RMAFC links staff performance to results, signs contracts with directors

The Revenue Mobilisation, Allocation and Fiscal Commission (RMAFC) has taken a step to strengthen accountability and productivity in its operations, signing performance contracts with Directors and Heads of Departments (HODs) as part of efforts to institutionalise a results-driven performance management system.

The initiative is designed to move the Commission away from routine administrative activities towards measurable performance targets, with directors and department heads expected to account for their contributions to institutional objectives.

The Chairman of RMAFC, Dr Mohammed Bello Shehu, who disclosed this at the signing ceremony at the Commission’s headquarters in Abuja, described the contracts as a covenant of accountability and a commitment to delivering measurable results.

He said the Performance Management System (PMS) represented a deliberate shift towards a results-oriented work culture in which institutional and individual performance would be assessed against clearly defined objectives.

Shehu said the initiative aligned with the Federal Government’s Renewed Hope Agenda, which prioritises institutional efficiency, good governance and improved public service delivery.

He charged Directors and HODs to demonstrate professionalism, commitment and accountability, stressing that the success of the system would depend on their ability to translate agreed targets into improved productivity and tangible institutional achievements.

The Chairman disclosed that the Commission had recorded significant progress towards implementing the system through the development of a dedicated information technology platform, staff training, capacity building for performance management champions, management sensitisation and change management initiatives.

He stressed that the PMS was not designed as a punitive mechanism but as a tool for empowering officers, clarifying responsibilities, identifying capacity gaps and ensuring fairness in performance assessment.

He urged departmental heads to establish realistic, measurable and time-bound targets aligned with the Commission’s strategic objectives, assuring staff that management would provide the necessary support and enabling environment for effective implementation.

Also speaking, the Chairman of the Personnel Matters Committee and Federal Commissioner representing Cross River State, Ntufam Eyo-Nsa Whitley, described staff as the driving force behind the Commission’s success.

He urged officers to embrace discipline, diligence, emotional intelligence and teamwork, warning against attitudes capable of undermining institutional progress.

Whitley also tasked performance management champions with providing guidance and support to colleagues to ensure effective implementation of the reform.

In his remarks, the Secretary to the Commission, Comrade Tosin Adeyanju, described the signing ceremony as a major milestone, marking a transition from traditional performance evaluation to a modern, data-driven management system.

He said the effectiveness of the initiative would depend not on the signing of contracts alone but on sustained engagement, regular feedback, monitoring and the ability to translate agreed targets into measurable improvements in efficiency and service delivery.

Earlier, the director overseeing the Administration and Human Resource Department, Alhaji Ahmed Rufai Gidado, said the Commission had undertaken several preparatory activities, adding that the signing of performance contracts marked the transition from preparation to actual implementation.

In a lecture on the role of performance management in public sector transformation, Head of Economy Team Performance Management at the Office of the Head of the Civil Service of the Federation, Nwachukwu John, said the framework was designed to link individual responsibilities with departmental targets, institutional strategic plans and national development priorities.

He urged the Commission to extend the performance contracts to other levels of staff through regular engagement and feedback, emphasising that the system was a productivity tool and not a promotion exercise.