Abstract

The primary goal of Local Government in Nigeria is to promote socio-economic and political development at the grassroot. This is the reason it is generally acclaimed as the most important tier of government that promotes grassroots governance as well as provides the most domestic services in the country. One of the vital instruments to achieve this noble goal is the human resources that drive and execute the strategic plans vis-à-vis the byelaws of this third tier of government. With the increase in human capital in these councils since the 1976 Reform, the expectation was that it would have a positive effect in service delivery in the Local Governments and foster needed development. Documentary data were obtained from published books, reputable journals, government publications, magazines, newspaper publications, internet sources and personal observations. The paper observed that unlike the pre-1976 Reform era when the Local Government was characterized by officials with an inferior scheme of service compared to their counterparts in Federal and State public services; limited career progression until Udoji Civil Service Reform of 1972-74 which raised them to a maximum of grade level 12; denial of some allowances benefited by Federal and State officials and lack of professionalism, the councils had since 1976 recorded much success in terms of the provision of social amenities. However, even with the1976 Reform many qualified staff who can now rank favourably with their colleagues in Federal and State levels are recruited into the different departments in the Local Government, the councils are still unable to add much value to the Local Government Areas. Hardly will anyone visit a Local Government that is not owing staff salary, over dependent on statutory allocation and having decay in infrastructural facilities. Unfortunately, many of the top officers who are now well paid are usually absent from their duty posts. The paper, therefore, recommended that over reliance on statutory allocations should be discouraged, councils should diversify their sources of revenue and be more proactive in sourcing of funds. Discipline should also be seriously embraced in the public service particularly in the Local Government so that officials could take responsibility while in service.