We have institutionalised performance assessment as a work culture in government – Hadiza Bala Usman

For decades, Nigeria’s public institutions have struggled to translate policy intent into measurable outcomes. But under the leadership of Hadiza Bala Usman, special adviser to President Bola Ahmed Tinubu on policy and coordination, and head of the Central Delivery Coordination Unit (CDCU), performance is becoming a structured discipline. Her office has introduced a national framework for policy formulation, institutionalised quarterly stakeholder consultations, and built a Citizens’ Delivery Tracker that makes ministerial performance visible to every Nigerian. In this one-on-one exclusive conversation with Bashir Ibrahim Hassan, general manager, northern region, at BusinessDay, Bala Usman explains how evidence-based governance and delivery metrics are driving a desired cultural shift in the federal bureaucracy – from promises to performance. Excerpts…

Before you assume responsibility as Special Adviser to the President on Policy and Central Coordination Delivery, tell us — who is Hadiza Bala Usman?

It’s difficult for me to talk about myself. I prefer my work to speak for me. I do have my curriculum vitae, which I can share, but I’m generally one of those who don’t enjoy talking about themselves. What truly matters is recognising the experience one brings to governance.

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For over two decades, I’ve been part of the governance process – both at the federal and state levels – and have developed a deep understanding of how government should function. Through my career trajectory, I’ve experienced governance firsthand. I know what needs to be done, where the challenges lie, and the key ingredients necessary for a government to perform effectively.

Can you recall one or two accomplishments you’re particularly proud of before taking up this role?

One of my proudest accomplishments was during my tenure as chief of staff to the governor of Kaduna State. I was deeply involved in deploying effective governance structures and pioneering special initiatives aligned with the governor’s commitments.

For example, we worked on implementing a Single Treasury Account (TSA), introduced zero-based budgeting, and reviewed personnel structures across ministries to enhance productivity. But more importantly, my role was about translating vision into reality.

During Mallam Nasir El-Rufai’s campaign, we developed a detailed mandate document. My task was to translate that document into concrete deliverables for ministries, departments, and agencies. Having done that successfully at the state level, it became easier to apply those principles at the federal level.

At the Nigerian Ports Authority (NPA), I implemented systems that curbed revenue leakages and ensured third-party contractors delivered on their mandates. We identified non-remittances by agencies collecting revenue on behalf of the government and addressed various forms of economic sabotage within the NPA. Rising above political pressure, I instituted strict procurement processes that enhanced accountability and transparency.

What does your position entail?

My office operates across two main domains: policy coordination and delivery of high-impact results. I lead the Results Delivery and Coordination Unit, which has the responsibility of defining each minister’s mandate – identifying their key performance indicators (KPIs) and measurable deliverables. We then dissect these mandates to create a holistic framework for each sector. We also address structural overlaps by defining the roles of ministers of state across 30 ministries – a reform completed in October last year.

Once mandates are clearly defined, we translate them into deliverables that align with citizens’ pain points. Working collaboratively with ministries, we ensure they take ownership of these goals. These deliverables are then mapped against specific milestones for each year within the administration’s four-year span.

“In education, the President has been clear about his passion for Technical and Vocational Education and Training (TVET). Policies are being refined to improve funding for TVET, standardise certification, and strengthen linkages between vocational skills and industry needs.”

We initiated a rigorous performance review process beginning January 2024 – the start of this administration’s first full budget cycle. The latter half of 2023 served as a preparatory phase for ministers to settle in. We have now completed Q1–Q2 performance assessments and are finalising Q3-2025.

Each quarter, we submit comprehensive reports to the President, comparing actual performance against baseline data from 2023. This allows us to track progress, identify gaps, and support ministries in achieving improvement. Our assessments are not punitive but developmental – aimed at helping ministries debottleneck challenges.

We’ve also addressed systemic issues, such as the non-release of funds, which often hinders performance. Where such cases arise, we determine where the problem is – between the Ministry of Finance and the Office of the Accountant-General – and sort them out appropriately.

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How would you assess your office’s work today – what has changed?

It’s a complete shift in governance style. President Bola Ahmed Tinubu is determined to have a hands-on understanding of ministerial performance.

Previously, the delivery unit was under the office of the Permanent Secretary for Cabinet Affairs, which had no direct access to the President. This limited its effectiveness. Now, my office provides the President with a clear line of sight into every ministry’s performance.

While the last administration laid the foundation by establishing the Central Delivery Unit through an executive order, we have built upon it by ensuring political buy-in at the highest level and direct engagement with ministers. This structure enables the government to hold itself accountable before citizens do. It allows us to identify challenges early, spotlight underperforming ministries, and implement targeted solutions to keep the administration on track.

What has been the impact of your office’s work across sectors such as education, agriculture, and security?

In education, the President has been clear about his passion for Technical and Vocational Education and Training (TVET). Policies are being refined to improve funding for TVET, standardise certification, and strengthen linkages between vocational skills and industry needs.

We’ve also recognised the need to support graduates seeking ICT-related skills for self-employment. Nigeria, being one of the world’s largest English-speaking nations, has untapped opportunities in areas such as global voice-over services and outsourcing – areas we are working to harness through policy.

Additionally, we’re reviewing policies on the language of instruction in primary schools. Currently, teaching in local languages up to Primary Four – before switching to English – has hindered progress in some regions. This policy is under review to balance cultural preservation with practical learning outcomes.

To ensure consistency across government, we developed the Public Policy Formulation Guidelines and Framework — the first of its kind in Nigeria – that provides a standard process for developing, implementing, and monitoring policies. We validated this framework through consultations with global think tanks and academia.

What is the administration doing on policies on agriculture?

In agriculture, we’ve identified key policy pillars: mechanisation (tractorisation), farmer data and post-harvest management.

We’re working towards establishing a single national database of farmers – a one-stop shop for accurate agricultural data. Mechanisation policies are already in place, but implementation must be accelerated for optimal results.

On food imports and border management, it’s about maintaining balance. During shortages, temporary imports may be necessary to cushion the impact, but not in a way that undermines domestic production. The Ministries of Agriculture and Finance must manage this balance carefully, guided by a policy document that defines thresholds and requires periodic review.

Fertiliser regulation also remains critical – ensuring quality, availability, and affordability. We are monitoring players in that space to promote efficiency. Furthermore, there is a Presidential Initiative on post-harvest losses, creating funding pockets through a special adviser’s office. The next step is scaling these interventions for specific crops.

Security directly affects agriculture – farmers’ access to land, markets, and transportation routes. Encouragingly, some farmlands that were previously abandoned have been reopened in the past year, though much remains to be done.

On security, what policy areas require urgent review to improve the situation nationwide?

Security remains a top priority. All relevant actors – led by the National Security Adviser – now work collaboratively under a harmonised framework. Insecurity varies across regions: insurgency in the North-East, banditry in the North-West and North-Central, and economic disruptions such as the sit-at-home orders in parts of the South-East. Each has direct economic consequences, especially for trade and agriculture.

For example, transporting agricultural produce from the North to the South is often disrupted by attacks or multiple checkpoints imposing unofficial levies. We are developing a policy to streamline checkpoints – identifying those essential for security and those that impede commerce.

In the Niger Delta, pipeline vandalism continues to threaten oil production. The Nigerian Navy, the Office of the Upstream Adviser, and the National Security Adviser are jointly leading efforts to secure critical infrastructure.

Meanwhile, interventions in the South-East have reduced the impact of sit-at-home orders in several local governments, allowing economic activities to gradually resume.

To what extent are consultations undertaken before policies are announced? For instance, was the ban on the exportation of shea butter widely discussed? Was your office involved?

Effective policy requires broad stakeholder consultation. Ministers must recognise this as essential. Part of what we track in our quarterly performance reviews is stakeholder engagement – every minister is expected to conduct consultations each quarter, especially before announcing any new policy.

The shea butter export policy, for example, was announced without the level of consultation that would typically be deemed adequate. Every quarter, ministries are required to submit evidence of stakeholder engagements arising from any new policy they intend to introduce. In this particular case, the process was not as extensive as it should have been, and the timing may not have worked well for producers who already had export orders in place.

While there were sound reasons for introducing the policy, producers should have been given a buffer period to fulfil existing commitments. The lesson here is that timing and consultation are as critical as the policy intent itself.

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What are some of the policies you’re most proud of since assuming office?

Our office operates as a back office – we don’t take ownership of policies. We allow ministries to champion and take responsibility for their initiatives. The owners of those policies are the ones who should proudly identify their achievements.

However, one of our key institutional accomplishments is embedding performance assessment and delivery tracking as a permanent feature of governance. We’ve successfully cascaded this across ministries and into the federal civil service. Political appointees come and go, but the civil service is the enduring engine of government. By institutionalising performance and delivery, we’ve strengthened governance continuity. Today, performance assessment is no longer an event – it’s a culture.

We’ve also developed the National Public Policy Framework, which now guides how policies are conceptualised, implemented, and monitored. These are some of the institutional structures we’ve built over the past two years.

How did you come up with the Citizens’ Tracker App?

The Delivery Tracker — or Citizens’ Tracker — is a public platform that publishes all ministerial deliverables. It allows every Nigerian to see what the President considers high-impact deliverables for each ministry and the indicators by which ministers are evaluated.

For the first time in Nigeria’s history, this level of transparency exists in the public domain. Any citizen can now review a minister’s mandate, track progress, and ask questions.

This tool also enables us to receive feedback from citizens – to know what they perceive as progress or gaps across sectors. President Bola Ahmed Tinubu is deeply committed to performance because he recognises that he has a social contract with Nigerians. He campaigned on a manifesto, and this tracker allows both government and citizens to measure progress not only against those campaign promises but also beyond them.

What is the Nigeria of your dreams?

I dream of a Nigeria that is self-sufficient – a nation that can feed itself, is safe, and is both a producer and an exporter. We are blessed with abundant natural resources and dynamic, talented people. Nigeria is unique in every sense. With the right systems in place, we can become a global exporter of talent, agricultural produce, and natural resources.

We are on that trajectory, but we must strengthen key sectors – security, agriculture, education, healthcare, and infrastructure. We must also unlock the potential of our sports and creative economies. Nigeria’s young people are globally recognised athletes, artists, and innovators. If we nurture and scale these industries locally, the multiplier effects across the economy will be transformative.

How do you ensure the judicious use of funds across ministries – and how do we reduce the cost of governance?

The cost of governance is a major concern for President Tinubu, and he has already taken concrete steps to address it.

He has directed that all revenues be centrally collected and streamlined. Ministers and heads of agencies are now limited to two official vehicles and no more than four security personnel. Additionally, there’s a clear directive to significantly reduce international travel.

These measures may seem symbolic, but they send a powerful message about fiscal discipline and responsible leadership at the highest levels.

What’s your advice to young Nigerians?

Young Nigerians must understand that the government’s role is to create an enabling environment, not to employ everyone. We need to embrace entrepreneurship – to identify the problems around us and develop solutions that create value and generate income.

At the same time, we need more reform-minded Nigerians in government and politics – people passionate about public service, governance, and reform. The next generation of leaders must step forward.

Integrity, competence, and accountability are not optional traits – they are the foundation of effective public service. We must own who we are and lead with these values.

How do you measure your own performance?

That’s an excellent question – and I would say there’s always room for improvement. We work closely with the Directors of Planning, Research, and Statistics across ministries, but we must do more to strengthen their capacity and deepen their understanding of delivery principles. We also need to conduct more deep-dive analyses in priority sectors to uncover bottlenecks and solutions.

If I were to assess my unit’s performance, I’d say we’ve made meaningful progress – but there’s still much more to do.