Nigeria Immigration Service FCT Command,...

SERVICOM Compliance Evaluation Report

Ensuring Citizen-Focused Service Delivery

Nigeria Immigration Service

FCT Command, Abuja

March 15, 2016

SERVICOM

Compliance Evaluation NIS

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Table of Contents Page

Acronyms 3

Acknowledgment 4

Executive Summary 5

1.0 Introduction 7

1.1 SERVICOM Evaluation Index 7

1.2 Background on FCT Command 9

1.3 Mandate 9

1.4 Vision 9

1.5 Mission 9

1.6 Objectives 9

1.7 Structure of the Report 9

2.0 Methodology 11

2.1 Authorisations and Co-operation Sought 11

2.2 Discussions with Customers and Partners 11

2.3 Discussion with Management and Staff 12

2.4 Documents Review and Observation Checklist 12

2.5 Scoping and Mystery Shopping 12

3.0 Results and Findings 13

3.1 Results 13

3.2 Findings 14

3.3 Key Findings 14

4.0 Recommendations and Next Steps 17

4.1 Key Recommendations 17

4.2 Next Step 19

5.0 Opportunities, Lessons and Challenges 20

5.1 Opportunities 20

5.2 Lessons 20

5.3 Challenges 20

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Acronyms

MDAs Ministries Departments and Agencies

NIS Nigeria Immigration Service

FMI Federal Ministry of Interior

CGI Comptroller General of Immigration

DCGI Deputy Comptroller General of Immigration

MSU Ministerial SERVICOM Unit

PSU Parastatal SERVICOM Unit

MSC Ministerial SERVICOM Committee

PSC Parastatal SERVICOM Committee

NO Nodal Officer

HQ Headquarter

CERPAC Combined Expatriate Residence Permit and Aliens Card

CONTEC Continental Transfer Technique Limited

SERVICOM Service Compact with all Nigerians

ICT Information and Communication Technology

PPP Public Private Partnership

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Acknowledgement

We acknowledge the co-operation of the following for their contributions in the course of

the evaluation exercise:

1. Lt. Gen A. I. Danbazzau (Rtd) Hon. Minister, Federal Ministry of

Interior

2. Mr. Bassey Okon Akpanyung Perm. Secretary, Fed. Ministry of

Interior

3. Mr. Martin Kure Abeshi Comptroller General, Nigeria

Immigration Service

4. Mr. I.D. Auta Comptroller, FCT Command, Abuja

5. Mrs. A. R. Ekhasuni ACI, Admin, FCT Command, Abuja

6. Mrs. Elo-Okoye O.A ACI, ECOWAS, FCT, Command,

Abuja

7. Mr. Musa Momoh DCI (HRM), FCT Command, Abuja

8. Mr. Ibrahim Faruk ACI, FCT Passport Office

9. Aryorin Olusegun ACI 2i/c FCT Passport Office

10. Mrs.O. E. Anjorin ACI (PRS), FCT Command, Abuja

11. Mr. Oviry Felix CII (Command Provost), Abuja

12. Mrs. Obidike Joy E. CSI African Affairs FCT Command,

Abuja

13. Mrs. Ezugwu Nkechi Monica ACI Aliens, FCT Command , Abuja

14. Mrs. Chinaka Honour CSI O/C SERVICOM, FCT Passport

Office

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Executive Summary

Date of Evaluation: 15th March, 2016

Score: 1.8 out of 4 (45%)

Ranking: Star (**)

Description: Fair

Findings:

Strengths:

The use of Public Address System by the SERVICOM Unit in FCT Passport Office,

Gwagwalada to regularly inform applicants on service delivery issues and process

enhances service delivery

Customers confirmed that the FCT Command provides services to all eligible

applicants without any form of discrimination.

Staff were observed to be polite, friendly and attentive to customers

Weaknesses:

The waiting area provided for the applicants at the FCT Passport Office,

Gwagwalada, is in a state of disrepair. Some sections of the canopy which serves

as the waiting area is worn out and unsuitable for customers reception experience

The costs and payment procedures for receiving services are not displayed at the

service points of the Command. This gives room to hidden cost

The Command does not have a customer care policy in place as a result customers

of the Command are not guided on how they will be treated when accessing service

Time to access services provided by the command is not displayed at the service

windows visited. Thus making it difficult for customers to know when offices open

for business

It was observed that the process of obtaining passports is not displayed at the

service points. The non-display of the procedure makes it difficult for customers to

follow through the process and are therefore left at the mercy of agents who collect

more money than the official rate

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The Command has no system in place for monitoring and recording changes in

customer expectation, this makes it difficult for the Command to determine how its

various customer groups perceive its service provision

The names and details of the Customer Relations/Complaints Desk Officer are not

displayed in the Command and the Passport Office. This makes it difficult to locate

the offices and officers when services fail

Some of the offices at the FCT Command are not conducive. The building is in

dilapidated state and some officers’ seat on wooden chairs while working. This

dampens their morale and affects productivity

There is no report to show that FCT Command regularly carries out internal

performance evaluation to ascertain the level of its performance. This does not give

room for service improvement

Interaction with staff shows that the command’s allocation for overhead and capital

expenditures is irregular and inadequate. This affects the Commands smooth

operations for effective service delivery

Recommendations:


Gwagwalada should be restructured to make it more comfortable for the customers

Costs and payment procedures for different services offered by the Command

should be publicly displayed at the service points. This would ensure transparency

and enhance better customer experience

The Command should produce and publish its policy on customer care to guide the

staff on current trends in handling customers. By doing this, the customers would be

aware of how the Command treat its customers

Time to access services provided by the Command should be displayed at the

service points both at the Command and Passport Office, Gwagwalada. This would

enable the customers and visitors know the exact time offices open for business

Detailed information on the procedures for obtaining passports should be clearly

displayed at all service points. This would help to reduce incidence of customers

seeking the third party assistance which often results in delays

A record or report of the number of customers making repeat visits to the command

should be maintained. This will help the command to know whether there is increase

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or decrease in number of visits which can be used for planning to curb such

occurrences

The names and details of the Customer Relations/Complaint Desk Officer should be

conspicuously displayed. This makes it easy for the customers to locate offices and

officers when services fail

The building housing the FCT Command should be renovated to enhance a

conducive working environment and boost the morale of the staff

The FCT Command should regularly carry out internal performance evaluation to

ascertain the level of its performance. This would enable the Command to know the

areas where it is excelling and areas that need more attention

The Command should liaise with the Service Headquarters to ensure that allocation

and fund release for both overhead and capital expenditure to the Command is

regular and adequate. This would boost their operational capability in achieving set

objectives.

Conclusion

The SERVICOM Index awarded to NIS, FCT Command is 1.8 out of 4.0 (45%) which

represents Two Star (**) and indicates ‘Fair’ service delivery. Although this is still far from

praiseworthy, it is our belief that NIS, FCT Command would aim at continuous

improvement on the quality of service delivered to its customers if the recommendations

contained in this report are faithfully implemented.

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1.0 Introduction

The ultimate purpose of any legitimate government is to serve citizens. Citizens are

served through the provision of services, which are intended to make positive changes on

the life and situation of the citizens. Such services are provided through MDAs, which are

allocated the human, financial, material and other resources for the purpose of ensuring

accountability and citizens’ right to quality and effective service. This is not only respected

but also enhanced as Government has renewed its commitment to evaluating MDAs’

performance against their Service Charter.

In this regard, government has strengthened the main service evaluation Agency the

SERVICOM Office to support MDAs in developing and implementing Service Charter.

Government has also empowered SERVICOM to evaluate the performance of MDAs and

report to it. The mandate of SERVICOM issued to it by Federal Executive Council in a

circular Ref. No. CM.260/S.2/T.2/23 of 29th November, 2012 is as follows:

1. To coordinate efforts by MDAs to formulate and implement Service Charters;

2. Regularly monitor and report to His Excellency, the President on the progress made

by each MDA in performing their obligations under their Charters;

3. To carry out independent surveys of the services provided to citizens by the MDAs,

their adequacy, their timeliness, customer satisfaction and widely publicize the

results to keep citizens fully informed;

4. To heighten public awareness of the damaging effects of service failure to the

Nigerian society and social structures and

5. To promote attitudes by which citizens would recognise the need to challenge

service failure as their civil rights as well as responsibility.

1.1 SERVICOM Evaluation Index

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There is a subsisting presidential directive in circular, Ref. No. SGF.19/S.48/C.2/296 of

27th June 2005 that all MDAs be evaluated for compliance with the SERVICOM Index. The

Index measures the performance of an MDA or service window against six dimensions,

which are weighted according to their importance on the implementation of Service

Charter. These dimensions are:

Service Delivery – 25%

Customer – 20%

Organizational Effectiveness – 20%

Accountability – 15%

Policy Commitment – 10%

Innovation – 10%

1.2 Background on (NIS) FCT Command, Abuja

The Nigeria Immigration Service, FCT Command was created to provide services needed

by both residence of the Federal Capital Territory, Abuja and aliens. The command is

located at the Old Federal Secretariat Complex, Area I, Garki, Abuja. It is headed by a

Comptroller. The Command has offices in all the six (6) Area Councils of the Federal

Capital Territory: AMAC, Bwari, Kuje, Gwagwalada, Kwali and Abaji

1.3 Mandate:

“To restructure, re- engineer and transform the NIS to be better positioned for efficient

and effective discharge of its statutory functions”

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1.4 Vision:

“To secure Nigerian Border by deploying cutting edge technology that is sustainable and

adaptable to our peculiar clime and to build up world class offices to perform statutory

functions”

1.5 Mission:

“To develop the Immigration Officers by reorientation and training so as to hold and stand

his own anywhere in the world and to render world class service to the public”

1.6 Objectives:

The overall objective of SERVICOM Compliance Evaluation is to ensure citizen-focused

service delivery in MDAs. The specific objectives include identifying gaps in service

delivery and making recommendations to MDAs to improve customer satisfaction and

accountability

1.7 Structure of the Report

This report is structured into six (6) sections namely:

i. Introduction: This section highlights the purpose and mandate of SERVICOM, the

SERVICOM Index, the background and mandate of Nigeria Immigration Service,

FCT Command, Abuja list of the evaluated service windows and the objectives of

the evaluation.

ii. Methodology: This section discusses the rationale for the selection of NIS, FCT

Command, Abuja for evaluation and details of the processes followed in the

evaluation.

iii. Results and Findings: Provides details of the scores generated through data

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analysis and the findings are presented based on the six dimensions.

iv. Recommendations and Next Steps: Presents recommendations based on the

findings identified in section three (iii). The section further proposes short and

medium term actions to be taken to remedy the identified weaknesses.

v. Opportunities, Lessons and Challenges: This section highlights the opportunities for

change and reform in NIS, FCT Command, Abuja to improve service delivery, the

lessons learnt and challenges faced during the evaluation exercise.

vi. Annexes: This section presents additional documents and data used during the

evaluation exercise.

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2.0 Methodology

The FCT Command, Abuja was selected for compliance with the SERVICOM Index from

15th to 16th March, 2016 while the evaluation of the Passport Office, Gwagwalada was on

the 22nd December, 2015. The service windows were selected as a result of:

The Presidential Directive that all Government Ministries, Departments and

Agencies (MDAs) be evaluated for SERVICOM Compliance and accountability

To ascertain the actual state of services provided to the public

The service is a necessity and thus has a high level of customer interface

Evidence was gathered at the service windows evaluated through customer interviews,

discussions with management, discussions with staff, discussions with partners

(Continental Transfer Technique Limited (CONTEC), IRISH, New Works etc. review of key

documents and general observations.

Services are provided to citizens by NIS, through several Service Directorates, namely:

1. Human Resources Management (HRM)

2. Finance and Accounts (F&A)

3. Works and Procurement (W&P)

4. Planning, Research and Statistics (PRS)

5. Investigation Intelligence and Enforcement (IIE)

6. Operations and Passport (OPS/PPT)

7. Border Patrol/ECOWAS and African Affairs (BP/EC/AA)

The following service windows were selected for evaluation at the NIS, FCT Command,

Abuja:

1. FCT Command, Area I, Abuja

2. FCT Passport Office, Gwagwalada, Abuja

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2.1 Authorisations and Co-operation Sought

To carry out this evaluation, SERVICOM Office wrote to the Honourable Minister of Interior

the supervising Ministry overseeing NIS, informing him of the SERVICOM Mandate, dates,

number of days and the purpose of the Compliance evaluation. The NIS Headquarters

was also copied as well the selected service windows respectively.

2.2 Discussions with Customers and Partners

Several customers (applicants) and partners of the FCT Command, Abuja were selected

and interviewed. The customers (applicants) were asked questions on their perception of

quality, value of service and whether services meet their expectations. For example, the

customers were asked [Does the NIS, provides you with information on how to make

complaints when necessary?]. Partners were also interviewed. Among the questions the

partners were asked are: [Has NIS made arrangement for consultation with your

Organization?].

2.3 Discussion with Management and Staff

A meeting was held with the Comptroller FCT Command, Abuja, after which questionnaires

were administered to Staff. The interview for the management staff centred on Policy

Commitment, Service and Organizational Effectiveness. Discussion with staff also

focused on service delivery. In addition, staff were asked questions on innovation and

treatment of customers. Specific questions for management include; “Does a system exist

for peer review exercise within the NIS or with other MDAs on improving service delivery

and customer satisfaction?” Staff, on the other hand, were asked; “does the NIS has a

Customer Complaint Desk Officer that is easily identifiable by all customer groups?’’

2.4 Documents Review and Observation Checklist

Several documents were reviewed as evidence to support discussions with management

and staff. A list of required documents was sent to the NIS Headquarters one week before

the evaluation. Some of the documents requested include:

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a. The Service Charter of NIS

b. Evidence of consultation with stakeholders,

c. Performance Contract Documents;

d. NIS Strategic Plan,

e. Training list,

f. Annual Report

g. Customer Care Policy,

h. Financial & Audit Report

i. Customer Increase/decrease and Satisfaction Surveys,

j. Record of Staff Training, etc.

Some of the documents reviewed are as follows:

i. NIS Service Charter

ii. Draft Annual Report (2014)

iii. NIS The Nation’s Gatekeeper (April, 2015 Volume 2 No. 1)

iv. Comment cards

A checklist of items and issues to be observed during the evaluation was also prepared.

Among the issues to be observed are:

a. Clear directional signs and signage,

b. Reception area,

c. Access needs for the physically challenged,

d. Available convenience and its accessibility by customers

e. Displayed time to access service,

f. Quality of information available for stakeholders including those with special

needs and vulnerable groups, etc.

2.5 Scoping and Mystery Shopping

A letter was sent to NIS Headquarters intimating it about the intended evaluation. As part

of the scoping process series of meetings were held by the SERVICOM Management and

calls were made to Nodal Officer of NIS ahead of the evaluation where details of the

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exercise were discussed.

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3.0 Results and Findings

3.1 Results

The table below summarises the results of evaluation for NIS, FCT Command which was

calculated as an average score of the six (6) dimensions, based on a scale of 0 – 4

weightings for each indicator. The overall score for NIS, FCT Command is: 1.8 out of 4

which is 45 % as detailed in Table below:

Composite score for

NIS, FCT Command

Overall Index score 1.8

Policy Commitment 1.6

Mandate & other Policy Documents 2.0

Budgetary Allocation and Release 1.2

The Service 2.2

Service Offer 2.5

Service Standard 1.9

Service Experience 2.0

Staff Attitude 2.3

Reward and Measurement Systems 1.5

Staff Orientation 2.5

Staff Relationships 2.5

The Customer 1.3

Perceived Quality 1.0

Perceived Value (Charges) 2.0

Expectation 1.0

Organizational Effectiveness 1.9

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Structure and Positions 2.0

Processes 1.0

Management Style 2.0

Partnership and Collaboration 2.5

Accountability 2.0

Staff Awareness of Action 2.0

Reporting 1.5

Innovation 2.0

Readiness for Change 2.0

Employee Capabilities Upgrade 1.3

Lesson learning 2.0

3.2 Findings

The findings presented in this section comprise of an Index score and observations on the

quality of service delivery found at the service window.

3.3 Key Findings

Policy Commitment

There is no report to show that FCT Command regularly carries out internal

performance evaluation to ascertain the level of its performance. This does not

make room for service improvement

Interaction with staff shows that the Command’s allocation for overhead and capital

expenditures is irregular and inadequate. This affects the Commands smooth

operations for effective service delivery

The Service

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Gwagwalada, is in a state of disrepair. Some sections of the canopy which serves

as the waiting area is worn out and unsuitable for customers to receive service

The Service Charter of NIS is not widely circulated among customers and staff of

the Command. This results in customers’ low awareness of the Service delivery

policies of the Command

There are no signages to guide customers to the FCT Passport Office Gwagwalada

from the different entry and exit routes to Gwagwalada. This makes it difficult for

visitors and customers who are not familiar with the terrain to locate the Office

Some offices at the FCT Command are not conducive. The building is in dilapidated

state and some officers seat on wooden chairs while working. This dampens their

morale

No formal system exists to monitor the actual times it takes to deliver services such

as issuance of fresh passports etc. at the Passport Office Gwagwalada. This results

in delay as expressed by some applicants who are dissatisfied with the service

Times to access services provided by the command are not displayed at the service

windows visited. Thus making it difficult for customers to know when offices open

for business

Staff expressed displeasure with delay in promotion as some staff have been in the

same position for 4 – 5 years and have not been promoted. This has resulted to

some staff stagnation and dampen their morale which negatively affect productivity

Most of the staff interviewed complained that most of the working tools for example

Computers, capturing machine, photocopiers and operational vehicles are

inadequate, This hinders timely and effective service delivery to customers

The Customer

The Command has no system in place for monitoring and recording changes in

customer expectation, this makes it difficult for the Command to determine how its

various customer groups perceive its service provision

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The costs and payment procedures of receiving services are not publicly displayed

at the service points of the Commands. This gives room to hidden cost on services

provided to the customers

Evidence was not provided that feedbacks from customers and stakeholders are

used to revise service standards and other performance benchmarks towards

improving service

The Command does not have a customer care policy in place as a result customers

of the Command are not guided on how they will be treated when accessing service

Organizational Effectiveness

It was observed that the process of obtaining passports is not displayed at the

service points. The non-display of the procedure makes it difficult for customers to

follow through the process and are therefore left at the mercy of agents who collects

more money than the official rate

The names and details of the Customer Relations/Complaints Desk Officer are not

displayed at the Command and the Passport Office, Gwagwalada. This makes it

difficult to locate the Office and Officers when service fail

Performance targets are not set and agreed jointly with all categories of staff.

This makes it difficult to measure the performance and effectiveness of individual

staff in service delivery

The Command’s head office has no enough office space for the large number of

staff constantly posted to the Command thus resulting in crowdedness and over

stretching of the available facilities. This affects the effectiveness and efficiency of

staff in delivering service to the customer

Accountability

There is no evidence that feedback on information from the Command (performance

report) is received, viewed and seen by a satisfactory proportion of the service

users. This Lack of timely and sound feedback does not allow for practical

evaluation of the command performance by the customers

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Information requirement for those with special needs e.g. the blind and those who

cannot speak English etc. have not been considered to show that the Command is

sensitive to the information need of these category of customers

Innovation

Some staff complained that they have not been nominated to attend any update

training in the past four (4) years. This shows that staff skills and competencies are

not being updated to attain best practice

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4.0 Recommendations and Next Steps

4.1 Key Recommendations

Policy Commitment

The FCT Command should regularly carry out internal performance evaluation to

ascertain the level of its performance. This would enable the Command know the

areas where it is excelling and areas that need more attention

The Command should liaise with the Service Headquarters to ensure that allocation

and fund release for both overhead and capital expenditure to the Command is

regular and adequate. This would boost their operational capability in achieving set

objectives.

The Service


Gwagwalada should be modernized so that it would be more comfortable for all

customer groups

Sensitization on the Service Charter of NIS should be carried out to create

awareness of service delivery polices of the command. The Service Charter should

also be made widely available to all customer groups to guide their expectations

Adequate directional signs should be provided and placed at strategic locations

within Gwagwalada area to guide customers and visitors to locate the Passport

Office

The building housing the FCT Command should be renovated so as to create a

more conducive working environment and boost the morale of the staff

System to monitor the actual time it takes to deliver services such as issuance of

fresh passports should be developed and deployed. This would help to make the

process much easier for the benefit of customers

Time to access services provided by the command should be displayed at the

service windows both at the Command and Passport Office, Gwagwalada. This

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would enable the customers and visitors to know the exact time the offices open for

business

The Management of the NIS should ensure that all categories of staff are promoted

as at when due. This will boost the morale of staff and enhanced productivity

Adequate working materials e.g computers, capturing machine, operational vehicles

etc should be provided for the Command optimal performance. This would

guarantee prompt and reliable service delivery to the customers

The Customer

A record of the number of customers making repeat visits to the Command should

be kept. This will help the Command to know whether there is increase or decrease

in number of visits which can be used for planning to curb such occurrences

Costs and payment procedures of different services offered by the Command should

be publicly displayed at the service points. This would ensure transparency and

enhance better customer experience

Feedbacks from customers and other stakeholders should be recorded and reported

to management and used to revise service standards and other performance

benchmarks. This would ensure customer driven service improvement

The Command should produce and publish its policy on customer care to guide the

staff on current trends in handling customers. By doing this, the customers would be

aware of how the Command treat its customers

Organizational Effectiveness

Detailed information on the procedures for obtaining passports should be clearly

displayed at all service points. This would help to reduce incidence of customers

seeking third party assistance which results in delays and extra cost

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The names and details of the Customer Relations/ Complaint Desk Officer should

be conspicuously displayed to enable customers locate the offices and officers when

services fail

Performance Targets should be jointly set and agreed upon with all staff and

Departments. This will make it easy to measure and monitor the performance of

each departments and that of individual staff towards achieving the corporate

objectives of the Nigeria Immigration Service

More Offices should be created at the Command head office. This would reduce

overstretching the facilities, create a more conducive working environment and

enhance staff effectiveness and efficiency

Accountability

Reports of feedback that information is received, viewed and seen by a satisfactory

proportion of the service users should be regularly prepared and shared by the

Command. This would allow for practical evaluation of the command performance

by the customers

Consideration should be made for the information need of the blind, the deaf and

those who cannot speak English etc. This would show that the Command is

sensitive to the various customer groups in service provision

Innovation

Staff should be trained regularly to develop their skills and competencies as at when

due. This would improve their competencies in service delivery.

4.2 Next steps

Although the question of how these recommendations might best be implemented is a

Management issue for NIS. SERVICOM Office through the SERVICOM Institute will work

with the Management of NIS and its SERVICOM Unit to develop and guide the

implementation of appropriate Service Improvement Plans.

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5.0 Opportunities, Lessons and Challenges:

5.1 Opportunities:

The NIS, FCT Command has a number of opportunities which it can explore to improve its

service delivery to its various customers groups; examples:

The relationship with the Federal Capital Territory Minister can be further

enhanced to attract more support for the command

5.2 Lesson (s):

During the SERVICOM Compliance exercise, the following lessons were learnt by the

evaluators:

It was observed that most of the respondents are not aware of the Service Charter

of NIS which suggests that there was little consultation with various stakeholders

during the Charter formulation process

5.3 Challenges:

Highlighted below are some of the challenges experienced by the evaluators as well the

NIS in its operations:

The Command has insufficient computer systems, photocopiers and other working

materials for its optimal performance

The Service has no sufficient operational vehicles to transport illegal aliens back to

their country of origin particularly those from the neighbouring countries and its day

to day activities for effective service delivery

Funding for the command is inadequate. This has hindered its operations and

inability to carry out repair and maintenance of its facilities

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Nigeria Immigration Service FCT Command,...

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