interview with dgsss continued- 19jan

8/7/2019 Interview With Dgsss Continued- 19jan

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INTERVIEW WITH THE DGSS ….concluding part

Here is the concluding part of the interview we had with the Director

General State Services, Mr. AA Gadzama, OFR, mni, which was first featured in the maiden edition of the Triple S. This session is quite

revealing. Enjoy yourself.

TS: Sir, how has the journey been one and half years after your

appointment?

DG SS: You will recall in the earlier interview with you, I stated that

our mission and major challenge are restoration and taking the Service tothe Next Level. Such a goal will definitely take a long time to achieve

simply because correcting the distractions, the distortions and digressions

of over twenty years will take a long time. But let me say that, daunting asthe challenges are, we have been able to, by the grace of God and the

understanding of Mr. President and the support of other stakeholders in theNational Security Establishment, met the expectations and the targets we set

ourselves.

TS: Can you talk of specific areas where exceptional achievements weremade?

DG SS: Let me briefly comment on the aspects of refocusing theService’s operations and acquisition of required logistics and tackling of

strategic national security challenges. Our efforts in giving the Service a

new direction, a new focus and redefining its operational focus are someareas we have done well in. The Service is today operationally more

focused. We are more preoccupied with quietly tackling critical national

security challenges as opposed to the preoccupation with curbing activitiesand tendencies that are integral ingredients of emerging democracies. The

new direction recognizes the fact that better management of certaintendencies could in the long run be supportive to the growth of democracy.

At another level, the Service is today more preoccupied with security

challenges that are critical. We have no time for mundane issues. Thisposture demands more emphasis on acquisition of critical intelligence. The

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absence of this, incidentally, was the bane of our previous efforts. I happento know that credible/critical intelligence drives the entire security

intelligence process. You can hardly succeed in any aspect of the job

without the required intelligence. I also believe that having intelligence that

explains the fundamentals or the deeper causative factors of happenings isessential for effective security management. This is what the security

component of the Seven Point Agenda is all about. It is not about regimeprotection. It is about security for the citizenry, security for the environment

and vital national resources and the protection of the country’s sovereignty

in all ramifications.

We have, with all sense of modesty, achieved much in the area of

rehabilitating our structures, acquisition of required logistics, and training.

I will rather these speak for themselves than to engage in self praise onthese achievements. But let me say that, I believe that having the most exposed and knowledgeable human resource is the best investment in the

business. The members of staff are the most important resource available to

any organization. Their capability to deliver quality service depends, tolarge extent, on how well they are trained and retrained. I cannot agree less

with Machiavelli who says “the best way to estimate the quality of a leader

is to first of all look at the people around him”. This is why we havecommitted so much resources to training and staff development. Some

people have ridiculously thought they could use primary or secondary

school education or just number of years they have put in the Service tocompetently deal with current security challenges. Some of the tools

required for managing security challenges in the twenty first century include

having the required detective and analytic flair, ability to have good intelligence reading of situations and issues and technical platforms for

acquisition of critical intelligence.

I will also want to say that one of the areas of astounding success inthe last one and half years is that of engendering in our personnel the sense

of self worth, confidence and respect. You will recall that there was the

state of virtual siege in the Service at the time I took over. We have beenable to arrest this and would want to continue the rehabilitation process.

TS: The rehabilitation of the Training Schools is one area that seems to

have attracted your attention. How have you coped with the challenge?

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DG SS: I was compelled to focus on the rehabilitation and upgrading of

the Training Schools because as observed earlier, the prevailing security

environment is not only competitive but has become more challenging. As aresult, only a well exposed and well grounded operative can be effective.

Beside, the Training Schools are some of the impressive legaciesbequeathed on subsequent leadership by our founding fathers. Mark you,

some of us also passed through these schools in the 70s and 80s and knew

what exactly they were. To have neglected the schools all these years and totreat the schools as if they were a liability is to me a mark of lack of

foresight and of deficient leadership. I, today, look back with satisfaction on

the tremendous achievements we have for example made by redeveloping

the Institute for Security Studies. I am convinced that the Institute will remain the flagship and the first Institute in the country offering professional security studies at degree level.

TS: So much is being said on how you were able to transform the Institute

for Security Studies into one of the best Security Institutes in the country.

What is the secret?

DG SS: As I said earlier, Institute for Security Studies was both achallenge and a dream. You know, I am a student and practitioner of

change. The lessons are, if at any time and situation you are satisfied with

the status quo, you cannot move forward. That is the situation I found myself in as regards the Institute for Security Studies. Secondly, I saw the

Institute as a critical component of my resolve to take the Service to the next

level. I wouldn’t succeed in my mission if I don’t have the human resourcebase to translate the idea into reality. ISS is thus part of the change process

not only to the SSS but the National Security Establishment. I will also have

to acknowledge the immense support the National Security Adviser hasgiven us as regards the Institute. Our vision is for the Institute to, with time,

emerge as the engine room and intellectual base of the National SecurityEstablishment. This is why we have opened our doors to participants from

sister agencies. The Institute today has the best and latest books on security

and intelligence. The facilities there are also first class! Now talking of thesecret. The secret is simply vision, commitment and the desire to contribute

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one’s quota. We are proud of our contribution to the realization of Mr.President’s vision for the country.

TS: Many, within and outside the Service, have attributed the giant stridesyou have made in the last one and half years to your being an insider who

knows the system inside out and who knows where the shoe pinches. What is your comment?

DGSS: I don’t think that is hundred percent correct. I would rather

see it this way. Firstly, I was given a mandate by the President and

Commander-In-Chief. This is the mandate to restore the Service to what it

should be and of course the professional discharge of our statutoryresponsibilities. I definitely cannot afford to fail the President and theCountry. Failing will spell disaster for the Service and Government.

Secondly, I am inspired by the leadership style and qualities of Mr.

President. That is, quietly doing what is expected of one and the scrupulousadherence to the rule of law.

I am convinced that our problem as a people and as a Nation is

disorderliness and non-conformity to best practices and lack of transparency. Our successes this far is borne out of the posture of quietly

doing our job professionally. I don’t believe we should play to the gallery.

And this is why our effectiveness cannot be measured by the very often self sponsored or orchestrated media accolades of others. Fortunately, my

Management team shares with me, this thought.

Thirdly, I believe in the philosophy that leadership is about service,about contributing to National development and it is about contributing

one’s quota to the agenda of the Government. What we are doing is

providing the atmosphere required for realizing Mr. President’s Seven Point Agenda and provision of secure environment for the citizenry to realize their

aspirations. I, therefore, believe that any leadership, either from outside or

within the Service, that is guided by these principles will succeed. I don’t believe we made whatever impact we made simply because I come from

within the system, although that has contributed. We all can make successof opportunities the Almighty God grants us if we have the vision,

commitment and determination to succeed.

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TS: It is said that the major shift and preoccupation of the Service now isthe acquisition of critical intelligence. What really does this entail?

DG SS: I have before now, noted that our major preoccupation is that of restoring the Service to its original mandate and character. The

Government when it formed the defunct NSO never intended that it should be another Police Force. On the contrary, the thinking was that the new

Organization then was to be a civilian Intelligence Service committed to

protecting the security of the State in all its ramifications. Thepreoccupation with arrests, detention and related excesses over successive

years was therefore an aberration encouraged by the powers that be. The

restoration process is about going back to the original mandate. This is

about the Service quietly providing valued information that could be used toserve the interest of the State. The Service is there to serve the peoplethrough the Government of the day and not protecting a regime.

Now talking specifically of critical intelligence; Critical Intelligenceis any credible, relevant and actionable intelligence that could be deployed

for purposes of informed decision, tactical or strategic usage. At another

level is the realization that intelligence drives the entire security process.Put differently, you cannot succeed in monitoring, investigation and

management of any security situation without credible intelligence. This is

why most security mishaps, breaches and incidents could be attributed todefects and deficiencies in intelligence. The defects could be either in the

form of the quality, application or in timely use of intelligence. We are also

putting more into or emphasizing critical intelligence because securitymanagement is not limited to physical measures. Policy advice and support

is a critical aspect of contemporary security management. Governance, we

are convinced, could be more responsible when Services like ours tell theGovernment those things other advisers cannot or will not want to say.

Lastly, I am emphasizing critical intelligence because that is what is

required to deal with some of the challenges we are contending with.Arrests, detentions and gagging of the citizenry, are old Machiavellian

strategies that are not tenable in the twenty-first century. We recognize thefact that intelligence and especially Security reports is not about reporting

incidents in a shallow and superficial manner. Critical intelligence is about

hard and deeply useful information. This is what makes what we dodifferent from gossip and figments of some persons’ imagination. What I am

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saying is the critical intelligence we give the Government at all levels areresponsible for the decisions and actions of consumers that impact on the

life of the citizenry.

TS: What, in your view, are the problems of State Security Management

today?

DG SS: I will say the first problem has to do with understanding what State Security entails. It is surprising that even persons in positions of

leadership who are consumers of our products and services don’t

understand that State Security is not synonymous with simple crime and the

Service is not another Police Force. There is also the problem of pretendersand those who think security management is an all comer’s affairs. Thebusiness is both a science and an art that is better discharged when you

acquire certain specialized skills and knowledge. No wonder we have

people peddling gossips and imaginations, as intelligence or securityreports.

The other problem is about capacity. This business is about

professionally sourcing valued information and the prompt deployment of such information for attainment of specific objectives. Lack of the skill and

means at any stage of this circle could undermine all efforts.

There is of course also, the problem of poor appreciation of what

constitutes security. We are still at the stage of national development where

many see security from the pedestrian perspective of understanding it asregime protection. The present leadership of the Service fortunately shares

the view that security is about development and the protection of the

citizenry, our environment and our sovereignty.

The other problem is of course poor funding. Security, we believe,

can be better if there is better funding and judicious use of what is available.Low level of security consciousness and weak institutions and structures are

of course other problems. These I believe are some of the challenges of effective security management.

TS: What do you have to say to Officers and Men of the Service?

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DG SS: They should remain focused and committed to redeeming thepledge I made at the time I took over the mantle of leadership. This is the

commitment of taking the Service to the Next Level. The huge support,

patience and understanding have been the source of our success. I urge all

personnel to continue to give their support. I also want to say that what I am doing is not about myself but about the Service and the country. Finally,

the year, 2009, by our estimation, will be very challenging due to theconvergence of global and domestic dynamics and stress. This requires

rededication and commitment on the part of all of us. This is my only

appeal to the personnel. Thank you.

N/B

This interview was by Service Research Group

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interview with dgsss continued- 19jan

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