CNA Seeks Merit-Based Promotions, Reforms in National Assembly Service

CNA Seeks Merit-Based Promotions, Reforms in National Assembly Service

…Calls for Unified Staff Database, Stronger Commission-Management Collaboration

By Our Correspomdent

Abuja (Core Reporters) — The Clerk to 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 staff database, stronger institutional collaboration and a more effective disciplinary framework.

The Clerk made the call while delivering his opening speech at a three-day retreat for the top management 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 for building a more efficient, transparent, accountable and professional parliamentary institution.

According to him, the effectiveness of the National Assembly depends not only on legislative proceedings but also on the competence, professionalism and administrative efficiency of the personnel supporting its operations.

He urged participants to examine the relationship between the Commission and Management and determine the kind of institution they intended to bequeath to future generations.

Merit Must Guide Appointments, 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 the applicable Scheme of Service.

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

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

Seeks Unified Staff Database

The Clerk also advocated a single, verifiable and regularly updated staff database to address inconsistencies, duplication and questionable information in personnel records.

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

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

Urges Stronger Commission-Management Relations

On institutional collaboration, the Clerk called for improved consultation, mutual respect and clearer delineation of responsibilities between the Commission and Management.

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

He explained that the Commission was responsible for statutory human resource functions, while Management handled the day-to-day administration and operations of the Service.

He particularly emphasised consultation on the appointment, promotion and discipline of senior officers, urging participants to establish clearer procedures for managing top management personnel without undermining either institution’s legal authority.

The Clerk also called for a better-defined coordinating role for his office, noting that the National Assembly Service comprises 3,841 staff, about 12 directorates, 72 departments and four affiliated agencies.

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

Proposes Efficient Disciplinary System

The Clerk called for reforms to make staff discipline more effective, arguing that the separation of supervisory 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 would promote timely disciplinary action, responsible conduct and accountability.

He also proposed that the Commission consider delegating appropriate personnel management responsibilities for officers on Grade Levels 3 to 6 to Management, subject to clear guidelines, oversight and accountability mechanisms.

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

Advocates Common Welfare, Improved Training

The Clerk further advocated a common staff welfare framework to promote fairness and consistency across the National Assembly Service while accommodating the operational and financial circumstances of individual agencies.

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

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

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

The Clerk urged the Commission, Management and staff to work collectively towards strengthening the National Assembly Service, expressing confidence that the retreat would produce practical recommendations to improve administration, institutional collaboration and professionalism.