The announcement was made by FCSC Chairman, Prof. Tunji Olaopa, during the national symposium of the Nigerian Association of Evaluators (NAE) held in Abuja on Tuesday. He emphasised that effective evaluation and monitoring are crucial to national development and should be embedded in public service operations.
Olaopa noted that as the body responsible for appointments, promotions, and discipline within the federal civil service, the FCSC recognises the direct impact of E&M on institutional performance. He stressed that a functional M&E system requires not only tools and frameworks but also a professional workforce with the right skills, values, and incentives.
Highlighting challenges in the current system, Olaopa pointed to unclear job roles, lack of competency frameworks, weak alignment of recruitment with organisational values, inconsistent career pathways, limited recognition of analytical skills, and frequent postings that disrupt institutional memory.
To address these issues, the commission has launched reforms to strengthen M&E capacity. Standardised job descriptions, competency frameworks aligned with global standards, clearer career pathways, better recruitment alignment, and integration of evaluative competence into promotions are key components of the plan. Stabilising postings for M&E officers will also help maintain institutional knowledge and reporting continuity.
Acknowledging the NAE as a strategic partner, Olaopa said the association’s expertise in building evaluation standards, promoting ethical practice, and supporting capacity development makes it “a natural ally” in professionalising the evaluation function across the civil service.
He added that achieving Nigeria’s development goals requires bridging gaps between policy and practice, strengthening institutional capabilities, improving data systems, and cultivating a workforce anchored in integrity, analytical rigour, and commitment to results.
Olaopa concluded that M&E must be positioned at the start of programme design. Embedding evaluative thinking early allows for clarity on assumptions, risks, and institutional capabilities, while tools such as the Theory of Change and Results-Based Planning help build programmes with clear logic, measurable indicators, and evidence-based outcomes.
