For decades, the Civil Service has remained the engine room of government, translating policies and programmes into services that ultimately affect the lives of citizens. But as government evolves, so must the institution entrusted with delivering its mandate.
In Cross River State, that transformation has gained fresh momentum in the past year under the leadership of the Head of Service, Orok Bassey Okon, Esq., who has completed 365 days in office.
Since assuming office, Okon has pursued a reform agenda focused on moving the state Civil Service beyond conventional administrative practices to a more responsive, digitally empowered and performance-driven institution.
The reforms are anchored on improving the capacity of public servants, strengthening accountability and creating an environment where efficiency, professionalism and measurable results become central to public administration.
A major milestone in this direction was the State Executive Council’s approval of the Staff Performance Management Framework and Service Contract System. The framework is designed to establish clearer performance expectations and strengthen accountability in the execution of official responsibilities.
The transformation has also extended to digital capacity. More than 2,400 public servants have undergone digital literacy training, while mandatory in-house training has been institutionalised across Ministries, Departments and Agencies to promote continuous professional development.
Beyond capacity building, attention has been directed towards strengthening the administrative machinery. Personnel and payroll verification is ongoing as part of efforts to sanitise the system and improve the integrity of personnel records.
The reform programme has also brought pension and promotion audits into sharper focus, while the proposed Pension Reform Bill 2026 is expected to provide a stronger framework for the administration of workers’ retirement benefits.
An updated Public Service Manual is another key component of the reform effort, providing contemporary guidelines for public servants and helping to standardise administrative procedures across the service.
Workers’ welfare has equally received attention through housing initiatives, workplace safety measures, facility upgrades and the launch of the Workplace Wellness Initiative, reflecting a focus on both the professional and physical wellbeing of employees.
Looking ahead, the Office of the Head of Service plans to upgrade the Management Development Institute into a full-fledged Public Service Development Academy. The proposed academy is expected to serve as a centre for continuous learning, leadership development and capacity building.
Taken together, the initiatives represent a deliberate attempt to reshape the culture and systems of the Cross River Civil Service, with greater emphasis on competence, accountability, digital proficiency and staff welfare.
As Okon completes his first 365 days in office, the reform agenda enters its next phase, with the focus expected to remain on consolidating the changes already introduced and building a Civil Service that is increasingly responsive to the demands of modern governance and the people of Cross River State.
By Kera Okem
