Nigeria and other African countries must equip public sector leaders with the necessary skills to drive governance reforms. With the recent graduation of the fourth cohort of the Aig-Imoukhuede Foundation Public Leaders Programme, the PLP alumni association is expanding its network of professionals to remain dedicated to enhancing public service. In this interview with BROWN AJULUCHUKWU, Idowu Bakare, the president of the alumni association, speaks on the programme’s impact on governance and service delivery in Africa.

The Aig-Imoukhuede Foundation Alumni Association is a dynamic and growing network of public sector leaders who have graduated from the capacity-building programmes of the Foundation run in conjunction with the Blavatnik School of Government, University of Oxford. I am a proud member of the inaugural cohort of the AIG Public Leaders Programme (AIG PLP).

The AIG PLP was a transformative experience, equipping me with global best practices, a network of peers and practical tools to navigate complex governance challenges. It has sharpened my leadership approach and strengthened my commitment to driving much-needed reforms in Nigeria and across Africa. The Alumni Association furthers the mission of the programme. The alumni association’s mission is primarily to support the capacity-building initiatives of the foundation in its drive to build world-class public services across Africa. It also serves as a hub for collaboration, innovation and implementation of alumni projects to strengthen public service delivery in Africa.

The acquisition of the training delivered in partnership with the Blavatnik School of Government, University of Oxford, is the beginning of the journey. Beneficiaries have gone on to break barriers and challenge the status quo in their various places of work. Through the alumni association, we can bridge the gap between policy, knowledge, and practical implementation within the public sector.

We have created key committees to make our work more impactful and have designed various upskilling events for members. For example, we have a committee on networking and strategic partnerships, which was established to identify external partners, including other alumni associations, to carry out joint projects that will benefit the public service.

We also have a committee on strategic initiatives, which helps identify priority areas and action plans for driving alumni and foundation goals. These include strategies to promote the replication of our reform projects in government agencies. So, while the leaders’ programme provides an excellent academic foundation, the Alumni Association ensures that these insights are sustained, shared, and translated into action across the public service. All these are done while the alumni continue to learn and grow.

We are proud to have a growing network of about 250 members spread across various sectors and levels of government – from core civil service to regulatory bodies, finance, health and the legislature. Our members hold strategic positions across Nigeria and beyond, enabling us to influence policy at multiple levels of governance.

We have Permanent Secretaries, Heads of agencies and more, and I am humbled to lead them. Through our regional and sectoral diversity, we create an environment where knowledge is shared across institutions, bridging silos and supporting innovation.

This collaboration enhances our ability to inspire, connect, and transform the public service landscape in Africa. With the induction of the sixty-eight members of cohort four, we are now even more diverse in terms of region, sector and knowledge to fulfill our mission. We now have growing numbers of alumni members in places like the State House, ministries and the Central Bank; all these are areas where our members’ impact will have a resonating effect on the public.

Reform projects are a cornerstone of the programme. As a condition for graduation, each participant must initiate a reform project in their place of work, one that will solve real problems. These projects help participants move beyond theory, addressing real challenges within the public sector. A notable example is the effective document management system in the Central Bank of Nigeria. This was done by Dr. Akanimo Usoro, a member of cohort four, and it won the award for the best capstone project in his cohort. Such a project will not just increase efficiency; it also has the potential to be replicated across government agencies. Another impactful project is the online patient appointment app, which was done by Dr Mazeedat Erinosho (cohort one) for public hospitals in Lagos State. I could go on and on. We now have about 250 projects.

These projects are not only viable but can bring lasting change to public service. With the graduation of Cohort Four, we welcome innovations that hold tremendous promise for public service improvement. We are working closely with the Office of the Head of Service to review and replicate the most impactful projects across MDAs. Last week, I led the alumni executive on a courtesy visit to the Head of Civil Service of the Federation, Mrs Didi Esther Walson-Jack, and this was one of the outcomes of that meeting. We cannot have it better than that.

Your graduation is not the end, it is just the beginning. You are now part of a powerful network of change-makers committed to transforming public service. Embrace the opportunities this community provides – stay connected, continue learning, and always seek innovative solutions to the challenges we face. To public sector leaders, I encourage continued investment in human capital development. The future of public service depends on visionary leadership, and programmes like the AIG Public Leaders Programme are essential in building the leaders Africa needs today and tomorrow.