Director-General's Office


The Director-General's Office is responsible for overseeing all the activities in the DMO, including those of all the departments in the Front, Middle and Back Offices, as well as the Organizational Resourcing Department (ORD). The Director-General's Office coordinates the activities of the DMO Secretariat with respect to the DMO Supervisory Board. The Director-General's Office also oversees the DMO's collaboration with all the local and external stakeholders. These responsibilities are coordinated by the Executive Services Unit (ESU), under the direction and supervision of the Director-General. 

Besides the Executive Services Unit, there are four other Units in the DG's Office: The Internal Audit & Control Unit (IA&CU), Public Affairs Unit (PAU), Monitoring & Evaluation and Special Duties Unit (M&E and SDU) and Information Technology and Information Systems Unit (IT&ISU).

Internal Audit and Control Unit

Scope of Work

The broad scope of work includes:

Financial operations audit - scrutinizing, checking and confirming that all financial transactions are validly authorized, adequately documented and properly disclosed. In doing this, the internal audit ensures that the operations and conduct of the DMO's financial activities comply with the requirements of the Financial Regulations, Public Service Rules, extant treasury circulars, and other laws of the Federal Government of Nigeria. There is regular audit verification of all payment vouchers before any disbursement of fund. Also, all accounting books, records, payrolls, bank reconciliation statements, stationery stores, cash advances, etc, are subject to regular internal audit monitoring and reviews.

Debt management audit - All external creditors' bills which have been admitted by the Debt Recording and Settlement Department must be vetted by the internal audit and control unit prior to further actions on them. Audit ensures that these bills are settled in accordance with the understanding reached by all stakeholders on external debt settlement procedures. Matters relating to FGN Bond operations are not left out by the internal audit dragnet.

Systems audit - the internal audit also studies, identifies, and evaluates inherent risks and adequacy of their mitigating controls (as established by management) and their impacts on the achievement of DMO's objectives. It is also part of the work of the internal audit team leader to interact with the firm of external auditors for the purpose of ensuring that the statutory requirement of the DMO relating to audit are complied with.


The internal audit and control unit is directly accountable to the D-G of the DMO and consequently addresses all its reports to him. However, certain reports are to be mandatorily made available to the Office of Accountant General of Federation and Office of the Auditor General for the Federation.

These reports include:

  • Monthly Progress Reports,
  • Quarterly Reports,
  • Half Yearly Reports, and
  • Yearly Reports.
  •  Authority and Standards of Audit Practice

The Internal Audit and Control unit is authorized to have unrestricted access to all functions, records, property and personnel of DMO. The unit selects subjects for audit and determines scope of audit work to be performed thereon. The unit performs its duties in ways that meet the professional practice of internal auditing and best practices worldwide. 

Information Technology & Information Systems (IT&IS) Unit

The Unit provides the DMO with the requisite office automation facilities and information technology superstructure for the delivery of content by client departments and units. The separation of this section from the operational department is meant to emphasize its neutrality in the provision of independent, robust platform while responding to the needs and expectations of all users. 

(i) Provision of user support to integrate and aid the activities of all the departments

(ii) Workflow tools to catalogue and track operational activities, including teamware and shareware apparatus for collaboration and team work within and across department to be available on the Intranet;

(iii) Financial and administrative software and tools for automating Accounting and HR functions;

(iv) In all cases, the IT IS section is created as a provider of services with all users in the DMO as its clients. Its processes and systems are therefore required to deliver on the overall strategy and objectives of the DMO.

Accordingly, the need is for it to consider addressing the organization's networking in four different perspectives as follows: 

1. DMO Clients' Perspective:

a. Clients of the DMO should be able to identify the right people to contact when lodging complaints or making requests by using on-line expertise database. This objective is supported by the use of email correspondence

b. They should be able to communicate electronically with staff by means of electronic mail and joint electronic conferences on a world-wide basis;

c. They should be able to request and obtain secure information relevant to their needs electronically; 

2. Professionals Perspective

a. The IT IS facility should provide access to on-line expertise databases, e-mail and electronic conferencing available to every 'home-team' professionals (staff operating in the DMO headquarters) and 'away-team' professionals (staff on duty, outside DMO headquarters). This should aim at facilitating intra-organizational communication and teamwork regardless of location or time.

b. It should hold technical information in databases, accessible through the Commission's network (Intranet) in as transparent fashion as possible contrary to current practices of data filing such information in individualized, standalone desktops.

c. When working in project teams, the system should facilitate effective inter-working and simultaneous access through the use of shareware and teamware tools and facilities;

d. Groups of professionals in the same function should be able to share data by extending their desktop storage into shareable 'central' storage in a transparent fashion; An electronic 'bulletin board' should be available to all staff to encourage information sharing and help maintain a sense of identity for all employees;

f. Electronic links to the system's infrastructure should be provided to those members of staff who need to work from home or out of office using the organization's web site. 

3. DMO Management's Perspective

a. Senior and Management staff with supervisory functions should have direct access to all staff-related data needed to carry out their staff management functions, including resource utilization, career development, staff appraisal, training and salary reviews;

b. Designate management and other authorized staff should be able to access DMO financial and other key performance data on-line and real time; 

4. Collaborators' Perspective

a. Complaints, requests for information, and demand for action by the DMO's alliance partners should be capable of being filed on-line EDI (electronic data interchange), providing

them with access to the data they desire within the limit of their authorization. DMO is a member of the donor financed IFEMIS (integrated financial and economic management information system) which connects the FMF, the OAGF, the NPC and the CBN. Also, the DMO is part of the ongoing GIFMIS project which will improve on the success achieved under the IFEMIS project. 

Monitoring & Evaluation and Special Duties Unit (M&E AND SD)

The Unit covers Special assignments, and is responsible for ensuring compliance with established strategies and benchmarks as approved by the Supervisory Board. They also oversea the DMO's collaboration with all the local and external stakeholders. 

 Public Affairs Unit (PAU)

The Unit undertakes the task of creating and preserving a good image for the DMO by being both proactive and reactive in dealing with press issues and the management of public functions. 

Executive Services Unit (ESU)

The function of this unit is to offer secretarial and administrative services for the Director-General.

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