that will constantly identify the people/human capital needs that are required to drive

its vision of becoming Africa economic hub and one of the top mega cities in the world.

Therefore, the following action should be taken to entrench an effective workforce planning

mechanism for Lagos State Public Service.

Quick Wins (Within 6 months)

There is need to urgently: i. Adopt an appropriate workforce planning model suitable for an organisation the size of

Lagos State Public Service ii. Establish an appropriate HR structure that will regularly review, modify recruitment

process to meet the specific human capital needs of each MDA within the state Public Service.

iii. The new HR structure should articulate retention plan, conduct salary analysis to ensure merit is adequately rewarded and conduct regular review and modification of the recruitment process in LASG Public Service.

iv. Review the Schemes of service and align with the strategic direction and skills requirements to drive the strategic goals of the State.

v. Conduct a mapping of recruitment process to make sure it’s in line with good practice. vi. Formalise detailed job description for all jobs in the state. vii. Articulate and sensitise the LASG workforce to the Strategic Direction of the State and

the crucial role of the workforce in arriving at the desired destinations of those goals. viii. Compile authoritative baseline data on the workforce for all MDAs in the State to have

a broader picture of the demographics on staff.

ix. Initiate moves to reconstruct all current personnel management organs of Government

to assume proper HR functions and equip them for effective operations.

Medium Term (Within 2 Years)

i. Establish HR structure and profile roles for it in the State ii. Communicate the new structure to all the MDAs iii. Train HR and top level staff on workforce methodology using a number of examples

from the peculiarities of the MDAs iv. Put in place and train HR officers on the use of HRIS v. Develop workforce plan for the State in collaboration with HR officers and associated

MDAs vi. Develop and communicate workforce actions to address the workforce plans

developed for the State vii. Review current workforce capability in the State through workforce Audit and

competency profiling for the workforce. viii. Establish a robust Human capacity development programme for the entire LASG

Public Service.

41

Long Term (Within 5 Years)

LASG should target to develop a five year strategic workforce plan that addresses present

and future human capital challenges in its service. This plan should enable Government to

identify the key actions needed to deal with immediate problems with recruiting and hiring,

training, retention, and succession planning in support of strategic goals of the state. It should

additionally enable state Government and human resource managers to anticipate and plan

for the future workforce that will be needed to drive and maintain the modernised and

fundamentally transformed Lagos State as envisaged in the Megacity Project, Ten Point

Agenda and strategic framework for the development of the state.

An appropriate HR Structure when established should:

i. identify key indicators of human capital performance, including recruiting and hiring measures, level of stress in the workplace, training needs, and turnover as well as establish standards for acceptable performance on these indicators;

ii. routinely collect and analyse data to identify trends, and use this information to guide decisions regarding future workforce needs of the state and the strategies to meet them;

iii. provide necessary tools and technical assistance MDAs to enable them conduct long-term workforce planning;

iv. work with MDAs to ensure that MDAs’ staff responsible for providing HR functions are well trained in the tenets of workforce planning;

v. require each MDA to develop its own long-term workforce plan that is linked to the state long-term workforce plan;

vi. work in partnership with the MDAs and their parent agencies to develop these plans;

vii. work with the state Government to establish an ongoing program of outreach from a cross section of MDAs to discuss the benefits and challenges workforce planning and encourage them to address human capital challenges identified.

Particular recommendations from the baseline study that still require attention include:

Review the Schemes of service and align it with the strategic direction and skills requirements to drive the strategic goals of the State.

Conduct a mapping of recruitment process to make sure it’s in line with good practice.

Formalise detailed job description for all jobs in the state.

Provide necessary tools and technical assistance MDAs to enable them conduct long-term workforce planning;

Work with MDAs to ensure that MDA staff responsible for providing HR functions are well trained in the tenets of workforce planning;

Require each MDA to develop its own long-term workforce plan that is linked to the state long-term workforce plan;

42

Appendix 2: Workforce Planning concept Note (2)

LASG WORKFORCE AUDIT AND PLANNING 2012-13

CONCEPT NOTE (2) 5.12.1222

Introduction

SPARC is pleased to submit an outline design for a comprehensive workforce audit which if agreed will start in January 2013.

Lagos State must ensure a workforce with the right mix of people, knowledge and skills that are needed both now and in the future in order to deliver on the strategic goals of the current administration23. The entire workforce must continue to learn and adapt as skills requirements change with societal development and technological advancement. The baseline study carried out in 2010 indicated a lack of systematic workforce planning in the State which meant there was no reliable basis for making projections on the future size, shape and capability of the Public Service workforce vis-à-vis highly demanding Government programmes and priorities. The second LSG PSM Self-Assessment exercise in 2012 signalled that workforce planning in LSG was now crucial. The primary aim of Workforce Audit and Planning is to have the right people in the right job with the right skills at the right time, now and in the future. Workforce planning is a process to identify Civil Service workforce needs to deliver strategies and mandates. It identifies the gaps between supply and demand and allows organisations to plan best alternatives to acquire, develop and maintain the right talent and skills needed to deliver its policies and services. As such it requires the mechanisms to forecast the demand for numbers, grades and skills over a given period (usually 5-10 years) and to do this within the context of a wider labour market. Workforce planning is the means to build capability to meet future performance requirements. A sound workforce plan drives the core HR functions of recruitment, resourcing, career development, succession planning, pay plans and training plans.

Globally, workforce planning has become increasingly relevant to Public Services due in part to increased retirements, as well as reform initiatives. It is a proactive strategy to project workforce requirements for the future and to plan how organisations will meet their responsibilities. Workforce planning in Lagos State Civil Service will make it possible for EXCO to systematically address issues that affect civil servants. The Executive and other arms of Government will be able to anticipate change and prepare for it; rather than being caught unawares. Workforce planning identifies human resource strategies required to mitigate workforce risks and deliver optimum service outcomes within available funding.

22

An initial Concept note (1) was submitted 2.9.10 23

This includes the transformation of Lagos State into a centre of excellence and Africa’s economic hub including through the

Lagos State Development Plan.

43

Compelling reasons for workforce planning Reasons Consequences

Reasons Consequences and opportunities

Continuing reports of skills shortages across critical professional groupings

Weaknesses in organisational capability and operational Performance

An ageing Lagos State Civil Service workforce

Loss of capability but with new opportunities and challenges arising from greater workplace diversity

A fiercely competitive global labour market (particularly in key skill areas)

Need to be more agile in, and focused on, accessing labour and need to know where skills need to be developed internally

A tightening fiscal environment Need to establish an employment value proposition that does not compete on remuneration alone, but also targets and draws on a sophisticated understanding of the demographics, attitudes and opinions of the various professional groups

Expectations for the Lagos State Civil Service to improve delivery of existing services or undertake new tasks within approved funding…….to do more with less

Need to be forward looking in linking workforce planning to strategic and financial planning and need to be proactive, anticipatory and agile.

The Objectives for the Workforce Audit

The objectives of the audit are to:

Capture as accurate a picture as possible of the current staffing in the LSG Civil Service. (This activity will include all MDAs, civil servants working in the regulatory and legislative bodies; hospital staff and those employed in the Educational districts. It does not include local Government employees.)

Collate the data on CS staffing and reconcile the nominal roll and Oracle information

Conduct an analysis of the data including by cadre, grade level, gender, age, length of service and qualifications

Assess the stocks and flows of staff in, up and through the Service

Identify how decisions about staffing are currently made and how these compare with recognised good practice

Report to LSG on the workforce audit and its implications for future staffing, succession planning and capability in the context of the State’s goals and State Development Plan

Identify staffing costs and potential savings

Table recommendations to EXCO for implementation

Key activities The main activities include research and interviews for data gathering, understanding and manipulating data, presenting workforce analyses clearly and translating findings into action plans. It is also about forecasting supply and demand - understanding what is in place now and what LSG might need in the future. Buy-in from all levels of Government and the resources (human and financial) for a successful implementation are essential. The OHOS PSO will take the lead and has assembled a core

44

team of 10 staff drawn from MDAs. Technical assistance will be provided by a SPARC team of 2 consultants. OOT has been invited to provide consultancy input. Everyone involved will be briefed and clear about the process and their responsibilities. They will need support from their own MDAs to be released for this work. MDAs will be asked to provide baseline staffing data in December 2012. Templates will be provided to make the tasks easier. At the heart of the strategy is communication and documentation. EXCO members through to junior employees should understand the concept of, and process for, workforce planning; an imperative to comply does not necessarily equate to engagement. It is essential to convince the leadership, civil servants at all levels and other critical stakeholders including labour unions, partners and the citizens of the far-reaching advantages of this bold and critical work. Stakeholders will want to whether, and how service delivery will improve with changes to the Civil Service. It is to be expected that the mention of workforce planning across the Civil Service in Lagos State will attract attention from the political class and civil servants, especially those who might be afraid of losing jobs. This fear might lead to lack of cooperation or in some cases sabotage. It will be important for the Office of HOS and PSO to prepare the ground with a series of individual and collective consultations with stakeholders; focus groups involving a cross section of staff will be used to elicit qualitative information about CS employment. The following options are suggested methods of outreach to stakeholders: large meetings led by top management; presentations by committees and teams; regular newsletters or briefing notes, fliers etc; specific meetings with Union officials (on demand or at an appropriate stage.)

The outputs from the Workforce Audit will include:

A clear picture of cost and staffing profiles

Future scenario planning and more realistic workforce forecasting and planning in LSG

Input to a talent and succession planning strategy

Information to improve HR policies and processes such as recruitment, training and promotion

HR performance indicators

A validated workforce audit process and planning mechanism for future use

Potential benefits of Workforce Planning to LSG

There are five key benefit categories: • Increased public value — the ability to increase the level of citizen confidence in

agencies and departments to deliver effective, efficient services that meet their personal, physical, welfare and security needs.

• Financial (value for money) — the ability to reduce costs of operations and transactions

associated with delivering service to the community, while fulfilling requirements of Government revenues and expenditure.

• Improved business outcomes — the ability to maintain and improve the quality and

effectiveness of services while reducing risks associated with business/service delivery. This encompasses the ability to ensure business continuity while responding

45

quickly to changes in business/service delivery to meet Government and citizen needs.

• Increased capability and capacity— the ability to meet citizen and Government demands and

expectations, while building trust in the ongoing delivery of outputs and outcomes into the future.

• Improved decision-making — the ability to make business and investment decisions

that take into account the workforce capacity and capability required to deliver successful outcomes.

Sheena Matthews tel: +44 (0) 7766 424098; 0807 8545762 Jumoke Adamolekun tel: 08033 345633 Henry Eyo tel: 0803 2001702 Chika Uwadi tel: 0803 3176550 SPARC 6.5.12

46

Appendix 3: List of the Public Service Organisations that Supplied Data

MDAs

1. Agbowa General Hospital

2. Apapa General Hospital

3. Cabinet Office

4. Citizens Mediation Centre

5. Civil Service Commission

6. Civil Service Pensions Office

7. Debt Management Office

8. Directorate of Co-Operative Services

9. Ebute Metta Health Centre

10. Education District 1

11. Education District II

12. Education District III

13. Education District IV

14. Education District V

15. Education District VI

16. Fisheries

17. Forestry Services

18. General Hospital , Ketu Ejinrin Health Centre

19. General Hospital Epe

20. General Hospital Mushin

21. General Hospital, Alimosho

22. General Hospital, Ebute Metta

23. Health Services Commission

47

24. Ibeju/Lekki General Hospital

25. Ifako Ijaiye General Hospital

26. Ikorodu General Hospital

27. Lagos Island Maternity

28. Lagos State Accident & Emergency Centre

29. Lagos State Aids Control Agency

30. Lagos State Emergency Management Agency

31. Lagos State Film & Video Censors Board

32. Lagos State House of Assembly

33. Lagos State Judiciary

34. Lagos State Office of Disability

35. Lagos State Procurement Agency

36. Lagos State Task Force

37. Lagos State Traffic Management Authority

38. Land Bureau

39. Liaison Office

40. Local Government Establishment & Pension Office

41. Local Government Service Commission

42. Massey Hospital

43. Ministry of Agriculture & Cooperatives

44. Ministry of Commerce & Industry

45. Ministry of Economic Planning & Budget

46. Ministry of Education

47. Ministry of Energy & Mineral Resources

48. Ministry of Finance

49. Ministry of Health

50. Ministry of Home Affairs & Culture

48

51. Ministry of Housing

52. Ministry of Information & Strategy

53. Ministry of Justice

54. Ministry of Local Government & Chieftancy Affairs

55. Ministry of Physical Planning & Urban Planning

56. Ministry of Rural Development

57. Ministry of Science & Technology

58. Ministry of Tourism & Inter Governmental Affairs

59. Ministry of Transportation

60. Ministry of Waterfront Infrastructure Development

61. Minsitry of Special Duties & Inter-Governmental Affairs

62. Motor Vehicle Administration Agency

63. Office of Auditor General for LG

64. Office of Drainage Services

65. Office of Establishment & Training

66. Office of Facility Management and Maintenance

67. Office of infrastructure

68. Office of Special Adviser Taxation and Revenue

69. Office of Sports

70. Office of the Chief of Staff

71. Office of the Deputy Governor

72. Office of the Public Defender

73. Office of the Secretary to the Goverment

74. Office of the Special Adviser on Central Business Districts

75. Office of the Special Adviser on Education

76. Office of the State Auditor General

77. Office of the Surveyor General

49

78. Office of Transformation

79. Office of Works

80. Office of Youth & Social Development

81. Orile Agege General Hospital

82. Parastatals Monitoring Office

83. Political & Legislative Power Bureau

84. Political and legislative powers bureau

85. Primary Health Care Board

86. Public Service Office

87. Public Trustee

88. Randle General Hospital

89. State Treasury Office

90. State Universal Basic Education

91. Teachers Establishment & Pensions Office

92. Valuation Office

93. Veterinary Department

94. WAPA

Parastatal

1. Adeniran Ogunsanya College of Education

2. Agency for Mass Education

3. Centre for Rural Development

4. Christian Pilgrims Welfare Board

5. Ibile Holdings Limited

6. Lagos State Agricultural Inputs Supply Authority

7. Lagos State Building Investment Company

8. Lagos State Coconut Development Authority

9. Lagos State Council for Arts and Culture

50

10. Lagos State Development and Property Corporation

11. Lagos State Drivers' Institute

12. Lagos State Electricity Board

13. Lagos State Enviromental and Special Offences Enforcement

14. Lagos State Environmental Protection Agency

15. Lagos State Examination Board

16. Lagos State Fire Service

17. Lagos State Independent Electoral Comission

18. Lagos State Library Board

19. Lagos state number plate production authority

20. Lagos State Parks & Gardens Agency

21. Lagos State Pension Commission

22. Lagos State Physical Planning Permit Authority

23. Lagos State Printing Corporation

24. Lagos State Radio Service

25. Lagos State Records & Archives Bureau

26. Lagos State Resident Registration Agency

27. Lagos State Safety Commission

28. Lagos State Scholarship Board

29. Lagos State Signage & Advertisement Agency

30. Lagos State Technical & Vocational Education Board

31. Lagos State University College of Medicine

32. Lagos Television

33. Lagos Water Corporation

34. LASG Planning & Environmental Monitoring Authority

35. LASG Urban Renewal Authority

36. Law Reforms Commission

37. Muslim Pilgrims Welfare Board

38. New Towns Development Authority

39. Public Service Staff Development Centre

40. Public Works Corporation

41. Special Committee for Rehabilitation of Public Schools

42. Traditional Medicine Board

43. Wastewater Management Office

51

LGAs & LCDAs

1. Agbado/Oke-Odo LCDA

2. Agboyi Ketu Primary Health Centre

3. Agboyi/ Ketu L.C.D.A.

4. Agege LGEA

5. Agege Local Government (Primary Health Care)

6. Ajeromi Ifelodun LGEA

7. Ajeromi Ifelodun Local Govt

8. Alimosho L.G.E.A

9. Alimosho Local Government

10. Alimosho Local Government Primary Health Care

11. Amuwo Odofin Local Government Education Authority

12. Apapa Iganmu LCDA

13. Apapa Local Government

14. Apapa Local Government (Primary Health Care)

15. Ayobo Ipaja Local Council Development Area (Primary Health Care)

16. Ayobo/ Ipaja L.C.D.A

17. Badagry LGEA

18. Badagry Local Government

19. Badagry West L.C.D.A

20. Bariga L.C.D.A

21. Bariga LCDA

22. Bariga Local Council Development Area (Primary Health Care)

23. Epe Local Government

24. Eredo L.C.D.A

52

25. Eti Osa East Local Council Development Area

26. Eti Osa Local Government

27. Eti-Osa L.G.E.A

28. Iba LCDA

29. Ibeju Lekki LGEA

30. Ibeju Lekki Local Government

31. Ifako Ijaiye LGEA

32. Ifako- Ijaiye L.G.E.A

33. Ifelodun L.C.D.A

34. Ifelodun Local Council Development Area(Primary Health Care)

35. Igando-Ikotun Local Development Area

36. Igando/Ikotun LCDA

37. Igbogbo/Bayeku LCDA

38. Ijede Health Centre

39. Ijede Local Council Development Area

40. Ikeja Local Government

41. Ikorodu L.G.E.A

42. Ikorodu Local Govt

43. Ikorodu North LCDA

44. Ikorodu West L.C.D.A

45. Ikorodu West L.C.D.A. (Health)

46. Ikosi-Isheri L.C.D.A Primary Health Care

47. Ikosi-Isheri Local Council Development Area

48. Ikosi/Ejinrin LCDA

49. Ikoyi Obalende LCDA

50. Imota LCDA

53

51. Iru-Victoria Island LCDA

52. Isolo Local Council Development Area

53. Isolo Local Council Development Area (Primary Health Care)

54. Itire/Ikate Local Council Development Area

55. Kosofe Local Government

56. Lagos Island East L.C.D.A

57. Lagos Island East LCDA

58. Lagos Island East LCDA (Primary Health Care)

59. Lagos Island LGEA

60. Lagos Island Local Government

61. Lagos Island Local Government (Health)

62. Lagos Mainland LGEA

63. Lagos Mainland Local Government (Primary Health Care)

64. Lekki LCDA

65. Local Government Education Authority, Agege

66. Local Government Education Authority, Apapa

67. Local Government Education Authority, Epe

68. Local Government Education Authority, Ikeja

69. Local Government Education Authority, kosofe

70. Local Government Education Authority, Mushin

71. Mosan Okunola L.C.D.A

72. Mosan Okunola Local Council Development Area (Primary Health Care)

73. Mushin Local Government

74. Mushin Local Govt. (Health)

75. Odi-Olowo/ Ojuwoye L.C.D.A

54

76. Ojo LGEA

77. Ojo Local Government

78. Ojodu L.C.D.A

79. Ojodu L.C.D.A (Primary Health Center)

80. OJOKORO L.C.D.A

81. Ojokoro LCDA (Primary Health Care)

82. Olorunda L.C.D.A. Badagry

83. Olorunda LCDA(Primary Health Care)

84. Onigbongbo L.C.D.A. (Health)

85. Onigbongbo Local Council Development Area

86. Oriade L.C.D.A

87. Oriade LCDA (Primary Health Care)

88. Orile Agege LCDA

89. Orile Agege Primary Health Care Center

90. Oshodi-Isolo LGEA

91. Oshodi-Isolo Local Government

92. Oto - Awori LCDA

93. Oto-Awori LCDA (Health Workers)

94. Primary Health Care (Ikorodu LG)

95. Primary Health Care, Ifako Ijaiye

96. Somolu LGEA

97. Somolu Local Government

98. Surulere LGEA

99. Surulere Local Government

100. Yaba L.C.D.A

55

Appendix 4: Ministries with Departments/Agencies under them – a working paper Notes

The ORACLE figures are not validated but used as a reality check against the data provided

by MDAs.

Highlighted MDAs failed to provide information or to respond to requests to update and return

information

These include:

Metropolitan Development and Governance Project, LASMIRA, Roads Bridges and Highways

Infrastructure Board, LASU, LASPOTEC, LAWMA, MOCOPED, LASUTH and 4 general

Hospitals.

Areas of significant discrepancy between the ORACLE figures and that provided by the MDAs

are shaded horizontally and the numbers ‘missing’ or ‘gained’ where known/estimated are

summarised below:

MDA Apparent discrepancy

OCoS - 635

PSO - 300

Ministry of Agriculture - 185

MEPB - 246

O SA Education - 129

Office of Sports + 129

Ministry of Youth and Soc Dev - 504

LSHOA + 115

LS Water Corporation + 1115

Ministry of Environment - 690

LS Judiciary - 1422

Environment Agencies + 319

Housing +154

LS Property Corp + 575

MOIS and Agencies + 770

New Towns DA + 184

LGETP - 37

Transportation - 584

Office of Works - 845

Office of Infrastructure - 345

Hospitals - 6256

Net discrepancy

- 9162

56

Classification WFP database

Hard-copy

Corrected Casual staff

ORACLE From HR report 30.4.13

GOVERNOR’S OFFICE

Lagos State Task Force 22 22 Done -

A Office Of Deputy Governor 96 99

B Office Of The Chief Of Staff 471 1336

1 Political And Legislative Powers Bureau

49 46

2 Parastatals Monitoring Office

MDA 59 59 55

3 Office Of Transformation

MDA 53 53 57

4 Public Private Partnership Office

5 Number Plates Production Authority (NPPA)

Parastatal 40

6 Lagos State Metropolitan Development And Governance Project

Parastatal

7 Lagos State Independent Electoral Commission (LASIEC)

117 118

8 Lagos State Infrastructural Maintenance And Regulatory Agency (LASMIRA)

9 Liaison Office 89 89 Done 88

10 Roads, Bridges & Highway Infrastructure (PSP) Development Board

11 Lagos State Aids Control Agency(LASACA)

21 22

12 Lagos State Procurement Agency

14 14 Done 6

13 Lagos State Government House

14 Lagos State Planning & Environmental Monitoring Authority (LASPEMA)

33

16 Lagos State Office for Disability Affairs

1 1 Done

C Office Of The Secretary To The State Government

20 16

1 Cabinet Office 80

D Office Of The Head Of 3

57

Service

1 Public Service Office/ Office of the Head of Service

90 81 390

E Civil Service Commission 160 158

F Ministry Of Finance 133 128

1 State Treasury Office 219 219 185

2 Debt Management Office

68 68 Done 65

Office of SA Taxation and Revenue

15 10

G Central Business District 23 23 Done 24

H

Ministry Of Agric And Cooperatives

133 630

1 Lagos State Agric Input And Supply Company

63 63

2 Lagos State Agric Development Authority

3 Agric Youth Empowerment Scheme(Agric Yes)

4 Lagos State Coconut Development Authority

5 Agricultural Land Holding Authority

Forestry Services 13 13 Done

Directorate of Cooperatives Services

96 96 Done

Fisheries 77 77 Done

1 Lagos State Agric Input And Supply Company

63 63

Ministry Of Commerce And Industry

161 143

1 Lekki Free Trade Zone

2 Lagos State Market Development Board

Ministry Of Economic Planning And Budget

246

J Ministry Of Education 365 429

K 1 Office Of The Special Adviser On Education

63 192

2 Teachers Establishment And Pension Office (TEPO)

142 155

3 State Universal Basic Education Board

296 296 Done 224

4 Education District I Parastatal 5006 5006 Done 5247

5 Education District II Parastatal 4490 4490 4579

6 Education District III Parastatal 2645 2645 Done 2801

7 Education District IV Parastatal 2612 2654

58

8 Education District V Parastatal 3457 3859

9 Education District VI Parastatal 4521 4521 Done 4957

10 Lagos State University College Of Medicine (LASUCOM)

11 Lagos State University (LASU)

13 Lagos State Polytechnic ( LASPOTHEC)

14 Michael Otedola College Of Primary Education(MOCOPED)

15 Adeniran Ogunsanya College Of Education

869 869 DONE

16 Lagos State Examinations Board

45 45 DONE

17 Lagos State Scholarship Board

34 34 Done

18 Lagos State Technical And Vocational Board

Parastatal

19 Lagos State Library Board

50 74 Done

20 Agency For Mass Education

20 20 Done

Ministry Of Energy And Mineral Resources

61 78

Office of SA Energy and Min [ duplication?]

87

L 1 Lagos State Electricity Board

39 39 Done

Ministry Of Establishments, Training And Pensions

M 1 Office Of Establishments And Training

182 199

2 Civil Service Pension Office

91 91 Done 94

3 Public Service Staff Development Centre

76 x

N 1 Lagos State Internal Revenue Services

-

Ministry Of Youth, Sports And Social Development

504

O 1 Office Of Youth And Social Development

41

2 Office Of Sports 259 130

3 Lagos State Sports Council

-

4 Lagos State Endowment Funds

-

Office Of Surveyor General 164 151

59

P 1 Office Of The Special Adviser On Digital Mapping

Office Of Auditor General(Local Governments)

137 137 Done 144

R Office Of The Auditor General (State)

182 125

Q Lagos State House Of Assembly

Parastatal 346 461

S 1 House Of Assembly Commission

Lagos State Judicial Service Commission

26

T Lagos State Judiciary 1422

U 1 Lagos State High Court

Ministry Of The Environment

690

V 1 Office Of Environmental Services

18

2 Office Of Drainage Services

147 146 192

3 Lagos State Water Corporation

1115 1115 Done

4 Lagos Waste Management Authority(LAWMA)

5 Lagos State Environmental Protection Agency(LASEPA)

Parastatal 211

6 Lagos State Signage And Advertisement Agency(LASAA)

Parastatal 7

7 Lagos State Waste Water Management Office

51 51 Done

8 Lagos State Parks And Gardens Agency

50 50 Done

9 Lagos State Water Regulatory Commission

10 Drain Ducks parastatal

11 Kai Brigade

Ministry Of Home Affairs And Culture

104 106 690

W 1 Christian Pilgrims Board

19 27 Done 8 -

2 Muslim Pilgrims Board 38 38 Done -

3 Lagos State Fire Services

514 514 Done

60

4 Council Of Arts & Culture

20 20 Done

Ministry Of Housing 337 205 183

X 1 Lagos State Development & Property Corporation

575 575 Done

2 Special Committee On Rehabilitation Of Public Schools

Parastatal 39

Ministry Of Information & Strategy

MDA 215 215 Done 272

Y 1 Lagos Television/Lagos Weekend Television

Parastatal 330 -

2 Lagos State Radio Service -Radio Lagos /Eko FM

Parastatal 298 -

3 Lagos State Printing Corporation

Parastatal 152

4 Lagos State Records And Archives Bureau

Parastatal 47 47 Done -

5 Traffic Radio Parastatal -

Ministry Of Justice MDA 503 439

Z 1 Office Of The Public Defender

Parastatal 58

2 Citizens Mediation Centre

Parastatal 11

3 Law Reform Commission

Parastatal 10

4 Multi-Door Court House

Parastatal

Lands Bureau MDA 316 371

Aa 1 New Towns Development Authority

Parastatal 184 172 Done -

Ministry Of Local Governments & Chieftaincy Affairs

MDA 136 172

Ab 1 Local Government Service Commission

Parastatal 65 65 Done 65

2 Local Government & Establishment Pensions Office

Parastatal 37

3 Lagos State Valuation Office

Parastatal 34 Done 51

Ministry Of Physical Planning And Urban Development

MDA 384 384 Done 666

Ac Lagos State Physical Planning Permit Authority

Parastatal 225

1 Lagos State Physical Planning Permit Authority (Alimosho)

61

2 Lagos State Physical Planning Permit Authority (Amuwo)

3 Lagos State Physical Planning Permit Authority (Badagry)

4 Lagos State Physical Planning Permit Authority (Epe)

5 Lagos State Physical Planning Permit Authority (Ikeja)

6 Lagos State Physical Planning Permit Authority (Ikorodu)

7 Lagos State Physical Planning Permit Authority (Lagos)

8 Lagos State Physical Planning Permit Authority (Lekki)

9 Lagos State Physical Planning Permit Authority (Surulere)

10 Lagos State Urban Renewal Authority (LASURA)

104 105

11 Lagos State Building Control Authority

Parastatal

Ministry Of Rural Development

MDA 183 183 Done 193

Ad 1 Centre For Rural Development(CERUD)

Parastatal

Ministry Of Science And Technology

MDA 205 205 Done 254

Ae 1 Lagos State Resident Registration Agency

Parastatal 41 41 Done

Ministry Of Special Duties

MDA 80 80 Done 101

Af 1 Lagos State Emergency Management (LASEMA)

Parastatal 54 51

2 Lagos State Safety Commission

Parastatal 36 36 Done No data

Ministry Of Tourism And Inter-Governmental Relations

MDA 99 95

Ag 1 Films, Video &Censors Board

Parastatal 17 17 Done

Ministry Of Transportation MDA 584

Ah 1 Motor Vehicle Administration Agency

MDA 450 450 Done 458

62

2 Lagos State Traffic Management Authority (LASTMA)

Parastatal 2550 2553

3 Lagos Metropolitan Area Transport Authority

Parastatal

4 Lagos State Bus Service(LAGBUS)

Parastatal

5 Drivers Institute Parastatal 72

6 Vehicle Inspectorate Office

Parastatal

7 Lagos State Water Ways Authority

Parastatal

Ministry Of Works And Infrastructure

MDA

Ai 1 Office Of Infrastructure Parastatal 345

2 Office Of Works Parastatal 52 897

3 Public Works Corporation

Parastatal 108 108 Done -

4 Material Testing Board Parastatal

5 Office Of Facility Management Maintenance

Parastatal 16 16

6 State Consultancy Board

Parastatal

Ministry Of Waterfront Infrastructure Development

MDA 88 88 Done 78

Aj Ministry Of Women Affairs And Poverty Alleviation

MDA 200 Done 185

Ak 1 Women Development Centres

Health Service Commission

215 215 Done 206

Al 1 Agbowa General Hospital

Parastatal 153 153 Done 149

2 Ajeromi/Ifelodun General Hospital

Parastatal 324

3 Alimosho General Hospital

Parastatal 367 340

4 Amuwo Odofin General Hospital

Parastatal 414

5 Apapa General Hospital

Parastatal 209 209 Done 207

6 Badagry General Hospital

Parastatal 358

7 Ebute-Metta Health Centre

Parastatal 174 174 Done 180

8 Epe General Hospital

Parastatal 231 231 Done 242

9 Gbagada General Hospital

Parastatal 532

63

10 General Hospital Lagos

Parastatal N/A

11 Harvey Road Health Centre

Parastatal 176

12 Ibeju/Lekki General Hospital

Parastatal 172 173 Done 1 158

13 Ifako/Ijaye General Hospital

Parastatal 407 407 Done 410

14 Ijede General Hospital

Parastatal 175 174

15 Ikorodu General Hospital

Parastatal 464 575

16 Isolo General Hospital

Parastatal 434

17 Ketu/Ejirin Health Parastatal 103 103

18 Lagos Island Maternity

Parastatal 363 369 Done 463

LI General Hospital Parastatal 889

19 Mainland Hospital Parastatal 214

20 Massey Street Children Hospital

Parastatal 290 309 Done 19 311

21 Mushin General Hospital

Parastatal 205 200 197

22 Onikan Health Centre

Parastatal 228

23 Orile Agege General Hospital

Parastatal 476 495

Oshodi General Hospital

Parastatal -

Oshodi Medical Stores

Parastatal 427

24 Somolu General Hospital

Parastatal 207

25 Surulere General Hospital (Randle)

Parastatal 172 404

Ministry Of Health MDA 828 725

Am 1 Office Of Special Adviser On Public Health

Parastatal -

2 Lagos State University Teaching Hospital

Parastatal 2053

3 Primary Health Care Board

Parastatal 24 24 Done n/a

4 Traditional Medicine Board

Parastatal 15 15 Done -

5 Health Facilities Accreditation And Monitoring Agency

Parastatal -

6 LASAMBUS Parastatal -

7 Lagos State Accident And Emergency Centre

Parastatal 89 89 Done -

64

Totals 44342

27043

53522

LOCAL GOVERNMENT; LGEA & LCDA24

Database Hardcopy Corrected

1 Oshodi / Isolo LGEA 1259 1259 Done

2 Kosofe LGEA 2042 2042 Done

Kosofe LG 364 364 Done

3 Badagry West LCDA 270 270 Done

4 Badagry LGEA 1463 1463 Done

5 Ifako/Ijaiye LGEA 867 867 Done

6 Mosan-Okunola LCDA 419 419 Done

7 Iru-Victoria Island LCDA 258 258

Oto-Awori LCDA 355 355 Done

8 Oto-Awori LCDA (Health) 66 66 Done

9 Somolu LGEA 1626 1626 Done

10 Igbogbo/Bayeku LCDA 125 125 Done

11 Apapa/Iganmu LCDA 246 246 Done

Apapa LG 363 363 Done

Apapa LG (Primary health Care) 111 111 Done

Apapa LGEA 965 965 Done

Ojodu LCDA 242 242 Done

Ikorodu LGEA 1596 1596 Done

Ikorodu Local Government 387 387 Done

Ikorodu Local Government (Primary health Care)

70 70 Done

Ikorodu North LCDA 302 302 Done

19 Ikorodu West LCDA (Primary Health care)

32 32 Done

Ikorodu West LCDA 240 240 Done

12 Lagos Island East LCDA 555 555 Done

13 Lagos Island East LCDA (Health) – Is this same as Lagos Island Local Govt Health

61 61 Done

14 Orile –Agege LCDA 390 390 Done

15 Yaba LCDA Done

16 Agboyi/Ketu LCDA 442 442 Done

Ketu Ejinrin Health Centre 102 102 Done

Ikosi Ejinrin LCDA 257 257 Done

17 Agege LGEA Done

Agege LG 707 707 Done

18 Agbado Oke Odo LCDA Done

Ifako Ijaiye LG (Primary Health care)

52 52 Done

Igando –Ikotun LCDA and 247 247 Done

24

Not yet complete

65

Igando –Ikotun (Primary Health care)

Eti Osa LG 364 364 Done

Eti Osa LGEA 649 649 Done

Eti Osa LCDA 268 268 Done

Ifelodun LCDA 342 342 Done

Ifelodun LCDA (Primary Health Care)

53 53 Done

Mosan-Okunola LCDA (Primary Health Care)

55 55 Done

Itire/Ikate LCDA 382 382 Done

Ifako Ijaiye LG 557 557 Done

Mushin LGEA 1740 1740 Done

Mushin LG 486 486 Done

Mushin LG (Primary Health Care)

36 36 Done

Badagry LGEA

Olorunda LCDA 325 325 Done

Olorunda LCDA (Primary Health Care)

87 87 Done

Isolo LCDA 449 449 Done

Isolo LCDA (Primary Health Care)

77 77 Done

Epe LGEA 1146 1146 Done

Epe LG 577 577 Done

Ayobo Ipaja LCDA 205 205 Done

Ayobo Ipaja LCDA (Primary Health Care)

48 48 Done

Ijede LCDA 146 146 Done

Ijede LCDA (Primary Health Care)

175 175 Done

Ojo LG 556 556 Done

Onigbongbo LCDA 276 276 Done

Onigbongbo LCDA (Primary Health Care)

56 56 Done

Imota LCDA 196 196 Done

Amuwo Odofin LGEA 848 848 Done

Surulere Local Government 589 589 Done

Yaba LCDA 452 452 Done

Oriade LCDA 196 [196]???? ?????

Oriade LCDA (Primary Health Care)

58 58 Done

Ojokoro LCDA 464 464 Done

Ojokoro LCDA (Primary Health Care)

52 52 Done

Bariga LCDA 360 360 Done

Bariga LCDA (Primary Health Care)

52 52 Done

Lekki LCDA 422 422 Done

Ibeju Lekki Local Government 362 362 Done

Lagos Island Local Government 485 485 Done

Lagos Island Local Government (Primary Health Care)

72 72 Done

66

Eredo Local Council Development Area

363 363 Done

Oto Awori LCDA (Primary Health Care)

41 41 Done

Ikeja Local Government 339 339 Done

Ikeja Local Government (Primary Health Care)

77 77 Done

Ikeja LGEA 1085 1085 Done

Agbado Oke-odo LCDA 379 379 Done

Coker Aguda LCDA 441 441 Done

Total at [ ]

32869

67

Appendix 5: Workforce data ‘at a glance’ 25.6.13 Data Data MDA Parastatals

Local Govt Total

Workforce Total 42,157 6,749 46,893 95,799

Gender Male 20,237 4,372 19,032 43,641

Female 21,920 2,377 27,861 52,158

Grade Level

GL 1-6 32,007

Male 4,495 1,332 11,029 16,856

Female 3,177 518 11,456 15,151

GL 7-12 39,472

Male 8,534 2,101 6,284 16,919

Female 10,627 1,330 10,598 22,553

GL 13 and Above 24,069

Male 7,156 923 1,627 9,706

Female 8,053 519 5,791 14,363

Consolidated 251

Male 52 16 92 160

Female 63 10 18 91

Educational Qualification

Undisclosed 31

FSLC/S.75 12,634

Male 2,505 916 4,524 7,945

Female 1,554 285 2850 4,689

SSCE/GCE 25,312

Male 3,447 1,146 8,052 12,645

Female 2,979 540 9,148 12,667

OND/NCE 22,239

Male 2,573 402 3938 7,093

Female 4,621 328 10197 15,146

HND/B.SC 29,811

Male 9,352 1,284 2,174 12,810

Female 10,617 908 5,476 17,001

PGD/Masters 5,495

Male 2,041 560 263 2,864

Female 2,107 271 253 2,631

PH.D/Post Doc 277

Male 76 50 17 143

Female 72 40 22 134

Age Summary

Undisclosed

18-29 7,574

Male 1,328 152 1,997 3,477

Female 1,642 99 2,356 4,097

30-39 27,682

Male 5,726 1,059 5,810 12,595

Female 6,591 775 7,721 15,087

40-49 34,882

Male 7,897 1,851 6,452 16,200

Female 8,314 1,092 9,276 18,682

50+ 25,480

68

Male 5,272 1,260 4,742 11,274

Female 5,362 408 8,436 14,206

Years in service Summary

0-4yrs 15,006

Male 3,153 557 3,241 6,951

Female 3,985 272 3,798 8,055

5-9yrs 19,828

Male 4,112 843 4,636 9,591

Female 4,106 544 5,587 10,237

10-14yrs 18,167

Male 4,030 1,187 3,961 9,178

Female 3,582 727 4,680 8,989

15-19yrs 12,506

Male 2,793 591 2,789 6,133

Female 2,892 265 3,215 6,373

20-24yrs 13,329

Male 2,883 487 2,152 5,522

Female 3,439 294 4,074 7,807

25-30yrs 13,188

Male 3,154 555 1,406 5,115

Female 3,665 246 4,162 8,073

31+ yrs 3,266

Male 89 80 692 861

Female 156 27 2,222 2,405

Indigeneship

Indigenes 38,032

Male 7,777 1,940 10,003 19,720

Female 7,409 1,102 9,803 18,312

Non-Indigenes

Male 12,555 2,359 9,031 23,945

Female 14,462 1,274 17,949 339685

Special Persons Summary

Total 118

Male 35 7 21 63

Female 23 3 29 55

69

Appendix 6: Cadre Listing

A: ADMINISTRATION & GENERAL SERVICES

SN Name of Cadre Total

1 Administrative Officers/Administrative Executive 2147

2 Assistant Secretarial Officer 222

3 Day/Night Guard (Watchman) 4033

4 Clerical Officer 19326

5 Cleaner 1643

6 Court Recorder 29

7 Executive Officer 5475

8 Motor Driver Mechanic 990

9 Porter 155

10 Office Assistant 5

11 Confidential Secretary 313

12 Dispatch Rider 9

13 Hall Supervisor/ Hall Superintendent 21

14 Driver 1268

15 Driver/Dispatch Officer 4

16 operator 2

17 Personal Assistant 15

18 Personnel/ Admin 22

19 Project officers lawyers 33

20 Project Officers 2

21 Office Attendant 676

22 Secretarial Assistant/ Typist/ Secretary 445

23 Sheriff Corps 53

24 Sergeant at Arms 2

25 Secretarial Officer 1006

26 Kitchen Attendant 21

27 Lawyer 12

28 Legal Officer/ Principal Legal Officer 81

29 Registrar (Judiciary) 419

30 Resource Officer (Resource Unit) 4

31 Security 884

32 Gardener 90

33 Cooks 190

34 Radio/Telephone Operator 2

35 Catering 187

36 Washerman 44

70

37 Domestic 45

38 Judges 50

39 Judicial Assistant 47

40 Legislative Officer 70

41 Record Assistant 43

42 Record Officer 7

43 Non- Teaching Staff 1

44 Record Technician 20

45 Messenger 506

46 Steward 2

47 Magistracy 108

48 State Counsel 443

49 Telephone Operator 1

50 Tailoring 23

51 Meteorologist 1

52 Communication 2

53 Head Watcher 7

Total 41206

B: AGRICULTURE & NATURAL RESOURCES

SN Name of Cadre Total

1 Agric Officer 92

2 Agric Rural & Social Development 34

3 Agric Superintendent 12

4 Agric Community Development Inspector 3

5 Agric Planning Officer 9

6 Botany 3

7 Fisheries Officer 50

8 Technical Officer (Agric Engr) 2

9 Asst Tech (Agric) 1

10 Poultry 4

11 Engineering (Agriculture) 1

12 Fisherman 4

13 Fisheries Superintendent 22

14 Fisheries Overseer 4

15 Fisheries Attendant 1

16 Forest / Zoo Attendants 1

17 Forest Officer 7

18 Forest Rangers 2

19 Hydrologist/Hydro geologist 6

20 Horticulture 3

71

21 Forest Superintendent 4

22 Livestock Officer/ Livestock Superintendent 3

23 Farm Assistant 1

24 Farm Attendant 1

25 Cartographer 17

26 Geologist/ Geologist Officer 25

27 Field Attendant 46

28 Field Superintendent 2

29 Field Assistance 1

Total 361

C BUDGET, PLANNING, RESEARCH & STATISTICS

SN Name of Cadre Total

1 Actuarist 1

2 Budget and Planning 53

3 Data processing officer 324

4 Planning Officer 247

5 Computer Assistant/ Computer Analyst 44

6 Planning Officer (Executive) 2

7 Programme Analyst 140

8 Statistical (Assistant Stat Officer) 152

9 Valuation 20

10 Statistic Assistant 2

Total 985

72

Annex 1: Individual MDA profiles

Please see volume 2