CNA seeks merit-based promotions and reforms in the National Assembly service

CNA seeks merit-based promotions and reforms in the National Assembly service

…Requires a unified staff database and stronger collaboration between the Commission and management

From our correspondent

Abuja (Core Reporters) – The Clerk of the National Assembly (CNA) Kamoru Ogunlana has called for comprehensive reforms in the administration of the National Assembly Service, advocating merit-based promotions, a unified personnel database, stronger institutional collaboration and a more effective disciplinary framework.

The clerk made the appeal while delivering his keynote address at a three-day retreat for the leadership of the National Assembly and the National Assembly Service Commission (NASC), held at the Transcorp Hilton, Abuja, from October 15 to 18, 2026.

He said the retreat provided an opportunity to address administrative challenges and develop strategies to build a more efficient, transparent, accountable and professional parliamentary institution.

According to him, the effectiveness of the National Assembly depends not only on legislative processes but also on the competence, professionalism and administrative efficiency of the staff who support its operations.

He urged participants to examine the relationship between the Commission and the Directorate and determine the type of institution they intend to leave as a legacy for future generations.

Merit must guide appointments and promotions

Ogunlana identified human resource management as a major challenge, insisting that appointments, promotions and staff development must be guided by merit, competence, experience, performance and applicable service programme.

He warned that ignoring the National Assembly Service Act of 2014 and established administrative procedures could expose the institution to legal challenges, administrative setbacks and instability.

He warned against allowing considerations such as geographical origin to override competence, seniority and relevant experience, underlining the need for transparent career progression and confidence in the fairness of the system.

Search the unified personnel database

The Chancellor also supported a single, auditable and regularly updated personnel database to address inconsistencies, duplication and questionable information in personnel records.

He said the database should capture staff identity, cadres, grade level, qualifications, appointment and promotion history, assignments and training records.

He described accurate staffing information as essential to effective workforce planning, accountability and institutional credibility.

There is an urgent need for stronger relationships between the Commission and management

Regarding institutional collaboration, the Chancellor called for better consultation, mutual respect and a clearer definition of responsibilities between the Commission and management.

While recognizing their distinct statutory functions, he said both institutions must work together rather than operate as competing centers of authority.

He explained that the Commission was responsible for statutory human resources functions, while management looked after the day-to-day administration and operations of the service.

He particularly highlighted the consultation on the appointment, promotion and discipline of senior officials, urging participants to establish clearer procedures for managing senior management personnel without weakening the legal authority of both institutions.

The chancellor also called for a more defined coordination role for his office, noting that the National Assembly Service comprises 3,841 employees, approximately 12 directorates, 72 departments and four affiliated agencies.

He said effective coordination would reduce duplication, prevent avoidable conflicts and promote institutional harmony.

Proposes an efficient disciplinary system

The Chancellor has called for reforms to make staff discipline more effective, arguing that separating oversight responsibilities from the authority to impose formal sanctions could delay action and create accountability gaps.

He urged the Commission and management to develop a framework that promotes timely disciplinary action, responsible conduct and accountability.

It also proposed that the Commission consider delegating appropriate personnel management responsibilities for officials at levels 3 to 6 to management, subject to clear guidelines, oversight mechanisms and accountability.

“Delegation, properly designed, is not a relinquishment of authority. It is a means of making authority more effective,” he said.

It supports common welfare and improved education

The Chancellor also supported a common staff welfare framework to promote fairness and consistency across the National Assembly service, while adapting to the operational and financial circumstances of individual agencies.

Regarding professional development, he called for greater use of the National Institute for Legislative and Democratic Studies (NILDS) as a central platform for training National Assembly staff.

It identified legislative practice, parliamentary procedure, policy analysis, research, digital technology, public financial management, ethics and leadership as priority areas for staff development.

He emphasized that training should be linked to career progression, succession planning and improving institutional performance.

The Chancellor urged the Commission, management and staff to work collectively to strengthen the National Assembly Service, expressing confidence that the retreat would produce practical recommendations to improve administration, institutional collaboration and professionalism.