THE PRESIDENCY

BUREAU OF PUBLIC SERVICE REFORMS (BPSR),

NIGERIA

THE
ROLES/RESPONSIBILITIES
OF THE BOARD
OF THE NATIONAL HAJJ
COMMISSION OF NIGERIA
(NAHCON)

Thursday, 26TH November, 2020

A PRESENTATION BY
MR. D. I. ARABI FIIM, FICA
DIRECTOR-GENERAL, BPSR
 INTRODUCTION
There are reasons why I think you have been assembled here:

There are pre-conceived notions/expectations about the weight of your

appointment;

Operations and processes in the public service are guided by Rules,

Regulations and Guidelines and other provisions issued from time to time in
Government circulars which political appointees must be familiar with;

Given the budgetary constraints under which CEOs operate, your

personal expectations as well as those of your relations, friends and
society at large, there is bound to be some tension in Executive-Board
Member {Commissioners} relationship;

Accordingly, the need to clear the air about both the boundaries of authority and the limits of your
expectations as Chairman /Commissioners, {Members of Governing Board} is an urgent imperative.
22
 NATIONAL HAJJ COMMISSION OF NIGERlA
(NAHCON) (ESTABLISHMENT) ACT 2006
“established a body to be known as National Hajj Commission of Nigeria (NAHCON)”

a representative of the
Chairman a representative each of the Ministry of

Aviation; Central Bank of

Nigeria;
Jama'atul Nasril
Foreign Affairs;
(I) The chief executive and Islam
accounting officer of the Three full-time members
commission; and six part-time members Nigerian Supreme
representing each geo- Internal Affairs Council for Islamic
(ii) Responsible to the (Immigration);
political zone provided that Affairs
commission for the day
two of whom shall be
to day management of
women;
the affairs of the Finance;
commission;

Health;
33
 THE FUNCTION OF NAHCON.

01 License
02 Regulat
e
03 Supervis
Perform Oversight e
04
functions on Hajj
05 and Umrah
activities

4
 Public Service Ethics, Values & Ethos
Public service operate on the basis of certain ethics, values and ethos.
There are expectations of Government and the public for those who work in the
Public Service

Democratic
Values Profession Ethical People
al Values Values Values

Helping the Serve with Demonstrate

ministers/commissi competence, Uphold, at all times, respect, fairness
oners and political excellence, public trust and be and courtesy in
heads to, under the efficiency, responsive to the dealing with the
law, serve public objectivity and society; and public and with
interest; impartiality; fellow public 5
servants
 Public Service Ethics, Values & Ethos
Public service values, ethics and ethos have mostly been codified in various
documents, namely
Is the compendium of
administrative rules Is a subject matter
Is the second of twin
guiding the entire specific document that
documents (PSR & FR)
public service of the spell out the
that jointly serve as
federation. While it was procedures for
the principal
a product of revision of appointments,
instrument of
the old civil service promotions and
administrative and
rules there is a whole discipline including the
financial controls in
chapter detailing its rights of appeal and
the public service.
application to federal petitions
government parastatals

Public Service Financial Guidelines for

Rules (PSR) Regulations Appointments,
Promotion and
Discipline
6
 Public Service Ethics, Values & Ethos
01
Helping to see to the effective discharge
of the mandates of NAHCON while
striving to meet the reciprocal
expectations of Government and
Nigerians
and ensuring that you operate within
the bounds of those rules and
regulations, are the reasons why you
have been appointed as Governing
Council/Chairman and Commissioners
{Board members}.
02 03
It is public knowledge that Irregular appointments,
board chairmen and promotion and termination
members have been of appointment by a
remanded in prison and/or governing board has
convicted for procurement repercussions on the career
offences committed under and life of the public
their approval; servants they superintend;
The first step, however, is to acquaint you with these rules,
regulations and guidelines as they relate to your responsibilities as
7
chairman and commissioners .
 THE COMMISSION

The Board(commissioners} are appointed

by the President.

The Board(commissioners}
The Chief Executive Officer is appointed
by the President and at times on the advice
of the Minister.

Chief Executive Officer The Board/Council Members

(commissioners} are expected to abide by
the following principle of good corporate
governance in the conduct of government
business:
 Rule of law
 Accountability
 Transparency
Board/Council Members(Commissioners}  Integrity
 Efficiency and effectiveness 8
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION

RE
TH SPON
IS B
STRATEGIC DIRECTION S
OA IBILI
RD T
 Provide leadership for the attainment of NAHCON /CO IES O

01
UN F
vision, mission, values and structure CIL
 Approve Strategic Plan, Annual Budgets and other
relevant documents; and
 Submit statutory and other periodic reports to the
appropriate body.

POLICIES
02 Formulate NAHCON
implementation.
policies and monitor

RISK MANAGEMENT
03 Understand the risks that NAHCON faces and set
acceptable threshold for these risks.

9
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION

04 MANAGEMENT
OVERSIGHT Establish and Promote Establish internal control
promote the sustainable and over financial reporting,
Ensure that the objectives, and assess the
cost-efficient
FGN’s long-term business and organization’s risks and
activities of
interests are integrity of strategies for risk
NAHCON.
served NAHCON. mitigation.

Monitor the Requesting

Work with the
performance of appropriate
management to determine
management in reports from
NAHCON’s mission and
achieving set Management
long-term strategy.
objectives of
NAHCON .
10
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION

05 06 07
Human Resource
08
Procurement and
Appointment Auditing Management other Business
s the
Ensure
Ensure regular internal/external
Ensure the development
auditing of the business of Transactions
Ensure that NAHCON
appointment of other of appropriate HRM discharges all contractual
financial transactions and
management staff in systems, policies, obligations in line with the
statements of NAHCON; and
accordance with procedures and practices extant PP Act, 2011 and at
the audit recommendations are
extant rules and to promote higher all times.
implemented promptly.
regulations. productivity.
11
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION
COMPLIANCE:
 Ensure compliance with all applicable laws and regulations of the

10 land

 Financial Administration Act, to:

 Regulate the financial management of NAHCON
 Prescribe responsibilities of persons entrusted with financial
management within the public sector.
 Ensure the effective and efficient management of state revenue,
expenditure, assets, liabilities and resources of government, and
other public funds/deposits made by intending pilgrims

LABOUR POLICY
11  The labour policy regulates the relationship amongst labour, employers,
trade unions and industrial relations. It applies to all public servants.
 Board/Council members{Commissioners} must be conversant with
the law/policy because of its interactions with the human resource of
NAHCON.

12
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION

RECORDS OF TRANSACTIONS
 Establish a system to ensure that all decisions relating to the

11 use, commitment, exchange or transfer of resources

involving members of the Board, are documented and
records of transactions maintained to ensure traceability
from inception through completion.

AUDITED FINANCIAL STATEMENTS

12  Within the Public Service, the Auditor-General is the
statutory auditor, The Auditor General may delegate this
function to an auditing firm.
 Board/Council members shall receive, review and approved
the audited financial statements.
 Must call for the Management Letter, which will indicate
any weaknesses the statutory auditor came across in the
performance of his/her duties.
 Management must respond to all the issues raised in the
Management Letter
 Sanction management for non-implementation of Audit
Review Implementation Committee recommendations. 13
 THE MAIN AREAS OF RESPONSIBILITIES OF
THIS COMMISSION

INTERNAL AUDIT REPORTS

 The Board/Council {Commissioners} shall

13 demand periodic reports in accordance with

the extant financial rules and regulations.

 The reports shall indicate of any weaknesses

that were detected during the audit. It must
contain Management response on action to
be taken to address the identified
weaknesses and regulations.

14
 ROLES

Board/Council Member {Commissioners} should keep themselves

abreast with NAHCON business

Ensure good corporate governance.

Ensure fiduciary duty of care not to put themselves in apposition

where there is a potential conflict between their own personal interest
and their duty to NAHCON.

Ensure critical review of all proposal and other issues placed before
the Board/Council.

Prepare for Board/Council meetings, study working papers and be

prepared to ask pertinent questions at meetings.

Uphold the value of accountability, efficiency, probity and

transparency

Periodically update themselves on corporate governance practices.

Have the general knowledge. Skills and experience that may

reasonably be expected of a Board/Council member {Commissioners}
carrying out the specific duties in relation to NAHCON.
15
 ROLES

Ensure that
i. Decisions are made Undertake to act for
methodically and promptly NAHCON in
ii. Reasons for such decisions are relationship of trust
recorded and when necessary, and confidence.
seek expert advice.

Make a senior executive

responsible for ensuring
that the appropriate
advice is given to it on all
Establish a formal financial matters.
procedural and
financial regulations to
govern the conduct of
NAHCO business.

16
 ROLES
Make a senior executive responsible for ensuring that the board procedures
are followed and that all applicable statutes and regulations and other
relevant statements of best practices are complied with.

Ensure that NAHCON rules for recruitment and management of staff

provide appointment and advancement on merit.

Establish a strong anti-corruption policy with entrenched whistle blower

mechanism.

Put in place appropriate mechanism and a formal code of conduct defining

standards of behaviour to which individual board members and employees
of the parastatals subscribe and adhere.

Financial Reporting:
 Ensure that competent and qualified accounting staff are employed.
 Ensure that NAHCON prepares financial statements in accordance
with approved and existing accounting standards.
 Maintain adequate systems of internal controls within NAHCON.
 Ensure the integrity and adequacy of the financial statements of
NAHCON.

17
 RECURRING DECIMALS IN COMMISSIONERS
AND MANAGEMENT RELATIONSHIP

Undue interference by Board/Council[Commissioners} in the day-

to-day activities of Agency.

Blatant and absolute disregard for extant rules and regulations

guiding/restricting the conduct of Board meetings.

Alleged interference in the function of the Office of the Chief

Executive Officer (CEO) .

Issuing directives to staff without recourse to the CEO thereby

undermining authority and creating disharmony amongst personnel.

18
 RECURRING DECIMALS IN COMMISSIONERS
AND MANAGEMENT RELATIONSHIP

Imposing disciplinary measures on CEO’s without recourse to lay

down procedure, guidance and approval from supervisory
authorities.

Using the Labour unions and Associations as agents of distractions in

the parastatals.

Demanding for benefits far beyond authorized limits in the public

service.

19
 THE DON'TS OF COMMISSIONERS

01
A Board/Council member {Commissioners } shall not
be involved directly in the day-to-day management of a
parastatals or an agency {NAHCON};

The Board/Council member {Commissioners } must

only operate as a part-time Board {except chairman and

02
the three full time executive commissioners} Part time
members can not participate directly in running day to
day affairs of the commission in accordance with extant
rules Government forbids allocation of official quarters
to members on a permanent basis

03
Payment of estacode allowances for only overseas’
travels except on approved by the Office of the
Secretary to the Government of the Federation ;and

No part-time member of the Board shall be allowed to

04
retain official vehicle for use on a permanent basis.

20
THE DON'TS OF COMMISSIONERS

05
Commissioners do not have the power(s) to suspend or
remove a Chief Executive Officer appointed by the
President without following due process.

Commissioners, however, may articulate infractions,

investigate wrong doing and make their

06 recommendations to government through the

supervisory Ministry.

On the other hand, the core functions of the Chief

Executive Officer include; the day to day administration
of the organization, as well as providing strategic

07 leadership for the management of the organization.

21
 ETHICAL STANDARDS  
The Board/Council[Commissioners} is not only held to account on a high level of
ethical behavior but expected to bring same to bear on the agency and to ensure
that all unethical practices by employees are sanctioned. Board/Council members
are also expected to deal courteously with employees; and respect the rights of
employees irrespective of ethnicity, sex, religion, disability, experience and
education.

01
ABUSIVE CONDUCT
 Abusive conduct (physical, verbal and
psychological) by a Board/Council member
{Commissioners } towards anyone: employee,
The Board fellow Board/Council member, service provider,
etc. shall not be tolerated.

GIFTS

02
 Board/Council members {Commissioners } are
not to solicit and/or accept gifts or hospitality,
tangible or intangible, which might reasonably
appear to compromise their personal judgement
or integrity, directly or indirectly from persons
with whom they come into contact in relation to
Employee Employee official duties
22
Employee
 ADDRESSING CONFLICTS
Conflicts between the Commissioners and the Chief Executive Officer will occur from time
to time but must be resolved as quickly as possible in order for the organisation not to suffer
negatively from the conflict. It is expected that conflicts should normally be resolved within
a month. It is expected that the organisation should have a guideline for resolving conflicts;
such guidelines must be in conformity with extant rules and regulations.

23
 CONFLICT OF INTEREST
Conflict of interest may arise in several forms including:

01 Using for his/her own advantage any money or property of the Commission;

Using for his/her personal advantage, confidential information or special knowledge

02 obtained by him/her in his/her capacity as a Commissioner.

 
Being interested directly or indirectly in any business which competes with that of

03
the Commission; and
 
Being interested directly or indirectly in any contract or other transactions entered

04
into or administered by the Commission.

Pushing for the early retirement of management level officers on post on the slightest
excuse, in hope of getting your wards or cronies appointed into those positions.

05
24
 ADDRESSING CONFLICT OF INTEREST

01
A member who has an interest in a matter being dealt with by
the Commission is expected to disclose in writing to the
Commission the nature of that interest;
 
The Board/Council Member{Commissioners} shall not
02 participate in any discussion concerning the matter in which he
has shown interest;
 
Where conflict of interest issues are delegated to a committee,

03 the member-in-conflict shall refrain from influencing members

of the committee, either through covert or overt means;
 
Conflict of interest issues shall be resolved by members who

04 are not in conflict; 

Members with persistent conflict of interest must resign from

05 the Commission
25
A HELPING TOOL

The Bureau of Public Services Reforms has developed a tool

known as the Self Assessment Tool (SAT).

SAT is an automated on-line tool accessible through the BPSR

website: www.bpsr.gov.ng/assessment-test/.

It is used to ASSESS or Diagnose the current HEALTH of an

organization, examines the current STRENGTH and
WEAKNESSES of an organization.

The Secretary to the Government of the Federation has directed

that all Government Agencies pass through this tool and in line
with this directive, the Bureau will be deploying SAT to
NAHCON within the first quarter of 2021.

26
 EFFECTS OF COVID19 ON HAJJ OPERATIONS

Covid 19 have come and change the way we

01 work. We expect you to come up with

innovations that will make Hajj easy for pilgrims
in compliance with the new ways of doing things.

You must be innovative and come up with

02
changes in hajj service delivery protocols to align
with measures introduce by Saudi authorities’

You should improve on Medical facilities you

provide during hajj

03 Other areas to look at should include :

 Airlift of pilgrims
 Pilgrims accommodation

04  Mashar Activities
 Digitilisation of all process

27
 CONCLUSION

As Commissioners you must appreciate from the outset that

there are no special privileges attached to your
appointments.
You are being called upon to spare time out of the time that
you have devoting to your regular professions and vocations, to
render service to your nation.
The expectation is that you will bring to bear on the
Commission to which you have been appointed those
qualities that have distinguished you in your spheres of
service life.
Accordingly, your service as Chairman and Commissioners
of NAHCON connotes sacrifice;
Your privileges are intangible, and reside in the honour that
society would accord you for your personal integrity and
the fact that you have truly made this sacrifice.
28
 THANK YOU
www.bpsr.gov.ng

@bpsr_ng

BUREAU OF PUBLIC SERVICE

REFORMS,
FEDERAL SECRETARIAT COMPLEX,
NEW EXTENSION, PLOT 04, PHASE II,
BLOCK D, 3RD FLOOR, SHEHU
SHAGARI WAY,
P.M.B. 625 GARKI, ABUJA, NIGERIA. 29