To The NAHCON Chairman (2)

Best Practices for Effective Board Functioning

Dear Professor Usman,

I hope the second part of this letter finds you well. Today, I am writing to address several critical aspects of the NAHCON Board’s composition and functioning, as outlined in Section 3 of the NAHCON Establishment Act.

Composition of the Commission

As you are aware, the leadership structure of NAHCON places you at the helm as the Chief Executive, responsible for the daily operations of the Commission. The Board comprises both full-time and part-time members, ensuring diverse representation and gender inclusion. The input from the ministries of Internal Affairs, Finance, Aviation, Foreign Affairs, and Health is essential for holistic governance and operational effectiveness. Additionally, the representation from the Central Bank of Nigeria, Jama’atu Nasril Islam, and the Nigerian Supreme Council for Islamic Affairs is crucial.

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It is noteworthy that subsection (4) of the Act does not differentiate you from the other commissioners and board members regarding “remuneration and allowances as the President may from time to time determine.” This implies that all NAHCON Board members are equal appointees of the President, although it is reasonable to expect that the Chairman receives additional benefits commensurate with the enormity of his responsibilities. Nevertheless, it is vital to acknowledge that all members of the Board are equal in status.

Your tenure, Shaikhana, will not be characterised by unilateral decision-making. Instead, I urge you to embrace the principle of Wa Amruhum Shuuraa Bainahum (their affairs are a matter of counsel), as enshrined in Surah 42, Ash-Shuuraa, 38. The governance of the Commission is a collaborative effort among all board members, and it is imperative that you facilitate regular meetings that encourage open discussion, allowing each member to contribute their insights and expertise. Furthermore, it is essential that zonal commissioners are actively involved in discussions regarding significant decisions, particularly those affecting their regions. Regular consultations and meetings will ensure their voices are heard, enabling them to provide valuable perspectives on regional issues during decision-making processes.

Inclusivity and Engagement

All members of the Board must feel a sense of belonging. Timely updates on decisions and inclusion in relevant discussions are vital to prevent feelings of exclusion. Members perceiving themselves as sidelined may indicate a lack of structured engagement, leading to a disconnect between central leadership and regional realities. Therefore, it is crucial to involve all members in the planning and logistics of the Hajj trip, including discussions about allowances, travel arrangements, and other logistical details. A transparent process for decision-making regarding allowances and participation in the Hajj must be established, ensuring fairness and clarity. I recommend reviewing the current policies on allowances to ensure fair compensation for all members, along with creating a dedicated budget line for part-time board members to expedite the approval process for their allowances.

Communication and Feedback

Implementing a system for regular communication between part-time and full-time members is fundamental. This could involve scheduled meetings, newsletters, or reports that keep everyone informed and engaged. Encouraging feedback from all members regarding policies and decisions that affect their regions or ministries will foster a culture of collaboration and mutual respect.

Addressing the concerns of zonal commissioners and other part-time members is essential for cultivating a more inclusive and effective governance structure within NAHCON. By recognising their roles, ensuring their involvement in key decisions, and addressing issues related to allowances and communication, the Commission can enhance its overall functionality and responsiveness to the needs of all stakeholders.

Transparency and Collaboration

When you embark on official trips, such as your upcoming visit to Saudi Arabia for the Hajj Conference 2025, it is vital to include all segments of the Board to promote fairness and inclusion. For instance, transparency must be paramount during the screening of Hajj airlines. Board members should have access to reports on such screening exercises prior to submission to the President. Airfare considerations are crucial to operational success, and it is essential that board members are active participants in decision-making processes.

By adhering to these principles, Mr Chairman, you can foster a collaborative environment that aligns with the provisions of the NAHCON Establishment Act while enhancing the effectiveness of the Commission’s operations. This inclusive approach will empower all members of the Board, making them feel valued and more committed to the Commission’s goals.

Enhancing Staff Capabilities

It is imperative to prioritise enhancing staff capabilities to meet the growing demands of the Hajj industry. Implementing comprehensive training programmes and fostering a culture of continuous improvement will equip employees with the necessary skills and competencies. Establishing robust accountability mechanisms, including regular staff performance monitoring and applying appropriate sanctions and rewards, will promote high performance and maintain organisational standards.

Addressing Internal Conflicts

Actively addressing and mediating internal conflicts within the workforce is imperative. Promoting an environment of mutual respect and collaboration will ensure harmonious and productive team dynamics.

Understanding Executive Strengths and Limitations

Recognising the strengths and limitations of the executive office is crucial for effective governance. Delegating responsibilities appropriately is essential, as centralised decision-making cannot feasibly cover every organisational function. Empowering department heads and fostering trust within your team will ultimately enhance operational efficiency.

Institutional Memory and Decision-Making Continuity

A thorough understanding of the Commission’s historical decisions and their rationale is essential for informed decision-making. Familiarising yourself with prior board actions and archival records will significantly shape current and future strategic initiatives.

Commitment to Transparency

Launching a robust media campaign to demonstrate the organisation’s commitment to transparency is critical. By openly communicating initiatives and achievements, trust can be built with stakeholders, reinforcing expectations regarding accountability and openness.

Engaging Key Stakeholders

Involving key stakeholders—such as state governors, airlines, and other relevant parties—in critical decision-making processes for upcoming Hajj operations is vital. Collaborative engagement ensures that diverse perspectives are considered, ultimately enhancing the effectiveness of strategic outcomes.

Embodiment of Leadership Qualities

Lastly, embodying leadership qualities that inspire and motivate the organisation is paramount. Leading by example, prioritising your physical and mental well-being, and managing stress effectively are essential for sustaining the high demands of your role. Prioritising your health will enable you to lead with resilience and effectiveness.

Conclusion

In conclusion, Shaikhna, I believe that by implementing these suggestions, you will not only enhance the operational capabilities of NAHCON but also foster a positive and productive organisational culture. Your commitment to serving the Hajj community is commendable, and I wish you every success in your endeavours.

Thank you for considering these insights and for your dedication to improving the functioning of NAHCON. I will address more issues in the third (and possibly the last) part of this series, inshaa Allah, while I look forward to seeing the positive impact of your leadership.