This document discusses value orientation for national change in Nigeria. It begins by establishing that values evolve over time to meet societal needs, and that Nigeria is undergoing changes that require orienting values around principles of right and wrong. It then examines the roles of three key agencies - the National Orientation Agency, National Institute for Policy and Strategic Studies, and SERVICOM - in implementing values for national change, but notes literature suggesting they have not achieved desired impact. The document concludes that these agencies are critical to effective values orientation for change towards a better society in Nigeria, and recommends actions they should take to properly implement values and provide clear national direction.

1. VALUE ORIENTATION FOR NATIONAL CHANGE IN
NIGERIA: TOWARDS A BETTER SOCIETY
BY
TANKO AHMED fwc
Snr Fellow (Security & Strategic Studies)
NIPSS, Kuru – Jos, NIGERIA
+2348037031744 ta_mamuda@yahoo.com

2. This is the SLIDES of a Draft
Article sent to the Public
Procurement Journal of the
Bureau of Public Procurement,
Abuja - NIGERIA

3. Values and Change in Human Society
• Values evolve with the needs of time, space, and
events as catalysts for change in human society.
• This paper discusses value orientation for national
change in Nigeria, and apportions responsibilities to
who, where and how the process goes, in lieu of
existing literature gap.
• The paper propositions the Chartism reform
principles for better society as the framework for
instilling values for change.

4. A Case Study Design
• This case study design demonstrates that
government agencies are value enforcers and
change agents under purposeful
organizational culture and transformative
leadership.
• The paper recommends the reinforcement of
existing interventions like the SERVICOM as
effective spearheads in value orientation for
national change in Nigeria.

5. INTRODUCTION
“… climate of discipline …”
– Chinua Achebe (1984, p. 29)

6. Background
• Values acquiesce to reciprocal evolution with
time, space and events according to needs of
human society (Gallagher, 2001; Ugwuegbu, 2011;
Adedeji, 2012).
• Nigeria is continuously going through social,
political and economic time, space and event of
change requiring value orientation on the
principles of right and wrong (Adedeji, 2012).
• The process for national change aims at the
need to evolve the climate of discipline towards
a better society (Achebe, 1984; Akinyemi, 2010).

7. Intricacies of Value Orientation for
National Change
• The intricacies of such programmes often
create strategic challenges of who, where and
how to apply or implement desired core
values (NIPSS, 2005; Waggoner, 2010).
• These are better observed in examples of
existing institutional frameworks among
leading agencies responsible for national
orientation, leadership development and
value or regulatory enforcers.

8. Institutional Framework
• The banner of national orientation is carried by the
National Orientation Agency (NOA), established to
conduct ‘value orientation for national change’.
• The National Institute for Policy and Strategic Studies
(NIPSS) conducts research on policy and strategy, and
equip national leaders with intellectual skills and
capacity to lead as transformational agents of change
‘towards a better society’.
• The SERVICOM or Service Compact is an agency with
a Charter for value oriented service delivery with
network of referee-representatives in all government
ministries, departments and agencies (MDAs) to
ensure adherence to charted principles of value
orientation for national change.

9. Literature
• Literature and authoritative commentaries on the functions
of NAO, NIPSS and SERVICOM revolve around performance
and inadequate impact by these agencies and the need for
effective results (NIPSS, 2005, Akinyemi, 2010, Adedeji, 2012).
• The NIPSS study theme of 2005 on National Value
Orientation for Sustainable Socio-Economic Development’
concludes and recommends for the need to pursue values
orientation for national development (NIPSS, 2006).
• This literature narrative covers the functions, responsibilities
and effectiveness of the trio of NAO, NIPSS and SERVICOM.
Also, Waggoner (2010) analyses the importance of ethics in
leadership and how ethics produces effective leaders.
• Akinyemi (2010) evaluates Nigeria’s latest orientation
slogans of ‘Great People, Great Nation’ and concludes that
Nigerians indeed aspire for a Great Nation.

10. Theorem
• Chartism Principles grew out of early the practice of using
Charters to established needed reformative values in formal
written statements, laws or regulation describing rights and
responsibilities aimed betterment of conditions for citizens
(Ugwuegbu, 2001; Saunders, 2008; Breton, 2011).
• Backed by the Schwartz theory of Basic human values,
Chartism principles occur as culturally universal values often
domesticated and introduced for betterment of human
society (Swartz, 2012).
• The institutional responsibilities of the three main agencies
of NAO, NIPSS and SERVICOM also correspond to universally
acceptable basic human values as Chartism principles.
• It is on this premise that this paper attempts to narrate and
test the assumption that values or principles are introduced
for national change in Nigeria.

11. PROBLEM STATEMENT

12. The Problem
• The main thrust for value orientation for national change
is statutorily headed by the NOA with a structure and
network at the federal, state and local government tiers
MDAs across Nigeria.
• The required transformative leadership would come from
the dual mandate of NIPSS with continuous infusion of
highest level cadre leaders equipped with knowledge,
skills, network and outreach to lead the country to desired
goals.
• The charted responsibilities of SERVICOM are for ethical
and regulatory enforcement at MDAs’ level.
• However, the issues of who takes responsibility; at what
point; and how to go about it remain dismal to desired
results.

13. Points of Inquiry
a. What are the concepts and correlation of
value orientation, national change and
towards a better society?
b. Which value principles aim at national
change in Nigeria?
c. Who is responsible for implementation of
these principles?
d. Where are the points of impact for desired
results?
e. How can desired impact be achieved?

14. CONCEPTUAL
CLARIFICATIONS

15. Value Orientation
• Values are purposeful principles or standards
observed and practiced as moral or ethical rules
of conduct or interactions in human affairs.
• Orientation indicates direction, trend, position,
process or policy assigned for purpose of
development towards set goals.
• Value orientation signifies principles set for the
achievement of given goals (Gallagher, 2001;
Ugwuegbu, 2011; Adedeji, 2012).
• This paper holds value orientation as alignment
of principles and practices to set goals for
national change.

16. National Change
• National change denotes the process for passage of
a nation from one stage to another often through
deliberate development policies or programmes.
• Close to this definition is social change connoting
deliberate alteration in social order of society
including changes in institutions, behaviours,
attitude, relations and general directions of
leadership and citizenry (Hafer, 1992; Shack, Liu & Wang,
2002 & 2011).
• This paper proposes national change as the
injection of certain values into institutional
processes towards a better society.

17. Towards a Better Society
• The phrase ‘towards a better society’ signifies
deliberate efforts in moving the Nigerian nation
forward to Greatness (Akinyemi, 2010).
• The NIPSS motto of ‘towards a better society’
also signifies the thrust of its dual mandate of
policy research into problem-solving and
training of senior executives as policy makers
(Obasanjo, 1979; Soladoye, 1985; Adeyemi, 1996;
Ahmed, 2014).
• Products of NIPSS are equipped as
transformational leaders, change agents and
enforcers of value orientation for national
change (Durojaiye, 2008; Aremu, 2016).

18. VALUE ORIENTATION FOR
NATIONAL CHANGE

19. Trend of value Orientation for
National Change in Nigeria
• Value orientation treads along clear national
direction to benefit as well as facilitate desired
national goals for development.
• Ugwuegbu (2011) explains that in Nigeria, value
orientation is aimed at resolving the crises of
politics, disunity, religious bigotry, tribalism,
corruption practices and indiscipline.
• This trend is also geared toward the
transformation of leadership and citizens to
instill patriotism, encourage hard work, and
build better society.

20. The Score Board
• Conclusive statements from authoritative observers and
contributors over the years indicate that there is a lot to be
desired in the process of value orientation for national
change in Nigeria (Durojaiye, 2008; Akinyemi, 2010;
Ugwuegbu, 2011; Ahmed, 2014; Aremu, 2016).
• Durojaiye (2008) decries the unfair aspersion of the Nigerian
public towards NIPSS Alumni.
• Akinyemi (2010) doubts the national direction taken by
Nigeria to be truly great.
• Also, Ugwuegbu (2011) paints a gloomy picture of rightful
orientation.
• Aremu (2016) indicates the lack of collaboration among
stakeholders and influencers of positive change in Nigeria.

21. CONCLUSION

22. Summary
• The paper established the problem of ineffective
implementation of existing charted principles into
the process of value orientation for national change
in Nigeria; and apportioned primary responsibilities
and challenges to 3 key agencies including NOA,
NIPSS and SERVICOM.
• It sets out to correlate value orientation, national
change and betterment of society and found
combined performance gap of lack of clear national
direction, dearth of transformative leadership and
unreliable implementation of existing charted
principles.

23. Conclusion
The paper concludes that the triad of
NOA, NIPSS and SERVICOM are
critical to effective value orientation
for national change towards a better
society in Nigeria.

24. Recommendations
The paper recommends the following:
a. NOA should create and mobilize the entire
citizenry in a clear national direction;
b. NIPSS should emphasize on transformative
leadership style in its policy research and
training of senior executives and policy makers;
and
c. All SERVICOM outlets in MDAs at all levels
should be made to implement existing charted
principles of value orientation for national
change.

25. THANK YOU!

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