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HOW NAMI’S ADMINISTRATIVE SKILLS HAVE TURNED AROUND FIRS FORTUNES

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Anybody who knew the Federal Inland Revenue Service (FIRS) before the advent of the administration of Muhammad Nami would in all fairness concede that he has remarkably used his salient administrative skills to improve the operations of the apex tax body.

His dexterity in achieving an upward swing in revenue generation has much to do with his administrative skills than the deployment of technology.

To understand the road Nami traveled before arriving at this destination,  there is a need to look back at the state of affairs in the  Service before he happened. It will not be overstating the fact to say that the state of disrepair, staff disorientation, and demotivation in the Service when Nami took over the reins of leadership, was legendary. There was a backlog of more than ten years of promotions, the reporting line was skewed and obsequious, the structure was straitjacketed, and work ethics were thrown overboard. Staff allowances were not regularly paid which thereby affected staff morale and caused disenchantment.

With this overt climate of the insufferable condition of service prevailing at the time of his assumption of office,  there is no gainsaying the fact that the task he found himself handling required tact, circumspection, and astute administrative skills. And Nami rose to the occasion. He navigated the turbulent economic climate occasioned by the Covid-19 pandemic, the dwindled oil revenue, and the EndSars protest to post an impressive record of revenue generation. Today, the country relies on the non-oil tax revenue being administered by Nami’s leadership.

One thing that stands out for Nami, besides his ability to manage people and resources, is his ability to headhunt and identify resourceful people who are fit for various tasks and offices. The first thing he did when he assumed the mantle of leadership of the Service was to reorganize the structure of the Service. In doing this, he freed up offices, created new departments, additional state coordination, fourteen satellite offices, and more functions thereby making it possible for promotions to happen and staff to aspire to higher offices and responsibilities.

He similarly restored to the staff functions that were given to consultants which made it possible to harness the potentials and initiatives of the staff. One important result of this is the in-house building and implementation of the now famous TaxPro-Max, his baby which is yielding astronomical revenue haul for the country. This remarkable achievement could only have been possible with one that has administrative skills and the foresight to see beyond the here and now.

In the same vein, fixing the right people in the right positions as well as utilizing the experience and expertise of retiring officers of the Service has helped greatly in shoring up some gaps which would have put the Service in a serious manpower deficit. Therefore,  being able to mix both the experienced and the upstarts has helped to entrench mentorship and succession plans in the Service. This trend would surely bring about inbreeding and quality manpower that would be capable of standing up to any headwinds.

From the inception of his administration, Nami has maintained a studious approach to administering the affairs of the Service by setting up some cardinal goals for the organization,  which are rebuilding the FIRS institutional framework, making the Service data-centric, and customer-centric, and having a robust stakeholder collaboration. And these are not just mere concepts.

True to his words, he has religiously fixed his focus on achieving these goals against all odds. That is why presently he has created a department called Intelligence Strategic Data Mining and Analysis in the Service. He equally established Special Tax, Tax Incentives Management, and Special Crimes and Investigation Departments as a way of strengthening the mechanism of tax collection and administration. He has also maintained a close engagement with all facets of stakeholders to enhance the visibility of the Service and enhance its operations.

Nami has equally applied his leadership and administrative skills through wide consultation with both internal and external stakeholders in policy formulation toward enhancing workflow and work ethics within the system. This has resulted in the formulation of the right policies and reduced roles conflict considerably. Reporting lines have also been strengthened and redefined in a way that has put the staff on a sound footing for enhanced productivity. This is done through constant and rigorous performance evaluation.

All these point to the fact that Nami’s administrative skills manifest consummate leadership qualities and performative vision. Nami understands the intricate combination of administration, leadership, and vision for the attainment of organizational goals. That is why he has been able to raise the bar of revenue collection to an all-time high. And in the coming years he will do even better.

Andrew Okonkwo writes from Abuja.

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I Delivered $15m Agency Cash To Ex-NIMASA DG Akpobolokemi, EFCC Witness Tells Court

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A prosecution witness, Captain Ezekiel Bala-Agaba, testified in a Lagos Federal High Court on Thursday, that he personally delivered $15 million in cash to former NIMASA DG, Patrick Akpobolokemi.

The witness, Bala-Agaba, a former Executive Director of Maritime Safety, Shipping Development and Marine Operations at NIMASA, made the disclosure while testifying before Justice Ayokunle Faji of the Federal High Court in Lagos.

Captain Agaba, who appeared as the 15th prosecution witness, told the court that funds meant for pipeline surveillance were withdrawn from NIMASA’s accounts, converted into dollars, and handed over to Dr Akpobolokemi.

According to him, the money was taken to a Bureau de Change, which converted it into $15 million before the cash was delivered to the NIMASA office on Burma Road, Apapa, Lagos.

He said he subsequently took the money to the office of the then Director-General.

“The money was sent to a Bureau de Change, which later brought the dollar equivalent to our office at Burma Road, Apapa, Lagos. I asked my Personal Assistant, Ekene Nwakuche, to carry the bag and follow me to the Director-General’s office,” he told the court.

The witness explained that he collected the bag from his aide before entering the office.

“When we got to the door of the Director-General’s office, I collected the bag from him and asked him to wait outside. I then personally delivered the sum of $15 million to the Director-General.”

The witness was initially a defendant in the case but later opted to testify for the prosecution.

While being led in evidence by prosecuting counsel, Suleiman Suleiman, he explained the chain of command within NIMASA and how financial approvals were processed in the agency.

According to him, the Director-General is the overall head of the agency and issues instructions to directors, who then implement policies in line with the NIMASA Act.

He told the court that he chaired the agency’s Intelligence Committee, which was responsible for certain security-related operations.

“As chairman of the committee, I oversaw its activities and reported directly to the Director-General, Dr. Patrick Akpobolokemi,” he said.

During the proceedings, the witness was also shown a document containing a letter from Access Bank to the Economic and Financial Crimes Commission (EFCC) detailing transactions in NIMASA’s accounts between 2013 and 2015.

When asked how much money he took to the former Director-General, Agaba replied: “$15 million.”

After listening to the testimony, Justice Faji adjourned the matter until April 22 and 23 for cross-examination of the witness.

The EFCC had in December 2015 arraigned Dr. Akpobolokemi and seven others before the court on a 30-count charge bordering on conspiracy, fraudulent conversion of funds and money laundering.

Those charged alongside the former NIMASA boss include, Warredi Enisuoh, Governor Juan, Ugo Frederick, Timi Alari, as well as Alkenzo Limited and Penniel Engineering Services Limited.

They pleaded not guilty to the offences.

The anti-graft agency alleged that the defendants conspired to divert funds running into over N1.15 billion under the guise of providing security intelligence in Nigeria’s maritime domain.

According to the EFCC, the NIMASA Intelligence Committee allegedly received N1,153,000,000 between December 2013 and July 2015.

Investigations further revealed that several companies contracted to execute the intelligence operations were either unregistered or lacked the capacity to perform the services, while some were allegedly linked to the defendants.

The prosecution also alleged that the defendants nominated or owned many of the companies used to execute the contracts.

One of the charges stated that the defendants conspired to commit offences punishable under the Money Laundering (Prohibition) Act, 2012.

 

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CBN Bars Chronic Loan Defaulters from Accessing New Banking Services

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The Central Bank of Nigeria (CBN) has issued a directive to all financial institutions to immediately restrict certain banking services for large-ticket borrowers with non-performing loans (NPLs).

This move is aimed at strengthening credit discipline and protecting the stability of the Nigerian financial system following a rise in the industry’s NPL ratio to approximately 7%, exceeding the regulatory 5% threshold.

This order is specifically targeted at large-ticket obligors.

The CBN issued the directive in a circular to banks on Monday.

The latest instruction comes almost a week after the CBN asked financial institutions to stress test.

It is uncertain if the two directives are connected or what may have triggered the loan-related instruction, but the apex bank said it furthers its mandate to protect Nigeria’s financial system.

“In furtherance of its mandate to promote a sound financial system, protect depositors, and enhance prudential compliance within the banking sector, the Central Bank of Nigeria (CBN) hereby directs all banks to restrict non-performing large ticket obligors, whose activities pose systemic risk to the financial system, from accessing specified banking services,” the circular reads in part.

“Any large-ticket obligor with a non-performing facility recorded in the CRMS and/or any licensed private credit bureau shall not be granted additional credit facilities. For the purpose of this restriction, credit facilities include loans and other forms of direct credit.

“In addition, such obligors shall not be granted banking facilities or contingent liabilities such as bankers’ confirmations, letters of credit, performance bonds, or advance payment guarantees.”

 

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Makinde Only In PDP Because He’s Not Seeking Re-election – Otitoju

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Babajide Kolade-Otitoju, the Director of News at TVC News, recently stated that Oyo State Governor Seyi Makinde would likely have defected from the People’s Democratic Party (PDP) if he was still serving his first term.

Otitoju stated this on Friday on TVC’s ‘Breakfast Show’.

He described the National Convention of the Peoples Democratic Party, PDP, in Ibadan last November as a mere waste of time.

“People must show good judgment at a critical phase. What was the point of having that convention? Two courts told you not to go ahead but you went ahead.

“I may not be a fan of former Senate President Bukola Saraki but if he says something that makes sense, I will be the first to admit it. He made sense when he said let’s go for caretaker. What’s the point of not listening to him?

“Later you will be shouting that the ruling party is behind your crisis, meanwhile you are the architect of your own misfortunes. You created this problem.

“If Makinde were in his first term, he would have fled like the dancing governor because his second term would have been in danger,” Otitoju said.

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