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PARADE FORMATION AND COMMAND

INTRODUCTION

Parade is an extension of drill. A parade (also called march or march-past) is a procession

of people, usually organized along a street, often in costume, and often accompanied by

marching bands, floats or sometimes large balloons. Parades are held for a wide range of

reasons, but are usually celebrations of some kind. In Britain the term parade is usually

reserved for either military parades or other occasions where participants march in

formation; for celebratory occasions the word procession is more usual. In the Armed

Forces the term also has several less formal connotations.

However, parades can be said to be a uniform and orderly display of men and materials.

AIM

The aim of this lecture is to acquaint participants with the rudiments of parade formation

and commands.

OBJECTIVES

At the end of this lecture, participants should be able to;

List and explain at least four parade terminologies.

List and explain at least four directions of parade

Mention and explain at least two parade commands

Enumerate and explain at least four characteristics of a good parade commander.

PARADE TERMINOLOGIES

Element- This is an individual, squad, section, platoon, company, or larger unit formed as

part of the next higher unit.

Formation- This is an arrangement of the unit's elements in a prescribed manner such as a

line formation, in which the elements are side-by-side, and column formation, in which the

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elements are one behind the other. In a platoon column, the members of each squad are

one behind the other with the squads abreast.

Guide- This is the person responsible for maintaining the prescribed direction and rate of

marching.

Post- This is the correct place for an officer or non- commissioned officer to stand in a

prescribed formation.

Head- This is a column's leading element.

Base- This is the element around which a movement is planned or regulated.

Cadence- This is a uniform rhythm or number of steps or counts per minute.

Alignment: A straight line on which a body of Marshals is formed or is to form.

Covering: The act of placing oneself directly behind another body.

Depth: The space occupied by a body of Marshals from front to rear.

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Distance: The space between men or bodies from front to rear.

Dressing: The act of aligning oneself with the covering others within a body of Marshals.

File:

a. Either two or three men of different ranks who are covering each other

b. A body of Marshals in two ranks facing a flank

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Single file: Men one behind another on a frontage of one at normal marching distance

Blank file: A file in which there is no centre and rear man or no centre man due to the

inequality of numbers within a body of Marshals. This file is the second from the left in

three ranks and the third from the left in two ranks

Flank: Either side of a body of Marshals as opposed to its front or rear

Directing flank: The flank by which a body of Marshals takes its dressing.

Frontage: The extent of ground covered laterally by a body of Marshals, measure from

flank to flank. It is also the space from one side to the other side of a formation, and

includes the right and left elements.

Interval: The lateral space measured between men or bodies of Marshals on the same

alignment

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Line: Marshals formed on the same alignment

Markers: Marshals employed to mark points on which a movement is to be directed or by

which a formation or alignment is to be regulated

Order: Close or Open Order is the distance between ranks in line which is either thirty

inches or sixty inches depending on circumstances

Rank: A line of men sides by side

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Supernumerary Rank: The extra rank ,fourth rank in three ranks or third in two ranks,

formed by the senior NCO’s of a body of Marshals

Squad: Means a sub-unit formed for Drill

Regulatory pause: Refers to the short pause between two movement of Drill which is the

equivalent of two marching paces in quick, slow march and other movement as related to

Drill in general.

Parade ground: This is where military and paramilitary reviews are held

DIRECTIONS OF PARADE

Parades consist of four directions:

Advance

Retire

Left

Right

The Advance is the primary direction of movement, regardless of which direction the

soldiers are actually facing (similar to a ship's bow.) On a parade square, the advance is

determined by the position of the dais or flags. When these are not present, the direction

of the drill commander is the advance.

The Retire is opposite to the advance, against the primary direction of movement (similar

to a ship's stern.)

The Left is to the left of the Advance (similar to a ship's port.)

The Right is to the right of the Advance (similar to a ship's starboard.)

If the Advance is changed, then all other directions are changed to be based on the new

Advance.

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There is only one person in charge of a parade at a time. Changing this person is very

ceremonious. This is to make it obvious to the soldier who is currently in command and

therefore to whom to pay attention.

During parades, unless explicitly told otherwise, soldiers have restricted movement,

meaning they can move only exactly when they are told, and then doing only exactly what

they are told to do. In most stances, any movement at all is disallowed and is held to such

an extent as to have soldiers fainting on parade, although fainting under any conditions

short of plural hours standing still in the hot sun is considered a sign of medical disability.

Attention: standing straight, eyes forward, heels together, feet at a 30-degree angle (540

mils). The hands are held in tight fists with the thumbs aligned with the seam of the

trousers.

At Ease: a modified position of attention in which the left foot is moved to shoulder width

and the hands are placed behind the back with arms fully extended. The right hand is

placed inside the left. U.S. military usage is "Parade Rest."

Stand-Easy: Legs remain in the At Ease position, arms are brought to the sides to a more

natural standing position. Member may relax their muscles and make minimal movements.

U.S. usage is "At Ease," however a common mistake in U.S. military practice confuses "At

Ease" with "Rest" (below).

Relax: Legs remain at position at ease, member may make more significant movements or

look around. Members may not move the feet. If the troops are not being addressed by a

commander, they are generally allowed to talk quietly. U.S. usage is "Rest."

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Common parade commands

Fall In: Have designated troops move into an already existing formation on the parade

square and/or ground.

Fall Out: Have designated troops wheel out and to the right of their formation, then

halt facing the parade commander to be dismissed.

Dis –Miss: Telling designated units to leave the parade square and stop drilling.

Atten-Tion (Shun) (U.S.: Atten - Tion (Shun)). Have the soldiers uniformly adopt the

Attention position, the most constrictive position (with feet together), but the only

position from which soldiers can actually be made to move. In the United States

military, the position is defined as heels together, feet at a 45-degree angle, arms

straight, palms inward with fingers naturally curled, thumbs along the seams of

trousers, shoulders square and head erect, looking forward.

Right Dress - all personnel in front row and right side column except the right marker

take one step forward, pause, and only the front rank bring up their right arms parallel

to the ground. At the same time, all members of the formation snap their heads so

they are facing right. After this, they pause, and then shuffle back to a new position,

where their hand is extremely close to the soldier's shoulder on their right, unless

otherwise specified (Elbow Dressing, Shoulder Dressing). Some Armies, will raise the

left arm (the right arm holding the service weapon).

Left Dress - all personnel in front row and left column except the left marker take one

step forward, pause, and only the front rank bring up their left arms parallel to the

ground. At the same time, all members of the formation snap their heads so they are

facing left. After this, they pause, and then shuffle back to a new position, where

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their hand is extremely close to the soldier's shoulder on their right, unless otherwise

specified (Elbow Dressing, Shoulder Dressing).

Inwards Dress used when a parade is formed up in two or more groups with Colours,

Guidons, or Banners on parade. This is used so that dressing is off the colours. The

formations to the left of the Colour Party will dress to the right and the formations to

the right of the Colour Party will dress to the left. All personnel to the right of the

Colours in front row and left column except the left marker take one step forward,

pause, and only the front rank bring up their left arms parallel to the ground. At the

same time, all members of the formation snap their heads so they are facing left. All

personnel to the left of the colours in front row and right side column except the right

marker take one step forward, pause, and only the front rank bring up their right arms

parallel to the ground. At the same time, all members of the formation snap their

heads so they are facing right. Some Armies, i.e. the Australian Army, will raise the

left arm (the right arm holding the service weapon). After this, they pause, and then

shuffle back to a new position, where their hand is extremely close to the soldier's

shoulder on their left or right (depending on the direction of dressing), unless

otherwise specified (Elbow Dressing, Shoulder Dressing).

Eyes Front: following Right/Left/Inwards Dress, the front rank snaps their arms down

and faces forward, while all other ranks simply face forward.

CHARACTERISTICS OF A GOOD PARADE COMMANDER

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THE COMMAND VOICE

Drill commands are best given in an excellent command voice. A command voice is

characterized by DLIPS: Distinctness, Loudness, Inflection, Projection, and Snap.

Due to the requirements of the command voice, the actual words of the command undergo

elision to the point that those unfamiliar with the specific words may be unable to

recognize them. An example of such elision is the command "Attention", which is usually

uttered with the initial "a" hardly if at all audible, "ten" drawn out, and "tion" drastically

shortened such that, in popular culture, the command often ends up being spelled "ten-

hut".

A correctly delivered command will be understood by everyone in the unit. Correct

commands have a tone, cadence, and snap that demand willing, correct, and immediate

response.

VOICE CONTROL

The loudness of a command is adjusted to the number of soldiers in the unit. Normally, the

commander is to the front and center of the unit and speaks facing the unit so that his

voice reaches everyone.

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a. The voice must have carrying power, but excessive exertion is unnecessary and

harmful. A typical result of trying too hard is the almost unconscious tightening of the

neck muscles to force sound out. This produces strain, hoarseness, sore throat, and

worst of all, indistinct and jumbled sounds instead of clear commands. Ease is achieved

through good posture, proper breathing, correct adjustment of throat and mouth

muscles, and confidence.

b. The best posture for giving commands is the position of Attention. Soldiers in

formation notice the posture of their leader. If his posture is unmilitary (relaxed,

slouched, stiff, or uneasy), the subordinates will imitate it.

c. The most important muscle used in breathing is the diaphragm-the large muscle that

separates the chest cavity from the abdominal cavity. The diaphragm automatically

controls normal breathing and is used to control the breath in giving commands.

d. The throat, mouth, and nose act as amplifiers and help to give fullness (resonance) and

projection to the voice.

DISTINCTIVENESS

Distinctiveness depends on the correct use of the tongue, lips, and teeth, which form the

separate sounds of a word and group the sounds into syllables. Distinct commands are

effective; indistinct commands cause confusion. All commands can be pronounced correctly

without loss of effect. Emphasize correct enunciation (distinctiveness). To enunciate

clearly, make full use of the lips, tongue, and lower jaw.

To develop the ability to give clear, distinct commands, practice giving commands slowly

and carefully, prolonging the syllables. Then, gradually increase the rate of delivery to

develop proper cadence, still enunciating each syllable distinctly.

INFLECTION

Inflection is the rise and fall in pitch and the tone changes of the voice.

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a. The preparatory command is the command that indicates movement. Pronounce each

preparatory command with a rising inflection. The most desirable pitch, when beginning

a preparatory command, is near the level of the natural speaking voice. A common fault

with beginners is to start the preparatory command in a pitch so high that, after

employing a rising inflection for the preparatory command, it is impossible to give the

command of execution with clarity or without strain. A good rule to remember is to

begin a command near the natural pitch of the voice.

b. The command of execution is the command that indicates when a movement is to be

executed. Give it in a sharper tone and in a slightly higher pitch than the last syllable

of the preparatory command. It must be given with plenty of snap. The best way to

develop a command voice is to practice.

c. In combined commands, such as FALL IN and FALL OUT, the preparatory command and

command of execution are combined. Give these commands without inflection and with

the uniform high pitch and loudness of a normal command of execution.

TEAMWORK

In the military, everything is a team effort. If one individual is not pulling his or her

weight, the implications will be dramatic. A deeper understanding of the importance of

teamwork and working well with different personalities, will allow him to build a winning

team. Selecting the right people to join the team is instrumental to achieving high quality

teamwork. The right selection leads to winning teams.

DEDICATION

While serving, you are pushed to obtain the unreachable. You have to be willing to get your

hands dirty and do tasks sometimes outside of your scope.

ACCOUNTABILITY

Being a part of the military, one is intuitively engineered to strive for the best results.

The level of accountability that comes from military experience provides the ability for an

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organization to preserve resources and time. I believe in holding myself accountable to the

highest standards and in leading by example.

SYSTEM- ORIENTED

In the Para- military, when a system does not exist, you create one. The common goal is to

create a fail-proof system, much like creating systems to streamline efficiencies in

business.

DRIVE

While serving, observe a natural determination in yourself and those around you to exceed

yesterday’s results every single day. It is this “can do” attitude and energy that makes

everyone strive to push themselves that much more.

HIGHER PURPOSE

A large part of being part of the Para- military is wanting to assist others and make a

difference in the communities in which you serve. Strive to improve the lives of others on

a daily basis. A higher purpose provides inspiration for people to persevere through the

various different challenges in the work place. A true leader always puts his team before

himself.

CONCLUSION

Parade formation and its execution are solely dependent on the planners of the parade and

the availability of parade experts. The form which a parade will take has to be planned

ahead of time and rehearsed intensively. For a parade to be a delight to onlookers and

impeccably turned out, all the tools necessary for its execution must be provided and on

time and the users get conversant with them.

REFERENCES

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1. "Champs-Elysées city visit in Paris, France - Recommended city visit of Champs-

Elysées in Paris". Paris.com. Retrieved 2011-07-27.

2. "Celebrate Bastille Day in Paris This Year". Paris Attractions. 2011-05-03.

Retrieved 2011-07-27.

3. Srivastava, Vikram. "Drills and Parades" (PDF). Police Drill Manual. Bureau of Police

Research and Development, Ministry of Home Affairs, Government of India.

Retrieved 21 February 2013.

4. FM 22-5, Drill and Ceremonies, Headquarters, Department of the Army, 1986

5. NAVMC 2691 Marine Corps Drill and Ceremonies Manual, Headquarters, United

States Marine Corps, 1981.

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MILITARY AND PARA- MILITARY ETHICS

INTRODUCTION

Have you ever tried to do business with someone who didn’t seem to take pleasure in the

job, or care? Perhaps you didn't go back to this person because you didn't like the way you

were treated, or lacked confidence in that business as a whole.

Did you then spread the word to others about your bad experience?

When you own your own business, “bad press” like this can affect your bottom line and your

reputation. The solution is to foster and maintain a strong work ethic. A strong work

ethic energizes you and your employees to face your challenges head-on, be your best and

keep you at the top of your game.

A strong work ethic is vital to an organization achieving its goals. This is true of FRSC as

an organization if she must achieve her mandate and vision then there must be a strong

work ethic for and by her employees. Every employee, from the CEO to entry-level

workers, must have a good work ethic to keep the company functioning at its peak. Be it a

soldier, NCO, Officer or the Commander, they all require good work ethic to ensure that

the objectives of the organization are achieved and timely too. A work ethic is a set of

moral principals an employee uses in his job.

AIM

The aim of this lecture is to acquaint participants with good work ethics in Federal Road

Safety Corps.

OBJECTIVES

At the end of this lecture, participants should be able to

Define work ethics

List at least four attributes of a good work ethics

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Explain the processes of salutation in FRSC

Discuss discipline as a tool to achieving good work ethics

Work ethic is a belief in laboring diligently. An example of someone with work ethic is a

person who gets to work on time every day and always works long days to get the job done.

It is also a belief in the moral benefit and importance of work and its inherent ability to

strengthen character.

Work ethic is also an ethical principle that places greatest value on hard work and

diligence. It is the value that one ought to work hard at one's job or duties and the

tendency to work hard at one's job or duties.

ATTRIBUTES OF GOOD WORK ETHICS

SALUTATION

Salute is an expression of reciprocal loyalty between a superior and subordinate. It is

perhaps the oldest and most formal military and paramilitary tradition. It is commonly

expressed by hand. Salute can also be rendered by guns, swords, banners, or music . All

compliments derive their origin from the President and Commander- In -Chief to whom the

highest compliment i.e. the National salute is paid.

Salute with hand, present arms, and salute with sword were methods by which the person

paying the compliment could show the person to whom the compliment was paid that no

offence was meant.

Salute is observed in three directions. These are;

To the front

To the right

To the left

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In saluting to both the right and left, the tip of the forefinger remains one inch

above the right eye.

In the salute to the right, the eyes can see the whole of the palm of the right hand.

There are different types of salute such as compliments, fanfare, general salute and

national salute.

Salutation can also be observed in special situations such as

When in plain clothes and without head dress.

Saluting with left hand.

Saluting at a burial.

Saluting when riding a bicycle or driving a car.

It is a matter of compulsion for a subordinate to render salute to a superior without

grudges and the superior on the other hand is under obligation to look to the direction of

the subordinate and reciprocate accordingly. Mere acknowledging it is not acceptable.

Failure on the parts of the subordinates to pay appropriate compliment are seriously

viewed as acts of insubordination and disloyalty, while on the side of the superior, it is

seen as neglect.

DISCIPLINE

It takes a certain level of commitment to finish your tasks every day. An employee with

good discipline stays focused on his goals and is determined to complete his assignments.

These employees show a high level of dedication to the company, always ensuring they do

their part. Discipline is the training that develops self-control, character, and efficiency

and as the result of such training implies subjection to control exerted for the good of

the group. It is the state of order existing within a command. Military and Para- military

discipline is a state of order and obedience existing within a command. It involves the

ready subordination of the will of the individual for the good of the group. Military and

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Para- military discipline is an extension and specialized application of the discipline

demands habitual but reasoned obedience that preserves initiative and functions

unfalteringly even in the absence of the commander. Discipline is created within a

command by instilling a sense of confidence and responsibility in each individual.

Discipline demands correct performance of duty. The need for discipline is best inculcated

in an individual by appealing to his sense of reason. In the few instances where appeal to

reason fail, the use of punishment is effective in causing a recalcitrant individual to

conform and perhaps appreciate the need for discipline. Condemnation and earned praise

from senior to his subordinate, either individually or collectively, for tasks well done serve

to strengthen the disciplinary bonds which bind together the smooth functioning team.

Self-disciplined people are masters of their impulses. This mastery comes from the habit

of doing the right thing. Self-discipline allows officers to do the right thing regardless of

the consequences for them or their subordinates. Under the extreme stress of combat,

you and your team might be cut off and alone, fearing for your lives, and having to act

without guidance or knowledge of what’s going on around you. Still, you—the leader—must

think clearly and act reasonably. Self-discipline is the key to this kind of behavior.

In peacetime, self-discipline gets the unit out for the hard training. Self-discipline makes

the tank commander demand another run-through of a battle drill if the performance

doesn’t meet the standard—even though everyone is long past ready to quit. Self-discipline

doesn’t mean that you never get tired or discouraged—after all, you’re only human. It does

mean that you do what needs to be done regardless of your feelings.

"An officer or noncommissioned officer who loses his temper and flies into a tantrum has

failed to obtain his first triumph in discipline." - Noncommissioned Officer’s Manual, 1917

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This understanding, along with Army values, forms the foundation of great units. Units

that have solid discipline can take tremendous stress and friction yet persevere, fight

through, and win. Fostering initiative builds on motivation and discipline. It requires

subordinates’ confidence that in an uncertain situation, when they know the commander’s

intent and develop a competent solution, the commander will underwrite the risk they take.

While this principle applies to both direct and organizational leaders, the stakes are

usually higher in larger, more complex organizations. Additionally, organizational leaders

may be more remote in time and distance and subordinates’ ability to check back with them

is diminished. Therefore, organizational leaders’ understanding must develop beyond what

they can immediately and personally observe.

The highest form of discipline is the willing obedience of subordinates who trust their

leaders, understand and believe in the mission’s purpose, value the team and their place in

it, and have the will to see the mission through. This form of discipline produces individuals

and teams who—in the really tough moments—come up with solutions themselves.

Discipline is an attitude centered on respect for constituted authority and it is developed

by leadership, precepts and training. It is a state of mind which leads to the willingness to

obey an order no matter how unpleasant or dangerous the task to be performed. The

institution of a paramilitary organization is hierarchical and structured in a way that it

places responsibility of custody and maintenance of laws and orders on the Officers,

SNCO’s and NCO’s. It is the duty of superiors to notice, correct and instantly report any

negligence or inappropriate conduct on the part of subordinates. In the event of

indiscipline on the part of subordinates, it is expected that the superior Officer must

take a disciplinary measure to forestall future occurrence. Discipline must be vigorously

upheld by those in position of authority. However, the best discipline the FRSC expects

from its Officers and Marshals is self-discipline which is the hallmark of commitment,

loyalty and readiness to put the interest of the commission ahead of self-interest.

Discipline doesn’t just mean barking orders and demanding an instant response—it’s more

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complex than that. You build discipline by training to standard, using rewards and

punishment judiciously, instilling confidence in and building trust among team members, and

creating a knowledgeable collective will. The confidence, trust, and collective will of a

disciplined, cohesive unit is crucial in combat. As team leaders on patrol and staff officers

at various levels, you need to imbibe self- discipline to build the cohesiveness of your team

and to achieve your set goals on time. Discipline is a concept everyone is aware of, but few

truly understand. The most successful people in life exert discipline on a daily basis. It is

vital to every living being and without it, the world around us would be chaos.

To be a great and inspiring leader, you must constantly display restraint. Not giving into

something you truly want is a sign of strength. Making the right decisions in life can make

or break you, and this type of person tends to make the right decisions. Regardless of

where you exert this self-restraint, it will help to promote achievement in your life.

“Talent without discipline is like an octopus on roller skates. There’s plenty of movement,

but you never know if it’s going to be forward, backwards, or sideways.”

Discipline brings stability and structure into a person’s life. It teaches a person to be

responsible and respectful. The observance of well-defined rules is the basis of society. If

there were no discipline, people would do whatever they wanted and make mistakes without

putting the consideration of others first and foremost. It promotes good human behavior

to better society and make it a more enjoyable place for everyone to live.

The ability for an individual to have self-restraint allows them to behave in a consistently

stringent and controlled manner. A lack of this ability can have disastrous results. Do you

think a company is going to tolerate a person who is consistently late to work or who

procrastinates in doing their work? It is evident how these behaviors will weaken the

image of a business.

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DRESSING

The standard of dressing and appearance of uniform personnel determine in part their

level of discipline. Personnel must therefore be smart and well turned out at all times. In

using civil clothes, flashy and multifarious colored materials are to be avoided, good

materials and good tailor will help meet this required standards. Subordinates start

assessing an Officer from the moment he appears in front of them and before he opens

his mouth. As such, an impressive bearing is essential. Though a good physical appearance

is a natural asset, even without that, one can have an equally good and better bearing by

always being meticulously turned out, smart, agile and cheerful. The turnout of an officer

is essential to the bearing and image of his service. This means that his dressing must take

precedence in his carriage. The level of dressing of staff in part determines how people

see the Corps. Therefore, all staff must ensure that they are always neat and smart.

Clean, polished and properly laced black shoes tell a lot about the dressing of an officer.

Fashion needs no age boundary and has no proper definition as yet. Everybody sets the

trend of their own and choose what they feel comfortable in. Later, this is what is seen as

style. After all, everyone has a right to look good. Whereas some people might like to keep

it simple with blank apparel, others might want to catch attention and wear something that

is striking and catchy like a rhinestone shirt. Whatever might be the case; your dress

creates a great impact on the people around you and depicts your true personality.

Your dressing is all about paying respect to the people around you. Whatever you wear in

your house or indoors make no difference. You can wander around wearing anything sloppy

or just anything you are comfortable in. Yet, when you have to go out, you just cannot work

with a dirty look. The way you look gives people an opportunity to draw a conclusion about

you and your true personality. In order to give a good picture to the people around you, you

have to respect them and their views. Thus, you should put on good attire.

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How you dress depends on the location you are heading to. How you may dress for work

may be totally different from what you might wear for a friend's night out. When you are

at work, your attire depicts a lot about you. Whatever you do, you have to stay formal.

This is how you pay respect to your co- workers as well as your head. Men should have

their cuffs always buttoned, and their ties should never be hanging loose. Women on the

other hand should also take a lot of care when they dress up for work. You can wear a skirt

but not a very short one. Wearing revealing clothes will give an image of you being

flirtatious or wanting to acquire some benefits through the way you dress.

Similarly, the way you dress should largely be according to your own body physique. A

skinny person wearing jumpers or loose outfits will look like a total fashion disaster, so

would an obese person wearing something that shows more and more of his/her body fat.

Rather than going for what looks good on everybody, select what suits you and your body

type the most.

However, we must always bear in mind that as uniform personnel, we must always be

smartly turned out. Wearing of very bogus trousers, shirts and or jackets make us look

more like untrained people. In some climes, other officers are tempted to wear very

skimpy skirts or excessively short trousers. All these do not say well of our Service to

outsiders.

Good material with decent cuts and sowing to specification will speak well of us and our

Service.

DRESSING AND PERSONALITY DEVELOPMENT

Personality development helps in the overall development of an individual. An individual’s

style of dressing plays an important role in enhancing his/her personality. It is rightly said

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that “a man is known by his dress and address”. An individual’s dressing sense speaks

volumes of his character and personality.

You really need to know what you are wearing. Do not wear something just because

everyone else is wearing the same. Find out whether the dress would look good on you or

not? One needs to be extremely careful of his/her body type, built, weight, complexion

and even family background, nature of work, climate while selecting clothes.

Dress according to the occasion. One needs to look good for an impressive personality.

Clothes reflect who you are, how you feel at the moment and sometimes even what you

want to achieve in life?

Always remember whatever you wear should reflect the real you. Your dressing sense

reflects your personality, character, mood, style and what actually you are as an individual.

People wearing gaudy clothes with loud make up are generally extroverts and love partying.

You really can make out what sort of person an individual is by his/her dressing. Dull colors

indicate that an individual is sad or upset whereas bright colors not only reflect your happy

state of mind but also make the other person happy.

Wear a simple white shirt with black trousers to get that extremely professional and

elegant look at the workplace. On the other hand your little black dress if worn in evenings

would make you the center of attention at a party. It all depends when you are wearing a

particular outfit.

Let me ask you a question:

I will give some clues on how a person dresses and you have to judge an individual’s

personality type for me.

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Chima prefers wearing ripped jeans with sleeveless t-shirt and sneakers. He loves

flaunting his necklaces, earrings, bracelets and often sports a ponytail.

James on the other hand wears a simple linen shirt and trousers. His formal shoes are

nicely polished and clothes ironed. He does not love wearing accessories and prefer just a

simple chain around his neck.

I am sure you must have guessed it right.

Chima is an extrovert and a party animal. He is most likely a college going student who

loves being the life of parties.

James on the other hand, is a mature and reserved professional.

If you have guessed it right, do not forget to give a pat on your back….

Yes, the way you dress reflects your personality. Remember, right dressing has nothing to

do with price. An expensive dress might not look good on you. Before stepping out, ask

yourself “Is the dress looking good on me?”, “Am I dressed as per the occasion?” and so

on.

Never wear tight fitting or body hugging clothes. Be very particular about the fit of the

dress. A person on the heavier side of normal weight would look slim in a black long outfit

whereas a lean individual would look good in puff sleeves and flair dresses.

Make sure whatever you are wearing is neat and tidy. Do not just pull out clothes from

your wardrobe and wear them. Clothes must be properly ironed. Polish your shoes before

stepping out. The quality of shoe should be commensurate with your Commission. Fashion

needs no age boundary and has no proper definition as yet. Everybody sets the trend of

their own and choose what they feel comfortable in. Later, this is what is seen as style.

After all, everyone has a right to look good. Whereas some people might like to keep it

simple with blank apparel, others might want to catch attention and wear something that is

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striking and catchy like a rhinestone shirt. Whatever might be the case; your dress

creates a great impact on the people around you and depicts your true personality.

Your dressing is all about paying respect to the people around you. Whatever you wear in

your house or indoors make no difference. You can wander around wearing anything sloppy

or just anything you are comfortable in. Yet, when you have to go out, you just cannot work

with a dirty look. The way you look gives people an opportunity to draw a conclusion about

you and your true personality. In order to give a good picture to the people around you, you

have to respect them and their views. Thus, you should put up good attire.

How you dress depends on the location you are heading to. How you may dress for work

may be totally different from what you might wear for a friend's night out. When you are

at work, your attire depicts a lot about you. Whatever you do, you have to stay formal.

This is how you pay respect to your co workers as well as your head. Men should have their

cuffs always buttoned, and their ties should never be hanging loose. Women on the other

hand should also take a lot of care when they dress up for work. Even though the summers

would trim down the cuts you normally wear, but at work it is important to be modest. You

can wear a skirt but not a very short one. Wearing revealing clothes will give an image of

you being flirtatious or wanting to acquire some benefits through the way you dress.

Similarly, the way you dress should largely be according to your own body physique. A

skinny person wearing jumpers or loose outfits will look like a total fashion disaster, so

would an obese person wearing something that shows more and more of his/her body fat.

Rather than going for what looks good on everybody, select what suits you and your body

type the most.

Lastly, the key is to put up some enhancers in your attire. These can include accessories

that complement your total attire in all ways possible. However, this makes a lot of

difference with what you are selecting to wear. Imagine wearing a brightly colored dress

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that shimmers as you stand in the sunshine, add to that a lot of gold jewelry. You will

definitely look like a total weirdo! Therefore, it is important to accessorize yourself

according to your dressing. Also your dressing might be affected by your geographical

location. Everything you wear might not be accepted with a warm welcome in different

parts of the world. The key is to keep your attire close to the culture and customs of that

place. All in all, whatever you wear, make it classy and impressive and suitable according to

your comfort level.

MARRIAGE

If an Officer and the other rank in service want to be married, either of them must

relinquish his or her commission or discharge from the organization before marriage.

Personnel are to respect their families. A man or woman should be a partner at home to

the wife or husband and not a dictator. There must be mutual respect and concern

between and among families. It is unethical to have amorous relationship with wives,

husband, daughters, sons or wards of fellow service personnel. Fighting or any form of

violence must be avoided within and outside the family.

Those with a good work ethic often also possess generally strong character. This means

they are self-disciplined, pushing themselves to complete work tasks instead of requiring

others to intervene. They are also often very honest and trustworthy, as they view these

traits as befitting the high-quality employees they seek to become. To demonstrate their

strong character, these workers embody these positive traits daily, likely distinguishing

themselves from the rest. It is this sense of self- discipline which restrains an officer

from having an amorous relationship with a subordinate or even going into marriage

contract.

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CONCLUSION

Basically, work ethics normalize what an employee would do in different situations in office

premises. The habit of following good work ethics is inherent - it comes from within. It

involves our morality and other values, apart from what our parents have taught us.

Workers revealing good work ethics are considered suitable for better positions and more

responsibilities. Hence, it becomes important to be honest, responsible and dependable.

Thank you for listening.

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THE NIGERIAN NATIONAL FLAG AND ARMORIAL BEARING

INTRODUCTION

The Nigerian National Flag and the Armorial Bearing are all symbols of existence and

authority of the nation. Military and Para- military organizations derive their authority

from these symbols and mere seeing these objects denotes one coming in contact with the

nation. In a nutshell, they represent the nation and are usually guarded with reverence and

accorded utmost respect and dignity. These objects are expected to be conspicuously

displayed in all government offices, military and Para- military formations.

AIM

The aim of this lecture is to enable participants understand the importance and place of

the Nigeria flag and Armorial bearing.

OBJECTIVES

At the end of the lecture, participants should be able to:

Explain the history and evolution of flags.

Identify the position of the Nigeria National Flag when on display.

Enumerate and explain some terminologies and etiquettes used in the display of

flags.

Describe the Nigeria Armorial Bearing

Identify the position of the Armorial Bearing in offices.

FLAGS

History and Evolution: The idea of flying flags grew from the requirements of ancient

warfare and the battlefield. Shields were painted with emblem to identify friends or foes.

Warriors needed to know where their leaders were; the custom of carrying a pole was

adopted and emblems such as shields, animals or religious symbols were attached to the

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pole for identification. The emblems were also used for identity and to cover suits of

armour. These emblems were the forerunners of modern flags. The Romans were the first

to use a cloth flag- they were square and fastened to cross bars at the end of spears; the

idea of fastening the flag to the side of a pole soon followed. The strict rules of Heraldry

are still used when designing an emblem and creating a modern flag.

Nigeria National Flag

Fig. 1: Nigeria National Flag

The National Flag of the Federal Republic of Nigeria is divided, vertically into three equal

parts. The central part is white while the two outer parts are green. The two green parts

represent agriculture while the white represents unity and peace.

The Flag of Nigeria was designed in 1959 and first officially hoisted on October 1, 1960 at

Lokoja. The national flag is an adaptation of the winning entry in a competition held in

1959. The original had a red sun with streaming rays placed at the top of the white stripe.

The sun was removed by the judges and the flag has not been altered since. The designer

of the national flag is Michael Taiwo Akinkunmi. He is from Owu in Abeokuta, Ogun State.

He was a student of Norwich Technical College, England when he saw the advertisement in

the national daily that entries were being accepted for the design of a new National Flag.

Akinkunmi quickly prepared his entry and sent it to Lagos where it was eventually picked as

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the best and the flag was used to celebrate an independent Nigeria on October 1, 1960.

Thus, the Union Jack (Flag of the United Kingdom) was lowered and the Nigeria Flag took

its place on the flagpole. His design was adjudged the best out of over 2,000 entries for

the National Flag Design Competition.

The entry earned Akinkunmi a cash prize of 100 pounds, paid to him through the then

Nigeria High Commissioner to the United Kingdom, M.A. Martins. (Source: The Guardian

Newspaper, 1996 and 1999).

COLOURS OF THE NIGERIA FLAG

The colours used in the Nigeria National Flag are very important and made to international

colour standards as follows:

British Standard No. BF of 1955 chart 0-0-10

British Colour Council CC104-CC105, and

SILOR International Colour chart 193-173 (Source: Federal Ministry of

Information).

DIMENSION OF THE NIGERIA NATIONAL FLAG

The shape and flag ratio of the Nigeria flag is described as 1:2 (length twice the width).

When folded into two length-wise, it takes the shape of square.

a. Big size

Width Length

1.2m 2.4m

b. Medium size

Width Length

0.9m 1.8m

c. Small

Width Length

0.6m 1.2m

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DISPLAY of the Nigeria National Flag

When the Nigeria National Flag is carried in a procession, the carrier should be neatly and

properly dressed and must be in front.

When there are two flags, but the second flag is not a National Flag for example, FRSC

flag or a banner, the Nigeria National Flag should be in front.

When the other flags are carried along in a procession, the National Flag should be in

front and at the centre of all other flags in the procession.

For an audience in auditorium or hall, the flag should be on the right end of the first row.

For a speaker on the platform, the National Flag should be on the speaker’s right hand as

he faces the audience, other flags can be on the left taking their positions sideways both

left and right.

It is only on rare occasions that the flag can be used horizontally or laid flat. One of such

occasions is over a casket. A license must be granted by the government before this is

done.

On funeral occasions, remembrance days, or national catastrophe, the flag is flown at half

mast.

Only cars of special dignitaries are allowed to use the flag. Where permitted, the flag

should be mounted on the bonnet of the car or attached to the right fender of the vehicle

chassis. The following dignitaries are allowed by law to fly Nigeria Flag on their vehicles

a. President, Commander-In-Chief

b. The Vice President

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c. The Senate President

d. The Speaker of the House of Representatives

e. The Chief Justice of the Federation

f. State Governors

g. Deputy Governors

h. Others, if any, permitted by protocol.

NIGERIA FLAG ETIQUETTE

Nigeria Flag Etiquette is very strict and it is essential that flag protocols and rules are

followed correctly. Basic flag etiquette apply to all nations including Nigeria as follows

1. Etiquette relating to the order of precedence for the flags in Nigeria

2. National Flag of Nigeria

3. State Flags in Nigeria

4. Military and Para-military Flags in Nigeria (in order of creation)

5. Other Flags in Nigeria

6. The UN uses alphabetical order when presenting the national flags of member

nations including the Nigeria Flag. Their flag etiquette ensures that no country flag

has precedence over another.

7. The national flag of Nigeria should never be flown above another nation’s flag as

this suggests superiority or conversely inferiority of one flag or nation over

another.

8. The Nigeria flag should never be allowed to drag along the ground.

9. A tattered or faded flag should be removed and replaced with a new flag.

10. The National flag when in bad condition is no longer a befitting emblem of display so

should be destroyed in a dignified way, preferably by burning in private with all due

care and respect.

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11. Half staff or half mast: The Nigeria flag is hoisted to half of the potential height

on the flag pole to denote grief and mourning. It is performed by first raising the

Nigeria flag to the top then lowering it half mast.

12. Manner of hoisting: The Nigeria flag should be hoisted briskly and lowered

ceremoniously.

13. No disrespect should be shown to the Nigeria flag, for example improper dressing

when hoisting/ lowering the National flag, etc.

14. The Nigeria flag should never be fastened, displayed, used or stored in such a

manner as to permit the flag to be easily torn, soiled or damaged in any way.

15. The Nigeria flag should neither have placed upon it nor on any part of it, nor

attached to it any mark, insignia, letter, word, figure, design, picture or drawing on

the flag of any nature. Placement of the Coat- of- Arms is a wrong practice.

16. The Nigeria flag should be hoisted first and lowered last where it is on display with

other flags.

17. International laws relating to flag usage forbid the display of the flag of one nation

above that of another nation in times of peace.

FLYING OF FLAGS IN FRSC:

In line with military and Para-military traditions in Nigeria, the two flags to be flown in

FRSC are the national and the FRSC flags. The national flag will be flown at a higher

height at the quarter guard. These two flags are expected to be flown daily in all FRSC

commands and formations unless otherwise directed. Where it is otherwise directed, it

must be specified in the routine orders .The FRSC flag like that of the national flag must

not be flown defaced or in bad condition. It is an offence under the Flags and Coat of

Arms Act: Laws of the Federation of Nigeria to fly the Nigeria flag in a defaced or bad

condition. Whenever flags are flown at the quarter guard, the national flag must always be

at the right of other flags. The national flag must not be sewn together and there should

be no Coat- of- Arms at the center.

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TERMINOLOGIES AND ETIQUETTES USED IN THE DISPLAY OF FLAGS

Under listed are some of the terminologies and etiquettes used in the display of flags:

Base or Field: the background or main colour of the flag.

Banner: A flag-like cloth draped, or stretched, between two anchor points.

Bicolour: A flag that has two colours, usually of equal size.

Canton: The upper left (hoist) corner of a flag, separate from the base. On U.S. or British

Commonwealth Flags the 'canton' is also called the 'union'.

Defacing: Changing a flag by adding something to it, especially concerning colonial flags.

Note: that the term 'defacing' doesn't mean 'vandalizing' when used in reference to flags

Distress: Denoted by flying the flag upside down.

Finial: The ornament on the end of a flagstaff or flagpole.

Fly: The edge or end of a flag furthest away from the pole.

Halyard: A rope used to raise a flag.

Hoist: That is the act or function of raising the flag on a rope.

Length: The length of a flag, measured straight from hoist to fly (or from left to right).

Mast or pole: A device used to fly a flag.

Pennant: (or pennon), any triangular or roughly triangular flag.

Proportion: (or ratio), the relationship of a flag's width to its length, for example the

Russian and Nigeria flags have proportions of 1:2 each.

Vexillogram: A picture or design specification for a flag.

Vexillographer: A person who designs flags.

Vexillology: The academic study of flags.

Vexillophile: A flag collector or flag enthusiast.

War Flag: A version of a country's national flag for use by their armed forces.

Width: The height of a flag along the hoist.

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NIGERIA ARMORIAL BEARING:

The Armorial Bearing is governed by the National Flags and Coat-of-Arms Act: Laws of the

Federation of Nigeria 2004 and remains the symbol of authority and instrument of state

power. It is also a symbol of National unity. Each of the components of the Federation of

Nigeria, the then three regions and later 12 states each had its Armorial Bearing until

1975 when this was abolished by the then Federal Military Government. It was then that

the country adopted a single Armorial Bearing as a symbol of national unity.

DESCRIPTION OF THE ARMORIAL BEARING

There are seven permanent features of the Nigeria Armorial Bearing. These features are:

White horse (supporter) wreath

Eagle

Ground flora

Wavy band

a. The eagle which stands for strength.

b. The shield which is black signifies the great qualities of the land in agriculture,

mineral and solid resources.

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c. The Y- shaped silver coloured wavy band in the middle of the black shield

represents the two major rivers in the country, River Niger and River Benue.

d. The supporters i.e. the two horses which are white stand for dignity.

e. The ground (Flora) on which the shield stands is Coctus Spectabilis which is a

common wild flower throughout Nigeria.

f. The wreath: The wreath stands for honour.

g. The country’s motto is Unity and Faith, Peace and Progress.

DISPLAY AND USAGE OF THE ARMORIAL BEARING

Government presence is depicted in offices and other public places with the placing of the

Nigeria Armorial Bearing side by side with the portrait of the President, Commander-In-

Chief of the Armed Forces, Federal Republic of Nigeria. The portrait of the Commander-

In-Chief is usually placed to the right of the Armorial Bearing while that of the Principal

Officers/ Chief Executive of any government establishment, example, the Governor or

Administrator of the state is on the left of the Armorial Bearing. The position remains

valid when the portraits are hung on the wall.

In the absence of the Armorial Bearing in any office, the portraits still maintain their

positions by queuing on the left of the portrait of the President.

In a situation where the President, Commander-In-Chief is addressing the nat.ion, the

Armorial Bearing is usually encapsulated in the Seal of the Nation and placed above the

President, Commander-In-Chief’s seat. It should be noted that the Armorial Bearing

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should always be supported by the Commander-In-Chief’s portrait as well as that of the

principal Officers of the government establishment in which it is located.

Note that improper placement/ display or absence of these symbols in offices of Principal

Officers/ Chief Executive Officers constitute an offence.

CONCLUSION

The Nigeria National Flag and Armorial Bearing are symbols of authority and instruments

of state power which should be handled with veneration. Next to Mother earth, the

National Flag is the only National Symbol worth dying for. It tells the history of a people

and their aspirations.

Therefore, Officers having drawn their Commission from the Nation should do everything

possible to ensure that these objects are accorded the respect they deserve. Defacing

them or using them in a manner that will erode their dignity should be discouraged.

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REFERENCES

1. Constitution of the Federal Republic of Nigeria (1999)

2. Flags And Coat Of Arms Act Cap F 30 vol 6: Laws of the Federation 2004

3. Ethics, Traditions and Customs of the Nigeria Army.

4. www.mapsofworld.com/flags/nigeria- flag

5. www.konga.com

6. www.ayinternationalnews.blogspot.com/.../ meaning- of- Nigeria- flag

7. http://www.nigeria.gov.ng/aboutnigeria/nationalflag.htm

8. www.worldflags101.com/n/nigeria- flag

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COURTESIES AND ETIQUETTES OF A PARAMILITARY OFFICER

INTRODUCTION

Para-military comportment and decorum implies standard and acceptable ways of doing

things in accordance with laid down rules and regulations. Para-military ways of life is

strictly structured and regimented, all Officers and other rank are required to imbibe all

these laid down rules and regulations and ensure that they live by them in all their daily

activities in or outside the office. This decent way of doing things at times may be

written, often they are not. However, all Officers and other ranks are required to comport

themselves in decent manners at all times no matter the provocation or the stress they

may be going through as contrary behavior to all these are seriously viewed as

disobedience to standing orders.

AIM

The aim of this paper is to enable participants understand best practices and the

acceptable ways of doing things in a regimented organization in maintaining high level of

decency and discipline.

OBJECTIVES

At the end of the lecture, participants should be able to:

Define comportment and decorum

List and explain the attributes of comportment and decorum

Identify and explain at least five characteristics of good work ethics

Mention and explain at least six etiquettes as a guest

State at least six taboos in Para-military agencies.

DEFINITION OF TERMS

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Comportment: This is the way or manner in which one conducts oneself. It is also

deportment (formal), carriage (formal), demeanor, style, manners, attitude and behavior.

Comportment also has to do with the way somebody behaves. Your comportment is the way

you act, especially when you behave well.

As paramilitary personnel, we are ambassadors of our various Services, thus our behavior

speaks volumes of the agency to which we belong.

Decorum: This is behavior in keeping with good taste and propriety, dignity or good taste

that is appropriate to a specific occasion. Decorum has to do with good behavior,

propriety, modesty, sedateness, correctness, appropriateness, demureness, politesse,

restraint, politeness, tact, gentility. Dictionary. Com defines decorum as an observance or

requirement of polite society.

All Paramilitary personnel are expected to exhibit a very high level of comportment and

decorum in keeping with the job ethics and as gentlemen.

Subordinate: A person under the authority or control of another within an organization.

The subordinate is lower in rank or position.

Superior: A person higher in station, rank, degree, importance, etc in an organization.

COURTESY

Dictionary. Com (2013) defines courtesy as an excellence of good manners or social

conduct; polite behavior. It is also a courteous, respectful or considerate act or

expression. For instance it is courteous for a male Officer to allow a female Officer (same

rank) to sit down when seats are not enough; provided it does not lead to familiarity.

ATTRIBUTES OF COMPORTMENT AND DECORUM

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Comportment and decorum can be expressed in staff conduct within and outside the

office in the following ways:

Behavior and Conduct: Personnel’s behavior must be exemplary wherever he finds himself.

Polite behavior of a gentle man is required of him. He should be friendly and considerate

but careful and firm with all.

Dress, Appearance and Carriage: The standard of dressing and appearance of uniform

personnel determine in part their level of discipline. Personnel must therefore be smart

and well turned out at all times. In using civil clothes, flashy and multifarious colored

materials are to be avoided. Good materials and a good tailor will help meet acceptable

standards. Remember, “People address you the way you are dressed”.

Indebtedness: Personnel shall pay all just financial obligations in proper and timely manner

especially those inspired by law such as Federal, State or Local taxes or rate, Mess bills,

etc.

Savings: All personnel are encouraged to imbibe the culture of saving and to put aside at

least some reasonable percentage of their income as savings monthly. They are also

advised to take advantage of the available facilities such as mortgage scheme and

insurance. The Corporative Scheme which has come to stay in FRSC is also an avenue for

saving.

Insolvency: It is decent to live within one’s means. Personnel should be able to regularize

their expenditure to avoid being ‘Hard up’. All personnel are to refrain from lending and

borrowing money. It is forbidden for Officers and other ranks to borrow from

subordinates or beyond their financial ability to pay. A Personnel in financial

embarrassment is a security risk to the organization and to the nation as he can easily be

42

compromised. Failure to live within one’s means can lead one to bankruptcy and must be

avoided.

Public Funds: All staff have responsibility for the funds in their care. They shall ensure

safekeeping of the funds. They must keep accurate records of financial transactions and

present them for audit when required.

Private Accounts: Every personnel shall keep records of their private account, by filling

their cheque counter foils .They are required to always ask for their monthly statement

from their banks.

Dud Cheque: It is dishonoring to write a cheque above the amount one has in the bank. All

who serve shall avoid issuing dud cheque which may lead to trial.

Utterance and Sounding off: Good manners are determined through people’s utterance. A

disciplined personnel does not talk frivolously and must be careful with what he says. He

must talk less, listen more and see most.

Exhibitionism: Exhibitionism means drawing attention to oneself in public places e.g.

through shouting, whistling and loud laughter. These are acts of bad manners and must be

avoided.

Apologies: Apologies at appropriate time show good manners. For instance, if you interrupt

a speaker, you should say ‘I am sorry’. Personnel must endeavor to apologize when there is

breach of etiquette occasioned by their own action or inaction .However, apologize only

when you are manifestly wrong. Also personnel must weigh the consequences of their

actions and be ready to face the outcome.

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Keeping Bad Company: It is unacceptable for personnel to be seen among people of

questionable character as they are assessed by the type of company they keep. All who

serve shall be men of honor and integrity and as such, they must strive to maintain the

good image of their organization by avoiding bad company.

Pocketing: Pocketing one’s hands in uniform does not portray one as disciplined .It makes

the Officer or Marshal look arrogant. It is a slight and disrespect to address parade with

hands in your pocket.

Lying: This is a dishonest act punishable by law. The image of the liar is tarnished and it is

difficult to know when he tells the truth. A liar is prone to many other types of

misconduct such as stealing, cheating, etc.

Hand shake: The superior will initiate handshake with the subordinate by stretching out

his hand first. The subordinate will respectfully accept the hand in a gentlemanly manner.

The subordinate will not slap the superior’s hand nor squeeze it. It is an ungentlemanly

behavior to slap or squeeze the hand of your superior.

WORK ETHICS AND ETIQUETTES IN THE WORK PLACE:

Work ethics according to Wikipedia is value based on hard work and diligence. It is also a

belief in the moral benefit of work and its ability to enhance character. Workers

exhibiting a good work ethic in theory should be selected for better positions, more

responsibility and ultimately promotion. Workers who fail to exhibit a good work ethic may

be regarded as failing to provide fair value for the wage the employer is paying them and

should not be promoted or placed in positions of greater responsibility.

When you have a good work ethic, you are dedicated to job that you deem valuable. You

hold yourself to high standards of responsibility. You keep yourself accountable for

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getting work done right and on time. Having a solid work ethic means you understand that

productivity, organizational skills, being reliable and possessing good character are all

attributes that successful people share.

CHARACTERISTICS OF GOOD WORK ETHICS

Certain characteristics are required of every individual to promote the good work ethics

of an organization. Such characteristics include:

Honesty: stealing personal property, sabotaging a coworker’s idea and making it your own

are all ways that dishonesty creeps into the workplace. Employees with strong work ethics

refrain from lying or cheating to make others look bad in the hopes of making themselves

appear smarter. Instead, they take responsibility for mistakes, own up to failures and keep

the lines of communication open with everyone involved.

Refrains from gossip: Workplace gossip can be destructive. When employees gossip about

their peers, bosses or even clients, it is considered a deviant behavior. An employee with

good workplace ethics refuses to engage in gossip or even listen to it. This person will

encourage others to mind their own business, or else address the person or situation head-

on so that assumptions and badmouthing can stop. Doing so helps eliminate resentment

among coworkers and helps keep morale high.

Values Diversity: Paramilitary personnel with good work ethics understand the importance

of a diverse workplace. When you value everybody’s contributions regardless of age,

ability, gender or race; it gives room for more creativity and better problem solving

approach. Diversity in the workplace contributes to successful client interactions as all

staff will have a sense of belonging to the progress of the organization.

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Corporation: This is an essential ingredient of good work ethic. While work may not always

be satisfying or enjoyable, you see the bigger picture and do what is necessary for the

team and the organization. Instead of debating every issue and finding reasons why things

cannot get done, you use strong conflict resolution skills to solve problems and manage the

workload.

Respect others: An employee with strong work ethic is rarely late to work or any other

official function. He respect everyone’s time, from superiors to subordinates and clients.

He is also polite, conscientious of people’s feelings and considerate of workers in a shared

workspace. In addition, someone with a strong work ethic uses time wisely so that

deadlines are met. Out of respect he will hear and consider everyone’s opinion.

Observes proper office manners: The worst thing one can do to any organization is to

portray it as not having personnel with good manners. Therefore, personnel should

endeavor to observe the following:

Never seat with your feet on your work desk as this gives visitors a bad impression

of the organization.

When a superior who is not your immediate superior enters your office you are

obliged to stand up until asked to sit down.

Never keep somebody standing in your office unnecessarily unless he or she is

there on disciplinary ground.

If refreshment is available, such as coffee or tea offer your visitor.

Never lean or seat on someone’s table while talking to him. If a superior you are

visiting does not offer you a seat, remain standing. To lean or seat on another

person’s desk presumes a degree of familiarity with the person that should never

be displayed in public.

It is best not to eat in your office. Many people believe that because of the

pressure of work they must eat in the office, but there are also good reasons why

46

you must not do so under normal conditions. It is not dignifying to eat in your

office. Your office is meant for working and not eating. Give yourself a break no

matter how busy you think you may be, you can always find a few minutes to step

outside your work area. Find a quiet spot and eat your food.

Be tolerant with your co-workers. Regard them as members of the team who also

contribute to the achievement of your corporate goals. Create a cordial atmosphere

in your office by allowing the subordinate to sit down as it is disrespectful for him

to do so without your permission.

Set example for others to emulate. If you encounter someone you dislike suppress

your intolerance. Allowing other people to annoy you is evidence of your lack of self

discipline.

WORK ETIQUETTE

ETIQUETTE: This is the code of ethical behavior regarding professional practice or

action among members of a profession in their dealings with each other (dictionary. Com

2013). Work etiquette is a code that governs the expectations of social behavior in a

workplace, group or society. It tells the individual how to behave when dealing with

situations in a working environment however trivial the situation is. Office etiquette in

particular applies to co-worker interaction and communication with colleagues. There is no

universal agreement about standard work etiquette because it varies from one work

environment to another.

In our day to day activities as Officers and Men, we come across each other and relate at

various official levels. Our workplace etiquette ensures that there is minimal friction

among staff in ensuring speedy achievement of organizational goals. The following are

some work etiquettes which will help paramilitary personnel such as FRSC to work in

harmony with codes of ethical behavior expected of them in a workplace:

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Relationship between superiors and subordinates: The relationship between superior

Officers and their subordinate Officers or between Officers and marshals are based upon

firm and friendly foundation of mutual respect without any familiarity. Both Officers and

Marshals must have the utmost confidence in each other and a profound sense of pride of

belonging to the same Corps. This relationship can best be x-rayed in the words of Gen. H.

Norman Schwarzkopf “I admire men of character, and I judge character not by how men

deal with their superiors, but mostly how they deal with their subordinates, and that, to

me, is where you find out what the character of a man is” (1934).

Attitude towards subordinates: It is an accepted custom of the Para-military and in the

best interest of good discipline that a superior Officer will not admonish his subordinate

Officer in the presence of his men or more particularly personnel under the subordinate’s

command or supervision.

Familiarity with subordinates: It is improper for an Officer to be familiar with

subordinates and over socialize with a subordinate. The same applies generally in official

dealings with subordinate Officers. Since existing regulations and custom forbid Service

personnel from being familiar with their superiors, it is only common decency that the

superior should govern his own conduct accordingly. This custom is not snobbery but is

dictated by sound psychological principles that have been proved to be valid. Familiarity

does breed contempt. This is not to say however, that an Officer should not have interest

in the welfare of his men or subordinates. This should be done without familiarity.

Courtesy to Officers’ wives: All Officers must greet Officers’ wives on meeting them; it

is a sign of being a gentleman. All Officers irrespective of their rank will greet Officers’

wives. Officers’ wives when greeted are expected to respond accordingly with respect. A

formal salute is not compulsory for Officers’ wives.

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Social calls: Social calls are calls by Officers or men on their superiors or colleagues to

show solidarity in times of joy or sadness. Social calls foster spirit of togetherness and

esprit de Corps among Officers and men. While a neat and presentable mufti could be worn

during the occasion, social calls could also be made in uniform. However, it is not

appropriate to make social calls in sport outfit as it is ungentlemanly.

Use of sir: As a general rule, sir is used in speaking either officially or socially to any

superior. The word is repeated with each complete statement. ‘Yes or no’ should not be

used in speaking to a superior without including ‘SIR.’ However ‘SIR’ should not be used at

every breath to the point of being slavish.

Use of umbrella: It is unethical for paramilitary personnel to use umbrella while in

uniform, Officers and men are to wear rain coats instead.

Place of honor: The place of honor is to the right. Accordingly, when a subordinate

Officer walks, rides or sits with a superior, the subordinate must take position to the left

of the superior. The subordinate is to walk in-step with the superior, step back and allow

the superior to be the first to use the door when they are entering an office. When two

(2) subordinate Officers are walking with a superior Officer they are to flank the

superior Officer but the one to the right must make room for the superior Officer to

take salute appropriately. When approaching a door, the junior among the two Officers

should walk faster and open the door for the superior Officer and also allow the superior

Officer to use the door first.

Employment outside FRSC: Service personnel are not allowed to concurrently engage in

any other employment or trade except they resign from the Corps or apply for Leave Of

Absence. However, serving personnel are allowed to engage in agriculture i.e. crop farming,

fishery, livestock etc

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Membership of Association: Serving personnel who are members of professional

associations must formally declare their membership in writing to the Corps. Personnel who

are members or Officers of non government association or organizations must avoid

participating in activities on behalf of the association or organization that are

incompatible with the official government position. They are to relinquish their

membership of the given association if their position and responsibilities are in conflict

with their position as government employees.

Official Knock: In line with paramilitary customs, one rap on the door is considered to be

official knock and is the warning for persons in the room to be ready for an official visit.

The official knock is used by senior Officers while other Officers and other ranks

entering into the same office will knock twice if the occupier of the office is their senior.

Acceptance and Use of Titles: Officers and other ranks shall obtain the written

permission of their organizations before accepting any title bestowed on them by non

military or paramilitary institutions. The use of chieftaincy title is not allowed for serving

personnel.

Employment by Other Government and Organization: Serving personnel will not be

employed under any government and organization other than that of Nigeria except when

such employment has been sanctioned by the appropriate authority.

Loyalty to the Corps: Officers and other ranks shall not ridicule their organization in the

presence of civilians. They shall not pass cynical comments on superior Officers and

authority; esprit-de-corps must be maintained at all times. Loyalty should not only be

pronounced by word of mouth it must be demonstrated. All orders are to be obeyed

without questioning or grudges.

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Protecting the good image of other Commands: Serving personnel are to protect the

good image of other Commands as their own. They shall give appropriate courtesy to other

commands and formations and they must not run them down.

Respect for Chain of Command: All Officers and other ranks must always follow the

proper chain of command in all the day to day official engagements

Restraint from political activities: Service personnel are not allowed to participate in the

affairs of any political organization or party. All forms of political activities including

political meetings and speeches are prohibited in Para-military offices.

Sanctity of Marriage and Family Life: The Para-military respects and recognizes the

institution and sanctity of marriage and encourages its personnel to uphold it. An Officer

must introduce his fiancée/fiancé and obtain the permission of the organization before

getting married.

Dedication to Duty: A good Officer never gives up and never compromises his duty. A

good Officer will not abandon his Marshals except if doing otherwise will jeopardize the

nation. Dedication to duty requires unrelenting respect and consistent determination to do

what is right with pride. All who serve are required to demonstrate the highest level of

dedication to duty.

Use of Phones: Most personnel have more contact with the public on the telephone than

anywhere else. This is particularly true of Officers and other ranks who serve in

Commands/ formations. It is essential that proper telephone courtesy is observed at all

times because failure to do so will give callers wrong impression of your Command/

formation.

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Mobile phones will be switched off during conferences, parades and other official

gatherings where living them on might result in distraction of official assignment.

Subordinates will switch off their phones before entering a superior’s office. A

distraction from the phone will portray lack of courtesy.

Never shout over the phone during conversations. This could cause distraction to others.

It is unethical to discuss official matters on phone in the public. This attitude could lead

to divulging official information.

COURTESY AND ETIQUETTES AS A GUEST

Many times during your career you will have cause to visit or stay with people or another

family as a guest. You should always be appreciative when other people open their homes to

you and you should do your best to be a courteous guest during your stay. Always

remember the following points:

When staying with someone else you should conform to the habits of that household by

keeping the same meal hours, going to bed and rising the same time as they do.

Unless you are specifically invited to stay for a certain number of days, make your stay as

short as possible.

Be sure to acquaint your host with your departure plans and leave on time.

If you dine with the family be punctual at meal time.

Keep your room neat always, make your bed every day and be sure that the bathroom is

kept tidy after use.

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If you are the host, never let your guest take public transportation when you can provide,

drive the guest to the nearest terminal.

Show appreciation for the good gesture of your host by verbally expressing your

gratitude. This could be reinforced with souvenirs where possible.

It is appropriate to give souvenirs to visitors to your Command or formation. It is in

conformity with paramilitary tradition for Officers and other ranks attending foreign

institutions to give Nigeria souvenirs to their respective course members.

TABOOS

A taboo is a vehement prohibition of an action based on the belief that such behavior is

either too sacred or too accursed for ordinary individuals to undertake, under threat of

supernatural punishment. Such prohibitions are present in virtually all societies. The word

has been somewhat expanded in the social sciences to strong prohibitions relating to any

area of human activity or custom that is sacred or forbidden based on moral judgment and

religious beliefs. "Breaking a taboo" is usually considered objectionable by society in

general, not merely a subset of a culture.

The following are taboos in all Para-military organizations:

Discrimination and harassment. All personnel have the right to live and work in an

environment free from harassment, discrimination and intimidation. As an Officer, you are

required to carry your men and your colleagues along. Note that the assignment you have

at hand can be better achieved through good team spirit.

Bullying: Bullying involves forcing other people to do things against their wish. It entails

the use of physical strength or the abuse of authority to intimidate or victimize others or

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to give unlawful punishment. Bullying is an unacceptable behavior which will undermine trust

and respect.

Social Conduct: As personnel, you must not sexually abuse subordinates. Amorous

relationship with the spouses and dependants of Officers and other ranks in any form are

not allowed.

Cult and secret societies: All personnel are forbidden from associating with or being

members of cult and secret societies.

Gambling: It is ungentlemanly for serving personnel to engage in any form of gambling,

except those organized by their Commands/ formations at social functions i.e. Tombola

night, WASA, Regimental Dinner, etc.

Drunk and reckless driving: All personnel either in service or personal vehicles must avoid

drunk and reckless driving and driving under the influence of alcohol.

Smoking: It is against paramilitary discipline for serving personnel to smoke while on

parade ground. They must not smoke with headgear on. While it is permissive to smoke

outdoors, it must not be done at formal ceremonies. In public places do not light up

without asking other persons present ‘Do you mind if I smoke? FRSC forbids her

personnel from smoking in any occasion that is organized by the Corps’. It is indecent for

paramilitary personnel to be seen smoking while in uniform on the following occasions;

When saluting

Moving outside his office

Marching with Officers and Marshals

On parade ground

Acting as a reviewing Officer

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At the conference or lecture unless permitted to do so by the senior Officers

present

Cosmetics and Jewellery: Gentlemen do not go around highly scented or with powder puff

marks on the face, neck, or ears. It is improper for Officers or other ranks to wear beads,

bangles or chains while in uniform. When spraying perfume, Officers should not spray it

directly on their uniforms to avoid stains.

Use of Language: Personnel shall not use abusive language on themselves. Mutual respect

must exist in all aspect of their relationship.

Respect for ones’ and others families: Personnel are to respect their families. A man or

woman should be a partner at home to the wife or husband and not a dictator. There must

be mutual respect and concern between and among families. It is unethical to have amorous

relationship with wives, husbands, daughters, sons or wards of fellow service personnel.

Fighting or any form of violence must be avoided within and outside the family.

Marriage of Officers to other ranks: If an Officer and the other rank in service want to

be married, either of them must relinquish his or her commission or discharge from the

organization before marriage. It is unethical and must never be allowed for Officers to

marry other ranks. This is to ensure that decorum and a high level of respect exists within

the organization.

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CONCLUSION

It is not possible to list all acceptable and all unacceptable behaviors. However, any

behavior that damages trust, degrades an individual, undermine respect for authority or

bring their Services to disrepute are not to be tolerated, while those that will promote

the good image of the Organization should always be upheld by all its personnel.

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REFERENCES

1. About. Com Career Planning

2. Businessweek: Gossip in the Workplace

3. Dictionary. Com 2013

4. Federal Road Safety Commission (Establishment) Act 2007

5. Federal Road Safety Commission Regulations on the Maintenance of Discipline

6. Lisa Finn, FIVE CHARACTERISTICS OF HAVING GOOD WORK ETHICS; Demand

Media

7. Ethics, Traditions and Customs of the Nigeria Army

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REGIMENTAL DINNER IN FRSC

INTRODUCTION

The Regimental Dinner is one of the most important traditions of the Armed Forces and

the Para- military. The Regimental Dinner is a parade. Therefore, it is an official function

at which dress, time of assembly, attendance, and other details shall be specified and have

the legal standing of Part One Orders. The Regimental dinner can be considered a special

or ceremonial occasion, carried on from the days when officers dined formally every

evening. The traditions and ceremonies observed during the dinner have evolved over time

but the basic rules of conduct observed are those of polite society. The sequence of

events, and the customs and traditions observed when dining should be made available to

all personnel and guests if possible.

AIM

The aim of this lecture is to expose participants to best practices on organization of

Regimental dinner.

OBJECTIVES

At the end of this lecture, participants should be able to;

Outline at least six procedures in organizing a Regimental Dinner

Discuss the ‘passing of port’.

Explain the term ‘Loyal Toast’.

List at least four table manners during a Regimental Dinner.

Enumerate at least three rules of order.

Discuss disciplinary procedure during a Regimental Dinner.

OFFICIAL HOST - The Official Host of the Regimental Dinner shall normally be the

Commanding Officer of the organization or Command sponsoring the dinner or his/her

representative.

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GUEST OF HONOUR - The Guest of Honour, if there is one, shall be escorted to the

mess by the Official Host, or met at the entrance of the mess if circumstances make this

more appropriate.

PMC GREETING - The PMC shall meet the Official Host and the senior guest, if

applicable, in the foyer of the mess and shall escort them into the ante-room where

he/she shall present them to the mess membership.

MESS DINNER PROCEDURES

ASSEMBLY - The assembled personnel shall face the official host and the senior guest

and remain attentive until the host has acknowledged their assembly by stating "Good day,

(ladies and) gentlemen", or by other appropriate remarks such as introducing the senior

guest.

The assembled personnel may then proceed to cocktails, ensuring that all guests have been

served first. Individual members may be assigned to act as escorts to other guests as a

matter of courtesy.

All guests should be introduced by their escorts to as many of the other members present

as feasible. All attendees, to the extent that numbers and time permit, should come

forward and pay their respects to the Official Host and the senior guest.

Smoking is not permitted within the confines of the mess.

MESS CALL - A trumpeter or Piper, where available, shall make the appropriate calls to

announce dinner.

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Following the second call, the PMC shall escort the Official Host to the head table or, if a

Guest of Honour is present, the PMC shall escort him/her to the head table, followed by

the Official Host, who shall escort the next senior guest. Other guests and their escorts

should then follow, and the remainder shall parade into the dining room. The Vice-PMC

shall ensure that all personnel move quickly into the dining room and shall take his/her

position as soon as all personnel have entered the dining room. Once assembled personnel

have taken their position behind their respective seats, the Chief Steward shall discretely

advise the Vice-PMC that everyone is present. At that point the PMC shall rap his/her

gavel and ask the padre, or a previously designated member (quite often the most junior

member present), to say grace or any ‘unit prayer’ as may have been practicable before the

dinner. At the completion of grace, all shall be seated.

CHIEF STEWARD - The Mess Manager or designated Chief Steward shall oversee the

serving of dinner and wines and ensure that service in the dining-room is as quiet and as

unobtrusive as possible.

DINNER ETIQUETTE - The dinner proper is a time to appreciate the fellowship and

conversation of senior officers present.

MESS DINNER PROCEDURES

Senior officers, PMC, fellow personnel and guests, to savour good food and wine, and to

enjoy relaxed formality in an elegant setting.

It is important that the unique atmosphere of the Regimental Dinner not be disturbed or

degraded in any way by immature or offensive behaviour. If back-

ground music is to be played, it must be discrete so that it will not interrupt or override

conversations. The PMC is to ensure that a high standard of decorum is maintained, if

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necessary by expelling any member whose behaviour is unacceptable. No one may leave the

dining room without first obtaining permission from the PMC.

ALCOHOLIC BEVERAGES - In keeping with enlightened social attitudes, dinner attendees

are perfectly free to decline the consumption of alcoholic beverages. It is entirely

appropriate to drink toasts in water or fruit juice; these should be available on demand.

For those who choose to consume wine, port or liqueurs, moderation is obligatory.

Beverages of any types will not be brought into the dining room by attendees – at any time

during the dinner, break, or speeches.

BREAK - On occasions where lengthy after-dinner formalities such as speeches and

presentations are scheduled, the PMC may decide that a short break is needed. Depending

on several factors including but not limited to, number of servers, expected length of

speeches, number of dinner attendees, etc., the PMC may choose to have the break before

or after the passing of the port.

Service may be delayed until all diners have returned to their chairs. Diners having to

leave the dining room shall do so quietly and in an orderly manner. At the expiration of the

break, the PMC shall rap his/her gavel for attention. Note for the break, the PMC shall

announce; the head table members will leave the dining room first.

PASSING THE PORT - After the last course has been served and the tables have been

cleared or after the break, port decanters shall be placed on the tables. The Mess

Manager or person acting as Chief Steward shall indicate to the PMC that the port is

ready to be passed. At that point the stoppers shall be removed, and the PMC will indicate

that the port may be passed by pouring a small amount of port into his/her glass, tasting

it, and passing the decanter to the left. Port decanters shall be passed to the left, and the

decanter shall not be placed on the table until it requires replenishment or has reached

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the end of the table. Once port has been poured into the glass, it shall not be touched

until it is time for the Loyal Toast. If a Piper is present, he/she will pipe in the port.

LOYAL TOAST - When the Mess Manager, or person acting as Chief Steward, has

indicated to the PMC that all have been served port, the PMC shall rap his/her gavel for

attention, all conversation shall cease, the PMC shall rise, and shall announce to the Vice-

PMC, "Mr. Vice, The Loyal Toast". The Vice-PMC will then rise and say "(ladies and)

gentlemen, “To the President, Commander-In-Chief of the Armed Forces Federal

Republic of Nigeria”. All repeat after Mr. Vice. The first stanza of the National anthem

is played by the band while everyone remains standing and at attention. After the anthem,

drinks are taken and everybody take their seat.

OTHER TOASTS - When foreign head table guests are present, it is appropriate to toast

the head of state of each such foreign guest. When foreign guests are present from

countries belonging to the British Commonwealth, the Loyal Toast to the Queen will

suffice.

When a number of non-commonwealth nations are represented, a collective toast is

appropriate, eg, "(ladies and) gentlemen, the heads of state of those nations here

represented”. In this case, the National Anthem of all the countries in the collective toast

will not be played. A member of a foreign force who is undergoing training with the FRSC,

or filling a vacancy in FRSC foreign mission, should not be considered an official

representative of his/her country at a Regimental Dinner unless he/she has been so

delegated.

For Marches – When you hear the March that represents your Command and or Branch,

each assembled guest shall stand to attention, and once the march has been played shall

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pick up their glass and take the salute. It is also permitted that if you have served with a

branch to stand up and participate in the toast.

ABSENT FRIENDS, FALLEN COMRADES

Depending on the reason for the Regimental Dinner, the PMC may find it appropriate to

include a reference to absent friends and fallen comrades. This could take various forms

including a toast, or a moment’s silence, or a small ceremony in front of a place setting with

an empty chair, etc.

INTRODUCTION BY PMC - At the beginning of the dinner the PMC shall introduce the

head table. After the last toast, coffee and/or liqueurs and or cheese tray may be served.

If the Piper was not toasted earlier, this is the correct time to do so. It is also customary

for the PMC and/or the host to recognize the serving staff and drink a toast with the

Chief Cook. This is the most appropriate time for this toast, as there is no more serving to

take place. This toast will precede the speeches. The PMC should also recognize the Band,

if in attendance, at this time. The PMC will then make any announcements appropriate to

the occasion, and introduce the Official Host if the latter wishes to speak. The Official

host will introduce the Guest of Honour. The PMC, Official Host and Guest of Honour are

not to be interrupted during their remarks.

DEPARTING THE DINING ROOM - When all speeches have been concluded and the

Official Host has indicated to the PMC that it is time to depart the dining room, all in

attendance shall rise and remain standing until the Official Host, Senior Guest, PMC, and

head table guests have moved from the dining room.

AFTER THE INNER ENTERTAINMENT - After adjournment to the anteroom, the

formal aspects of the Dinner are considered to have been concluded. The Official Host

and guests may engage in conversation or such games and skits as may be appropriate to

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the mess and the occasion. This informal aspect of the mess dinner should counter-balance

the preceding formality. There is considerable scope for enjoyment within the broad

parameters of avoiding obscenities, insults, destructive activities, or gambling. Good

humour and camaraderie should be the theme in arranging post-dinner activities. Some

personnel and guests will wish to continue with conversation; one of the benefits of a mess

dinner is that it should provide the time and setting for frank, open discussion, particularly

between senior and junior personnel.

Again, while senior personnel should permit latitude and encouragement for this kind of

communication, rudeness and deliberate offensiveness will not be tolerated.

TRADITION - Regimental Dinners are special events in our way of life and steeped in

tradition. The amount of tradition that is followed varies from unit to unit.

DRESS

The dress to be worn at the dinner should be specified in advance on the dinner invitation.

All members coming into the Mess must be properly dressed at all times. Unless otherwise

directed, the following are the acceptable mode of dressing in the Mess

a. All Officers turn out for dinner in Mess kit (no 3 dress).

b. Lounge suit

c. Complete national dress

d. Long sleeve shirt and trouser with tie

e. Safari suit

f. Buba and trouser with cap to match

g. Kaftans, trouser with cap

h. Dress for normal occasion after working hours and weekends shall be informal but

presentable and befitting of an Officer status

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i. Sportswear may be worn in the Mess for a short period after games to 1900hrs

except if special permission is given

j. Wearing bathroom slippers, shorts etc in the Mess by any person is strictly forbidden

k. The use of web belt into the Mess is not allowed. Note that (b to g) above are not for

officers who are resident in the command but for visitors and officers of other

services.

THE PRESIDENT AND VICE-PRESIDENT

The President Mess Committee (PMC) is normally the President of the dinner, although any

officer or member could be called upon to act as President. There is no rank at a

Regimental Dinner, so the President presides over all diners regardless of rank, seniority

or classification. During the dinner the President may discipline any diner for

misbehaviour. He normally occupies the center of the head table. When there is no head

table the President normally sits in the seat nearest the door.

The Vice-President is subordinate to the President during dinner. In a large mess with

more than one table, there should be a Vice-President seated at each table.

If there is only a single table, the Vice-President would be seated at the President’s right

and farthest away from him/her.

TRADITIONAL MESS DINNER TIME

The traditional time for dinner is "1930 for 2000", meaning that cocktails are scheduled

for 1930 and the Dinner is started at 2000. This is the traditional mess dinner time,

though some messes might adjust this time based on certain requirements.

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The half hour set aside for cocktails is for guests to review the seating plan and mingle.

Sherry is the traditional pre-dinner drink, chosen for it being a fortified wine which

serves as a good "warm-up" for the wine that will follow.

THE SEATING PLAN

The mess dinner seating plan is normally arranged in advance and displayed prior to the

dinner. As well, individual place settings at the table should be marked with a name card.

When creating the seating plan, the following rules/guidelines should be adhered to:

a. Shifting places is not permitted;

b. Guests shall normally sit to the right of their hosts. If there is a situation where a

member is hosting two guests, than he/she shall sit between them;

c. Guests should not sit beside each other if it can be avoided;

d. The President would normally be host to the guest of honour, who would be seated to

the President's right. If there are other honoured guests, a Vice-President or other

members may act as hosts.

e. The success of a dinner is often related to the amount of time spent on the seating

plan. Therefore the organizer should:

Carefully consider each person attending the dinner;

Avoids concentrating junior or senior members;

Considers the personalities involved and distribute the more witty and outgoing

individuals to help liven up the entire group;

Avoid placing long-winded or boring individuals as Vice-Presidents: and

Consider the group and determine how best to separate couples, if it seems

desirable to do so.

If no seating plan is provided, or if the seating plan provides only for the President and

mess guests, the diners shall take their places at the table without regard to rank or

seniority.

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THE DINNER

At approximately 1955, the senior steward would enter the room and report to the

President: "Dinner is Served".

The President and his guest would then lead the way into the dining room. If a band is

present it would strike up the traditional "The Roast Beef of Olde England", which was the

tune which Nelson and his officers went to dinner by in the flagship on the eve of

Trafalgar). The song is played as all the diners file into the dining room.

On entering the dining room, the President goes to his/her place and sits down

immediately. The others then take their seats as they arrive at their places.

GRACE

The President then taps the table for silence. If there is a chaplain present, he/she will

say "Grace". If there is more than one Chaplain in attendance, it should be agreed in

advance who will say Grace.

If there is no chaplain present, the President would normally say Grace, however the duty

could be assigned to any member at the dinner.

Although the person saying Grace may use his/her own wording, the prayer normally used

by Presidents and other diners is traditionally "For what we are about to receive, thank

God." Keep in mind that when a Chaplain is saying Grace he/she is not limited to these

words and they may use any words that they feel appropriate.

SERVICE

Mess guests are served before the President and other guests before their hosts. The

President should not delay starting a course, since other diners should wait to follow his

lead. No dish should be removed until the last diner has finished eating each course.

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No diner shall leave the table without permission. If a diner has been granted permission

to sit down late, or to return to the table, he continues with the course then being served,

unless he has the President’s permission to eat the course he missed.

Each steward carries not more than two plates at a time. They will serve and remove with

their left hand from the left side. However, wine and other beverages are always served

and removed from a diner’s right.

Though the table service provided at a formal dinner party may initially appear formidable,

the basic rule of thumb for silverware is simply "start at the outside and work in."

The arrangement of utensils corresponds to the courses that will be served, and are

placed in the order in which they will be used. On the right beginning at the outside is the

soup spoon, fish knife, and dinner knife. On the left is the fish fork, salad fork and the

dinner fork. The dessert spoon and fork are placed above the plate. A bread knife and

teaspoon may be added.

There should be glasses placed for water, white wine, red wine and port. The stewards

should ensure that the right wine gets to the right wine glass for each course.

TABLE MANNERS

Diners should sit up straight at the table with their hands on their lap when not using

table utensils. Elbows should never touch the table.

Traditionally in the Armed Forces (Navy) diners who have officially been on a ship which

navigated Cape Horn or the Cape of Good Hope may place one elbow on the table. In a rare

occasion where a diner has crossed both Capes he/she may place both elbows on the table.

The table napkin should be laid across the lap and not tucked into the tunic. At the end of

the meal, the napkin should be laid on the table so that it can be taken away by the

stewards as the table is cleared.

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When the soup course is served, the soup should be taken from the side of the spoon. A

knife is never lifted to the mouth, or used for cutting bread or rolls. Bread shall be broken

with the hands. The fork should be held in the left hand for the meat, and may be

transferred to the right hand for vegetables. After the main course is finished the knife

and fork are placed side by side on the plate to indicate that the plate may be removed.

Additional fine points of table manners to be followed are:

Lumps of sugar are removed with tongs or a clean spoon

Tea or coffee cups are not held in the hand for long periods; after a short sip, they

are returned to the saucer;

Teaspoons are not used to taste the tea or coffee, but rather to stir the

ingredients; and

Toothpicks are not used at the table and should only be used in private.

NOTE: The following rules are to be observed during regimental dinner night.

a. Lateness is not allowed at dinner night.

b. If there is any reason for lateness, the Officer concerned must explain to the

PMC.

c. During the pre-dinner drink, it is advisable to be modest with drinks as it smacks

of indiscipline to leave the hall once the dinner commences.

d. The Guest of Honour must be watched during dinner as Officers are expected to

stop eating as soon as the Guest of Honour stops eating.

RULES OF ORDER

The tap of the President’s gavel for "Grace" signals that the dinner has officially begun.

Between that time and the "Loyal Toast" the following rules apply.

Without the President’s permission, no one may:

Come in and sit down at the table;

Leave the table;

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Return to the table;

Read (except the menu or the musical programme):

Write; or

Speak to anyone not dining (this does not apply to giving an order to a steward or

receiving a message from him).

If a diner is near enough to the President to ask his permission regarding any item listed

above, he does so; if he is too far away, he sends a steward to the President with the

request. When he is coming to the table late, or is returning having left it, he always asks

the President’s permission.

Diners are not allowed to:

Commence a course before the President;

Smoke;

Utter an oath or use foul language;

Place a bet or wager;

Discuss political or other controversial subjects;

Talk "shop", also meaning that they are not to conduct normal work business while

seated at the dinner;

Speak in a foreign language (except when foreign guests are present);

Tell "off colour" stories;

Mention a woman’s name unless she is a celebrity (The President’s decision on the

matter as on all others is final. This rule does not apply when ladies, other than female

officers, are present);

Mention a specific sum of money; or

Propose a toast ("Cheers" or similar remarks or raising the glass as in greeting

constitutes a toast).

70

Whenever the President or Vice-President taps the table there must be silence until he

has finished speaking.

DISCIPLINE

Misbehaviour or breaking the rules of order generally results in disciplinary action. The

President has three options: order the culprit to leave the mess; fine him an appropriate

number of drinks; or warn him.

The punishment will usually fit the crime. A diner is ordered to leave for a serious offence

such as gross rudeness. For other offences, more light-hearted in nature, the offender is

given a chance to exonerate himself by the use of his wits.

An officer coming to dinner late may have his excuse accepted; he may be refused

permission to dine, or he may be fined. Fines vary from a single drink to drinks for all

present. The President may award drinks to any diner or diners he chooses to name,

including himself. If there is an offended party he is generally mollified by receiving

payment of a fine. The Vice-President may warn or fine the President. Fines imposed on a

guest must be paid for by his (or her) host.

It is permissible for any diner to call the President’s attention to a misdemeanour, but

wise is the man who first obtains the President’s permission to do so since without such

permission, he himself may be fined.

The procedure for warning or fining is for the President to tap the table for silence, and

say, for example:

"Mr. Uko will have the honour of entertaining Mr. Clarke in the mess,” or

"Mr. Adah will have the honour of entertaining the Vice-President of the port

table,” or

"Mr.James is warned."

There is no set phrase, but the expression "will buy a drink" is avoided.

71

The fines are never paid until after the toasts have been drank, and no diner who has not

drank the toasts in wine may accept payment of a fine. Toasts may never be drunk in wine

that is served in payment of a fine. Offenders honour fines in the mess after the dinner is

over, and in the beverage of the recipient’s choice. If a diner who was named as the

recipient of the payment of a fine does not accept payment the fine is considered paid.

PASSING THE PORT

When the last course has been finished, the stewards clears the table of everything

except the table decorations, sweep up all the crumbs and remove the napkins. If Port

glasses are part of the original table setting, the port glasses should remain on the table.

Once the tables are cleared the senior steward should report to the President: "Tables

cleared, Sir."

The President would then tap his/her gavel for silence and then calls on the chaplain to

"Give thanks." If no chaplain is present the President gives thanks in the customary way:

"For what we have received, thank God."

After "Thanks" are given, the Port should be passed. Decanters of port, stoppers in, are

placed before the President and each Vice-President. These decanters will be passed to all

diners.

If there are no port glasses in front of each diner, port glasses shall be brought around by

the stewards and set before each diner. Other dessert wines may be used instead of, or in

addition to, the port.

Once the decanters are in place, the senior steward reports to the President: "The wine is

ready to pass, Sir."

72

The President then ‘unstoppers’ the decanters in front of him, as do the Vice-Presidents

with decanters. The President passes his decanter to the left, and other officers do the

same without serving themselves.

The decanters are kept at least one place apart as they move around the table. If no one

is seated at the end of the table, the stewards move the decanters across it. Any diner

who forgets to help himself before passing the port is out of luck since decanters move

only to the left.

The port is passed by sliding the decanters along the table, reducing the risk of dropping

them or spilling their contents. They may be raised from the table to pour. The practice of

never lifting the decanters, even to pour, is an exaggeration of the passing method. There

is absolutely no necessity to hold your glass below the edge of the table then tilt the

decanter to pour while its base remains firmly on the table. The decanter can be picked up

to pour in a normal fashion as long as it is placed back down and then remains touching the

table as it is slid to the next diner on the table.

No-one is required to take port if they do not want it, but if it is to be taken, it must be

taken on the first round of the decanters, or not at all.

In civilian toasts, if you do not have wine, your glass is filled with water. In the

Navy, however, toasts are never made with water, as superstition says that the

person toasted will die by drowning.

When the decanter arrives back at the President, or Vice-President, he/she should serve

himself/ herself and then wait for the passing of the port to be completed on other

tables. When the port passing has been completed the President should stoppers the

decanter in front of him and the other's should do the same.

No diner should touch their port until the "loyal toast" has been proposed.

73

Guests, military or civilian, should follow the customs of the mess that they are visiting.

Naval officers never clink glasses when they make a toast. The sound is reputed to be too

much like the solemn toll of the ship’s bell as the body of a sailor was committed to the

deep. Thus, it is assumed that the clinking sound will herald the death of a sailor. Silencing

a clink that has occurred, or quickly clinking a second time, is thought to confuse the devil

enough that he might take a soldier instead.

THE TOAST OF THE DAY

Once the "Loyal Toast" has been proposed the formalities of the dinner are considered

ended. It was traditional for cigars and cigarettes to be passed out at this time, however

current regulations do not allow smoking at Mess Dinners. At this point, the President will

call upon a member (usually the most Junior diner present) to propose the Toast of the

Day. There is a different toast for each day of the week, and getting them confused is

dealt with strictly! In fact, the President has the right to ask for any Toast of the Day

regardless of the day on which the dinner is being held.

Although it is customary for the officer giving the toast to preface it with an applicable

brief and witty preamble, those who can be neither witty nor brief are cautioned against

attempting the effort.

A list of the Toasts of the Day are found here. After the Toast of the Day is complete

other toasts may be entertained, on the discretion of the President.

After Dinner

The Guest of Honour, PMC and other Officers go out to appreciate the band by conducting

the band.

74

Another custom in the Service is for the President to invite the bandmaster (if present)

and the chief cook to join him in a glass of port. Chairs are provided and a toast may be

proposed, after which they stay for a portion of the evening. The senior steward may also

be invited, but normally he/she will still be busy with his/her duties. Stewards and kitchen

staff may also be thanked at this time.

Port may be passed one more time and then be left unstopped for the remainder of the

dinner.

Repartee, speeches and explanations are normally left until the end of dinner, after the

toasts, when everyone has been well-wined and dined. This is not the time for a serious or

lengthy speech, unless the speakers’ itinerary precludes another opportunity to address

the group.

The guest of honour normally makes the final speech of the evening, and everyone is

expected to listen attentively.

Since points of order may be confusing to non-military guests, speakers usually use

common sense and good taste in consideration for them.

ADJOURNMENT

The President may suggest to the guest of honour and others at the head table that they

adjourn for coffee and liqueurs. When he rises the diners should stand and remain

standing until he has left the room. Diners are expected to join the President and the

Guest of Honour without undue delay.

75

CONCLUSION

Regimental dinner is a social activity organized by the Officers Corps in accordance with

laid down regimental procedure. Both military and Para-military place much emphasis on

the hosting of regimental dinner night as it provides a good opportunity for instilling

discipline, and training the Officer to imbibe acceptable Mess etiquette. It also provides

an opportunity for Officers to interact with honourary members and well placed citizens

of the community.

76

WRITING AND DOCUMENTATION OF OPERATIONS REPORT

INTRODUCTION:

In pursuit of its mandate to create a safe motoring environment in Nigeria, FRSC

committed itself to pursuit of operational excellence. The Federal Road Safety

Commission (establishment) Act, 2007 section 10 provides for the operations arm of the

Commission known as the Corps, in which is listed the overall power of control,

administration, management and enforcement of all traffic laws in Nigeria. With regards

to these powers the need for writing and documentation of operations report arises.

Through writing and documentation of operations report we create and provide evidence

and we convey information. It is meant to provide an interpretive to FRSC as an

organization.

AIM

To educate the participant on how to initiate, write and document all operations report of

the Corps towards achieving service excellence in Road Traffic Administration and

management.

OBJECTIVES

At the end of the lecture, participants are expected to be able to know:

The concept of writing and documentation of operations report.

The types of operational report

The importance of writing and documentation of operations report

The samples of operational report templates

CONCEPT

A report is a statement of the result of an investigation of any matter on which definite

information is required. Operational report writing is an essential aspect of FRSC as an

77

organization. It is essentially important because the operations department have to carry

out their routine work and have to communicate to the management and FRSC as a whole.

At the end of every FRSC activity a comprehensive report must be written or made. Such

operations report must be brief, concise, clear but containing all relevant details.

The documentation of operations report is set of operational documents provided on

paper, or online, or on digital or analog media (audio tape or CD) report for reference

purposes.

The writing and documentation of operations report is regarded as basics and a

fundamental function in the discharge of Corps duties particularly concerning road traffic

laws, regulations and enforcement. It is the function of operations department to

supervise the documentation and writing of the overall operations, surveillance, writing and

co-ordination of the field commands’ operation and general activities.

They also make input into Corps operation policy formulation, achieve operational

excellence through a commitment to quality service and continuous improvement; and

promote multi-sectoral stakeholder co-operation towards creating a safe motoring

environment in Nigeria.

TYPES OF OPERATIONAL REPORT

Operational reports are rendered at the end of any operation be it routine or special some

examples are briefing explained below:

DAILY PATROL REPORT: This type of report is written at the end of a patrol shift and

contains the following:

Date

Time

Route

78

Vehicle no.

Names of team members/ranks

Introduction

Details of arrest: No. of veh. Stopped ………………

No. cautioned ………………………….

No. Booked……………………………….

No. of impoundments …………….

S/N Name of

offender

Veh. Type/make Veh. Reg. no Offence(s) Ticket no. Remark

Conclusion

Signature/Pin of Team leader.

RTC Report:

This type of report is written at the end of a rescue mission and has the following outline

Command

Date

Time of RTC

Time Reported

Arrival time

Response time

Location of RTC

Route

Cause of RTC

No of vehicles involved

Reg no of vehicles involved

Colour of vehicles involved

No of people involved (male/ female/ children)

79

No of people injured

No of people killed

Recovery

Action taken

THE BASE DUTY REPORT:

This report is written by both Officers and Marshals detailed for duty either at the base

or Commanding Officers’ residence. This report is expected to capture a summary of

notable incidents that occur during the duty period. It is expected to be reflected thus:

1. Command

2. Date

3. Time in

4. Time Out

5. Names/Rank of guard duty Officer/ Marshal

6. List of items handed/ taking over

7. Notable incidents

8. Signature of Officer/ Marshal taking / handing over

SPECIAL INCIDENT REPORT: This type of report is made after a special activity like

transfers, special operation, armed robbery incident, Mob attack. Surveillance and

monitoring, Monthly, Quarterly and Annual reports. This report is usually presented in a

template as presented below.

FEDERAL REPUBLIC OF NIGERIA

FEDERAL ROAD SAFETY CORPS

FREE VEHICLE SAFETY CHECKLIST

No…………..

80

Command’s code and Name---RS5.3 AWKA------------------------------------------------

Part 1: Driver’s Personal Data

Name of Driver--- -----------------------------------Phone No -------------------

Address--------------- ----------------------------------------------------------------------

Part II: Vehicle Particulars

Veh. Reg. No---------- ------------------ Make------------------ ----------------------------

Model ------ --------------------------- Colour------------- ---------------------------------

Drivers Licence No------------------ State of Issue……………Class of licence----------------

Date of Issue --------------------- Expiry Date-----------------------------------------------

Vehicle Licence Yes------------------- No state of Issue------------------------------------

Date Issued --------------------Expiry Date--------------------------------------------------

Road Worthiness Certificate Yes------------------ No State of Issue-----------------

Insurance Certificate: 3rd Party Comprehensive

Type of Transmission Automatic Manual

Number Plate Old New Plastic

Date issued---------------------------------- Expiry Date-------------------------------------

Car Pick-up Private

S/Wagon Articulated Commercial

Bus Others Government

Truck Military (Para)

Diplomatic

Part III: Vehicle Check FN: Functional NF: Non-functional

Safety checks

81

S/

N

Items Sta

tus

Status

1. Headlights Dip OK Left OK

Full OK Right OK

2. Directional Lights Left front OK Left Rear OK

Right front OK Right

Rear

OK

3.

Parking Lights

Left front OK Left Rear OK

Right front OK Right

Rear

OK

4. Brake Lights Left Rear OK

Right Rear OK

5. Wind Screen (Laminated) Front OK Rear OK

6. Wipers OK

7. Seat belts OK

8. Tyres Front OK Rear OK

9. Spare Tyre OK

10. “C” Caution sign OK

11. Horn OK

12. Jack and wheel spanner OK

13. Mirrors Inner Right

Left

OK

14. Emission Thick Blue

White

OK

15. Fire Extinguisher NIL

16. First Aid Box OK

17. Tools (set of OK

82

spanner/screw driver)

18. Speed governors NIL

19. Bumper OK

20. Rear Reflectors (HGV) OK

Part IV: Checker’s Identity

Officer’s Name -------------------------------------, Rank --- Signature---------------------

Date ---------------- Route ---- --------------- Time ---------------------------------

COMPREHENSIVE MONTHLY REPORT

0 ZONAL MOTHLY REPORT FORMAT

CONTENTS

OVERVIEW

ADMINISTRATION

STAFF DISTRIBUTION

STAFF MOVEMENT

INTELLIGENCE REPORT

SECURITY INCIDENCE REPORT

LEGAL

PROSECUTION OF TRAFFIC OFFENDERS: SUMMARY OF PENDING CASES

TRAFFIC OFFENDERS PERSECUTED

SUMMARY OF CIVIL LITIGATION AGAINST THE CORPS

OPERATIONS ACCOUNT

RECORD OF ALLOCATION FOR THE MONTH

SUMMARY OF EXPENDITURE

83

REQUEST FOR SUPPLEMENTRY FUNDS

REVENUE ACCOUNT

REVENUE GENERATION

FINES GENERATED AND REMITTED TO RSHQ

OPERATIONS & ACTIVITES

ROAD TRAFFIC OFFENDERS SUMMARY

SCHEDULE OF OFFENCES

SUMMARY OF VIOLENT TRAFFIC OFFENDER

APPREHENDED VEHICLES SUMMARY

SUMMARY OF IMPOUNDED VEHICLES

PATROL FREQUENCY

PUBLIC EDUCATION

SUMMARY OF PUBLIC ENLIGHTMENT ACTIVITES

PUBLIC RALLIES

LOGISTICS

INVENTORY OF NEWLY PURCHASED CAPITAL FIXED ASSET

VEHICLE AVAILABILITY

FRSC VEHICLE ROAD CRASH SUMMARY

SPECIAL MARSHALS AND PARTNERSHIP

SUMMARY OF SPECIAL MARSHALS AND ROAD SAFETY CLUBS ACTIVITES

NYSC ROAD SAFETY CLUBS ACTIVITES

TRAINING

STAFF TRAINING

PHYSICAL EXERCISES

84

IN HOUSE LECTURE

STAFF DEVELOPMENT COURSES

FURTHER STUDIES (IN THE ZONES)

TRAINING SERVICES TO OUTSIDE ORGANIZATIONS

MOTOR VEHICLE ADMINISTRATION

MOTOR VEHICLES REGISTRERED

VEHICLE LICENCE RENEWED

LEARNERS PERMIT ISSUED

NUMBER PLATES REPLACED

PROOF OF OWNERSHIP CERTIFICATES ISSUED

CHANGE OF OWNERSHIP EFFECTED

CHANGE OF CATEGORY APPROVED

PROTOCOL ACTIVITES

SUMMARY OF PROTOCOL ACTIVITES

GENERAL PARTICIPATION IN STATE/NATIONAL ASSIGNMENTS

INFORMATION ON STAKEHOLDERS

POLICY, RESEARCH & STATISTICS

SUMMARY OF ROAD TRAFFIC CRASHES

FRSC RTC CASUALITY INFORMATION

1OVERVIEW ZONE RS5HQ MONTH: ………………… YEAR: ……………

Overview of activities in Zone RS 5HQ for the month of …………………is as follows:

Staff strength at the end of the month was 498 distributed in the Commands

5.0 5.1 5.2 5.3 5.31 5.32 5.33 5.34 5.35 5.36 TOTAL

85

NIL additional staffs were deployed to/employed in the Zone while ……NIL…….. was

terminated/resigned and …NIL… were redeployed from the Zone.

A total of NIL was remitted to the Zone as allocation for the monthly and special

allocation excluding salaries. A total amount of ………………..is required as supplementary

funds for projected expenditure pending RSHQ approval. ………………………. revenue was

generated and ……………………. has been remitted to RSHQ.

1 of 1 Admin cars, 11 of 13 patrol cars, 2 of 3. Utility vehicles and ……NIL…. of NIL……..

Motorbikes were serviceable for use during the month.

GROUNDED VEHICLES

List of vehicles that were grounded throughout the month is as follows:

GROUNDED VEHICLES:

REG NO MAKE/TYPE LOCATION DEFECT SINCE WHEN

a. A total of ……………. kilometers was covered by patrol vehicles in the Command

…………….traffic offenders were apprehended. The most prevalent offences being RMH

(…………) SUV (…………)TYV(………..) (starting with the most frequent). The number of

contraventions involving violent/ armed/assault/traffic offenders was NIL

b. …………..Traffic offenders were arraigned before the court of Law and NIL Convicted.

A total of NIL amount was realized as fines, while nil were remanded in prison custody

and NIL discharged and acquitted.

c. ………… Road Traffic Crashes occurred in the Zone out of which 6 were fatal, claiming a

total of 8 lives.

d. 17 Regular Television, 48 Regular Radio Programmes, 13 Regular Newspaper feature

articles on Road Safety were aired during the month and Nil Public Enlightenment

workshops were conducted in the Zone

86

OTHER HIGHLIGHTS:

ADMINISTRATION & HUMAN RESOURCES

STAFF DISTRIBUTION ZONE: RS 5HQ MONTH: ………… YEAR: ……………

RANK 5.3 5.31 5.32 5.33 5.34 5.35 5.36 TOTAL

GENERAL

TOTAL

STAFF MOVEMENT

Provide information on movement of staff in your various Commands during the reporting

period. This should include new employments, transfers (in/out), pass, annual leave,

terminated & deceased staff.

INTELLIGENCE REPORT

SECURITY INCIDENCE REPORT: NIL

SURVEILLANCE: NIL

LEGAL

Prosecution of traffic offenders-summary of pending cases

Provide Information on the Prosecution of Traffic Offenders (Specify Court) (Mobile

court)

S/N Cmd No of Pending cases No of new Total no of traffic Amount realized

CMD NAME HAPPS/ST

EP

JOB FUNCTION NATURE OF

MOVEMENT

EFFECTIVE DATE

87

from previous month cases in the

month

offenders

prosecuted

by the court

(Naira)

TOTAL

SUMMARY OF TRAFFIC OFFENDERS PROSECUTED

Provide information on new or pending cases against the Corps (Specify Court)

SUMMARY OF CIVIL LITIGATION AGAINST THE CORPS

(Provide information on new pending case against the Commission (specify Court)

SUMMARY OF CIVIL AND CRIMINAL LITIGATION AGAINST THE CORPS

……………………………………………….

S/

N

CMD PLAINTIFF

& ADDR.

NATURE OF

LITIGATIO

N

HEARING COURT & DATE

INSTITUTED

COURT RULING

/ JUDGEMENT

OFFENDERS PROSECUTED

OFFENDERS PROSECUTED AT THE COURT

CMD PLAINTIFF &

ADDRESS

NATURE OF

LITIGATION

FIRST HEARING COURT

RULING/JUDGMENT

S/

N

CMD NAME & ADDRESS

OF OFFENDER

OFFENCES COURT AND DATE

INSTITUTED

COURT

RULING/JUDGEM

ENT

CMD NAME & ADDRESS OF

OFFENDER

OFFENC

ES

COURT AND DATE

INSTITUTED

COURT

RULING/JUDGMENT

88

OPERATIONS ACCOUNT

Records of allocation for the month for ………………………

SUMMARY OF EXPENDITURE

EXPENSE ITEMS RS5.3 RS5.31 RS5.32 RS5.33 RS5.34 RS5.35 RS5.36

Total Expenditure

REQUEST FOR SUPPLIMENTARY FUND

Provide information on extra-budgetary request for funds in the format below.

Please note that prior approval MUST be obtained before making any financial

commitment.

COMMAND EXPENSE ITEM AMOUNT

=N=

JUSTIFICATION

COMMAN

D

MONTHLY

RSHQ

SPECIAL

GRANT

SPECIAL

MARSHAL

SPECIAL

GRANT SM&P

TOTAL SALARY

TOTAL

CMD TOWING

SERVICES/CUSTODY

CHARGES

TRAINING

SERVICES

SALE OF

HIGHWAY

CODE

SALES

OF

OTHES

CASH/

CHEQUE

DONATIONS

TOTAL

89

REVENUE ACCOUNT

REVENUE GENERATION IN ZONE RS 5HQ FOR THE MONTH OF ………………………

FINES GENERATED AND FINES REMITTED TO RSHQ

COMMAND AMOUNT GENERATED AMOUNT REMITTED DATE OF REMITTANCE

TOTAL

OPERATIONS AND ACTIVITIES

ROAD TRAFFIC OFFENDERS SUMMARY

Schedule of offences:

SUMMARY OF VIOLENT TRAFFIC OFFENDER Provide details, if any, of

violent/armed/assault cases of traffic offender for the month under review.

SUMMARY OF IMPOUNDED VEHICLES

CMDS 5.3 5.31 5.32 5.33 5.34 5.35 5.36 TOTAL

TOTAL NO

OF VEH IMP.

APPREHENDED VEHICLES SUMMARY

S/No CMD ROUTE DATE TIME NATURE ACTION

TAKEN

CMD 5.3 5.31 5.32 5.33 5.34 5.35 RS5.36 TOTAL

TOTAL

90

PATROL FREQUENCY

Provide information on frequency of Patrol for each route in each Command

COMMAND ROUTE LENGTH/AVERAGE KM

PER OFFENDER

TOTAL KM COVERAGE FOR

THE MONTH

TOTAL

SUMMARY OF PUBLIC EDUCATION ACTIVITIES FOR THE MONTH OF …………..

Please find below the summary of Public Education activities from RS5.3 and its

Component Commands for the month of ………………………. The summary shows the following:

A total number of …… Television Programs for the month

A total number of ……. Radio programs for the month

A total number of ….. features in newspaper for the month

A total number of ……. Domesticated Public Enlightenment for the month

A total number of …… offenders were educated for the month

A total number of ……. motor park Rallies were held for the month

A total number of ….. visits to Schools, Religious Organizations, Traditional Rulers and

Corporate Bodies for the month

CMD 5.3 5.31 5.32 5.33 5.34 5.35 5.36 TOTAL

TOTAL

S/N COMMAND TOTAL

NO OF

TV

PROGRA

M

TOTAL NO

OF RADIO

PROGRAM

TOTAL NO

OF

NEWSPAPE

R

TOTA

L NO

OF

DOME

STIC

ATED

PE

TOTAL

NO OF

OFFEND

ERS

EDUCAT

ED

TOTAL

NO OF

MOTOR

PARK

RALLY

TOTAL

NO OF

ADVOCA

CY

VISITS

8 TOTAL

91

ELECTRONIC MEDIA (FEATURE ON TV/TV PROGRAMME)

S/N CMD DATE MEDIUM PROGRA

MMES

TOPICS DURAT

ION

SPON

SOR

TARGE

T

AUDIE

NCE

REM

ARK

S

ELECTRONIC MEDIA (FEATURE ON RADIO/RADIO PROGRAMME)

S/N CMD DATE MEDIU

M

PROGRA

MMES/F

EATURES

TOPICS DURATI

ON

SPON

SOR

TARGE

T

AUDIE

NCE

REMA

RKS

PRINT MEDIA

S/N CMD DATE PAGE CAPTION MEDIUM TARGET

AUDIENCE

REMARKS

PE PROGRAMMES (SEMINAR/WORKSHOP)

S/

N

CMD DATE VENUE DURATIONS

(MINS)

TOPICS

DISCUSSED

SPONS

OR

NO OF

PARTICI

PANT

TARGET

AUDIENCE

REMARK

S

1 NIL NIL NIL NIL NIL NIL NIL NIL

MOTOR PARK RALLIES

S/

N

CMD DATE VENUE DURA

TION

TOPICS

DISCUSSE

SPONS

OR

NO OF

PART

TARGET

AUDIEN

REMAR

KS

92

S

(MIN

S)

D ICIPAN

T

CE

ADVOCACY VISITS (STATE ADVOCACY VISIT/SCHOOL/CORPORATE BODIES/

TRADITIONAL & CIVIL)

S

/

N

CMD DAT

E

VENUE ACTIVITIE

S

EVENTS PERSONALITY/OR

GANISATION

REMAR

KS

LECTURES FOR TRAFFIC OFFENDERS

DOMESTICATED PE TO CHURCHES/MOSQUES ONLY

S/

N

CMD DATE VENUE TIME ACTIVIT

IES

EVENTS PERS

ONAL

ITY

ORGAN

ISATI

ONS

REMAR

KS

S/

N

CMD DATE TIME COURS

E

TOPIC

CODE NO OF

OFFEND

ER’S IN

ATTEND

ANCE

MOST

PREVA

LENT

OFFE

NCES

TRAINED

NAME/P

HONE

NO

REMA

RKS

CM INVENTOR ITEM COS PURCHASE/ALLOCATI LOCATION

93

LO

GIS

TICS MONTHLY REPORT FOR …………………… FROM ……………………

INVENTORY OF NEWLY PURCHASED CAPITAL FIXED ASSET

VEHICLE AVAILABILITY/CONDITION AS AT ………………………

GROUNDED VEHICLES:

REG NO MAKE/TYPE LOCATION DEFECT SINCE WHEN

SPECIAL MARSHALS AND PARTNERSHIP

SUMMARY OF SPECIAL MARSHAL AND ROAD SAFETY CLUB

CMD NO.

OF

MEMB

ER

NO

DISM

ISSE

D

NO

WA

RNE

D

NO OF

BOOKI

NG

MADE

NO OF

PROG

SPONOSO

RS

NO OF

PATROL

ACTIVE

HOW ACTIVE

ARE MEMBERS

ANY

LOG

PROB

REM

ARK

S

TOTAL

Provide information on Public Enlightenment, workshop, patrol and any other contribution

of Special Marshals, NYSC/Road Safety Club activities.

NYSC/ROAD SAFETY CLUBS ACTIVITIES

CMD NO OF NO OF RSC NO OF RSC ACTIVITIES/PROGRAM REMARKS

D Y NO. DESCRIPTIO

N

T

PRIC

E N

ON DATE PREMISE

S

TOW

N

CMD REG.

NO.

MAKE MODEL KM

READING

(KM)

COLOUR SINCE

WHEN

SHORT

DESCR. OF

CONDITION

94

NYSC

RSC

IN PRI SCH IN SEC

SCH

TRAININGZONE RS 5.3 MONTH/YEAR: …………………………….

STAFF TRAINING

PHYSICAL EXERCISES

S

N

CM

D

DATE OF

ACTIVIT

Y

NATURE

OF

TRAININ

G

TARGE

T

GROUP

LOCATIO

N

DURATIO

N

NUMBER IN

ATTENDANC

E

IN-HOUSE LECTURE

CMD DATE DURATI

ON

TITLE TOPIC FACILITAT

OR

NO

IN

ATTE

NDAN

CE

REMARK

S

STAFF DEVELOPMENT COURSES

ON THE JOB TRAINING

I OFFICERS

II: MARSHALS

CMD NAME

OF

STAFF

RANK PIN NATURE

OF

COURSE

SPONSORS DURATION LOCATION

FURTHER STUDIES (IN THE ZONE)

RS5.3 AWKA NIL NIL NIL NIL NIL NIL NIL

95

CMD NAME OF STAFF

APPLYING FOR

FURTHER STUDIES

NATURE OF

STUDIES

FULLTIME/PART

TIME

NO.

RECOMMENDED

NO.

APPROVED

BY RSHQ

TOTAL

REMARKS:

TRAINING SERVICES TO OUTSIDE ORGANISATION

DRIVERS TRAINING COURSE

CMD ORGANIZATION TITLE DATE NO.

TRAINED

AMOUNT

REALISED

AMOUNT

REMITTED

RECRUITMENT OF DRIVERS FOR ORGANIZATIONS

COMMAND DATE

ORGANIZATION

NO.

RECRUITED

AMOUNT

REALISED

AMOUNT

REMITTED

PROTOCOL ACTIVITIES

FOR THE MONTH OF ………………………….

S/N CM

D

TOTAL

NO OF

COURTE

SY

VISIT

TOTAL

NO OF

COURTE

SY CALL

TOTAL

NO FRSC

INVITED

FUNCTIO

NS

TOTAL

NO

INVITED

FUNCTIO

NS BY

FRSC

TOTAL NO OF

VISIT TO

OTHER

ORGANIZATI

ON

TOTAL

NO OF

MEETI

NG

HELD

TOTA

96

L

COURTESY VISIT FOR THE MONTH OF ………………………….

CMD DATE TIME ACTIVITIES PLACE/VENUE PURPOSE REMARK

COURTESY CALL FOR THE MONTH OF ………………..

FRSC INVITED FUNCTIONS

INVITED FUNCTION BY FRSC

CMD DATE TIME ACTIVITIES PLACE/VENUE PURPOSE REMARKS

VISIT TO OTHER ORGANIZATION

CMD DATE TIME ACTIVITIES PLACE/VENUE PURPOSE REMARKS

MEETINGS/SERMINARS/WORKSHOP ORGANISED

CMD DATE TIME ACTIVITIES PLACE/VENU

E

PURPOSE REMARKS

SUMARRY OF AUGUST MONHLY REPORT

CMD DATE TIME ACTIVITIES PLACE/VENUE PURPOSE REMARKS

CMD DATE TIME ACTIVITIES PLACE/VENUE PURPOSE REMARKS

CMD STAF

F

DIST

RIBU

NO.

OF

OFFI

CERS

NO.

OF

MAR

SHA

SM

P

ALLOCAT

ION

FINES

GENERA

TED

FINES

REMIT

TED

NO.

OF

VIOL

ATO

NO.

OF

OFFE

NCE

PATROL

FREQUENCY (KM

COVERED/TOTA

L NO. OF

97

SUMMARY OF RTC, KILOMETER READING AND OPERATIONS

CMD K/M

COVER

ED

ROUTES

COVERED

DUTY

OFFICE

AUDIT

IMPOUND

ED

VEHICLE

CRA

SHE

S

NO.

KILLE

D

NO.

INJUR

ED

TOTAL

CASUAL

TY

REMARKS

TOTAL

COMPILED BY: ……………… APPT : …………..PRS II SIGN ......... DATE ……………

AUTHENTICATED BY: ………………… STOFF PRS I SIGN…………… DATE

AUTHORIZED BY:………………APPT:S/C SIGN..................... DATE.

IMPROTANCE OF DOCUMENTATION OF OPERATIONAL REPORT:

Documentation gives substance to an operations report not only for legal matters,

audits or disputes, but also for rules and regulations. It keeps our center running

systematically and ethically.

Documentation establishes patterns of behavior, your record of incidents, meetings

and confrontations serves as an indication of the nature of the employee’s relationship

with management.

It leads to better decision making

Documentation provides a written account of activities as they happen

Stands as written proof that something was done or said

Documentation also gives us the ability to have another account of a situation, other

than verbal

Proper documentation contributes substantially to a data collections’ scholarly value.

TION LS RS S OFFENDERS)

TOTAL

98

It also has the benefit of helping to refine research of footnotes, appendices or

agenda referring to or containing documentary evidence in verification of facts or in

support of theory in a piece of writing.

DOCUMENTING OF OPERATIONS REPORT IS USEFUL FOR:

Recording experiences that capture the atmosphere and reflect the experiences of

the activity.

Reusing when organizing your next operational activity

Presenting to funding bodies of sponsors who have assisted your event

CONCLUSION

A careful and diligent writing and documentation of operations report will create and

provide evidence and will convey information to appropriate authority and all FRSC staff

where it is permitted by managment.

99

DUTY ROOM INFORMATION AND MANAGEMENT SYSTEM (DRIMS)

INTRODUCTION

Duty Room Information and Management System is simply put, the automation of all

activities of the duty room. By definition is “A place where soldiers, security guards,

rescue teams, firemen, etc., spent their time of duty, unless, or until, incidents possibly

call them out. “(1)” The FRSC Duty Room is a special office under the supervision of the

Head of Operations in Sector and Unit Commands. It houses the following documents:

Offenders’ confiscation, Offenders’ register, Impounded vehicle register, notice of

offence register, fines records, bank account tellers, FRSC fines receipts, first aid/ other

equipment, towing register, declaration register etc. (2) www.dutyroom@frsc.gov.ng.

The FRSC duty room information and management system is an application developed to

automate information as are generated in the duty room for protection, proper

management of FRSC data.

AIM

This course is aimed at acquitting participants with the knowledge and functionality of the

duty room information and management system (DRIMS).

OBJECTIVES

It is expected at the end of this lecture that participants should be able to;

State the use of DRIMS

Create weekly roster

Superintend the affairs of the duty room digitally

State the advantages of DRIMS to FRSC Operations

Comment on the Duty Room Officers’ input

OVERVIEW

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DRIMS is a flexible application. It is for the Management, Commanding Officers, Heads of

Operation and Duty Room Officers of the Federal Road Safety Corps. It has been

designed to capture the duty room activities to promote productivity, efficiency and

effectiveness.

DRIMS controls the following information:

Notice of Offence Booklets

Field Report Forms

Towing Permit Booklets

Recovery Items Inventory Booklets

Nominal Roll

Patrol Roster

Total Offences Summary

Payment Summary

In addition, the application generates the following reports:

Booking Sheet Report

Declaration Register Report

Patrol Register Report

Offender's Register Report

Offender's Fines Register Report

Towing Register Report

Towing Fines Register Report

Wanted Offender's Register Report

Mobile Court Register Report

Payment Report and Offences Report

APPLICATION LOGIN

101

All users have been assigned with specific roles and privileges according to their various

activities. The following steps show how to gain access into the application:

Launch a web browser (e.g. Internet Explorer, Mozilla, Google Chrome etc.)

Type www.dutyroom.frsc.gov.ng in the address bar of your web browser and

press<Enter>.

DRIMS index page is display

Click Login on the menu bar. Select either RSHQ, ZONE, SECTOR, or UNIT.

Enter Pin, Email, Password, Zone, Sector or Unit. E.g. Pin: C-06218, E-Mail:

mo.oduyela@frsc.gov.ng, Password: *****, Zone: RS7HQ ABUJA, Sector: RS7.1 FCT,

Unit: RS7.15 KUBWA.

Note: Pin should be 6 digits for officers. E.g. C-00004 and 9 digits for marshals e.g. M-

0412-00124.

Click Login. Home Page is displayed.

Note: Change of Password is necessary for initial login.

CYCLE OF OPERATIONS

The application provide for various category of users as necessitated by the schedule of

would be user.

RSHQ

Admin Registers User

HEAD OF OPERATIONS

Creates Nominal Roll

Creates Routes

Create Patrol Vehicle

Creates Weekly Roster

Prints Weekly Roster

DUTY ROOM OFFICER

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Fills Registers

Views Register Entries

Searches Register Entries

Confirms Payment

Prints Release Sheet (Towing and Offenders)

USERS, ROLES AND RESPONSIBILITIES

USERS

Users are categorised according to their status and job schedule on need to know basis.

These are the categories of users permitted on the DRIMS :

Management (RSHQ)

Commanding Officers (Zonal, Sector and Unit Commanders)

Heads of Operation (SHOOPS, UTHOOPS)

Duty Room Officer

ROLES/RESPONSIBILITIES

Commanding Officers (Zonal, Sector and Unit Commanders)

The Commanding officers only have view only right on the application. This enables them to

see and give instructions to the duty room officer(s) through their head of operations.

As the chief accounting officers, the own up the process and direct users (duty room

officers accordingly through the ZHOOPS, SHOOPS and UTHOOPS).

A. View Reports for commands under a Commanding Officer

Booking Sheet Register Report

Declaration Register Report

Patrol Register Report

Offender's Register Report

Offender's Fines Register Report

Towing Register Report

103

Towing Fines Register Report

Wanted Offender's Register Report

Mobile Court Register Report

Payment Report

Offences Report

B. Heads of Operation (SHOOPS, UTHOOPS)

The head of operations being the major player in this field

1. Creates Nominal roll, Routes, Patrol Vehicle, Weekly Roster and Prints Weekly

Roster.

2. Comments on patrol report.

3. View Reports for only a particular sector or unit.

Booking Sheet Register Report

Declaration Register Report

Patrol Register Report

Offender's Register Report

Offender's Fines Register Report

Towing Register Report

Towing Fines Register Report

Wanted Offender's Register Report

Mobile Court Register Report

Payment Report

Offences Report

STEPS TO CREATE WEEKLY ROSTER

1. On the home page , Click Roster Management. Select either Nominal Roll, Patrol

Vehicle, Route or Roster.

104

2. Click Nominal Roll. Enter officer’s name, Rank, Pin, Phone number, designation (i.e.

Driver, Rider, None). Click Submit button.

3. Repeat the process in number 2 for all staffs in the command.

Note: Staff’s record can be viewed after submission. In addition, staffs record can be

edited and deleted from the nominal roll.

4. Next, create routes. Click Roster Management on the menu bar and select Route.

Create Route page is displayed. Enter route (e.g. Berger Wuse), Click Create button.

5. Repeat the process in number 4 for all routes in the command.

Note: Route details can be viewed after submission.

6. Next, Create Patrol Vehicle. Click Roster Management on the menu bar and select

Patrol Vehicle. Patrol Vehicle page is displayed. Enter patrol vehicle number, patrol

vehicle’s body code number, patrol vehicle type (i.e. Van, Motorcycle or Truck).Click

Create button.

7. Repeat process in number 6 for all patrol vehicles in the command.

Note: Patrol vehicle record can be viewed after submission. In addition, patrol vehicle

record can be edited and deleted.

8. Next Create roster. Click Roster Management on the menu bar. Select Roster and

click Create.

9. Select SESSION (i.e. morning duty, afternoon duty, or rescue/night guard duty)

WEEK and YEAR. Click on the Create button. Roster page is displayed.

10. Assign Route, Patrol Name, Patrol Vehicle number and Patrol Members for each route.

Repeat this for Monday to Sunday and click submit button.

Note: each route, patrol name, patrol vehicle number, patrol leader and members are

loaded from the database.

STEPS TO VIEW ROSTER

1. Click Roster Management on the menu bar. Select Roster and click View.

105

2. Next, Select SESSION (i.e. morning duty, afternoon duty, or rescue/night guard

duty), WEEK, and YEAR. Click View Roster button.

STEPS TO PRINT ROSTER

1. Click the Print icon on the view roster page.

STEPS TO COMMENT ON PATROL REPORT REGISTER

1. Click Report on the menu bar. Select Patrol Report register. Patrol Report Register

Page is displayed.

2. Next click on the CMD/PATROL NAME column in the patrol register report table.

Patrol team details are displayed.

NOTE

The blue color lettering of the Cmd/Patrol name indicates another page is opened

when selected.

The SHOPS COMMENT column displays ”YES” when comments have been made and

displays “NO” when comment haven’t been made.

Next scroll down to HEAD OF OPERATIONS COMMENT and enter comment. Click

on submit button. The SHOPS COMMENT column on the patrol register report

table will automatically change to ”YES”.

Repeat the processes in number 2 and 3 for other patrol team reports.

STEPS TO VIEW REPORT REGISTER

1. Click Report on the menu bar. Select any of the reports

DUTY ROOM OFFICER

Fills Registers

Views Register Entries

106

Searches Register Entries

Confirms Payment

Prints Release Sheet (Towing and Offenders)

STEPS TO FILL REGISTERS

1. Click Register on the menu bar. Select any of the Registers (i.e. Booking Sheet Register,

Declaration Register, Patrol Report Register, Offender’s Register, Towing Register, Mobile

court).

BOOKING SHEET REGISTER

1. Select Booking Sheet Register. Booking sheet register page is displayed. Select

SESSION (i.e. morning duty, afternoon duty, or rescue/night guard duty). Click on the

“calendar like” icon and Select Date. Click Search button. This opens a page showing

two tables named Outgoing Patrol Teams and Incoming Patrol Teams.

2. Note; that “outgoing patrol teams” table has records on it while the “incoming patrol

teams” table is empty.

3. Click PATROL 1 from patrol name column on the “outgoing patrol teams” table.

Note: The Blue color lettering of patrol names indicates that another page is opened when

selected.

4. Fill booking sheet for outgoing patrol team. Enter CUG phone number, Odometer Out,

Booklet Number, First sheet used, Items Collected, Time Out and Remarks. Click

Submit button. A box will popup saying booking sheet register submitted. Click ok.

Note: The empty incoming patrol team table now has a record. The patrol 1 record is

transferred automatically the moment submit button is selected.

5. Repeat process in number 4 and 5 until outgoing patrol team table is empty and

incoming patrol team table is occupied.

107

6. Wait for patrol teams to return from their patrol activities. On their return, repeat

the process in number 2. Click patrol name column from incoming patrol team table (i.e.

the blue colored link).Enter odometer in, last sheet used and time in. click Submit

button.

Note: Number of sheet used is automatically generated by the system.

7. Repeat number 7 for all returning patrol teams. This completes the filling of booking

sheet register.

DECLARATION REGISTER

1. Select declaration Register from Register on the menu bar. Declaration register page

is displayed (Figure 5-17).Select SESSION (i.e. morning duty, afternoon duty, or

rescue/night guard duty). Click the calendar like icon and Select Date. Click Search

button. Declaration page is displayed.

2. Click PATROL 1from PATROL NAME column. Declaration form page is displayed.

3. Enter Total amount and amount declared for each member of the patrol team, Enter

remarks. Click Submit button. (Figure 5-19).

4. Repeat the process in number 10 & 11 for other patrol teams.

PATROL REPORT REGISTER

1. Select Patrol Report Register from Register on the menu bar. Patrol Register page is

displayed (Figure 5-20).Select SESSION (i.e. morning duty, afternoon duty, or

rescue/night guard duty). Click the “calendar like” icon and Select Date. Click Search

button. Patrol Report Register page is displayed.

2. Next Click PATROL 1from PATROL NAME column. Patrol Report form page is

displayed.

3. Fill Patrol Report registers. Enter time, total bookings, total offences, report and

remarks/incident (if any incident occurred). Click Submit button. A box will popup

saying patrol report register submitted. Click Ok.

108

4. Repeat the process in number 14 and 15 for other patrol teams.

OFFENDER’S REGISTER

1. Select Offender’s Register from Register on the menu bar. This opens Offender’s

Register page.

2. Fill Offender’s register form. Follow the steps below:

Enter date of arrest

Enter offender’s name, offender’s address, and offender’s phone number.

Select offender’s age by clicking on any of the radio buttoned options (i.e. Under

18, 18-25, 26-36,37-45 or above 45)

Select offender’s qualification by clicking on any of the radio button options (i.e.

FSCL, SSCE, DEGREE or None)

Select offence by ticking any of the enlisted offences.

Note: More than 1 offence can be ticked or selected. In addition, the figure automatically

generated on the fines box and it is determined by the number of offences you tick

(Figure 5-24). The fines box is not editable.

3. If notice of offence sheet has any alteration of any sort (i.e. cancellation, painting,

correction, etc.) select Yes. If not, select No.

4. Click on Route and choose from any of the listed routes.

5. For vehicle details, enter vehicle number, vehicle color, vehicle type and vehicle make in

their respective input box.

6. Still on vehicle details, tick any of the options for vehicle description.

Note: More than 1 description can be selected

7. Tick any of the options for what was confiscated from the offender.

8. For Impoundment, select Yes if vehicle was impounded. If not, select No.

9. Enter ticket number and Booking officer’s pin.

Note: Booking officer’s name is listed once pin is typed in the booking officer’s pin box.

10. Finally, click Submit button. This completes the filling of offender’s register.

109

Note: Offender’s register can be previewed before submission by clicking Preview button.

TOWING REGISTER

1. Select Towing Register from Register on the menu bar. Towing Register page is

displayed.

2. Fill Towing register form. Follow the steps below:

Enter date of arrest.

Enter offender’s name, vehicle make, vehicle type, vehicle color, route/location,

place of impoundment, time.

For offences, tick any of the listed offences.

Enter items confiscated, towing officer’s pin, towing fine, distance covered while

towing, and distance covered before towing in their respective input box.

Finally, click Submit button. This completes the filling of towing register.

Note: Towing register can be previewed before submission by clicking Preview button.

MOBILE COURT REGISTER

1. Select Mobile Court Register from Register on the menu bar. Mobile Court Register

page is displayed.

2. Fill Mobile Court register form by following these steps:

Enter date of arrest.

Enter offender’s name, gender, age, national driver’s license number (ndl number),

national driver’s class (ndl class), and vehicle registration number.

For offences, tick any of the listed offences.

Enter verdict, sentence and booking officer’s pin in their respective input box.

Finally, click Submit button. This completes the filling of the mobile court register.

Note: Mobile court register can be previewed before submission by clicking Preview

button.

STEPS TO VIEW ENTRIES/REPORT

110

1. Select Report on the menu bar. Select any of the reports.

Note: To further view details of each report, click on any of the blue colored links on the

table.

STEPS TO SEARCH ENTRIES/REPORT

2. Select Report on the menu bar. Select any of the reports. This opens a page

containing entries made (e.g. entries made on declaration register are viewed when

declaration register report is selected).

3. Next, search by typing a value in the search for box and select a search criteria

that fit the search and Click on Search button.

STEPS TO CONFIRM PAYMENT FOR OFFENDER’S REGISTER

1. Click Report on the menu bar. Select offender’s Register Report. Offender’s Register

Report Page is displayed (Figure 5-29).

2. Next,look through table for offender’s detail or search for offender using any of the

search options. When offender has been located, click on confirm payment.

3. Enter offender’s phone number(if box is empty), offender’s date of payment(click on

the calander like icon and select date), teller number, bank name(select a bank from

the drop down list) and demorage.Click Submit button.This opens the Release Sheet.

Click on Print.

STEPS TO CONFIRM PAYMENT FOR TOWING REGISTER

1. Select Report on the menu bar. Select Towing Register Report. This opens the Towing

Register Report Page (Figure 5-31).

2. Next,look through table for Towing details or search for an offender using any of the

search options. When offender has been located, click on confirm payment.

3. Enter offender’s phone number(if box is empty), bank name(select a bank from the

drop down list), teller number, demorage, deduction, date of payment (click on the

111

calander like icon and select date) and remarks. Click Submit button. This opens the

Release Sheet(Figure 5-33). Click on Print.

PROFILE MANAGEMENT

Each user can view and edit profile. This can be done by clicking Profile Management on

the menu bar. This opens the Profile Management page (Figure 6-1).

Note: Changes can only be made on phone number and password. Every other field cannot

be changed. To complete the profile update process, click on Update account button.

USER REGISTRATION

All users are registered only by the Administrator of the application. Contact RSHQ for

Registration.

EXITING THE APPLICATION

Click Logout on the menu bar. For maximum security, close browser.

Note: You are automatically logged off the Application after a period of inactivity.

ADVANTAGES OF THE DRIMS TO FRSC OPERATIONS

1. Effective implementation and use of all the application will among other advantages

automate all operations activities hence making it easy for the Commanding officer to

see all the reports of the day activities at a glance.

2. The flexibility of the application if explored will make room for easy analysis of the

report(s) and carry out useful intelligence that can enhance operations.

3. The application is user friendly.

LIMITATIONS INHIBITING THE EFFECTIVE RESULT FROM DRIMS

1. DRIMS usage is not maximized so the Corps is yet to reap the benefit expected from

the application.

112

2. Commanding officers are yet to come to terms with the importance and benefits of the

application.

CONCLUSION

The purpose for introducing DRIMS cannot be overstated. The world as a global village has

been digitalized. With DRIMS, data generated in the duty room can easily be accessed by

would be users. The data is well protected and the platform ensures proper management

of duty room data.

113

CRASH SCENE MANAGEMENT AND CASUALTY EVACUATION

INTRODUCTION

Reduction of the risk associated with road transportation has been a major

concern to safety and transport professionals. Unfortunately, most traffic crash

victims do not die due to the crash itself but handling of first aiders. In a country

with poor driver literacy the casualty arising from the inadequacy of first aiders

can be frightening.

The action or and inaction of the first aiders at this golden hour is not only mission

critical but can mean the difference between life and death.

The job of a team at a crash scene is multifarious as they have to do varying tasks

almost at once while ensuring that they too are safe. Thus, the team leader must

be versatile and learn to delegate, multitask and still be in control. Before dropping

from the vehicle, the team leader must have gotten a fast overview of the scene in

order to effectively manage it.

AIM

The aim of this discuss is to acquaint staff with crash scene management skills and

knowledge required in administering first to road traffic crash victims.

OBJECTIVE

At the end of the facilitation participant should be able to

Differentiate first aid from rescue

State objective and scope of first aid

114

First items expected in first aid box

Use ‘Triage’ to classify victims (DRABC)

Describe how to handle various casualties

List categories of fire and necessary extinguisher

DEFINITION OF FIRST AID

First aid is the immediate medical treatment given to a victim with available improved

material before taking him/her to the nearest hospital. The fate of the victim may

however depend on the type of the first aid given.

THE OBJECTIVE OF FIRST AID

To preserve life

prevent victim condition from worsening and;

Promote recovery.

Scope of first aid

SCOPE OF FIRST AID

1. Diagnose i.e to determine what is wrong

2. History of how accident occured

3. Sign and symptoms i.e to see victims, his complains and agony

4. Treatment- decide skillfully the type of treatment i.e a bleeding casualty should not be

given anything through mouth

5. Disposal: decide whether to take victim home or hospital

ABC Categories of victims

D.R.A.B.CABC Categories of victims

D.R.A.B.C

The letters stand for

D = Danger

R = Response

115

A = Airway

B = Bleeding

C = Circulation

Before you do anything to save an accident victim make sure that it is safe for you

to do so.

Determine the nature of injury to enable you categorize them.

The order of attention follow the sequence; unconscious, bleeding and dead.

If it is unsafe for you and the victim is in a dangerous place like the middle of the

road then move the victim to a safe place.

If you are the only first aider around to move the victim, move him by dragging him

by both the ankle- slowly and carefully.

But if the legs are injured then you may have to pull by both elbow or wrist with his

hands above his head, slowly without banging the head.

Never move an unconscious victim unless that is the only way to keep him safe and

never stand in the middle of the road to stop vehicles.

Remove anything that may worsen victims’ condition without endangering yourself

i.e disconnecting batteries of car, open car door.

If there are by standers engage them so they do not scream or disturb you

116

117

118

Responses and air way clearance

1. Response- Call out to the victim.

2. Tap his face or shoulder gently if he seems to be asleep.

3. Ask him what happened.

4. Ask him where he hurts.

5. If he doesn’t answer or move he could be unconscious.

6. Two things are common with unconscious victims

glottis refuse to function hence saliva, food, blood may enter wind pipe

tongue may roll back to block throats particularly if victim is lying on his back so

use spatula to keep tongue in position and then tilt the head up to allow air flow.

Turn to recovery position after breathing is restored

A=AIRWAY

Fig 15: Transportation: Blanket stretcher, Hoisting a person and fireman’ carry Source: US Navy Hospital Corpsman manual

119

Tilt the head back to open the airway.

If anything is blocking it use a spatula to scoop it out.

Then turn the victim onto his side into recovery position.

This is done by folding one of his hand on the chest and spreading the other while

the victim is gently rolled to side

B= BREATHING

Watch or feel his lower chest to see if it is moving up and down.

You can check by putting your ear close to his face, so that you can feel or listen to

find out if there is air coming out of his mouth.

If his is not breathing, give artificial respiration.

The aim is to work on the heart when it stops working.

MOUTH-TO-MOUTH INSUFFLATIONS AND CARDIAC MASSAGE

After every third artificial respiration, the first aider places his two palms on each

other and locks them,

Then places them on the sternum bone of victim, depresses the sternum five (5)

times.

The process is repeated until the victim is resuscitated.

C= CIRCULATION (BLOOD)

Check if there is a pulse.

You may check this by feeling the pulse near the neck or on the wrist.

If you can feel the pulse count the number of pulse for one minute and report any

change the doctor when he arrives.

Get medical aid immediately.

FIRST AID BOX

120

1. Bandage

2. Roll of adhesive plaster.

3. Lint /gauze

4. Scissors

5. Cotton wool

6. Safety pin

7. Iodine Tincture

8. Wooden Spatula

9. Crape Bandage

10. Antiseptic Fluid

11. Embrocation.

CASUALTY HANDLING

In all cases requiring emergency medical treatment, immediately call, or have a co-

worker call, to request emergency medical assistance.

WOUNDS/Bleeding:

Source 1 skull depression- use aerating pad to absorb bloods from affected area.

ear, nose - tilt affected part so that blood can run freely

Palm- casualty should hold an object during treatment

Capillary/ vein- ice block /cold compress

Types of Bleeding- 1 internal (not observable)

External (seen)-Sign Restlessness, weakened pulse, thirst (but do not

give water), cold, yawning, dizzy, gasping

Minor: Cuts, lacerations, abrasions, or punctures, blood from capillary is

bright and husses while vein is dark and flows Wash the wound using soap and

water; rinse it well. Cover the wound using clean dressing.

121

Major: Large, deep and bleeding blood from artery is bright and spurs. Stop

the bleeding by pressing directly on the wound, using a bandage or cloth. Keep

pressure on the wound until medical help arrives.

Broken Bones:

A. Fracture 1. Simple/closed- surface not broken

Compound/ open- bone has pierced the skin

Complicated = bone covering important organ is affected

Special = cranium is affected

Effect- Unconsciousness, inability to move, probably paralysis (spinal cord),

dislocation, infection etc

Do not move the victim unless it is absolutely necessary.

Use lint gauze to cover affected part

If the victim must be moved, "splint" the injured area (immobilize).

Use a board, cardboard, or rolled newspaper, triangular bandage as a splint.

B. Dislocation- of bones, muscle injury and joint or ligament injury

Effect- inability to move joint, swelling of joint

o Treatment Apply cold water, do not pull bone by force, massage and apply

cold compress, deep heat, and raise joint in comfortable position with

triangular bandage

Burns/ Scars:

Types -1. Superficial

Deep- destroying muscles and nerves

Thermal (Heat)-Rinse the burned area, without scrubbing it, and immerse it in

cold water; do not use ice water. Blot/dry the area and cover it using sterile

gauze or a clean cloth.

Chemical-Flush the exposed area with cool water immediately for 15 to20 minutes.

Scars- moist heat, steam or hot oil- do not break blisters, reduce effect of heat,

replace lost fluid ( i.e give victim soft drink, diluted milk ) etc.

122

Neck and Spine Injury: If the victim appears to have injured his or her neck or spine, or

is unable to move his or her arm or leg, do not attempt to move the victim unless it is

absolutely necessary.

Eye Injury:

Small particles

Do not rub your eyes.

Use the corner of a soft clean cloth to draw particles out, or hold the eyelids

open and flush the eyes continuously with water.

Large or stuck particles

If a particle is stuck in the eye, do not attempt to remove it.

Cover both eyes with bandage.

Chemical

Immediately irrigate the eyes and under the eyelids, with water, for 30

minutes.

Heat Exhaustion: i.e Choking, strangulation, hanging, smothering, drowning, gasping,

drunkenness, electricity

Remove victim to safe place

Loosen the victim's tight clothing.

Give the victim "sips" of cool water.

If eye is swollen and red, there is too much blood in eye, flushed face (no

blood in head)

Make the victim lie down in a cooler place with the feet raised.

Cover victim mouth with open gauze, then your mouth/ pinch victim's nose

Do mouth to mouth or mouth to nose respiration

Alternatively, turn patient to face ground and do Hogal Nelson treatment by

tapping three times and working on the back six times

Poison- Give two table spoon of salt in a glass of water every five minutes

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Corrosive poison- Use touches light to see the eye. If in stupor he reacts, if

in coma he does not. Then neutralize the poison

Epileptic victim- Remove him from damp zone, undress him, and apply cold water to

the head and hot water to the body

Fainting Lie victim comfortably down with legs raised up

Unconscious- Lie victim down, do not give liquid, loosen shirt/tie. If there is no

fracture lie him prone

TRIANGULAR BANDAGE

USES OF TRIANGULAR BANDAGE

For stretcher this could be narrow fold (the apex is rolled up to the base) or

broad fold (the apex folded loosely to the base)

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As fans- use your teeth to hold the apex, hold the two ends

Rift nut- makes a narrow bandage. Hold it with two hands and place left hand on

right hand. Turn the left hold into the circle formed and bring it up again then tie it

with the right hold

Rift pad- Make a narrow bandage, tie it around your hand and roll circles the free

ends round the circle formed in different direction

Back and front - Make narrow bandage or fold, hold the two ends in the two hands.

Throw the right forward and the left back with each end now pointing downward.

The two ends now form two circles each pointing to opposite direction. The two

circles are made to overlap while the two ends of the scarf are immediately pulled.

Tie the two ends round the neck but the broken neck is now placed inside the

overlapping.

Scarf bandage Make a rift pad and put it on the right hand then tie the scarf

bandage on the hand.

Jaw bandage- Make a narrow bandage, make a rift pad and place it on the jaw. Open

the middle of the tie then spread it to forehead and back head then tie properly.

This could also be done if the rift placed on the jaw is brought over the head with

one end of the tie longer. The longer arm is then brought over forehead so that it

could be tied at side of the head.

Chest bandage The triangular bandage is placed over left shoulder. The remaining

two ends around the abdomen tied at back. The left arm that is left after tying is

brought via back to be tied to the front end of left.

Chest and abdomen bandage- two bandages are needed, first one over the abdomen

Hip bandage

Arm sling- The triangular bandage is tied round the neck by the right and ties to

other end of bandage.

Knee bandage

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Foot bandage-Full (apex at front), Half (apex at back) Transportation With two

hands (the two first aider themselves and place the hand at the bottom to form a

seat to carry the patient, 3 hand setter (use second hand to hold patient in addition

to above),4, hand seater the two hands of the first aider are. A single first aider

can also do transportation either by a-backing the patient or backing him (pick a

back) with aiders right hand.

RESCUE

Rescue is the act of getting a person or group of persons out of a seemingly dangerous

situation.It involves extrication, identification, etc of people injured.

ACCIDENT RESCUE PROCEDURE:

Understand the environment to get necessary information about carrying out the rescue:

i. Know the location of the mis-happening

ii. Mobilize personnel for movement

iii. Get services ready i.e able mobility to carry the victim

iv. Get and take investment equipment required to rescue

v. Alert relevant agencies, which might give needed support i.e, fire services, etc.

vi. Move to the accident scene using authority devices to clear the way of traffic

congestion where necessary

At the accident scene one must

vii. Observe the general terrain of the accident

viii. Ensure safety of rescue team by placing reflective warning signs at least 100

meters away

ix. Ensure high visibility of rescuer by wearing reflective jackets

x. Ensure that traffic is properly controlled and make use of communication to your

advantage

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xi. Stop vehicles and divert traffic as the situation may demand i.e if the

accident involves blocking the road.

xii. Do not allow crowding of accident scene by sympathizers '

xiii. Identify accident victims by priority or severity of injuries

xiv. More victims in critical stage to hospital without delay

xv. Give first aids to victims with injuries of less severity. Dead bodies are moved

last. Accidents are categorized as fatal; serious, and minor.

xvi. Always move your victims to the nearest hospital or health center (mostly General

Hospital)

xvii. Retrieve safe property, enter in the format and report at base for further

identification of owner and relatives.

In a situation where more than one vehicle is involved in an accident, which leads to loss of

life, pick a traffic police man from the nearest Police station to speed up the rescue

operation.

The Police takes measurement on the road to determine who is at fault.

The VIO will then check the vehicle whether it has default before the accident.

Fire is a very destructive agent at home, vehicles etc.

An available statistics from the Federal Fire Service shows that property worth over

N10 billion is lost to fire annually.

15% of it is to vehicle accident.

Incidence of fire on vehicle can only occur when heat, Air or fuel are present.

Fire is caused by a rapid combination of two or more substances resulting in the

production of heat and light.

Combustibles such as petrol, diesel, rubber, wood, paints etc enhance this.

CONCLUSION

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Most times, the effectiveness of crash scene management depends to a large extent on

the dexterity of the rescue team. Their ability to maximize the “GOLDEN HOUSE”,

prioritize victims according to severity of injury and their knowledge of first aid will in no

small measure make the management of the crash scene a success. “always bear in mind

that the life you save today might be yours tomorrow”

THANK YOU FOR LISTENING AND SAFE JOURNEY

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QUESTIONNAIRE DRAFTING AND TESTING

INTRODUCTION

Road safety is a global concept that connotes road traffic safety. Road Traffic Safety

targets the reduction of harm (deaths, injuries and property damage) resulting from

crashes of road vehicles. The emphasis is on how to reduce the number of crashes and

their consequences (Esebonu, 2013:9). In other words, road traffic safety targets to

reduce accident causes on road for proper driving’’ (Wikipedia December, 2010). Road

traffic crashes are classified as one of the world’s largest public health and injury

prevention problems; hence it has generated research interest especially in the 21st

century.

Road safety management is about understanding the issues, causes and project on the

most effective interventions. In Nigeria, road safety management is the main thrust of

FRSC functions. As a lead agency in road traffic and safety matters, FRSC has in the last

28 years made regulations, harmonized road traffic codes as well as introduced various

licensing schemes in a bid to regulate road safety activities. FRSC has embraced trends in

modern road safety management that seeks to make a distinction between the situation

and the management system necessary to control it. One of its functions is to ‘’Conduct

researches into causes of road traffic crashes and methods of preventing them and

putting into use the result of such researches’’. A major instrument used for such

research is the questionnaire.

A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from respondents. For a questionnaire

to yield the desired result, there are technicalities to be followed in its drafting. A good

questionnaire must also be subjected to test as this is a factor in its validity and

reliability. The purpose of this paper is therefore to examine the processes of drafting

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and testing of questionnaire as one of the widely used research instruments. It is assumed

that participants are already abreast with the concept of research questionnaire.

AIM

The aim of this paper is to discuss questionnaire drafting and testing with the view to

enhancing participants’ disposition to road safety research.

OBJECTIVES

At the end of this lecture, participants should be able to:

a. State the types of questionnaire.

b. Explain the structure of a questionnaire.

c. Identify the problems in questionnaire drafting.

d. Enumerate the guidelines for constructing questionnaire.

e. Describe the validity and reliability of questionnaire.

TYPES OF QUESTIONNAIRE

1. Structured questionnaire

a. Have definite and concrete questions.

b. Is prepared well in advance.

c. Initiates a formal inquiry.

d. Supplements and checks the data, previously accumulated.

e. Used in studies of the economics and the social problems, studies of the

administrative policies and changes etc.

2. Unstructured questionnaire

a. Used at the time of the interview.

b. Acts as the guide for the interviewer.

c. Is very flexible in working.

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d. Used in studies related to the group of families or those relating to the personal

experiences, beliefs etc.

A questionnaire can also be divided as the follows depending on the nature of the questions

therein:

OPEN ENDED QUESTIONNAIRE

Respondent is free to express his views and the ideas.

Used in making intensive studies of the limited number of the cases.

Merely an issue is raised by such a questionnaire.

Do not provide any structure for the respondent’s reply.

The questions and their orders are pre – determined in the nature.

CLOSE ENDED QUESTIONNAIRE

Responses are limited to the stated alternatives.

One of the alternatives is simply YES or NO.

Respondent cannot express his own judgment.

MIXED QUESTIONNAIRE

Questions are both close and open ended.

Used in field of social research.

PICTORIAL QUESTIONNAIRE

Used very rarely.

Pictures are used to promote the interest in answering the questions.

Used in studies related to the social attitudes and the pre – judices in the children.

STRUCTURE/DESIGN OF QUESTIONNAIRE

STRUCTURE:

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a. Title: this identifies the domain of the investigation. The respondent is initially

oriented to the investigation. It should be captivating enough to attract attention and

enthusiasm.

b. General introduction: this has a description of the purpose of study as well as the

organization(s) involved. The respondent is assured of anonymity/confidentiality of

information volunteered, making clear that there are no wrong or right answers.

Honest answers are also requested.

c. Specific instructions: this offers succinct demonstration on how to carry on with the

business of responding to the questionnaire.

d. Questionnaire items: is the main part of the questionnaire schedule, to be clearly

separated from the aforementioned parts.

e. Additional information: includes the full contact information of the researcher/

administrator. May include a promise that a copy of the summary of the final report

would be send to the respondent on request.

f. "Thank you" may end the questionnaire.

DESIGN

In order to gather useful information, it is essential that careful consideration is given to

the design of questionnaire. A well designed questionnaire requires thought and effort,

and needs to be planned and developed in a number of stages:

a. Initial consideration

b. Question content, phrasing and responds pattern

c. Question sequence and layout

d. Pre-test (Pilot) and revision

e. Final questionnaire

Two important aspects of questionnaire design are the structure of the questions and the

decisions on the types of response formats for each question. Broadly speaking, survey

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questions can be classified into three structures: closed, open-ended, and contingency

questions.

Closed (or multiple choice) questions ask the respondent to choose, among a possible set of

answers, the response that most closely represents his/her viewpoint. The respondent is

usually asked to tick or circle the chosen answer. Questions of this kind may offer simple

alternatives such as ‘Yes’ or ‘No’. They may also require that the respondent chooses among

several answer categories, or that he/she uses a frequency scale, an importance scale, or

an agreement scale.

Open-ended or free-response questions are not followed by any choices and the

respondent must answer by supplying a response, usually by entering a number, a word, or a

short text. Answers are recorded in full, either by the interviewer or, in the case of a

self-administered survey, the respondent records his or her own entire response.

A contingency question is a special case of a closed-ended question because it applies only

to a subgroup of respondents. The relevance of the question for a subgroup is determined

by asking a filter question. The filter question directs the subgroup to answer a relevant

set of specialized questions and instructs other respondents to skip to a later section of

the questionnaire. The guidelines for asking questions in a questionnaire may include the

following:

1. Keep the vocabulary simple

2. Keep the question short

3. Avoid double barrel questions

4. Avoid hypothetical questions

5. Don’t overtax the respondant’s memory

6. Avoid double negatives

7. Avoid overlapping response category

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8. Beware of ‘leading’ questions

8. The following list of questions provides a framework (checklist) for reviewing each

item that is to be included in a questionnaire.

1. Will the item provide data in the format required by the research questions or the

hypotheses?

2. Is the item unbiased?

b. Will the item generate data at the level of measurement required for the analysis?

c. Is there a strong likelihood that most respondents will answer the item truthfully?

d. Do most respondents possess sufficient knowledge to answer the item?

e. Will most respondents be willing to answer the item, or is it too threatening or too

sensitive?

f. Does the item avoid ‘leading’ respondents to a specific answer?

g. Is the language used in the questionnaire clear and simple – so that all respondents are

able to understand all of the questions?

It is important to note that no survey can achieve success without a well-designed

questionnaire. Unfortunately, questionnaire design has no theoretical base to guide the

researcher in developing a flawless questionnaire. All the researcher has to guide him/her

is a lengthy list of do's and don'ts born out of the experience of other researchers past

and present. Hence, questionnaire design is more of an art than a science. The design of a

questionnaire will depend on whether the researcher wishes to collect exploratory

information (i.e. qualitative information for the purposes of better understanding or the

generation of hypotheses on a subject) or quantitative information (to test specific

hypotheses that have previously been generated).

Given the same task and the same hypotheses, six different people will probably come up

with six different questionnaires that differ widely in their choice of questions, line of

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questioning, use of open-ended questions and length. There are no hard-and-fast rules

about how to design a questionnaire, but there are a number of points that can be borne in

mind:

a. A well-designed questionnaire should meet the research objectives. This may seem

obvious, but many research surveys omit important aspects due to inadequate

preparatory work, and do not adequately probe particular issues due to poor

understanding. To a certain degree some of this is inevitable. Every survey is bound

to leave some questions unanswered and provide a need for further research but the

objective of good questionnaire design is to 'minimise' these problems.

b. It should obtain the most complete and accurate information possible. The

questionnaire designer needs to ensure that respondents fully understand the

questions and are not likely to refuse to answer, lie to the interviewer or try to

conceal their attitudes. A good questionnaire is organised and worded to encourage

respondents to provide accurate, unbiased and complete information.

c. A well-designed questionnaire should make it easy for respondents to give the

necessary information and for the interviewer to record the answer, and it should

be arranged so that sound analysis and interpretation are possible.

d. It would keep the interview brief and to the point and be so arranged that the

respondent(s) remain interested throughout the interview.

e. Preliminary decisions in questionnaire design

There are therefore nine steps involved in the development of a questionnaire:

a Decide the information required.

b. Define the target respondents.

c. Choose the method(s) of reaching your target respondents.

d. Decide on question content.

e. Develop the question wording.

f. Put questions into a meaningful order and format.

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g. Check the length of the questionnaire.

h. Pre-test the questionnaire.

i. Develop the final survey form.

PROBLEMS IN QUESTIONNAIRE DRAFTING

a. Problems in the design of rating questions

Error of proximity: the tendency to rate items similarly because they are near to each

other in the questionnaire.

Central tendency error: the tendency to rate most items in the middle category (when

the middle category is offered). Such respondents either dislike extreme positions, or

lack knowledge.

Error of leniency: the tendency to give high ratings to most items by liking or agreeing

with everything.

Error of severity: the opposite to the error of leniency: respondents who dislike, or

disagree, with most items.

Halo effect error: the tendency to rate a particular statement according to how

respondents feel about it in general. For example, giving a very low rating to

statements such as ‘I enjoy reading’, ‘I like to borrow library books’, and ‘I prefer to

read something every day’ because of a dislike for the reading teacher.

b. Assumptions in Likert Scaling

It is important to note that the following assumptions underlie this scaling technique:

That there is a continuous underlying dimension which is assessed by total scores on

the attitude scale and that each item contributes in a meaningful way to the

measurement of this dimension.

That a more favorable attitude will produce a higher expected score, and vice-versa.

That items are of equal value in that they each provide a replicated assessment of

the dimension measured by the total score on the scale.

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GUIDELINES FOR CONSTRUCTING QUESTIONNAIRE:

a. Use statements which are interpreted in the same way by members of different

subpopulations of the population of interest.

b. Use statements where persons that have different opinions or traits will give

different answers.

c. Think of having an "open" answer category after a list of possible answers.

d. Use only one aspect of the construct you are interested in per item.

e. Use positive statements and avoid negatives or double negatives.

f. Do not make assumptions about the respondent.

g. Use clear and comprehensible wording, easily understandable for all educational

levels

h. Use correct spelling, grammar and punctuation.

i. Avoid items that contain more than one question per item (e.g. Do you like

strawberries and potatoes?).

j. Question should not be biased or even leading the participant towards an answer.

QUESTIONNAIRE TESTING:

After training the interviewers and questionnaire administrators, the next step in pre-

testing is to select a small pilot sample of respondents that covers the full range of

characteristics of the target population. In the field of education this usually implies that

the pilot sample includes appropriate gender balance and covers a range of richer/poorer

and rural/urban communities.

Pre-testing should never be carried out on a ‘convenience sample’, (for example, the

researcher’s friends or family, or schools in one neighbourhood of the Capital city). For

interview questionnaires 50 interviews will provide solid material for verifying question

wording, sequencing, instructions and general quality of the instrument. However, larger

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samples of around 200 are required to calculate various statistics such as discrimination

co-efficients.

Note that even questions ‘borrowed’ from existing questionnaires need to be pre-tested to

ensure that they will work as required with the ‘new’ respondents. The first version of the

pre-test questionnaire often contains considerably more questions than the final

questionnaire. This can be upsetting for the respondents – especially if many questions are

asked in an unstructured and open form so that the amount of time required to complete

the questionnaire is considerable. If absolutely necessary, the questionnaire could be

divided in two or three parts (of equal length and answering time) for the first tryout, so

that each respondent answers only a fraction of the questions. For each form at least 50

respondents should be asked to participate. The information collected in this first pre-

test should provide sufficient information to produce a second version of the

questionnaire for final pre-testing.

BASIC STEPS IN PRE-TESTING:

a. Select a sample similar in socio-economic background and geographic location to the

one that will be used in the main study. This sample will not be included in the final

survey. Make sure you have a sufficient number of copies of the questionnaire for

the pre-test.

b. Instruct interviewers or questionnaire administrators to note all respondents’

remarks regarding instructions or question wording.

c. Administer the questionnaires.

d. Debrief the interviewers and check the results:

e. Is each item producing the kind of information needed?

f. What role is the item going to play in the proposed analysis?

g. Are the questions meaningful to the respondents?

h. Are respondents easily able to understand the items?

i. Can respondents use the response format for each item?

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j. Did the interviewers feel that they were receiving valid information?

k. Was the question order logical and did the interview flow smoothly?

l. Did some parts of the questionnaire arouse suspicion?

m. Did other parts of the questionnaire seem repetitive or boring?

n. Were interviewers able to read the questions without difficulty?

o. Were respondents able to follow all instructions?

p. Was the questionnaire too long?

Pre-testing has a number of very important advantages.

a. Provides information on possible ethical problems overlooked previously.

b. Helps determine if the research questions or hypotheses are appropriate.

c. Helps determine if the levels of measurement are appropriate for the selected

variables.

d. Provides a check that the population is appropriately defined.

e. Provides information on the feasibility and the appropriateness of the sampling

method.

f. Helps determine sample size by allowing estimation of variance from the pre-test

sample.

g. Provides additional training for interviewers, instrument administrators,

experimenters, coders, and data editors.

h. Helps determine the length of the questionnaire.

VALIDITY AND RELIABILITY OF QUESTIONNAIRE

Validity

Validity concerns the degree to which a question measures what it was intended to

measure (and not something else). Generally, there are three main types of validity related

to the use of questionnaires: content, empirical, and concurrent validity.

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a. Content (or face) validity refers to whether a panel of judges or experts on the topic

agree that the statements do relate to what they are supposed to measure. If

agreement is obtained, then the instrument has content or face validity.

b. Empirical (or predictive) validity is usually tested using a correlation coefficient which

measures relationships between questionnaire responses and other related behavioural

characteristics or outcomes. For example, a researcher could test the validity of an

intelligence test by comparing scores on the test with the students’ grade point

average on a range of school subjects.

c. Concurrent validity consists of measuring the degree to which a variable correlates

with another measure, already validated, of the same variable.

RELIABILITY:

Reliability concerns the consistency of a measure. That is, the tendency to obtain the

same results if the measure was to be repeated by using the same subjects under the

same conditions.

There are two general approaches to establishing the reliability of a questionnaire. The

first is to ask the question again in a different part of the questionnaire in the same or

slightly altered form, but in such a way as to yield the same information. This is a

consistency check, but does not take into account variations in day-to-day variations. A

second, and better approach, called Test-Retest, is to re-administer a questionnaire to the

same group of individuals several days later and to compare the results that were

obtained. This second approach was used in a small study of 9-year olds in Sweden (Munck,

1991). A correlation coefficient that described the strength of the relationship between

responses at two times of administration was calculated.

The analysis of trial data should also focus on producing frequency distributions of

responses for each variable. Frequencies can be used to eliminate or modify questions that

produce unusual response distributions. Items in which the rate of non-response or of

‘don’t know’ responses exceeds 5 percent of the sample should be examined. Such high

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rates are usually indicative of ambiguities that are still inherent in items or inadequacies in

the response categories. If the variable that the problematic item is measuring is central

to the study, then further developmental work might be needed.

As changes are made, it is usually desirable to trial test the questionnaire again. It is not

unusual that at least three trial-test studies are required before the questionnaire is

adequate for its purpose.

CONCLUSION

A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from respondents. For a questionnaire

to yield the desired result, there are technicalities to be followed in its drafting. A good

questionnaire must also be subjected to test as this is a factor in its validity and

reliability. There are two main types of questionnaires: structured and unstructured.

However, a questionnaire can also be identified by its nature: either open ended or closed

ended, and mixed or pictorial questionnaire.

It is important to note that no survey can achieve success without a well-designed

questionnaire. In order to gather useful information, it is essential that careful

consideration is given to the design of questionnaire. A well designed questionnaire

requires thought and effort, and needs to be planned and developed in a number of stages.

After training the interviewers and questionnaire administrators, the next step in pre-

testing is to select a small pilot sample of respondents that covers the full range of

characteristics of the target population. Pre-testing ensure the validity and reliability of

any questionnaire. Validity concerns the degree to which a question measures what it was

intended to measure (and not something else); while reliability concerns the consistency of

a measure.

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REFERENCES

1. Federal Road Safety Commission (Establishment) Act, 2007

2. Federal Road Safety Corps Operations Manual (2009)

3. EN Esebonu (2013). The Patrolman – A Dynamic Perspective to Road Safety

Enforcement in Nigeria; Abuja, Delcon Press

4. Siniscalo, MT and Auriat, N (2005) ‘’ Questionnaire Design’’ Module 8, In Quantitative

research methods in educational planning by Kenneth N. Ross (Series Editor), UNESCO

International Institute for Educational Planning, 2005.

5. ‘’Questionnaire’’ by Saul Mcleod, 2014. http:/www.simplepsychology.org/-mcleon.html

6. ‘’Questionnaire as data collection instrument’’ by Godwin V. Ong’anya and Dr Harry O.

Ododa, February, 2009.

7. ‘’Questionnaire Design’’ in http//www.fao.org/docrep/w3241e/htm#

8. ‘’Research and Consultation Guidelines’’ by Corporate Research and Consultation Team.

Kirklees.gov.uk

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PROJECT REPORT WRITTING AND RESEARCH PROPOSAL

INTRODUCTION

At the centre of any discussion on project or project writing lies the concept of research.

This is to say that no good understanding of the concept of project will be possible

without a prior understanding of what the term research is. The need to begin, quite

logically, from the point of view of research; is therefore apparent. So, what do we mean

by the term research. The term research was first used in the year 1577. It was derived

from the Middle French word "recherche", which means "to go about seeking". The word

‘’recherche", itself was derived from the Old French term "recerchier" a compound word

from "re-" + "cerchier", or "sercher", meaning 'search'. Consequent upon the adoption of

this word in English Language, it has retained its meaning and has become the driver of

civilization. According to English scholars, Research comprises "creative work undertaken

on a systematic basis in order to increase the stock of knowledge, including knowledge of

humans, culture and society, and the use of this stock of knowledge to devise new

applications." It is used to establish or confirm facts, reaffirm the results of previous

work, solve new or existing problems, support theorems, or develop new theories. In the

words of Odediran {2001}, research is “a science of knowledge through investigation that

is concerned with systematic way of finding information on an issue, subject or object.”

Thus, Issa {2003} deducting from the wide range of opinions as contained in the

definitions above, concluded that the followings are considered as central to the idea of a

research:

A process which is systematic and organized rather than haphazard.

The existence and proper definition of a problem to be investigated.

Collection, analysis and interpretation of relevant data towards arriving at solutions

to problems.

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Generalising outcome of findings towards better handling of similar event (s) in the

future.

AIM

The aim of this lecture is to acquaint participants on technicalities involved in Research

proposal and project report writing for greater productivity.

OBJECTIVES

At the end of the lecture, the participants should have full understanding of the following:

The concept of proposal writing

Outline of Research Proposal

Outline of a project Report

Making inferences

Project Report referencing

Typing, Binding and presentation

THE CONCEPT OF RESEARCH PROPOSAL WRITING

A research proposal is a document that provides a detailed description of the intended

program. It is like an outline of the entire research process that gives a reader a summary

of the information discussed in a project. Research proposals are written in future tense

and have different points of emphasis. The goal of a research proposal is to present and

justify the need to study a research problem and to present the practical ways in which

this research should be conducted. Akinwumiju (2000) defines Research Proposal as “an

estimate of what an investigator intends to do, what others have done in the area and how

you intend to do your own”.

Once a research topic had been chosen, what the project supervisor demands of the

student researcher is the writing and presentation of a proposal. This represents a kind of

plan, which helps to reveal the intention as well as the understanding the student has

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about the chosen topic. It is a sort of insight into how well the student understands the

surrounding issues relating to the chosen topic. The Research Proposal is quite similar to

an architectural plan, which gives an insight into what the building will look like on

completion. It is in this plan that every conceivable detail about the house to be built is

underscored. It is in the same way that the research proposal seeks to highlight the

nature, essence and method of carrying out the investigation; a kind of action plan. Thus,

from the proposal, the researcher gets his focus sharpened; as he deploys his intellects to

conceiving the plan of his research from the scratch through to the end. That way, himself

and his supervisor have a tremendous gain from the proposal, serving as the foundation of

the building.

COMPONENTS OF A RESEARCH PROPOSAL

Although there is no one generally acceptable standard on what goes into a Research

Proposal. However, the following are considered as critical to any good proposal:

i. The Project Topic.

ii. Background to the Study.

iii. Statement of the Problem.

iv. Purpose/Objectives of the Study.

v. Significance of the Study.

vi. Scope/Limitation of the Study.

vii. Research Design/Method

viii. Population, Sample and Sampling Procedure.

ix. Data Analysis Procedure.

By the time a researcher had written on the above sub -headings, he would have formed a

convincing idea of what he intends doing and how he intends going about it. At this point in

time, he will be able to reconcile his project topic with his objectives; and the methodology

to be employed. The exercise would have helped him to understand the possible

contributions of his work to knowledge in the chosen area. It will also help to reveal

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certain shortcomings that may attend to the conduct of the investigation as being

proposal. This is because, the discourses under each of the subheadings above brings the

researcher closer to a better understanding, and of course, fuller grasp of the critical and

central issues involved in the research work. Hence, the desirability, on the one hand; and

the justification, on the other; of the project proposal in any given situation.

Consequent upon approval of your submitted project Research proposal, the next phase is

the project writing. This stage is explained below;

PROJECT REPORT WRITTING

A Project Research, is a detailed Discussion on a specific topic that is the result of in-

depth independent research. It has a clearly stated aim. It makes use of theory. It

includes analysis and evaluation, not only of ideas related to the topic, but of its own

research method and results. It develops an argument or point of view that is supported

by evidence and examples, and draws conclusions. The art of project writing is procedural

and sequential. For optimal result the processes must be adhered to. These steps are

discussed below;

THE PROCESSES INVOLVED IN A RESEARCH PROJECT

The processes involved in a typical research project have become scientific in nature. This

scientific nature of research projects has, in turn, brought about their empirical approach

to problem solving rather than speculations. Thus, there are well defined stages involved in

this scientific/empirical approach to research undertakings, which are quite similar to the

characteristics of a research project given above. These processes include:

a. Identification of a Researchable Problem

Although it is expected that the research project should emanate from real life

situations, it is equally important to note that not all real life situation problems are

researchable. There must be a balance between these two.

b. Clear and Concise Statement of the Research Problem

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This is quite important in view of the fact that it is just one thing to be able to

identify the researchable problem. It is yet another, quite different thing to be able

to put same down very precisely, concisely and clearly. The problem would seize to be

researchable until and unless one has been able to state it so well and good as to be

precise, concise and clear.

c. Formulating Necessary Research Questions and/or Appropriate Research

Hypotheses

Note that there is a difference between Research Question and Research

Hypotheses. A research hypothesis is a definite statement whose supposed truth or

practicability is testable through the scientific method. It is a form of statement,

which declares one’s prediction on the subject matter intended to help clarify certain

ambiguities/doubts. On the other hand, a research question is an intelligent question

posed by the researcher, consequent upon the clear statement of the problem. The

research questions are set in such a way that once answers have been provided to

them, the research problems in question become resolved. Thus, the research

question forms the basis upon which the questions on the research questionnaire,

otherwise known as “questionnaire items” are formed.

d. Collecting Required Data for the Research

Due to the empirical nature of the scientific method of research, data are to be

collected on the subject of investigation. Instruments such as questionnaire,

personal/direct observation, interviews and documentary sources are often used for

the purpose of data gathering. The instruments are so designed that they seek

specific information from respondents, which would help in providing needed answers

to the research questions and/or providing relevant data for testing the hypotheses.

By the term “respondents”, we refer to the group of research subjects {people}

from whom the researcher intends to collect relevant data for the purpose of his

research project.

e. Presenting for Analysis and Discussing the Data Collected

147

Since the researcher will basically be collecting raw data from the field of study, it

is expected that such data are presented first, and then subjected to discussions

and interpretations. There are so many methods of doing this; depending on such

things as:

The type of research in question.

The type of instruments for its data-gathering; and

The types of data collected in the end.

Regardless of all these, however, it is important to note that tabular presentation of

data as well as diagrammatic representation in the forms of charts, histograms and

frequency tables are common. For hypotheses testing, the various but relevant

statistical methods are employed and are so presented for necessary discussions and

interpretations.

f. Drawing Inferences, Conclusions and Recommendations from the Analysis

This is where the so much talked about contribution(s) to knowledge is made manifest

and clearly stated. That is, what the inferences, conclusions and recommendations

set out to do; and it is on this basis that generalizations, principles and theories

would be derived. Stakeholders are hereby assigned responsibilities with a view to

ensuring that the present conditions are improved upon.

g. Summary of the outline of a research project for the topic ‘’ The Impact of

Leadership in Organizational Performance; A Case Study of FRSC FCT-Sector

Command’’ is given below.

Serial

Title Content of Chapter Time line

Chapter 1 Introduction - Background to the Study

- Statement of the Problem

- Objectives of the Study.

- Research Questions

- Significance of the Study

2 Weeks

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- Scope and Limitation of the Study

-Operational Definition of Terms

- Plan of the Study

Chapter 2 Literature Review and

Theoretical framework

Introduction

Concept of Leadership

Leadership and Organizational

Performance

Types of Leadership in FRSC

Level of Employee Commitment to work in

FRSC

History and Organizational Structure of

FRSC-FCT, Abuja Sector Command.

Theoretical Framework

3 Weeks

Chapter 3 Research

Methodology-

Questionnaire design,

administration and

collection

Research Design

Population and Location of the Study.

Sample and Sampling Techniques.

Method of data collection

Method Data Analysis

3 Weeks

Chapter 4 Data Presentation and

Analysis

Questionnaire Administration

Presentation and Analysis

Discussion of Results

2 Weeks

Chapter 5 Conclusion and

Recommendations

Summary

Conclusion

Recommendation.

2Weeks

SOURCING FOR LITERATURE

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The term sources refer to print, electronic or visual materials necessary for your

research. Sourcing for literature is a very important aspect of researching. The depth of

every research is determined by the depth existing literature explored and the quality of

data gathered and analyzed. Sourcing for literature during project writing is dependent

upon the type of data/ Literature that is required . The Sources of literature are

classified into primary, secondary and tertiary. The classifications are briefly explained

below:

Primary Sources: This are original materials on which other research is based. They are

sources of information that have not yet been filtered through analysis, examination or

interpretation. They are usually the first formal appearance of results in physical, print or

electronic format. They present original thinking, report a discovery, or share new

information. Examples of primary sources are; Literary creation: novels, short stories,

poems, etc, Artifacts (e.g. coins, plant specimens, fossils, furniture, tools, clothing, all

from the time under study); Audio recordings (e.g. radio programs), Diaries and

Internet. Others are; research report, Interviews Journal articles published in peer-

reviewed publications, Letters, Newspaper articles, Photographs. Etc.

Secondary Sources: A secondary source is not an original source. They are accounts of

events which were created well after the event occurred. Secondary sources are based on

primary sources — they are usually studies which analyze, evaluate, interpret, or criticize

primary sources. By assessing, repackaging and distributing information, secondary sources

make the information more accessible. Scholars consult secondary sources to determine

what others have already reported about a particular research topic. In one's own

research, secondary sources are often compared with one another, for example, to show

how many others agreed (or disagreed) on a particular point, such as your own line of

thinking from your work with primary sources. Examples include: Bibliographies,

Commentaries, criticisms; Dictionaries, Encyclopedias, Histories, Magazine and newspaper

articles, Textbooks and Internet.

150

Tertiary sources: These are sources that compile or digest other sources. Some

reference materials and textbooks are considered tertiary sources when their chief

purpose is to list, summarize or simply repackage ideas or other information. Tertiary

sources include dictionaries and encyclopedias, Wikipedia and similar user-contributed

online 'encyclopedias' and reference material, as well as various digests (including the

Reader's Digest and similar) and schoolbooks. Generally, tertiary sources are not

considered to be acceptable material on which to base academic research. However, this

depends on the topic being covered and the reason the source is used.

REFERENCING

In any research paper, you will have used information from other sources, and it is

essential to use in text citations to accredit other researchers. Most of your introduction,

and much of your discussion, involve building upon the research of others, placing your

research project in the context of previous findings in the field.

It is perfectly acceptable to quote the work of others and, in fact, it is essential that you

do so. Occasionally, you will use direct quotes from another source, but most of the time

you will be paraphrasing the work. You will need to create a bibliography or reference list

of all of the sources that you use, but you will also need to indicate within the text where

your information came from. Referencing is an essential part of writing any research

paper. Explained in the succeeding paragraphs are some basic rule of the American

Psychological Association (APA) referencing style which is most the adopted style of

referencing worldwide and Nigeria inclusive in research report writing:

THE NEW APA STYLE OF REFERENCING

The works cited in the body of the text usually come from a variety of information

formats, such as books, journals, magazines, newspapers and in recent time, the Internet.

151

For each of these formats, there are set guidelines to be followed. The essential elements

of this new style can be broadly categorized into four (4) namely: -

The Author Component- Name of Author. No title is allowed. Eg Rev, Alh, Mr,

Mrs, Prof, Dr. etc

The Date Component- This comes immediately after the author’s name.

The Title Component- The fullest form of the title of the work being referenced is

hereby given; providing both the main and sub titles, wherever applicable.

The Imprint Component- Refers to bibliographic information such as the place and

year of publication as well as the name of the publisher and page where the cited

statement is can be found.

American Psychological Association (APA) referencing style Rules:

In-text Citation to References

When citing a reference from your reference list, please use the following conventions.

Put in parentheses the author(s) last names, the year, and optionally the page number(s)

separated by commas.

For one author- Use the author's last name and year separated by a comma.

For example: (Walters, 1994) or (Austin, 1996).

For two to five authors,- Use their last names separated by commas and with an

ampersand "&" before the very last name in the list, then the year separated by a

comma.

For example: (Li & Crane, 1993) (Charniak, Riesbeck, McDermott & Meehan, 1994).

For more than five authors- Use the first author's last name and "et al." For

example: (Walters, et al., 1992).

YOUR LIST OF REFERENCES

Create a list of references, one for each item cited in the paper, in a section called

"References". This section goes at the end of your project work/paper. The references

152

are to be alphabetized by the first author's last name, or (if no author is listed) the

organization or title. If you cite more than one paper by the same first author, sort them

by year of publication, earliest year first. Do not use footnotes for citations.

Note: Single-space the entries in your list of references. Start at the left margin for the

first line of each bibliography entry. Each additional line of each entry should be indented

a reasonable amount. Separate the entries with a blank line. Do not number the

references. Doing so means you have to renumber all the references whenever you insert a

new reference.

SAMPLES OF COMPLETE REFERENCES

All of the examples given above may be summarized by citing a few references in the form

that will aid your understanding Here are some examples that would be cited:

Printed Book

Crosley, L.M. (1988). The architects' guide to computer-aided-design. Toronto: John

Wiley & Sons.

Magazine Article

Essinger, J. (1991, May 28). Just another tool of your trade. Accountancy 108, pp. 91-

125

Journal Article

Armstrong, P. and Keevil, S. (1991). Magnetic resonance imaging-2: Clinical uses. British

Medical Journal 303(2), 105-109.

Interview

Computer, Christopher C. (1996, January 10) Professor, Computer Science Department,

University of California - Davis, 3:00 pm, Davis, California.

World Wide Web Address

Austin, A. (1996) Annotated List of World Wide Web Technical Writing and Computer-

Aided Composition Resources [Online]. Available: -

http://wwwcsif.cs.ucdavis.edu/~austina/cai.html.

153

TYPING,BINDING AND PRESENTATION

Typing of project report

The approved recommended features are :

Recommended Font Type: New Romans Times.

Recommended Font Type: Between 12 to 14.

Spacing: Double spacing (Microsoft word).

Report binding: is the final and delicate stage of the art of report writing and

preparation. As simple as it looks, it can spoil all the efforts that have been put forth on

the project report, if handled carelessly. The final hard COVER bound project report

should look professional and neat, since this is the first point of contact with the reader.

An aesthetically pleasing cover page of a report can surely persuade the reader to go

deeper into the contents of the report. This could only be achieved if the student hands

the job to a competent printer that would produce a quality and professional finish. 4 hard

and Soft copies are usually submitted to the Institution while 2 hard and soft copies are

forwarded to the TSC Department RSHQ.

PRESENTATION

Project presentation otherwise known as defense is a very important aspect of project

report writing. This is the make or mar stage where the researcher appear before a panel

to make a brief presentation of the whole project research. The usual allotted time is

between 10 to 20 minutes. Comportment, good dress sense and coordination is highly

needed to enable the researcher convince the panelist or supervisors and answer questions

from them. A good outing will guarantee a good score while a bad outing will also guarantee

a bad score.

CONCLUSION

154

Research is an indispensable avenue for finding solutions to Nigeria’s social, economic and

technology related problems; and our institutions of higher learning in general and the

universities in particular have an important role to play in this process. However, at

present both the quantity and quality of research output from these institutions are

generally too low to make the desired impact on national development. This is also

affecting students approaches to research as most student just do what is called ‘’ Copy

and Paste’’. The just to the Library and lift an already conducted research just change

either case or name and submit. This is evident in the FRSC Library, as most staff given

official approval for further studies dub each others project re-submit. This will add no

value to the Corps. Therefore, there is need for all members of the Corp to research more

serious as this, will bring the needed change we desire with time.

155

REFERENCE

1. Primary, Secondary, and Tertiary Sources: ENGA14 Finnish Institutions Research

Paper (Hopkins);http://www15.uta.fi/FAST/FIN/RESEARCH/sources.html

2. Comparative Literature: Primary, secondary & tertiary sources:

http://guides.library.yale.edu/c.php?g=295913&p=1975839

3. American Psychological Association (APA) (2001). Publication Manual of the

American Psychological Association, (Fifth Edition).Washington, D.C.: American

Psychological Association.

4. Li, X. and Crane, N.B. (1993). Electronic style: A guide to citing electronic

information. Westport, CT: Mecklermedia.

5. Abdulwahab Olanrewaju Issa: Practical Guides To project Writing For Students In

Polytechnics, Colleges And Universities.

6. Adetoro, S.A. (1986) Research Techniques for Projects Proposals

7. reports, Theses and Dissertations. Zaria: Gaskiya Corpration Limited. P.24.

8. Aina, L.O. (2002) Research in Information Sciences: An African

9. Perspective. Ibadan: Stirling-Horden. Pp. 1-31.

10. Best. J.W. and J.V. Kahn (1998) Research in education. Boston: Allyn and Bacon. P.

380.

11. How to Write a Research Proposal.

12. http://www.birmingham.ac.uk/schools/law/courses/research/research-

proposal.aspx

156

STATISTICAL APPLICATION IN FRSC OPERATION MEASURES OF RELATIONSHIP

INTRODUCTION

In the study of the measures of the central tendency and the measures of variability, it is

observed that a single variable in the form of a frequency distribution is involved. There

are however, occasions in which one would like to relate pairs of measurements taken on

two variables involving each member of a group. The two sets of data to be related are

called bivariate data. The degree of correlation between bivariate data is called the

coefficient of correlation (usually represented by letter r).

A correlation coefficient is a coefficient that illustrates a quantitative measure of some

type of correlation and dependence, meaning statistical relationships between two or

more random variables or observed data values.

AIM

The aim of this lecture is to expose participants to measures of statistical application in

FRSC

OBJECTIVES

At the end of this lecture, participants should be able to;

List and explain at least four types of coefficient of correlation

Interpret correlation coefficient

Define and apply Regression analysis

Define probability and its application

Explain at least three Importance of statistics

Discuss the role of statistics in FRSC

157

TYPES OF CORRELATION COEFFICIENTS INCLUDE:

1. Pearson product-moment correlation coefficient, also known as r, R, or Pearson's r, a

measure of the strength and direction of the linear relationship between two variables

that is defined as the (sample) covariance of the variables divided by the product of

their (sample) standard deviations.

2. Intraclass correlation, a descriptive statistic that can be used when quantitative

measurements are made on units that are organized into groups; describes how

strongly units in the same group resemble each other.

3. Rank correlation, the study of relationships between rankings of different variables or

different rankings of the same variable

Spearman's rank correlation coefficient, a measure of how well the relationship

between two variables can be described by a monotonic function

Kendall tau rank correlation coefficient, a measure of the portion of ranks that

match between two data sets.

Goodman and Kruskal's gamma, a measure of the strength of association of the

cross tabulated data when both variables are measured at the ordinal level.

CORRELATION COEFFICIENT r

The quantity r, called the linear correlation coefficient, measures the strength and the

direction of a linear relationship between two variables. The linear correlation coefficient

is sometimes referred to as the Pearson product moment correlation coefficient in honor

of its developer Karl Pearson.

The mathematical formula for computing r is:

r =∑ (X- )(Y- )/ √ [∑ (X- )2(Y- )2]

Example

158

The following are paired road traffic counts from two marshals X and Y on the same road

for 10 hours of a day.

X: 4 4 6 7 7 9 16 17 21 25

Y: 8 16 8 8 16 20 12 15 25 20

Compute the correlation between X and Y.

X Y X- Y- (X- )2 (Y- )2 (X- )(Y- )

4 8 -7.6 -6.8 57.76 46.24 51.68

4 16 -7.6 1.2 57.76 1.44 9.12

6 8 -5.6 -6.8 31.36 46.24 38.08

7 8 -4.6 -6.8 21.16 46.24 31.28

7 16 -4.6 1.2 21.16 1.44 -5.52

9 20 -2.6 5.2 6.76 27.04 -13.52

16 12 4.4 -2.8 19.36 7.84 -12.32

17 15 5.4 0.2 29.16 0.04 1.08

21 25 9.4 10.2 88.36 104.04 95.88

25 20 13.4 5.2 179.56 27.04 69.68

SUM 116 148 512.4 307.6 265.44

MEAN 11.6= 14.8=

r

putting the calculated values in the equation

r = 265/√ (512.4)(307.6) =265/√157614.24 =265/397.01 = 0.67 (2 dp)

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This is a high correlation value, therefore the marshals deserve commendation for a

good job.

INTERPRETATION OF CORRELATION COEFFICIENT

The magnitude of correlation coefficient rxy is such that the higher the coefficient the

closer the relationship is. When it is 1.00, it is perfect correlation. When it is zero, then

there is no correlation; between 1 and zero (0), the correlation fluctuates. The following

interpretations are therefore applicable:

0.2 – Very low correlation

0.2 – 0.4 – Low correlation

0.4 – 0.5 – Average

0.6 – 0.8 – High correlation

Above 0.8 – Exceptionally high approximating to perfect correlation

This interpretation can only serve as a guide for describing correlation coefficients when

large samples are involved. If on the other hand the number of cases is low, the above

guideline may not apply. As a general principle therefore, a correlation is always relative to

the situation under which it is obtained hence its size does not represent any absolute

rational fact.

REGRESSION ANALYSIS

In statistics, regression analysis is a statistical process for estimating the relationships

among variables. It includes many techniques for modeling and analyzing several variables,

when the focus is on the relationship between a dependent variable and one or more

independent variables (or 'predictors'). More specifically, regression analysis helps one

understand how the typical value of the dependent variable (or 'criterion variable')

changes when any one of the independent variables is varied, while the other independent

variables are held fixed.

160

Regression analysis is widely used for prediction and forecasting, where its use has

substantial overlap with the field of machine learning. Regression analysis is also used to

understand which among the independent variables are related to the dependent variable,

and to explore the forms of these relationships. In restricted circumstances, regression

analysis can be used to infer causal relationships between the independent and dependent

variables. However this can lead to illusions or false relationships, so caution is advisable

for example, correlation does not imply causation. Regression analysis is widely used for

prediction and forecasting, where its use has substantial overlap with the field of machine

learning. Regression analysis is also used to understand which among the independent

variables are related to the dependent variable, and to explore the forms of these

relationships.

y y

x

x

Positive regression Negative regression

EXAMPLE

Last year, five randomly selected students took a math aptitude test before they began

their statistics course. Below is the record of their performance.

STUDENT MATH (x1) STATISTICS(y1)

1 95 85

2 85 95

3 80 70

4 70 65

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5 60 70

Find the linear regression equation that best predicts performance based on math

aptitude scores.

If a student made an 80 in the aptitude test, what grade would we expect from such in

statistics?

How well does the regression equation fit the data?

STUDENT X1 y1 (x1- ) (y1- ) (x1- )2 (y1- )

2 (x1- )(y1- )

1 95 85 17 8 289 64 136

2 85 95 7 18 49 324 126

3 80 70 2 -7 4 49 -14

4 70 65 -8 -12 64 144 96

5 60 70 -18 -7 324 49 126

SUM 390 385 730 630 470

MEAN 78 = 77 =

In the table above, the x1 column shows scores in the aptitude test. Similarly, y1 column

shows statistics grades. The last two rows show sums and mean of the scores that will be

used to model the regression equation.

The regression equation is a linear equation of the form ŷ =b0 +b1x

To conduct a regression analysis, we need to solve for b0 and b1

Where b1 =

= 470/730 =0.644

b0 = – b1( ) =77- (0.644)(78) = 77- 50.232 = 26.768S

Therefore, the regression equation is ŷ = 26.768 + 0.644x

How to use the Regression Equation

162

Once the regression is obtained, its use is easy. Choose a value for the independent

variable (x), perform the computation and you have an estimated value ( ) for the

dependent variable.

In our example, the dependent variable is the student’s score on the aptitude test. The

dependent variable is the student’s statistics grade. If a student made an 80 in the

aptitude test, the estimated statistics grade would be = 26.768 + 0.644(80) = 26.768

+51.52 = 78.288.

WARNING

When you use a regression equation, do not use values for the independent variable that

are outside the range of values used to create the equation. This is called extrapolation,

and it can produce unreasonable estimates.

In this example, the aptitude test scores used to create the regression equation ranged

from 60 to 95. Therefore, only values inside the range should be used to estimate

statistics grades. Using values outside that range (less than 60 or greater than 95) will be

problematic.

PROBABILITY

Probability is the measure of the likeliness that an event will occur. Probability is

quantified as a number between 0 and 1 (where 0 indicates impossibility and 1 indicates

certainty). The higher the probability of an event, the more certain we are that the event

will occur. A simple example is the toss of a fair (unbiased) coin. Since the two outcomes

are equally probable, the probability of "heads" equals the probability of "tails", so the

probability is 1/2 (or 50%) chance of either "heads" or "tails".

In order to measure probabilities, mathematicians have devised the following formula for

finding the probability of an event.

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The probability of event A is the number of ways event A can occur divided by the

total number of possible outcomes.

P(A) = The Number Of Ways Event A Can Occur

The total number Of Possible Outcomes

Experimental Probability: this includes, tossing a coin, throwing die or dice, picking cards

from a pack. The coin, die or pile of cards are all chance instruments.

Experiment 1: A spinner has 4 equal sectors colored yellow, blue, green and red. After

spinning the spinner, what is the probability of landing on each color?

Outcomes: The possible outcomes of this experiment are yellow, blue, green,

and red.

Probabilities: P(yellow) =

# of ways to land on yellow =

1

total # of colors 4

P(blue) = # of ways to land on blue

= 1

total # of colors 4

P(green) = # of ways to land on green

= 1

total # of colors 4

P(red) = # of ways to land on red

= 1

total # of colors 4

164

165

Experiment 2: A single 6-sided die is rolled. What is the

probability of each outcome? What is the

probability of rolling an even number or

rolling an odd number?

Top of Form

Bottom of Form

Outcomes: The possible outcomes of this experiment

are 1, 2, 3, 4, 5 and 6.

Probabilities: P(1) =

# of ways to roll a 1 =

1

total # of sides 6

P(2) = # of ways to roll a 2

= 1

total # of sides 6

P(3) = # of ways to roll a 3

= 1

total # of sides 6

P(4) = # of ways to roll a 4

= 1

total # of sides 6

P(5) = # of ways to roll a 5

= 1

total # of sides 6

P(even) = # ways to roll an even number

= 3

= 1

total # of sides 6 2

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P(odd) = # ways to roll an odd number

= 3

= 1

total # of sides 6 2

Experiment 2 illustrates the difference between an outcome and an event. A

single outcome of this experiment is rolling a 1, or rolling a 2, or rolling a 3, etc.

Rolling an even number (2, 4 or 6) is an event, and rolling an odd number (1, 3 or

5) is also an event.

In Experiment 1 the probability of each outcome is always the same.

The probability of landing on each color of the spinner is always one

fourth. In Experiment 2, the probability of rolling each number on

the die is always one sixth. In both of these experiments, the

outcomes are equally likely to occur. Let's look at an experiment in

which the outcomes are not equally likely.

Experiment

3:

A glass jar contains 6 red, 5 green, 8 blue and 3

yellow marbles. If a single marble is chosen at

random from the jar, what is the probability of

choosing a red marble? a green marble? a blue

marble? a yellow marble?

Outcomes: The possible outcomes of this experiment are

red, green, blue and yellow.

Probabilities: P(red) =

# of ways to choose red =

6 =

3

total # of marbles 22 11

P(green) = # of ways to choose green

= 5

total # of marbles 22

167

P(blue) = # of ways to choose blue

= 8

= 4

total # of marbles 22 11

P(yellow) = # of ways to choose yellow

= 3

total # of marbles 22

The outcomes in this experiment are not equally likely to occur. You are more

likely to choose a blue marble than any other color. You are least likely to choose

a yellow marble.

Experiment 4: Choose a number at random from 1 to 5. What is the

probability of each outcome? What is the probability that

the number chosen is even? What is the probability that the

number chosen is odd?

Outcomes: The possible outcomes of this experiment are 1, 2, 3, 4 and 5.

Probabilities: P(1) =

# of ways to choose a 1 =

1

total # of numbers 5

P(2) = # of ways to choose a 2

= 1

total # of numbers 5

P(3) = # of ways to choose a 3

= 1

total # of numbers 5

P(4) = # of ways to choose a 4

= 1

total # of numbers 5

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P(5) = # of ways to choose a 5

= 1

total # of numbers 5

P(even) = # of ways to choose an even number

= 2

total # of numbers 5

P(odd) = # of ways to choose an odd number

= 3

total # of numbers 5

The outcomes 1, 2, 3, 4 and 5 are equally likely to occur as a result of this

experiment. However, the events even and odd are not equally likely to occur,

since there are 3 odd numbers and only 2 even numbers from 1 to 5.

Summary: The probability of an event is the measure of the chance that the

event will occur as a result of an experiment. The probability of

an event A is the number of ways event A can occur divided by

the total number of possible outcomes. The probability of an

event A, symbolized by P(A), is a number between 0 and 1,

inclusive, that measures the likelihood of an event in the following

way:

If P(A) > P(B) then event A is more likely to occur than event B.

If P(A) = P(B) then events A and B are equally likely to occur.

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Example

The above table shows the distribution of sources of energy for household cooking in a

sample of 600 hundred houses in a town. If a house is selected at random what is the

probability that the house uses

Wood

Kerosene or gas

Solution

Total number of sources = 150+72+48+200+130 = 600

P(wood) = 130/600 = 13/60 =0.217

P(wood or gas) = 272/600 = 0.45

EXERCISES

In a command with 48 marshals it was discovered that 30 were women. What is the

probability that a marshal selected at random to be the RSM is a man?

A commercial bus, loaded with passengers, 8 men, 9 women, 3 girls and 4 boys, was involved

in a fatal crash. One passenger died. What is the probability that the dead passenger is

A boy

A girl

A man

Coal 150

Gas 72

Electricity 48

Kerosine 200

Wood 130

170

A woman

A man or a woman?

The table below shows the type of cars that passed a particular command.

Types of cars Peugeot Toyota Mercedes

Number of cars 30 54 16

Find the probability that the next car is

A Peugeot

A Datsun

A Mercedes or a Datsun

THEORETICAL PROBABILITY

The empirical or experimental approach in the determination of the probability has been

further clarified with the introduction of theoretical concept. The terms equally likely and

fairness of a coin or a die become useful. A coin or a die is said to be biased if any portion

of the coin or die is heavier than some other portion of the same coin or die.

If a coin is tossed, there are only two outcomes, Head or Tail and each of the outcomes is

equally likely. Therefore P (H) = P (T) =

. Further, theoretically, the probability that an

event occurs plus the probability that it does not occur is equal to 1 or unity. That is P (A)

+ P (not A) = 1

EXAMPLE

Two unbiased coins are tossed once. What is the possibility of obtaining (a) all heads (b) all

tails (c) 1 head and 1 tail?

The following are the possible outcomes: HH, HT, TH and TT

There are 4 possible outcomes

P (all heads) =

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P (all tails) =

P (1 head and 1 tail) =

=

Try this

Three coins were tossed once. What is the probability of getting (a) 3 heads (b) 2 heads

and a tail (c) no heads?

IMPORTANCE OF STATISTICS

DEFINITION OF STATISTICS

1. Statistics can be defined as the collection, presentation and interpretation of

numerical data.- Croxton and Crowed.

2. Statistics are numerical statement of facts in any department of enquiry placed

interrelation to each other.- Bouly.

3. Statistics are measurement, enumerations or estimates of natural or social

phenomena systematically arrangeD to exhibit their inner relation.- Conner.

4. By Statistics we mean quantitative data affected to a marked extend by a

multiplicity of causes. – Youle and Kendal.

5. The science of Statistics is essentially a branch of applied mathematics and can be

regarded as a mathematics applied to observation data.- R.A fisher.

SCOPE AND IMPORTANCE OF STATISTICS:

Statistics and planning: Statistics is indispensable in planning in the modern age which is

termed as “the age of planning”. Almost all over the world the govt. are restoring to

planning for economic development.

Statistics and economics: Statistical data and techniques of statistical analysis are

immensely useful in solving economical problem. Such as wages, price, time series analysis,

demand analysis.

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Statistics and business: Statistics is an irresponsible tool of production control. Business

executive are relying more and more on statistical techniques for studying the much and

desire of the valued customers.

Statistics and industry: In industry statistics is widely used for quality control. In

production engineering it is used to find out whether the product is confirming to the

specifications or not. Statistical tools, such as inspection plan, control chart etc.

If one cannot distinguish well from faulty reasoning, then one is vulnerable to manipulation

and to decisions that are not in his best interest. Statistics provides tools that one needs

in order to react intelligently to information one hears or reads. In this sense, statistics is

one of the most important things that one should study. Statistics are often presented in

an effort to add credibility to an argument or advice. It will make you an intelligent

contributor.

Using statistics, one can plan the production according to what the customer likes and

wants, and one can check the quality of the products far more efficiently with statistical

methods.

A nation’s government runs on statistics. They use statistical data to make their decisions

regarding many number of things. Most federal and provincial budgets are designed upon

statistical data because it’s the most accurate data available when estimating expected

expenditures and revenue.

Another great example of statistics in the government is figuring out whether or not to

raise the minimum wage due to a rise in the cost of living. Statistical data gives the

government the best idea regarding whether or not the cost of living will continue to rise.

THE ROLE OF STATISTICS IN FRSC

The CORPS is the lead agency in Nigeria for road traffic management and safety

administration. In pursuit of its mandate the Corps carries out a host of activities

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including, PE, Patrol, rescue services, production of vehicle number plates, national drivers

license, DSSP, RTSS and others. The Corps generates data from these and activities such

as RTC as well as road traffic counts and subjects these data to rigorous analysis for

intelligence and decision making.

The analysis of the statistics available to the Corps has made it an evidenced based

organization with a tremendous international support and willing collaboration with local

and international agencies and government.

The very many policies formulated by FRSC management are informed by the analysis of

data from the various departments and Corps Offices. Operational interventions such as

EAGLE EYE, OPERATION ZERO and recently OPERATION SCORPION, are all derivatives

of decision based on analyzed data. The establishments of more unit commands,

establishment of more DLC work stations, the recruitment of more officers and marshals

recently into the Corps are all informed by statistics available to it.

The collation of past and current statistics informed the decision of the FRSC

management to bench mark some observed holidays and national celebrations such as NEW

YEAR, VALENTINE DAY, EASTER HOLIDAY, EID-EL- FITRI, EID- EL- KABIR,

DEMOCRACY DAY, INDEPENDENCE DAY and CHRISTMAS. The Corps prepare

extensively for these marked occasions to forestall and checkmate the mindless crashes

often recorded during these celebrations.

CONCLUSION

Having known the importance of statistics to the CORPS, it is expected that the data

officers at every level of command will bring on board the best practices in data collection

and report rendition. The following fair guide should be followed:

Document all data as they occur, update records punctually and regularly

Use only approved and updated templates in gathering and rending reports

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Ensure accuracy, eliminate internal contradictions

Submit reports promptly, timeliness should be religiously followed

Primary processing of reports is essential

Reports from other agencies like the Police should be considered side by side with

the Corps’ to eliminate replication

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REFERENCES

1. ANIKWEZE, C.M., (2010). Measurement and Evaluation for Teacher Education 2nd

Edition, SNAAP Press Ltd, Enugu.

2. Mathematics Association of Nigeria. (2012). MAN MATHEMATICS for Senior

Secondary Schools 2. University Press PLC Ibadan.

3. FMW, (2011). Digest of Statistics. Federal Ministry of Works Publication, 2011

Edition

4. FRSC, (2010). ROAD MIRROR. Federal Road Safety Corps Research Monograph No.

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BUDGETING AND PLANNING

INTRODUCTION

Basically, budgeting is making sure that you are spending less than you are bringing in and

planning for both the short and long term. It is a proactive approach, rather than a

reactive approach to managing money.

It is an important component of financial success. Budgeting makes it easier for people

with incomes and expenses of all sizes to make conscious decisions about how they would

prefer to allocate their money. For many people, having a solid budget in place, knowing

how much money they have, and knowing exactly where the money is going, makes it easier

for them to sleep peacefully at night. Budget provides a concrete, organized and easily

understood breakdown of how much money you have coming in and how much you are

spending. It is an invaluable tool to help you prioritize your spending and manage your

money-no matter how much or how little you have.

Planning is a basic management function involving formulation of one or more detailed plans

to achieve optimum balance of needs or demands with the available resources.

The planning process identifies the goals or objectives to be achieved, formulates

strategies to achieve them, arranges or creates the means required and implements,

directs and monitors all steps in their proper sequence.

AIM

The aim of this topic is to introduce course participants to budgeting and planning, concept

of budgeting, types of budgets, preparation of organizational budget, implementation,

challenges, way forward and budget preparation in FRSC

OBJECTIVES

At the end of studying the course material, among other objectives, participants should be

able to:

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a. define a budget

b. What is budgeting?

c. Discuss budgeting

d. explain budget committee

e. describe what capital budget is

f. discuss the term personnel budget

g. differentiate between surplus, deficit and balanced budget

h. describe and prepare a cash budget

i. describe a sales budget

j. describe and prepare a production budget

k. explain a capital budget

l. explain the meaning of a balanced budget

m. discuss a balanced budget amendment

n. discuss problems associated with balanced budget rule

o. State the stages involved in the budgeting process

p. discuss the role of budget personnel in budgeting

In simple terms, a budget is an itemized summary of likely income and expenses for a

given period. It is a quantitative expression of a plan for a defined period of time. It may

include planned sales volumes and revenue, resource quantities, costs and expenses, assets,

liabilities and cash flows. It expresses strategic plans of business units, organizations,

activities, or events in measurable terms. Strictly speaking, a budget is a financial

document used to project future income and expenses.

BUDGET COMMITTEE

A budget committee is a group of people that create and maintains fiscal responsibility for

an entity or organization. A budget committee typically reviews and approves departmental

budgets that are submitted by the various departmental heads.

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Capital budget: includes planned outlays for long-lived assets that are expected to

generate income or support business operations over a number of years. These usually

exceed cost minimums as dictated by accounting and/or tax rules, and include, but are not

limited to: land, building, machinery, office equipment, furniture and fixtures, vehicles,

investments in other companies and so on

Personnel cost budget: depicts the total basic salaries and allowances of the various

categories of staff in each ministry or department. The procedure for the preparation of

personnel cost budget involves the following.

Identification of the various positions in each ministry from level 17 to grade level

01.

Identification of the number of staff on each position which may include newly

promoted staff, new recruitments and the existing staff.

Identification of the grade level of each position.

Identification of the basic salary and the annual incremental rate.

Balanced budget is when there is neither a budget deficit nor a budget

Surplus: This is when revenues equal expenditure. This is particularly associated with

government account. More generally, it refers to when there is no deficit, but possibly a

surplus.

Planningis the process of determining where an organization is going. In other words, what

it wants to be in the future and how it intends to get there. It involves looking carefully at

the organization and the environment it must work in, setting worthwhile but realistic

goals and putting together a co-ordinate plan of action for reaching those goals.

CONCEPT OF BUDGETING

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According to Prof. Dimock, A budget is a balanced estimate of expenditures and receipt

over a given period of time. In the hands of administration, the budget is a record of past

performance, a method of current control and a projection of future plans.

Functions of Budget

a. Forecasting: Allows you to make projection based on previous data, projects and

programmes.

b. Planning: The estimated data generated by forecasting are used to make plans for the

project or programmes required.

c. Communication: Budgeting in an organization acts as a communication tool for

gathering and disseminating information from inputs collated and government fiscal

policy.

d. Motivation: Organization and staff matters are taken into consideration in the

preparation of budget.

e. Evaluation: The budget represents that target performance which will be compared

with actual performance, which will lead to corrective action to be taken.

f. Control/Co-ordination: This simply means ensuring that the different parts of the

organization work in congruence. This will expose weakness so that plans can be made

to cover up.

g. Authorization: Budgeting helps to minimize misappropriation and embezzlement that

would characterize an organization of government if a system of authorization does

not exist. Authority to income allows for accountability of spending.

BUDGETING TECHNIQUES IN FISCAL INSTITUTIONS IN NIGERIA

In our world today, almost all business activities require the use of budget, both in the

formulation and implementation of its financial decisions, so as to aid productivity and

growth in the economy. In government, the need for a budget plan cannot be under-

estimated, because a planned budget will aid government decisions and allocation of

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resources to the various sectors of the economy. The fiscal institutions in Nigeria are the

federal, state and local government. The economic rationale for fiscal policy in Nigeria is

one thing and the existing rationale is another. These institutions, like other aspects of

political and social organizations are product of multiplicity of historical forces, not

necessarily well to perform the formative functions such as the allocation, distribution,

stabilization and coordination functions of government. Nigeria practices a capitalist

economic system. The economic system can be viewed as either public or private, both

involves a mix of both sectors. For the purpose of this study the focus is going to be on

the Federal government of Nigeria. The term budget refers to a plan quantified in the

monetary terms, prepared and approved by the appropriate authorities prior to a defined

period of time. Usually showing planned income to be generated and or expenditures to be

incurred to be employed to attain a given objective. The crucial issues confronting the

government is how to adequately control budgetary expenditure in order to have a

sustained balance or surplus budget that will enhance economic development. Sanusi (2011)

noted that there is the wrong perception of the role of the private sector which ought to

be in the engine of growth as ‘’unpatriotic outsiders” rather than what they are partners

with government in the task of development. While Shonekan (2009) sees lack of fiscal

discipline as a bane for monetary gap. Akinyele (2008) comments on the faulty

implementation of the budget, adding that Nigerians have never been short of ideas work.

Brume (2010) listed corruptive system inefficiency arising from underutilization of trained

manpower, long-term absence of democratic structure in governance as culprits.

OBJECTIVES

The basic objectives of this topic are outlined below;

a. To ensure that efficient budgeting techniques improve the revenue of fiscal

institutions

b. To ensure that the relationship between the budgeted recurrent expenditure and

the actual recurrent expenditure is statistically significant.

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c. To ensure that the relationship between the budgeted capital expenditure and the

actual capital

BUDGETING TECHNIQUES

Budgeting techniques are the management processes, which provide the framework for the

acquisition, allocation and utilization of resources by presenting decisions rules and other

operational criteria, which govern the entire allocative procedure. Budgeting techniques

include the following;

a. Incremental budgeting

b. Zero-based budgeting

c. Planning programming budgeting system

INCREMENTAL BUDGETING

The incremental approach to budgeting combines the cost identified from the previous

accounting period with percentage additions. These percentage additions are utilized to

cover two key areas which include cost increases as a result of inflation or higher

purchases cost and predictions associated with increases in cost and income as a result of

business volume predictions. It is known as incremental budgeting because the process is

mainly concerned with the incremental (or marginal) adjustments to the current budgeted

allowance. According to the Chartered Institute for Public Finance and Accounting

(CIPFA), a key characteristic of the approach is that budget preparation is a process of

negotiation and compromise. “Incremental budgeting is therefore based on a fundamental

view of decision making than more rational approaches. This is because a negotiation

settlement between interested parties requires willingness to compromise. If consensus

breaks down, compromise cannot be reached and the incremental process becomes invalid.

According to (CIPFA, 2009) use of this model therefore requires a relatively stable form

of representative government. Collin Drury (2000) viewed incremental budgeting as a

budgeting technique in which cost level as frequently determined by what was spent

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previously plus a certain percentage based on the level of inflation in the economy this

means that existing operations and the current budgeted allowance for existing activities

are taken as the starting point for preparing the next annual budget.

ZERO- BASED BUDGETING

The clue is in the title here, as the zero-based budgeting system requires budgeting to

commence with the assumptions that every cost has a zero- base. Next, each item relating

to expenditure is worked through and decisions are made as to whether the purchase is

completely essential. Then different purchased options associated with the specific items

are explored as a means of ensuring the item obtained are cost- effectively as possible.

Zero- based budgeting unlike the incremental approach, starts from the basis that no

budget line should be carried forward one period to the next simply because they occurred

previously. Instead, everything that is included in the budget must be considered and

justified. Zero- based budgeting was first introduced in 1969 in United States and made

popular by ex- president Jimmy Carter. According to him, a decision package is the

foundation of zero- based budgeting. It is an innovative technique to guide against wastage

in public expenditure. The technique ignores completely the previous year’s allocation of

fund to each unit and requires them to justify new budget proposals by starting new

programmes/ projects and their relevance. Zero- based budgeting (ZBB) is a planning and

budgeting technique, which requires every official responsible for major functions or

activities of government or other organizations to justify his or her entire requests in

detail. It is a management process that provides for systematic consideration of all

programmes and activities in conjunction with the formulation of budget and programme

planning. Kayode, (2009) explains ZZB that it starts the budget from a zero situation and

justifies each segment of the budget rather than merely adding to historical budgets or

actual. By starting each programme budget from base zero, costs are calculated afresh,

thus avoiding the common tendency in budgeting to lack only costs at changes from a

previous period.

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PLANNING PROGRAMMING BUDGETING SYSTEM (PPBS)

This system is primarily associated with corporate management and identifies alternative

policies, the implication of their adoption provides for their control. The key difference

from traditional approaches is that it relates cost estimates to programmes using a cross-

cutting method rather than attributing costs on a traditional departmental basis. Planning

programming and budgeting system was introduced in Nigeria in 1980, before then we were

using the traditional line item budgeting system which contains irrelevant details that had

nothing to do with setting goals and achieving them. PPBS represent a systematic approach

to budgetary planning management and resource allocation. PPBS focus on the output of

programs where as traditional budgetary approach tends more or less to emphasize a size

input. It assess as fully as possible the total cost and benefits both current and future of

various alternatives in PPBS, types of expenditure or organizational entities. PPBS is

designed to open up the debate on making choices in terms of what to do, how much to do

it and when to do it. The problem with PPBS is not with its ideal, but practicability

developing

CONCLUSION

The concept of budgeting is an essential tool for all who want to ensure that their financial

life remains healthy, whether as a corporate body or as an individual. An important part of

effective budgeting is setting goals and using your budget to help you achieve them.

TYPES OF BUDGET

INTRODUCTION

In this unit, you will be familiar with the various types of budgets. We will describe the

various types of budgets an organization can use. Before we begin our discussion, you

should note that the comprehensive budgets of an organization are usually divided into two

parts: operating budgets and financial budgets. The operating budgets indicate the goods

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and services the organization expects to consume in the budget period: they usually list

both physical quantities (such as barrels of oil) and cost figures. The financial budgets

spell out in detail the money the organization intends to spend in the same period and

where that money will come from. These different types of budgets make up the firm’s

overall budgetary plan. Specifically, in this unit, we shall discuss the master budget, cash

budget, sales budget, production budget and capital budget.

OBJECTIVES

At the end of this unit, you should be able to:

a. Describe a master budget

b. Describe a cash budget

c. Describe a sales budget

d. Describe a production budget

e. Explain a capital budget.

Master Budget

A master budget is an overall financial and operating plan for a forthcoming calendar or

fiscal year. The master budget is really a number of sub-budgets tied together to

summarize the planned activities of the business. The format of the master budget

depends on the size and nature of the business. As stated above, the overall or master

budget summarizes the other functional budgets. Consolidating the functional budgets, an

income and expenditure budget and budgeted balance sheet are prepared. The master

budget is usually a one year or quarterly budget expressing the expected asset, capital and

liability positions for the projected year or quarter.

Cash Budget

The cash budget is for cash planning and control. Properly preparing your cash budget will

show how cash flows in and out of your business. Also, it may then be used in planning your

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short-term credit needs. The cash budget determines your future ability to pay debts as

well as expenses as they fall due. For example, preliminary budget estimate may reveal

that your disbursement are lumped together and that with more careful planning, you can

spread your payments to creditors more evenly throughout the entire year. Consequently,

less bank credit will be needed and interest costs will be lower.

Sales Budget

A sales budget is a detailed schedule showing the expected sales for the budget period.

Typically, it is expressed in both naira and units of production. An accurate sales budget is

the key to the entire budgeting in some way. If the sales budget is poorly done, then the

rest of the budgeting process is largely a waste of time.

The sales budget will help to determine how many units will have to be produced. Thus, the

production budget is prepared after the sales budget. These budgets are then combined

with data from the sales budget and the selling and administrative expenses budget to

determine the cash budget.

Production Budget

The production budget is prepared after the sales budget. The production budget lists the

number of units that must be produced during each budget period to meet sales needs and

to provide for the desired closing stock. Production needs can be determined as follows.

Budgeted sales in units XXX

Add desired closing stock XXX

Total stock needed XXX

Less opening stock XXX

Required production XXX

Production requirements for a period are influenced by the desired level of closing stock.

Stock should be carefully planned to avoid excess stock and storage problems.

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Insufficient stock can lead to loss of sales or crash production efforts in the following

period. Again, production budget is assuring that the business is product oriented.

Static (fixed) budget is the budget at the expected capacity level. Because static budget

is fixed, it is usually used by stable companies. Also, this type of budget can be used by

departments with operations independent from capacity levels. For example, operations of

administrative and general marketing departments usually does not depend on the level of

production and sales and is rather determined by the department’s management; as a

result, static budget can be used by such departments.

Flexible (expense) budget is the budget at the actual capacity level. Because flexible

budget is dynamic, it is commonly used by companies. Flexible budget is adjusted to the

actual activity of the company. It can be easily prepared using a computerized spreadsheet

(e.g., Excel). At first, the relevant activity range is determined for the coming period.

Next, costs that are expected be incurred over the relevant range are analyzed. These

costs are then separated based on their cost behavior: fixed, variable, or mixed. Finally,

the flexible budget for variable costs at different points throughout the relevant range is

prepared. In other words, flexible budget matches expenses to specific revenue levels or

activity levels. For example, utility costs can be tied to the number of machines in

operation

Capital expenditure budget is the budget for expected investments in capital assets and

long-term projects. It is usually prepared for 3 to 10 years. Investments in capital assets

include purchasing fixed assets such as plant, land, buildings, machinery, equipment, and

mineral resources. Long-term projects might be undertaken to develop new products,

expand existing product lines, or reduce costs. Sometimes a capital project committee is

created to overlook capital budgeting processes. Such a committee is typically separate

from the budgeting committee.

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CONCLUSION

Now that we have discussed the master budget, cash budget, sales budget, production

budget and capital budget, you could see possible application of these types of budgets in

your business endeavour or aid in your administrative functions wherever you are

privileged to work.

BUDGETING PROCESS

INTRODUCTION

The first step in influencing decision making is to understand the way budgets are drawn.

A budget is a product of a process. How long the process should take and who should be

involved in the process varies depending on the management style and complexity of the

organization. Establishing a schedule of key action and decision centre in the process

allows adequate time for information to be collected and decision be made. Generally, the

budgeting process should begin at least four months before the end of the fiscal year to

ensure the budget is approved by the Board before the start of the New Year. However,

in this unit, we shall focus on four areas of discussion which are how budgets are drawn

and approved; the role of budget personnel; how budgets are revised and keys to a

successful budgeting process.

OBJECTIVES

At the end of this unit, you should be able to:

a. state the stages involved in the budgeting process

b. discuss the role of budget personnel in budgeting process

c. state briefly how budgets are revised

d. state briefly the keys to a successful budgeting process.

How Budgets are Drawn and Approved

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In this sub-unit, let us look at the various stages involved in the budgeting process.

a. Planning the Process

In this first step, we should be interested in identifying who will coordinate the budgeting

process and which staff, board members and committees needed to be involved. We shall

further agree upon key definitions, assumptions and document format and set timeliness

and key deadlines required to complete the process. In this stage, we can determine and

schedule any training or key meetings that would enhance the budgeting process.

b. Communicating about the Process

In this stage, we should communicate responsibilities, expectations and deadlines to

everyone involved. It would also be required to explain and distribute forms and

assumptions.

c. Goal Setting

At this stage, we have to determine programme goals and objectives, estimate staffing

requirements and salary and benefit assumptions based on programme goals and

assumptions.

d. Collection of Information

At this stage, we shall research and gather information about incomes and expenses based

on programme goals and assumptions. Similarly, construct budget details by programme

while communicating regularly information collected to avoid duplication of effort among

the budget personnel.

e. Compilation and Revision

This stage requires us to appoint one person to compile all information, review it for

consistency and redistribute to everyone involved. It is important that there is enough

time for review and revision

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f. Committee Review

At this stage, the budget draft and key assumptions are reviewed by the finance

committee and other appropriate staff and board committee. Be sure to allow enough time

between committee meetings and the final approval deadline to address questions and

recommendations and make revisions.

g. Approval

At this stage, the budget proposal is presented to the board for final approval by the

finance committee or treasurer. It is important to note that information about the budget

draft, programme goals and other supporting information should be distributed to the

board prior to the board’s meeting.

The Role of Budget Personnel

It is important you note that developing budgets is primarily the function of line managers.

However, personnel from a planning group or budget department may provide information

and technical assistance but the main duty for budgets resides with the line personnel.

Many organizations have formal budget departments and committees. These groups are

likely to exist in large segmented organizations in which the division budget plays a key

role in planning, coordinating, and controlling activities. The budget department provides

budget information and assistance to organizational units, designs budget systems and

forms, integrates the various departmental proposals into a master budget for the

organization as a whole and reports on actual performance relative to the budget. The

budget committee which is made up of senior executives from all functional areas, reviews

the individual budgets, reconciles divergent views, alters or approves the budget proposals

and then refers the integrated package to the board of directors. Later, when the plans

have been put into practice, the committee reviews the control reports that

monitor progress. In most cases, the budget committee must approve any revisions made

during the budget period.

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How Budgets are Revised

You would agree with the fact that no manager can be allowed to revise a budget whenever

he or she likes; otherwise, the entire review and approval process would be a mockery.

However, due to the fact that budgets are based on forecasts, which could easily go

wrong, some provision must be made for necessary revisions. In circumstances where the

budget is used basically as a planning instrument, formal updating periods may be

established at stated intervals. Where the budget is a main part of the control and

evaluation mechanism, revisions are limited to circumstances where deviations have

become so great as to make the approved budget unrealistic. The aim is to build reasonable

stability and firmness into the budget without being excessively rigid. Comparisons of

actual performance with budgets are known as reviews or audits. To be effective, audits

depend on a regular, accurate flow of data from organizational units. Unit managers will

regularly submit monthly or weekly progress reports, unless a problem requires immediate

attention. Usually, these reports are audited on monthly basis

by those individuals with control responsibility. If deviations are detected, the

appropriate managers will be asked to explain them and to specify the corrective action

they plan to take.

Keys to a Successful Budgeting Process

Let us briefly state some points that would enhance a successful budgeting process.

a. You should clearly identify programme objectives that are aligned with the mission

and strategic plan of the organization.

b. You should determine the financial resources needed and available to achieve

programme goals.

c. You should involve staff and board members in the process to improve accuracy of

information and commitment to the plan.

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d. Document- it is good not to rely on memory. It is important to write down

assumptions and formulas. This is very crucial in managing the budget throughout the

year.

e. Each organization should customize its process. The steps each organization takes

would be somewhat different.

CONCLUSION

Once a budget is approved, it becomes imperative to ensure proper implementation and

management. Therefore, staff should be communicated on the budget, programme goals

and timeliness for the next year. There should be review of actual income and expenses

compared to the budget on a monthly basis. Similarly, update and revision of the budget as

there are changes during the year should apply depending on the significance of changes.

The board of directors may need to approve revisions.

BUDGET PROCESS IN APPROPRIATION BILL

INTRODUCTION

In this unit, we shall discuss the budgeting process as it applies to government budget.

The federal budget and appropriations process take place each year and can have a

significant impact on the funding of education, health and other critical issues of a nation.

In order to be the most effective advocate possible, it is a good idea to familiarise with

this budget process. Consequently, we shall focus our attention on the budget process as it

applies to the Nigeria government. We shall consider the presentation of proposals, the

draft estimates, the appropriation bill and legislative approval.

OBJECTIVES

At the end of this course, you should be able to:

Discuss the process involved in getting proposal from government departments

Explain how draft estimates are developed

Discuss how budgets are approved in government budgeting process.

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The Presentation of Proposal

The planning of government expenditure is essentially the duty of the Minister of

Budgeting and Planning/Finance. When the returns of revenue from the ministries reveal

to the Ministry of Finance that there will be a substantial increase in revenue for the next

financial year, it is normal for the Ministry of Finance to allow the departments some

reasonable expansion to make an intelligent forecast of what their additional needs and

requirements will be during the following year. These needs of the departments are

expressed in estimates in terms of staff, equipment, buildings and materials, which the

departments require in order to carry out their services to the public. Where ministries

are allowed to submit their proposals, they will be summoned to appear before the

Estimate Committee to justify their proposals. After a detailed examination of their

proposals, the approving ministries (the Office of the Head of Service in the case of

proposal for increase in staff; and Ministry of Finance in the case of proposal for

equipment, materials, building and the running cost of the ministries) will communicate to

the respective ministries the list of approved items of their proposals so that the

ministries may then prepare their draft estimates.

The Draft Estimates

The departments submit their draft estimates to the Ministry of Finance who in turn go

through them carefully to see that nothing is added which was not previously approved.

The budget department has to arrange meetings with departments to clear areas of doubt,

that is, circulars inviting ministries departments to schedule meetings with the budget

department which is normally issued around November/December and each head and items

of the recurrent budget are considered. When satisfied with the draft estimates, the

Ministry of Finance presents them to the budget division in the office of the President

who would examine the estimates to see whether they conform to the government policy.

Items of capital expenditure, which the budget committee selects from the National

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Development Plan, for inclusion in the annual estimates will be embodied in the draft

estimates. The draft estimates are then sent for printing. The estimates of each ministry

forms a ‘head’ of the printed draft, and after printing, they are returned to the Ministry

of Finance for its presentation to the House of Assembly by the President.

The Appropriation of Bill and Legislative Approval

When the budget has been approved, the President presents it to the National Assembly

at a joint session. The House is summoned to consider among other things, the draft

estimate of the government. This meeting of the House is generally referred to as the

‘Budget Session’ and the principal business is the introduction of the draft estimate of the

House in the form of an ‘Appropriation Bill’. There are two Houses which are the

Representatives and the Senate. In each of these, there are committees more or less

coinciding with the ministries. If each of the Houses agrees with the budget, the budget is

approved by each House. However, where there are areas requiring reconciliation by the

two Houses, the Finance Committee is constituted to thrash out areas of disagreement

and report made to each House, which then approve the Appropriation Bill. Thereafter,

the President signs the budget approved by the National Assembly and the Appropriation

Bill becomes Appropriation Act to enable Ministries, Departments and Agencies to spend.

SELF-ASSESSMENT EXERCISE

Explain how draft budget estimates are prepared.

CONCLUSION

When the President signs the budget that has been approved by the National Assembly, it

becomes an Appropriation Act or Law which empowers ministries to expend resources as

stated in the budget. However, if the approval of the National Assembly is not gotten as

at 1st January, the President can authorize the release of funds in accordance with

section 76 of the Constitution.

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BUDGET IMPLEMENTATION

INTRODUCTION

The performance of a country’s budget heavily depends on whether it is effectively and

efficiently implemented to meet the needs and aspirations of the people of the country. A

well-implemented budget helps to translate government policies and programs into

outcomes that have a direct, positive impact on people, such as the development of critical

infrastructure (electricity, roads, water, hospitals, schools, etc.), the provision of

employment opportunities, the reduction of poverty, and the supply of transport, health,

and educational facilities. Once the budget is approved, the Federal Ministry of Finance

issues

MAIN CONTENT

Strategy implementation is the sum total of the activities and choices required for the

execution of strategic plan by which strategies and policies are put into action through the

development of programmes, budgets and procedures. Although, implementation is usually

considered after strategy has been formulated, implementation is a key part of strategic

management. Thus, strategy formulation and strategy implementation are the two sides of

the same coin. Depending on how the corporation is organized, those who implement

strategy will probably be a much more divorced group of people than those who formulate

it. Most of the people in the organization who are crucial to successful strategy

implementation probably had little to do with the development of corporate and even

business strategy. Therefore, they might be entirely ignorant of vast amount of data and

work into formulation process. This is one reason why involving middle managers in the

formulation as well as in the implementation of strategy tends to result in better

organizational performance. The managers of divisions and functional areas worked with

their fellow managers to develop programmes, budgets and procedures of implementation

of strategy. They also work to achieve synergy among the divisions and functional areas in

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order to establish and maintain a company’s distinctive competence. A programme is a

statement of the activities or steps needed to accomplish a single use plan. The purpose of

a programme is to make a strategy action-oriented.

A budget is a statement of corporation’s programme in monetary terms. After programmes

are developed, the budget process begins. Planning a budget is the last real check a

corporation has on the feasibility of its selected strategy. Procedures are system of

sequential steps or technique.

COMPONENTS OF BUDGET IMPLEMENTATION SYSTEM

Release of funds

Control and monitoring of expenditure –MOF and ministries

Control and monitoring of revenues –MOF and ministries

Cash and debt management

Internal controls, including over payroll and procurement

In year modifications of the budget

In - year financial reporting

Reporting externally on budget implementation

External audit of budget implementation

I will not further discuss revenue issues, debt management, internal controls or

external reporting and auditing

COMMON PROBLEMS IN IMPLEMENTING THE BUDGET IN NIGERIA

The approved budget is unrealistic, so actual spending must be less than authorized

Extreme uncertainty concerning available resources, with quarterly or monthly allotments. E.g. in

Nigeria drop in crude oil prices due to world economic depression

Extra-budgetary funds outside the budget process, hoarded by spending units.

Significant arrears which are not included in financial statements that requires

attention in the current budget execution. (Diversion)

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Significant discrepancy between actual and reported expenditure for certain activities

Funds diverted to unauthorized purposes or private accounts (corruption)

Lack of civil society involvement in budget preparation and implementation process in Nigeria

Delayed publication of financial statements (lack of transparency and

accountability.)

Lack of expert inclusion in the budget preparation to effectively forecast economic variables.

WHY BUDGET IMPLEMENTATION IS IMPORTANT IN NIGERIA

The importance of budget implementation underscore the basic functions of budgeting and

implementation in Nigeria since, much time is spent by the Nigerian government (often with

World Bank, IMF assistance or encouragement) preparing elaborate poverty reduction focused budgets.

A budget guides the government on a developmental plan that most times needs to be consolidated to

achieve a meaningful aim. Budget implementation is important because it assesses government

performance over time, that is, it measures government’s score card and effective comparison can

be made. An effectively implemented budget improves and strengthens the various macro-

economic various suck as poverty, unemployment, inflation, and the financial systems. In total, an

efficient and implemented budget encourages.

CONCLUSION:

Budget implementation should be reviewed periodically to ensure that programs are

implemented effectively and to identify any financial or policy slip-ups The review of

budget execution should cover financial, physical and other performance indicators. Cost

increases due to inflation, unexpected difficulties, insufficient initial study of projects,

and budget overruns must be identified so that adequate counter measures can be

prepared. A comprehensive midterm review of the implementation of the budget is needed,

while the financial implementation of the budget should be reviewed monthly or quarterly.

Question

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Critically Assess the Problems of Budget Implementation in Nigeria

CHALLENGES OF BUDGETING IN NIGERIA

INTRODUCTION

Budget Implementation faces problems as a result of poor budget preparation. These arise such that;

Problems in budget implementation may reflect a poorly formulated budget for example lack of

credibility/realism. And lack of a comprehensive budget may complicate implementation for example

separate timetable and rules for capital budget, extra-budgetary funds. And, also, where

spending ministries have not been fully involved in their budget formulation so that they

understand and own their budget.Also implementation problems can be reflected in lack of correct

prediction of economic, social and political scenario or circumstances and the outbreak

of situations like war, famine, natural disaster etc can hamper budget implementation. In Nigeria, the

emergence of the civil war in May, 1976 really hinders the effective implementation of that

fiscal year’s budget.

FACTORS THAT AFFECT THE IMPLEMENTATION OF BUDGET IN NIGERIA

Let us consider some factors which affect the implementation of budget in the public

sector such as;

1. The human factor: Top management members see budgeting as restraining and

challenging. They tend to develop a lot of apathy towards its adoption and

implementation. The lack of probity and accountability of some operatives affect

successful budgeting.

2. Incorrect data: There are a lot of uncertainties in the data used for the budget

preparation. The projections in revenue accruing from oil may not be forthcoming in

view of the vagaries in the world market.

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3. The type of project for which budget is prepared: How successful a budget will be

depends on the type of project to which it relates. Some projects are popular while

others are not. Those which are not popular may face stiff implementation problem.

4. Inflation: Inflation tends to reduce purchasing power of money. When the value of

money is falling, budget implementation may run into problems. The revenue available

will not be able to cover the expenditure.

5. Political, social and cultural elements: Each segment of the nation has its own cultural

beliefs and taboos which may take time to change. Introducing innovation may be met

with stiff opposition.

6. Changing government policies: To implement a budget, a lot depends on the policy of

government. For effective budget implementation, government policies have to be

harmonized and consistent. Frequent changes of government policies affect budget

implementation.

7. The problem of debt management and optimal use of limited resources: There is the

challenge of striking a balance between what part of the nation’s resources should be

used for servicing debts and the amount that should be utilized for economic

development.

8. Fiscal indiscipline: Most spending officers under the incremental budgeting system

tend to expend the last naira available in a year’s budget in order to justify the

demand for increased allocation in the subsequent year, with little or nothing to show

under the current dispensation.

CONCLUSION

This paper has extensively discussed the major constraints to both budgeting and

development plan implementations. Like budgeting and planning is crucial too to states,

individuals and organizations. The popular saying is “he who fail to plan, plans to fail”.

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Without good planning, development which is assumed to be the ultimate goal of all

becomes a mirage.

WAY FORWARD

Nigeria clearly has a compelling growth story, but has faced a number of challenges in

recent times. One of its biggest current challenges is a new lower oil price environment,

which means that the government will likely have problems funding development and must

find new sources of income. Hopefully, this situation will lead to much-needed reforms and

a crackdown on corruption to unlock such income.

Budgeting concerns virtually everybody. Both individuals and organizations do budget to

get themselves financially organized. This will go a long way to prevent unwarranted

impromptu purchases. Without a budget government expenditure will be based on the

whims and caprices of the rulers with all its accompanying problems such as lack of

accountability. By providing a multi-year projection of budget financing needs, an MTEF

may enable a longer lead time for organizing finance for projects contained in the forward

estimates, whether through release of funds from the Federation Account, improved state

tax administration or a borrowing program. Where state governments are tempted to

announce unrealistically large capital programs in the annual budget, the introduction of,

for example, a two year budget frame allows project commencements to be distributed

between the new budget year and the forward estimates for the subsequent years. The

opportunity for the state government to announce in the budget speech projects for which

disbursement begins in (say) eighteen months ahead in the forward estimates may

contribute to a more credible budget plan.

Way forward

a. The budget must be realistic

b. It must be achievable

c. It must have a work plan

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d. There must be an implementation strategy

e. It must have a target

f. There must be regular monitoring and review to track performance

g. There must be enough political will to implement the budget

h. FISCAL DISCIPLINE; Assurance that budget aggregates are sustainable over the

medium-term and promote economic stability

i. EFFECTIVE ALLOCATION; Assurance that public money is spent in accordance with

national priorities and on programmes that are effective in achieving public objectives and

effective distribution of wealth

j. EFFICIENT PUBLIC SERVICE; Assurance that public services are delivered in an

efficient, fair and courteous manner, and are accessible to citizens.

k. A clear mandate and operational independence to pursue its goals;

l. Price stability as the primary objective of monetary policy over the medium term;

m. a medium-term inflation objective that guides monetary policy actions and

communications;

n. macro-economic and financial stability considerations when determining policy;

o. clear and effective operational framework aligned with market conditions and policy

stance;

p. transparent forward-looking policy strategy; and

q. clear communications, which enhances the overall effectiveness of monetary policy.

CONCLUSION

Planning, budgeting, and forecasting were critical to helping government organization

navigate through the economic turbulence of the past years. With the economy beginning

to stabilize, professionals are feeling a little less, as a result, are starting to employ new

organizational models and innovative technologies to help improve the efficiency and

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productivity of the planning function. This should provide benefits to them directly, and

also provide benefits to the government organization and business leaders.

BUDGET PREPARATION IN FRSC

INTRODUCTION

Budget planning and preparation in FRSC are done in the following ways:-

a. Budget Call Circular: Corps Budget Officer receives Call Circular from Office of the

Secretary to the Government of the Federation (OSGF) through COMACE. The

Budget Call Circular gives instruction to the Corps on how to prepare and submit the

expenditure estimate in accordance with government priorities within the limits of

their expenditure envelopes.

b. Distribution of templates to all Departments, Corps Offices, Special Units, and field

Commands for budget inputs.

c. Holding budget hearing workshops and training sessions as guide for budget inputs

and feedback mechanism.

d. Collating and processing budget request from all Departments, Corps Offices, Special

Units and Field Commands.

e. Produces the Corps Budget proposal based on the policy thrust for the fiscal year.

f. Preparing the Corps annual estimate for defense before the OSGF and National

Assembly, as well as any other relevant bodies as may be required.

Budget Office SOP

Corps Budget Office Vision and Mission

Vision

To have a Corps that is sufficiently funded through budgetary provision, to achieve her

objectives.

Mission

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To prepare budget with professional attention and convincing enough to enable the

relevant authorities of the government to approve adequate funds for the Corps.

Introduction

Prior to 1996, the duty of preparing Budget for the Corps was vested with Policy Research

and Statistics (PRS) department.

Following the need to give more professional attention to the preparation of the Corps

Budget, Budget was made a section under Admin & Finance.

When Administration and Finance were made two separate departments in 2004, Budget

section came under Finance and Accounts Department. In 2009, Budget was merged with

Corps Planning and later in the same year was made a unit under COMACE office.

The Corps office has two units namely, Budget Planning and Preparation, Monitoring and

Evaluation. Each unit has a unit head and supported by staff officers.

Corps budget Office functions

a. Budget Input Collection & Collation

b. Budget Hearing

c. Budget Preparations

d. Budget Preparations based on ‘Expenditure Envelop’ (if any)

e. Budget Defense

f. Budget Follow-ups

g. Budget Implementation

h. Budget Monitoring and Evaluation

i. Budget Virement

j. Preparation of Supplementary Budget

k. Estimating the Corps Revenue profile

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Job Titles

The budget office is a Corps Office under the office of the Corps Marshal and chief

Executive.

The Job titles are as follows:

a. Corps Budget Officer

b. Deputy Corps Budget Officer

c. HOU Monitoring and Evaluation

d. HOU Planning and Preparation

e. STOF Monitoring and Evaluation

f. STOF Planning and Preparation

g. SO Admin

h. SO Computer/IT

i. Chief Clerk

j. PA Corps Budget Officer

k. Assistants Clerk

l. Computer Operators

m. Office Assistants

n. Driver (Corps Budget Officer)

o. Orderly (Corps Budget Officer)

Corps Budget Officer Duties

Supervises all staff and all Corps Budget Office activities.

Deputy Corps Budget Officer Duties

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Act for the Corps Budget Officer in his absence and supervises HOU (P&P) and

HOU (M&E).

Functions of the HOU Budget Planning and Preparation

Planning and Preparation of the Corps Annual Budget.

Functions of the HOU Budget Monitoring and Evaluation

Monitors and Evaluates the Corps projects, programmes and budget performance

report as related to Corps Annual Budget.

PROCEDURES FOR CARRYING OUT CORPS BUDGET ACTIVITIES

The procedure for carrying out the Corps Budget activities are as follows:

a. Input Collection and Collation: Collating and processing budget request from all

Departments, Corps Offices, Special Units and Field Commands

b. Budget Hearing: Holding budget hearing workshops and training sessions as guide

for budget inputs and feedback mechanism.

c. Budget Preparations: Plans and prepares the Corps Annual budget proposal based on

the policy thrust for the fiscal year.

d. Budget Preparation based on Expenditure Envelop: Budget Call Circular: Corps

Budget Officer receives Call Circular from Office of the Secretary to the

Government of the Federation (OSGF) through COMACE. The Budget Call Circular

gives instruction to the Corps on how to prepare and submit the expenditure

estimate in accordance with government priorities within the limits of their

expenditure envelopes.

e. Budget Defense: Preparing the Corps annual estimate for defense before the OSGF

and National Assembly, as well as any other relevant bodies as may be required.

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f. Budget Follow-ups: CBO and principal staff undertake budget follow ups by visiting

the offices mentioned as the need arises at least once a week before the budget is

approved. This includes telephone calls to National Assembly, Office of Secretary

to the Government of the Federation, Federal Ministry of Finance, etc.

g. Budget Implementation: Corps Budget Officer monitors implementation of budget

through disbursements of funds.

h. Budget Monitoring & Evaluation: Corps Budget Officer directs DCBO to send

circulars to Departments, Corps Offices, and Special Unit & Field Commands on

project/programme monitoring. DCBO directs HOU (M & E) to mobilize budget

staff to undertake visit to all corps project/programme sites for assessments as

approved by COMACE. HOU (M & E) prepares quarterly & annual budget

performance/evaluation report & forward to Corps Budget Officer. (as contained in

Corps Budget Office Operational Manual). Corps Budget Officer forwards budget

performance report to COMACE for endorsement.

i. Budget Virement: Corps Budget Officer receives approved Virement from COMACE

on budget amendments and minutes same to HOU (M & E) for action through DCBO.

Corps Budget Officer rectifies the amendments & forwards authorized Virement to

COMACE for approval. COMACE endorses and Corps Budget Officer forwards

same to National Assembly for approval through Office of the Secretary to the

Government of the Federation.

j. Supplementary Budget: Corps Budget Officer receives supplementary budget call

circular through COMACE. Corps Budget Officer directed the DCBO to prepare

the supplementary Budget. The Deputy Corps Budget Officer direct and supervises

the HOU (Budget Planning & Preparation) in preparing the supplementary Budget.

DCBO forwards the prepared supplementary budget to Corps Budget Officer.

Corps Budget Officer forwards prepared supplementary budget to COMACE for

approval. COMACE endorses and Corps Budget Officer forwards same to Budget

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Office of the Federation through Office of Secretary to the Government of the

Federation.

k. Estimating the Corps Revenue Profile - CBO directs DCBO to prepare the Corps

Revenue Profile. DCBO directs the HOU (Budget Monitoring & Evaluation) to

Collects & Collate the Revenue Records. The collection and collation of the revenue

records from Finance and Account Department for the previous year and projects

for the coming financial year. CBO forwards the revenue profile report to

COMACE for approval.

l. Administration: CBO oversees the day-to-day running of the Corps Budget Office

through the HOU (Administration) and STOF (ICT). STOF (Administration)

coordinates and heads the secretariat of the Corps Budget Office. STOF

(Administration) supervises the Chief Clerk who ensures that files & registers are

maintained in the office. STOF (ICT) supervises & carries out the ICT data

support services of the Corps Budget Office.

BUDGET MONITORING AND EVALUATION IN FRSC

The role of monitoring and evaluation in budget execution cannot be sidelined in any model

of economy. FRSC being an arm of the executive where annual budgets are prepared and

implemented; it makes it mandatory to have a budget monitoring and evaluation unit. The

budget monitoring and evaluation unit is under the Corps budget office headed by a Head

of Unit.

The monitoring and evaluation unit is saddled with the responsibility of carrying out all the

activities that involve monitoring and evaluation of projects and programmes. In carrying

out these responsibilities, the unit undertakes the following:

Monitoring of the Corps proposed budget from submission stage to the approval

stage by the President.

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Monitoring of the releases of funds to the Corps.

Monitoring of the execution of projects on a quarterly bases.

Writing of quarterly reports on all projects/programmes.

Annual evaluation of all projects executed by the Corps and writing the evaluation

report.

It is pertinent to note that these reports are statutory responsibilities which have to be

rendered to the Federal Ministry of Finance (Budget Office of the Federation). Also

oversight functions by the OSGF, NASS and BOF are carried out annually on Monitoring

and Evaluation of all FRSC projects/programmes, for which independent reports are also

written

INDIVIDUAL STAFF BUDGETING

Staff renders services to the Corps and members of the public on behalf of the Corps.

For these, they are paid salaries which serve as their income. It is obvious that what we

earn cannot offset our numerous needs/wants. Personal income management is hereby

advised for all. This involves short term and long term plans such that expenses are

predetermined with income in view. Financial discipline requires that expenditure should

be less than income. The difference should be put aside as savings. Savings will enable us

to;

Undertake transactions with ease

Take care of unforeseen circumstances as they arise

To enjoy emotional and psychological stability

CONCLUSION

The paper attempted to define budget, budgeting and how the FGN budget works. It also

highlighted the activities in the Corps Budget Office and advocates the need for individual

budgeting.

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THE ART OF PUBLIC SPEAKING AND PUBLIC/MEDIA RELATIONS IN FRSC

INTRODUCTION

The Federal Road Safety Corps as an agency came into being as a result of a great social

problem. The problem was road traffic crashes and the attendant misery that it brings to

people. Apart from taking lives, it maims many and renders them unproductive and

dependant on others for survival.

It is a settled fact that the human factor is the most potent factor responsible for road

crashes, therefore, to reduce road traffic crashes to the barest possible minimum, there

is a need for attitudinal change towards road usage in the society. This can be only

achieved through persistent, interesting, scholarly, simple but convincing, graphical but

comprehensible, informative, clear, concise, and corrective preaching of the message of

safety consciousness in every available forum.

Such forums include, but not limited to; Motor Park rallies, television talk shows, radio

programmes, interviews, etc.

In view of the power of spoken words, all officers of the FRSC have a duty to develop the

skills of speaking eloquently and persuasively to people on the subject of road safety.

AIM

The aim of this lecture is to teach officers the art and technique of public speaking.

OBJECTIVES

At the end of this lecture, participants should be able to:

Deliver a speech

Explain the basics of public speaking

List the qualities of a good leader

Discuss various types of speech

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Discuss public relations in FRSC

QUALITIES OF A GOOD SPEECH

Any good speech must have certain qualities that ensure the fulfillment of its purpose

which is to convey ideas or information from the speaker to the audience. The speech has

to be: simple, clear, concise, forceful, and pleasing.

QUALITIES OF A GOOD SPEAKER

According to George Kaitholil, a good speaker should have ELOQUENCE, and this is made

up of the following:

Earnestness

Observation

Quick wittedness

Useful intention

Enthusiasm

Confidence in self

Empathy

The speech should not be empty rhetoric; the mouth should speak out of the abundance of

the heart, otherwise one may not be able to speak wisely.

There must always be substance in your words, style in your presentation, and sincerity in

your heart.

It requires a sharp intellect, great wealth of imagination, powerful emotional appeal,

complete self mastery and ability to project thoughts, and words with full impact.

Yet, over time, with interest and experience one can acquire the skill to speak effectively

in the public.

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To be a good speaker means to be basically productive and creative in thought and

expression. A good speaker must always be mindful of the following DOS and Don’ts.

DO’S AND DON’TS OF A GOOD SPEAKER.

Be audience-oriented, know the level of education of your listeners, their interest,

views and sensibilities and this will help you to know how best to put your ideas across

to them. Monitor the responses and reactions of your audience. Be alert to the oral,

visual and attitudinal communications coming from your audience.

Be a good listener, when you listen to other speakers you learn more and become a

better speaker.

Listen to yourself as you speak- The volumes of your voice, the speed of talk, the

inflection, hesitations and punctuations are very important. You must know which

words to stress and why those words have to be stressed.

You must have a deep understanding of the topic you are speaking about- carry out

adequate research on the topic and ensure you have all the facts and figures at your

finger tips. With this you will feel very confident.

Make conscientious effort to achieve the optimum response.

Take responsibilities for what you say

Know your limitations, and be honest enough to acknowledge them.

Do not be over confident, and do not put on airs.

It is possible for a speech to be highly inflectional and scholarly, containing perfect logic

and reasoning, very educational and progressive and yet inactive and unsuccessful. It is

the duty of the speaker to make the speech suitable and useful to the audience.

The speaker should not speak above the lead of his listeners, and should not be under

their feet.

TYPES OF SPEECHES

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There can be as many kinds of speeches, as there are speakers, audience, and occasions.

Some examples are:

Lecture

Narrative or descriptive speech

Sermon

Political speech

Funeral oration

Felicitation speech

Closing speech

Valedictory speech

Toast

Debate speech

LECTURE

This is basically a teaching speech. It normally lasts for about one hour. It can include

explanation of a theory and illustration and application of it, argumentation and sustention

of a theory, and refutation of theories that oppose it, instruction and guidance etc. In a

lecture there is greater possibility of dialogue with the audience by way of questions and

answers.

NARRATIVE OR DESCRIPTIVE SPEECH

Kind of speech is characterized by lively details, graphic description etc. for example, the

ACM MVA will need this type of speech to explain the process of Number plate production

to the members of JTB.

SERMON

This is a religious discourse given to a religious assembly. It interprets sacred texts and

deals with faith.

POLITICAL SPEECHES

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This is usually scheme, crafty and rhetorical in nature often with high sounding

expressions, full of promises, and solution to a myriad of social problems.

FUNERAL ORATION

This type of speech expresses praise of the deceased person. It should be respectful,

brief and to the point. No criticism and no jokes.

FELICITATION SPEECH

This is for conveying congratulatory messages. It is for posies, joy and celebration of

achievements, victories, anniversaries etc.

CLOSING SPEECH

This could be of two types, namely: closing speech, and vote of thanks. Closing speech is to

summarize all the thoughts and reflections presented in the course of the programme.

while vote of thanks is a brief expression of gratitude to the chairperson, guests,

speakers, sponsors etc. at the occasion. It should be brief and straight to the point.

VALEDICTORY OR FAREWELL SPEECH

This is given at farewell functions. It is meant to eulogize a departing personality who has

served in a particular place or position and is going on transfer, retirement, or other forms

of movement. Gratitude, appreciation, wishes, hopes, sentiments of affections and promise

of remembrance are characteristics of a valedictory speech. It should not be too long, and

fifteen minutes should be enough for this types of speeches listed above.

TOAST

Toast is a very brief speech at times consisting of just one sentence- to felicitate, cheer,

wish, or honor a person, thing, or event. in whose honor the gathering is invited to drink.

This is usually done at public dinner, or similar functions in connection with birthdays,

jubilees, weddings, prize distribution, inaugurations etc.

DEBATE SPEECHES

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In any debate, there are always two groups, that of the proponents, and that of the

opponents, each having its leader. The leader makes the main speech which is supported,

deepened, complemented and corroborated by the speeches of the group. The proponent

should study his subject very well, plan thoroughly, and make his arguments convincing and

forceful.

The opponents should listen carefully to the argument of the proponents, and vice- versa.

Attack the arguments and not the persons.

THE PROCEDURE FOR AN EFFECTIVE SPEECH DELIVERY:

It is a well accepted fact that practice makes perfect. For you to successfully deliver a

speech the following steps should be taken:

Plan the speech

Prepare the speech

Practice the speech

Perform the speech

Plan what you want to say and how you are going to say it. In preparing your speech, pay

attention to the content and language.

Practice your speech severally and get the proper or the best manner it will be delivered.

Know the appropriate rate or pace of speaking, the volume and tone of voice, the gestures

and postures, the diction etc.

HOW TO START

You must conquer stage fright. Once you have mastered your speech through proper

planning and rehearsal, there is no reason why you should fidget:

ADDRESS OR SALUTATION

When you called are upon to give your speech, you have to walk briskly and gracefully to

the podium looking straight with a smile and an air of importance and confidence around

you.

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Do not look at the floor or hide your face in any way because you are now the centre of

attraction, and people will be interpreting every move, every action or inaction of yours.

Greet the audience with your eyes and your smile, and address them in words like ‘the

chairman of this occasion, or the Corp Marshal and Chief Executive, distinguished senior

officers etc.

THE OPENING SENTENCE

The opening words should elicit the goodwill of the listeners and make them benevolent

towards you. Catch their attention at the very beginning. Let the introduction spring from

matter under consideration. It should be in proportional length to the speech you are going

to make.

The speech should therefore be made up of:

Greeting

Opening sentence

Introduction

Main Body

Conclusion

HOW TO STOP

The conclusion should be well planned to make an impact. It should be a well directed

effort to impress on the audience, the views and sentiments you have already expressed.

Stop with some food for thought. Round off the discussion; tie up the loose ends, sum up

the main idea. Give the audience something they can easily remember, a catch word or an

anecdote.

HOW LONG TO SPEAK

According to la Rochefoucauld, true eloquence consist in saying all that is necessary, and

nothing but necessary. Therefore learn to stand up and shut up.

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It is often said that want of depth, cannot be made up for by length. So, always stick to

the point; don’t beat about the bush. Therefore while delivering your speech, keep the

KISS acronym in mind i.e.

Keep

It

Short and

Simple

Not by mouth alone

In a speech, the face, the eyes, the hands, in fact the whole person will have a part to

play. The stance, the appearance, everything counts.

An accomplished speaker can send non-verbal message to the audience. Facial expressions,

facial expressions, change in voice, and body movements are means of non-verbal

communication.

USE OF GESTURES

Gestures are motions of the body meant to add grace and expression to speech. They are

effective natural aids a speaker can use in expressing himself.

The body, face, and hands in particular, can communicate a concept, a sentiment or

response, even without spoken words. When gestures accompany words and impart

emphasis or nuances to them they are known as gesticulation.

Gesticulation should be relevant and spontaneous. Be very natural in the way you

gesticulate. Speak with the hands and eyes. Most people don’t know what to do with their

hands when they speak in public.

If there is a delivery stand, you may hold your note in one hand. Do not hold the stand of

the microphone. Avoid keeping your hands tied either in front or behind. Do not crack your

fingers while speaking as all these may portray you as incompetent, shy or nervous. Use the

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hands to demonstrate shape, size, height, closeness, distance etc. use your eyes inner

feelings and convictions.

Look at your audience, not at the floor, the ceiling, and the walls or outside the door or

window. Do not keep gazing at one person or one spot, but keep the entire gathering in the

range of your eyes in a communicative and commanding manner.

The use of the microphone needs same practice. A microphone helps you to be heard

louder, and permits you to speak at a little less volume, and reach out to your audience

without stress.

Do not come too close to the microphone, or do not hold it too close to your mouth. if it is

a hand held type, Adjust it slightly below your jaw level, with its sensitive area slightly

turned upwards, so as to pick up your voice.

Do not turn away from the microphone as you speak otherwise the audience will miss part

of what you say?

If you are using a microphone that can be fitted on your lapel or chest pocket, or carried

around your neck, you have greater freedom of movement.

Never blow into the microphone if you want to test it, tap it gently. If you have to

increase your volume at any point of your speech, move slightly back from the microphone,

to avoid blaring.

WHAT ARE PUBLIC RELATIONS

Public Relations are the practice of managing the spread of information between an

individual or an organization and the public. The public Relations Society of America

defined public relations as a strategic communication process that builds mutually

beneficial relationships between organizations and their publics.

Public Relations professionals present the public face of an organization or individual,

usually to articulate its objectives and official views on issues of relevance primarily to

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the media. Public Relations contribute to the way an organization is perceived by

influencing the media and maintaining relationships with stakeholders.

A fundamental technique used in public relations is to identify the target audience, and to

tailor messages to appeal to each audience.

PUBLIC/ MEDIA RELATIONS IN FRSC

The FRSC as a traffic law enforcement agency had a lot of enlightenment to do at the

beginning of its existence and now. The Corps engaged the use of the different types of

media e.g the radio, television, newspapers, road shows, motor park rallies, conferences,

workshops and worship centers in propagating the message of safety on our roads. The

FRSC realized at the onset that the Corps needs more than maintaining a good image in the

press, while most agencies in the public service have a PR department just to issue press

releases from time to time, the Corps established a Public Education Unit which is saddled

with the responsibility of educating the society on the proper use of the road, to stop the

wanton destruction of lives and property on our roads.

The FRSC therefore is out to cause a significant change in the attitude of all categories

of road users. The strategies and the message are totally different from what obtains in

other organizations, especially those who are out to market physical products. The major

substance of the Corps’ presence in the media, is to market ideas and public conduct.

FRSC OFFICERS AND THE MEDIA

Officers of the Corps, like other public servants, are not allowed to talk to the press

without the necessary clearance or authority to do so. It is common knowledge that as the

press can help to enhance the image of an organization, so they can also do the opposite

through negative publicity.

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Therefore, officers are specifically appointed and trained to handle the information flow

of the Corps. Public Education is a Corps office that manages the release of information at

all levels of the Corps. Officers of this Corps Office are the ones who use the various

sources available to get the public properly informed about the activities of the Corps.

The common information the pressmen, and sometimes the general public want to have

access to are:

The number of death and injuries during a road crash

The number of crashes in an environment over a period of time

The identities of crash victims.

The ownership of the vehicles involved in road crashes etc.

These are sensitive information that offices are not allowed to release to the press or the

public without authorization. As a patrol leader or rescue officer, you collect information

from the field and present same to your superior officers who will make the information

available to the public in the form of a press release or official statistics.

Public Education Officers and Commanding Officers are the only ones with authority to

release information to the press, on critical happenings such as the casualty figures in a

road crash.

However, general information about the activities of the Corps, especially those that are

available in the FRSC official website, or official documents available to the public are not

considered as classified information and can be released to members of the public who

may need them. For instance, information about the duties of the corps, the law

establishing the corps, or information contained in the Highway code, the FRSC

Establishment Act and the National Road Traffic Regulation are not classified information

and can be released to members the public.

CONCLUSION

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The need to keep members of the public abreast with Road Safety Programmes can be

fulfilled if Road Safety Members are knowledgeable in the art of public speaking and

public relations.

Staff should imbibe the qualities of a good speaker viz quick wittedness, empathy,

enthusiasm, confidence in self among others to enable them convey messages of road

safety to members of the public.

Staff should also know that communication is a contextual phenomenon. Consequently, they

should consider the appropriateness of their speeches and write-ups to an event before

embarking on a communication activity. A lecture content cannot for instance be the same

as that of a funeral oration, debate speech etc.

Adequate preparation is needed if an effective speech is to be delivered. It therefore

behoves on a presenter to plan the speech, prepare the speech, practice the speech

before performing the speech.

All FRSC personnel ought to see themselves as public relations personnel. Public relations

practice in the Corps presupposes that staff portrays the Corps in good light when saddled

with the responsibility of disseminating information to members of the public. In the

discharge of the above duty, staff are advised not to divulge classified information to the

public except the information is later declassified and approval for its dissemination given

by the appropriate authority.

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CONTEMPORARY ISSUES AND NATIONAL DEVELOPMENT

INTRODUCTION

The purpose of governance as stated in the Constitution of Federal Republic of Nigeria is

for provision of security and welfare to the people. Democratic governments from 1999 to

date initiated programmes designed to improve the lives of Nigerians. National

development refers to the ability of a nation to improve the lives of its citizens.

Improvement in the lives of the people comes into play when there is increase in the Gross

Domestic Product (GDP), literacy rate, health care, security, affordable and available

housing and community development. The government conducts comprehensive studies on

the needs of the citizenry and then draws a national development plan and policies to

actualize them.

The achievement of national development in any nation requires foresight, clarity of vision,

firm decisions and commitment in implementing agreed projects and programmes. To

address poverty and enhance meaningful living in Nigeria government needs to rehabilitate,

modernize and expand physical and social infrastructure in the country to meet the needs

of the people. To this end, every government comes up with initiatives that define its

focus and drive for the attainment of national development. These initiates include;

SERVICOM, Monetization of Fringe Benefits, Zero Budgeting, Treasury Single Account,

Bank Verification Number, Change Mantra and Anti Corruption Crusade.

AIM

The aim of this paper is to have a critical look at contemporary issues and the impact they

have on national development in Nigeria.

OBJECTIVES

At the end of this paper participants should be able to;

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Outline the functions of SERVICOM

Explain the concept of monetization of fringe benefits.

Define the term “Zero Budgeting

State the operating principle of Treasury Single Account

Outline the benefits of Bank Verification Number

List the gains inherent in change mantra

Describe the anti corruption crusade of the Buhari Administration

SERVICOM

Service Compact with all Nigerians (SERVICOM) is about service. The government of

President Olusegun Obasanjo in June 2003 noted that public service is the only contact

most people have with government. Ministries, Departments and Agencies (MDAs) are

service windows through which the people access services provided by Government. If we

hold that the primary purpose of Government is to improve the quality of life of citizens,

Nigerians have legitimate expectation to be provided with good services without

commercial motive more so that the services are funded by their taxes or common wealth.

The MDAs have a social obligation to render quality services since they have no real

competition and the citizen has no choice but to use government services. Regrettably,

Nigerians have for too long been short-changed by the quality of public service delivery

which is dependent on influences and inducements. These displays of corruption and

inefficiency remain impediments to effective implementation of government policies. The

Nigerian Government has recognized that no reform process will be credible or sustainable

without demonstrable service delivery. SERVICOM is a reform agenda of Government

aimed at ensuring that MDAs offer services that meet the needs and expectations of the

citizens and ultimately promote their standard of living. To achieve this, a document

stating the work processes and procedures of each MDA was developed, which is called

the SERVICE CHARTER. To drive the SERVICOM processes, three desks were created,

namely Service Improvement, Customer Care and Charter Desk. The merger of the

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services of these desks projects the commitment of MDAs to achieving effective service

delivery while giving the citizen the platform to demand service as a right, hence, the

SERVICOM motto of “YOU HAVE THE RIGHT TO BE SERVICED RIGHT”

The objectives of SERVICOM are:

Learn the principles, ideals and tenets of Service Delivery in Government

Establishments.

Develop mechanism for collating all complaints, both internal and external.

Institute a framework for resolving and escalating all unresolved complaints,

including obtaining feedbacks from the complainants.

Assist the staff to understand the need for service excellence, and

Assist staff to take personal responsibility for customer satisfaction.

The main functions of the SERVICOM office are:

Co-ordinate the formulation and operation of SERVICOM charters and service

improvement plans in MDAs

Monitor and report progress and performance of MDAs under SERVICOM

obligations through Compliance Evaluations using the SERVICOM index

Carry out surveys of services and customers’ satisfaction, and

Publicize charters and sensitize the citizenry to demand quality service as a right

at all time.

The four main principles of SERVICOM are:

Affirmation of commitment to the service of the Nigerian nation

Conviction that Nigeria can only realize her full potential if citizens receive prompt

and efficient services from the state

Consideration for the needs and rights of all Nigerians to enjoy social and economic

advancement, and

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Dedication to deliver services to which citizens are entitled, timely, fairly,

honestly, effectively and transparently.

MONETIZATION OF FRINGE BENEFITS

Evidence suggests that extrinsic rewards (e.g., money and promotion) and intrinsic rewards

(which accrue from performing the task itself) are both important and cannot be directly

substituted for each other (Beer and Walton, 1990:16). Employee in the public sector

derives compensation for the services rendered. This is both direct (wages and salaries)

and in indirect (fringe benefits) which motivate employees to strive for higher level of

productivity. Total compensation is dependent on forces, such as, labour market factors,

collective bargaining, government legislation, and top management philosophy regarding pay

and benefits. However, available discussions indicate that organizations need to balance

the elements between direct compensation and employee benefits if they are to

effectively motivate employees and attain high performance levels (Schuler, 1996;

Armstrong, 2003; Onasanya, 1999; Arthur, 1995; Cole, 2001. Thus a marked departure

from the needed balance in the direction of either direct compensation or benefits can

have major implications for motivation, job satisfaction and organizational performance.

The Government of Nigeria considered monetization of employee benefits as a reform

approach needed to address the corruption and padding of allowance that characterized

the public sector. Monetization entails the conversion of employee benefits to cash

payments, thus, a transformation of indirect compensation to direct. Monetization of

employee benefits is the payment of money in lieu of the provision of the various forms of

employee benefits accruable to an employee by his/her employer.

BENEFITS OF MONETIZATION INCLUDE

Employee have immediate increase in monetary wages/salaries that enable them to

meet basic needs

Employee experience strong motivational force that promote productivity

It is a strategy that addresses low average wages

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It favours the employer in the area of cost factor. Employee benefits are costly to

maintain as wages and inflation increases. Monetization allows the employer to work on

estimation on an annual basis, the amount of financial resources that need to be

committed to the payment of the benefits and provide for the required amount in the

budget.

Enable the employer(Government) to reduce the level of fraud in the quantification

and administration of benefits

Reduces the potential for industrial disputes and negotiations

Employer exercises control on employee benefits

ZERO BUDGETING

Budgeting is a proactive approach that allows Government or organization to put in focus

its income and expenditure and making conscious decisions about how to allocate money in

order to actualize set targets within a given period.

The two main techniques of budgeting are:

a. Incremental Budgeting; this involves taking last year’s figure and adding a bit for

inflation or whatever, or even taking a bit off due to perhaps down sizing

b. Zero-Based Budgeting (ZBB) is a method of budgeting in which all expenses must be

justified for each new period. In this approach of budgeting, every function within

an organization is analyzed for its needs and costs.

Advantages of Zero-Based Budgeting are:

Efficient allocation of resources as it is based on needs and benefits rather than

history

Enable process owners to find cost effective ways to improve operations

Promotes staff motivation by providing greater initiative and responsibility in decision

making

Detects inflated budgets

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Disadvantages of Zero-Based Budgeting:

This budgeting technique is a bias towards short-term planning

It is resource intensive. It takes more time and efforts to draw up a budget from

scratch rather than modify an existing budget

Corrupt process owners can manipulate the process to provide more fund for

themselves

The Buhari led government took to Zero-Based Budgeting as a strategic step to achieve

flexible budget, focused operations, lower costs and more disciplined execution in

deliberate struggle to improve the standard of living of Nigerians.

TREASURY SINGLE ACCOUNT (TSA)

Section 80 (1) of the 1999 Constitution as amended states “All revenues, or other moneys

raised or received by the Federation (not being revenues or other moneys payable under

this Constitution or any Act of the National Assembly into any other public fund of the

Federation established for a specific purpose) shall be paid into and form one Consolidated

Revenue Fund of the Federation”. This section of the constitution provides that all

government revenues be remitted into a single account. This section was disregarded by

successive governments who operated multiple accounts for the collection and spending of

government revenue. In February,2015, the Central Bank of Nigeria issued a circular

directing all deposit money banks to implement the Remita e-Collection Platform. The

Remita e-Collection is a technology platform deployed by the Federal Government to

support the collection and remittance of all government revenue to a Consolidated Account

domiciled with the CBN. This marked the beginning of the full implementation of Treasury

Single Account (TSA) system in Nigeria. Treasury Single Account is a public accounting

system under which all government revenue, receipts and income are collected into one

single account, usually maintained by the country’s Central Bank and all payments done

through this account as well..

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THE PURPOSE OF TSA:

Ensure accountability of government revenue

Enhance transparency and avoid misapplication of public funds

Ensure proper cash management by eliminating idle funds usually left with different

commercial banks

Enhance reconciliation of revenue collection and payment.

Operation of the TSA in Nigeria; the Central Bank has to open a Consolidated Revenue

Account to receive all government revenue and effect payments through this account. This

is the Treasury Single Account. All Ministries, Departments and Agencies (MDAs) are

expected to remit their revenue collections to this account through the individual

commercial banks who act as collection agents. This means that the money deposit banks

will continue to maintain revenue collection accounts for MDA’s but all monies collected by

these banks will have to be remitted to the Consolidated Revenue Accounts with the CBN

at the end of each banking day. In other words, MDA’s accounts with money deposit banks

must be zero at the end every banking day by a complete remittance to the TSA of all

revenues collected. The implication is that banks will no longer have access to the float

provided by the accounts they maintained for the MDA’s. Different types of account could

be maintained under a TSA arrangement for transaction purposes for funds flowing in and

out. These accounts include; TSA main account, subsidiary or sub-accounts, transaction

accounts, zero balance account, imprest accounts, transit accounts and correspondence

accounts.

Benefits of full implementation of TSA in Nigeria are:

Provides for proper monitoring of government receipts and expenditure.

Help to block most if not all the leakages that have been the bane of the growth of

the economy.

MDAs are compelled to spend in line with duly approved budget provisions

Enable the Ministry of Finance monitor fund flow.

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Government will have evidence based financial status of MDAs for policy

formulation.

TSA poses a challenge to Deposit Money Banks as public sector fund constitute major

commercial bank deposit. However, the implementation of this financial policy though

compliance to constitutional provision is a critical step towards curbing corruption in

public finance. This is in line with the commitment of the current administration to combat

corrupt practices, eliminate indiscipline in public finance and ensure adequate fund flow

that will be channeled to critical sectors of the economy to enhance development.

BANK VERIFICATION NUMBER

The use of technology has made bank transactions real time with improved service

delivery. However, increased cases of compromise on conventional security systems

(password and PIN) necessitated the demand for greater security for access to sensitive

or personal information in the Banking System. Biometric technologies have been used to

analyze human characteristics as an enhanced form of authentication for real-time

security processes. Biometrics refers to identifying an individual based on physiological or

behavioral attributes – fingerprint, signature etc. The Central Bank of Nigeria through the

Banker’ Committee and in collaboration with all banks in Nigeria on February 14, 2014

launched a centralized biometric identification system for the banking industry tagged

Bank Verification Number (BVN). A unique ID number is issued to every Bank customer at

enrolment and linked to every account that the customer has in ALL Nigerian Banks and

ensuring that the customers Bank Accounts are protected from unauthorized persons.

The purpose of the BVN includes:

Use biometric information as a means of first identifying and verifying all

individuals that have account(s) in any Nigerian bank and consequently, as a means

of authenticating customer’s identity at point of transactions.

To provide a uniform industrially accepted unique identity for Bank Customers

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To authenticate transactions without the use of cards using only biometric features

and PIN

Identification of blacklisted customers

The benefits of BVN are:

Gives a unique identity that can be verified across the Nigeria Banking Industry

Customers Bank Accounts are protected from unauthorized access

It will address issues of identity theft, thus reduce exposure to fraud

Enhance the Banking Industry chances of being able to fish out blacklisted

customers

Standardized efficiency of Banking operations thereby reducing queue in Banking

halls

Inter bank transactions are carried out with ease

CHANGE MANTRA

According to Ochereome Nnanna, a political analyst, “All over the democratic world, the

‘change” is a pet mantra employed by opposition parties. “Continuity is the ruling party’s

counter to this battle cry. In this light, All Progressives Congress (APC) campaigned for

change with the Presidential Aspirant assuring that he would fight corruption, provide

security and diversify the economy. On the 29th of May, 2015 when General Buhari took

oath of office, he stated that, “I belong to everybody and I belong to nobody”. Change

transformed from a political slogan to a reform agenda of the Buhari administration. The

change mantra as a reform agenda of the Buhari administration is aimed at delivering the

dividends of democracy to the people through deployment of policies and programmes that

will promote social justice and economic development. The sum of the measures and

activities contained in the change mantra is to improve the standard of living of the

citizens and to restore the image of the country to attract global respect and foreign

investors.

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The features in the change mantra include:

Respect for the rule of law

Commitment to national ideals

Diversification of the economy for revenue generation putting in view solid minerals

, agriculture, tourism, etc

Putting in place solid structure for the achievement of the goals of Sustainable

Development Goals(SDG)

Providing security ( Putting an end to terrorism in Nigeria)

Creating conducive environment for investment (Domestic and Foreign)

Addressing all issues bordering on corruption

Transparency and Accountability in the public sector

Zero-Based Budgeting

Reorganization of MDAs and review of allowances to cut down cost of

administration

Building global partnership for development and the fight against terrorism.

ANTI-CORRUPTION CRUSADE

Corruption in Nigeria has become an issue that has not only stunted development but

attracted negative image for the country all over the world. This issue started to rear its

head in the first republic. Since then, corruption, especially in public sector has

progressively worsened such that the government of President Olusegun Obasanjo thought

it wise to put in place structures to combat it. The thinking that informed this action was

that corruption had become so invidious and strong that the Police could not fight. Hence,

the birth of the Economic and Financial Crimes Commission (EFCC), Independent Corrupt

Practices and other related offences Commission (ICPC), Bureau for Public Procurement

(BPP), etc.

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With the exit of Obasanjo regime, the fight against corruption seem to have lost steam in

the successive regimes that terminated on 29th May, 2015. President Buhari and All

Progressives Congress (APC) thought the fight against corruption deserved to be in the

front burner and hinged their campaign on it. President Buhari has been re-echoing that,

“if we don’t kill corruption, corruption will kill Nigeria”. Indeed, with the coming to power

of Mr. President, the fight against corruption has gained momentum. On a daily basis, the

underhand dealings of government functionaries in the past regimes come to light. First

was the 2.1 billion dollars arms procurement deal popularly known as Dansukigate, then the

NIMASA case, the trial of the number three citizen, Dr Bukola Saraki, the President of

the Nigerian senate, the reopening of the Halliburton and Siemens bribery cases,

termination of senior public officers for abuse of office, etc.

The benefits of this crusade include;

Restoring public confidence in governance

Recovery of looted funds

Instilling fiscal discipline in the country thereby checking diversion and

misapplication of government resources

Stimulating economic growth

Helping to create employment and social security

Promoting quality service delivery as inducement and influences would not be

involved in accessing services

Attracts foreign investors

CHALLENGES IN ACHIEVING NATIONAL DEVELOPMENT

Some of the challenges in achieving national development include;

Poor planning and ambiguous implementation framework for developed policies

Inadequate funding of activities and projects relevant for the actualization of the

reform agenda

Absence of buy-in of the citizens as shown during the BVN registration.

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Poor understanding of the scope and needs of the reforms by process owners

making them unprepared for the implementation of the reform initiatives

Apathy on the part of Public officers who perceive the reforms as unfavourable to

their personal interests

Ethno-religious factor which influences the response of the citizens to the policies

and programmes of government.

Effect of political differences on implementation of reform agenda.

THE WAY FORWARD

A nation striving to achieve National Development must take proactive steps that would

enable it to effectively implement its programmes targeted at promoting the living

standard of the citizenry. These steps include;

The government should draw appropriate implementation framework for its reform

initiative for clarity and ease of take off and sustainability.

Adequate budgetary provision is required for the success of any reform agenda.

There is need for all inclusive sensitization on reform initiatives to stimulate the

participation and buy-in of the citizens

Issues of capacity gap imposing limitation in conduct of government business as

observed during the implementation of TSA should be addressed through robust

training

There is need for improved monitoring of the implementation of government

programmes and appropriate sanctions applied to align all efforts to set rules and

standards

Political difference should be managed in such a manner that opposition parties

would in national interest support and drive the implementation of government

programmes.

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CONCLUSION

The government has the mandate to provide security and welfare to its citizens. The

citizens depend on MDAs to deliver services that will promote living standards.

Government puts policy and programmes in place to ensure that services sought by the

citizens are delivered satisfactorily. Effective implementation of these programmes

accounts for National Development. The country under President Mohammadu Buhari is

witnessing a lot of reforms and actions strategically injected to address corruption,

secure commitment to safe financial transactions, check insecurity, uphold social justice

and promote economic growth.

REFERENCES:

1. Adeolu I. A (2015). Understanding the Treasury Single Account (TSA) System-

Things you should know. Business and Economy, Market Development.

2. CBN (2015). Revised Guidelines for Compliance with Treasury Single Account by

Banks in Nigeria.

3. Mustapha Muktar (2014). Monetization of Fringe Benefits in Nigeria Public Sector:

Which way

4. Pere Ayapere (2010). The Effect of Monetization on Federal Civil Servants in

Nigeria. Public Personal Management Paper

5. Ogunrin F.O & Erhijakpor (2009). SERVICOM Policy Intervention: Improving

Service Quality in Nigeria Public Sector. Global Journal of Social Science Vol. 8

No.1

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BASIC OFFICE MANAGEMENT SKILLS

INTRODUCTION

In our daily life we visit offices like Post office, transport office, electricity office,

company office, office of the advocate or government office. We visit these offices for

some services or the other, hoping that we can get our work done within the shortest

possible time. If you get the work done easily and without much hassle, you feel that it is

an efficient office. However, if you are not able to get the work done after repeated

visits you term the office as an inefficient office. Generally, private offices are

considered more efficient than government offices because in Government offices people

get stocked for flimsy reasons due to bureaucracy.

When you think about an office, the immediate impression that comes to your mind is that

of a clerk sitting on a chair with some files on the table and some other Officers sitting

and doing some paper work in a particular building. But mere doing paper work in a

particular place routinely is not the basic function of an office.

Office can be defined as “any place where records are prepared, handled and preserved

for future reference and making such records available as and when required.”

In a broad sense, office represents service function which involves clerical work, receiving

data and records, supplying data and records. Presenting data, analyzing data, mailing

letters, typing and duplicating documents, maintaining files, assisting communication etc

for the efficient management of an organization. All these clerical activities are

performed in the office and constitute the office services.

It is nature of the work that is significant and certainly not the person who does it or the

place where it is done. Creating records, collecting data, presenting records, processing

and supplying information to the public who needs it for decision making are the main

activities performed in an office. It may also include the processing and presenting

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numerical data in form of reports and statements, facilitating internal or external

communication within or outside the organization.

AIM

The aim of this discuss is to acquaint the course participants with the basic office

management skills needed in the efficient management of an organization.

OBJECTIVES

At the end of this lecture, participants should be equipped to;

State and explain the qualities of an office manager

Enumerate and explain the duties of an office manager

QUALITIES OF AN OFFICE MANAGER

An office Manager is a person who coordinates all the activities in a particular office. He

could be an overall boss or sectional head.

Below are the qualities of an Office Manager:

1. PROBLEM SOLVING SKILLS: It is an important trait required of an office Manager.

Since he is the one other staff see to have their complaints resolved, the office

Manager must be a good problem solver by nature. Even if he cannot solve the problem

on his own, He must know who to go to so that the problem can be solved.

2. PERSONABLE NATURE: An office Manager should be personable in nature. Since he is

an individual who need to relate with others both inside and outside office

environment, it is pertinent for him to b e a good conversationalist. He must be at ease

while conversing with others as this will enable them to get job done in the most

efficient way possible.

3. MATHEMATICAL SKILLS: Good mathematical skills is another positive trait for

office Manager as they will be working with numbers on a frequent basis. Those who

have good mathematical skills will be able to get the job done as quickly as possible.

4. MULTI TASKING SKILLS: Frequently, an office Manager will be pulled in every

different direction due to work demands. So it is important for the office Manager to

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know how to do multiple things like typing, filling, Photostatting, duplicating, protocol

and reception of guest.

5. LEADERSHIP SKILL: Office Managers should be leader by nature. They should be

comfortable with occupying a lead position and be able to resolve all problems which

come their way. By being a natural leader, the office Manager will be able to complete

their daily duties in a timely and efficient manner.

DUTIES OF AN OFFICE MANAGER

The office Manager normally is the head of the office and is in-charge of general

administration of the office. He oversees the running of office business on daily basis. In

order work towards getting better output and higher efficiency, he is expected to

motivate persons working under him, he checks the performance of the subordinates and

co-ordinate group activities and also resolves problems relating to routine operations.

He bears overall responsibility of making office services available to all other departments

as efficiently as possible. At the same time subordinates consider him to be their

spokesman and expect him to protect them from all unfavourable decisions. Under listed

are some of the specific duties of the office Manager.

1. Enforcement discipline and proper work ethics.

2. To watch for innovations in techniques and methods of work in the office.

3. To set achievable targets of output for daily work.

4. To motivate the office employees in his unit.

5. To initiate corrective steps, where necessary to improve work performance.

6. To bring about changes in methods and equipments, to achieve better result.

7. To organize physical conditions in the office so as to create proper environment.

8. To establish proper authority relationship among members of the work group.

9. To schedule work so as to maintain an even and steady flow.

10. To interpret organizational policies and programmes for his subordinates.

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11. To evaluate the merits of the employees on the basis of their performance.

12. To control work performance of the office staff.

13. To establish systems and procedures for office activities.

14. To provide congenial work atmosphere.

15. To assign work to different office assistants according to their abilities.

CONCLUSION

Generally, Office Management has to do with all the activities performed in an office

under sufficient control and following laid down procedures. Although, procedure, for

office management may vary according to the need of the organization and also the level

of training provided to the staff. For instance, the required office procedure for a Judge

in his Chamber at a Court will vary greatly to the procedure required in the office of the

Chief Medical Director of a tertiary Health Care Service, like wise the office procedure

expected in various departments within the same organization may vary because what is

obtainable in each department also varies. However, with the introduction of Quality

Management System (QMS) by ISO, minimum standards were established globally to

harmonize procedures according to world best practices.

In view of that, it is expected that most office processes will be carried out in similar

manner but for different result.

THANK YOU FOR LISTENING.

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CONFLICT MANAGEMENT AND RESOLUTION II

INTRODUCTION:

When people work collaboratively, conflict will always arise. Understanding the nature and

source of conflict and its progression and stages, resolution, and outcome is a vital aspect

of living. Causes of conflict include the miscomprehension of communication, emotional

issues, personal history, and values. When the difference is understood and the resultant

behavior properly addressed, most conflict can be settled in a way that provides needed

change in an organization and relationships. There are serious consequences of avoiding or

mismanaging disagreements. Informed leaders can effectively prevent destructive

conflicts.

AIM

To acquaint participants with the basic skills in conflict management and resolution.

OBJECTIVES

At the end of this lecture participants are expected to be at home with

a. The definition of conflict

b. Types of conflict

c. Best practices in conflict management and resolution

d. Implementation

e. Challenges and

f. The way forward

DEFINITION OF TERMS:

Conflict: The Cambridge Dictionary defines conflict as an activedisagreemetbetween

people with opposingopinions or principles. It can also be defined as fighting between two

or more groups of people or countries.

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Wilmot & Hocker defined conflict as "An express struggle between at least two

interdependent parties who perceive incompatible goals, scarce resources and

interference from others in achieving their goal".

According to Wall, conflict is a process in which two or more parties attempt to frustrate

the others' goal attainment...the factors underlying conflict are threefold:

interdependence, difference in goals and differences in perceptions.

Conflict therefore can simply be defined as A struggle for power, property etc, a strong

disagreement between people, groups that results in angry argument. A difference that

prevents agreement. A disagreement between ideas, feelings etc.

Management: The Webster’s Comprehensive Dictionary defines management as the skilful

use of means to accomplish a purpose.

Resolution: This means a proposition offered to or adopted by an assembly.

Conflict management and resolution therefore refers to the skillful process involved in

facilitating the peaceful ending of conflict and retribution .

TYPES OF CONFLICTS

Conflict is classified into the following four types:

a. Interpersonal conflict - Refers to a conflict between two individuals. This occurs

typically due to how people are different from one another. We have varied

personalities which usually results to incompatible choices and opinions. Apparently, it is

a natural occurrence which can eventually help in personal growth or in developing your

relationships with others. In addition, coming up with adjustments is necessary for

managing this type of conflict. However, when interpersonal conflict gets too

destructive, calling in a mediator would help so as to have it resolved.

b. Intrapersonal conflict - Thisoccurs within an individual. The experience takes place in

the person’s mind. Hence, it is a type of conflict that is psychological involving the

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individual’s thoughts, values, principles and emotions. Interpersonal conflict may come in

different scales, from the simpler mundane ones like deciding whether or not to go

organic for lunch to ones that can affect major decisions such as choosing a career

path. Furthermore, this type of conflict can be quite difficult to handle if you find it

hard to decipher your inner struggles. It leads to restlessness and uneasiness, or can

even cause depression. In such occasions, it would be best to seek a way to let go of the

anxiety through communicating with other people. Eventually, when you find yourself out

of the situation, you can become more empowered as a person. Thus, the experience

evoked a positive change which will help you in your own personal growth.

c. Intragroup conflict – This is a type of conflict that happens among individuals within a

team. The incompatibilities and misunderstandings among these individuals lead to an

intragroup conflict. It arises from interpersonal disagreements (e.g. team members

have different personalities which may lead to tension) or differences in views and

ideas (e.g. in a presentation, members of the team might find the notions presented by

one of them to be erroneous due to their differences in opinion). Within a team, conflict

can be helpful in coming up with decisions which will eventually allow them to achieve

their objectives as a team. However, if the degree of conflict disrupts harmony among

the members, then some serious guidance from a different party will be needed for it

to be settled.

d. Intergroup conflict -Thistakes place when a misunderstanding arises among different

teams within an organization. For instance, the sales department of an organization can

come in conflict with the customer support department. This is due to the varied sets

of goals and interests of these different groups. In addition, competition also

contributes for intergroup conflict to arise. There are other factors which fuel this

type of conflict. Some of these factors may include a rivalry in resources or the

boundaries set by a group to others which establishes their own identity as a team.

BEST PRACTICES IN CONFLICT MANAGEMENT AND RESOLUTION:

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Litigation and trial has been the traditional method in which a judge decides who is right

or wrong. That is where someone wins and someone loses. There are however, many other

options which includes Negotiation, Mediation and Arbitration often referred to as ADR or

Alternative Dispute Resolution. These options are often more appropriate methods of

dispute resolution which results in fair, reasonable and just answer to both parties.

Settlement and compromise have long been favored in our legal system. Most cases filed in

court are more often settled, only about 5% of such cases go to trial. ADR procedures are

excellent options in dealing with controversy facilitating early resolution with less

expenses than traditional litigation. In fact most courts the world over require parties to

consider some form of ADR before going to trial.

NEGOTIATION

This is the most basic means of settling differences, a back and forth communication

between parties in a conflict with the goal of finding a solution. Negotiation can be direct

between parties or through attonies who will do so on behalf of the parties. There are no

specific procedure to follow, parties can determine their own procedure.

Negotiation enables parties to participate directly in the decisions that affect them, here,

the need of both parties are considered. A negotiation agreement can be reduced into

contract and enforceable.

Note that negotiation can be used at any stage of conflict - before a suit is filed, while

the suit is in progress, at the conclusion of trail and even after appeal is filed.

Features of Negotiation

a. Voluntary

b. Private and confidential

c. Quick and inexpensive

d. Informal and unstructured

e. Parties control the process

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f. Negotiation agreements can be enforceable

g. Can result in win - win solution

MEDIATION

This is a voluntary process in which an impartial third party helps with communication and

promotes reconciliation between the parties which enables them to reach a mutually

acceptable agreement. It is often the next step if negotiation fails.

The process is managed by the mediator who facilitates negotiation between parties. A

mediator does not make or force an agreement. Parties directly participate and are

responsible for negotiating their settlement and agreement.

At the beginning, the mediator describes the process and ground rules. Parties or their

counsel have the opportunity to express their views of the dispute. It also helps them

understand each party's point of view. The mediator may meet separately with each side -

separate "caucusing" can help address emotional and factual issues and also allows time for

accessing legal advice from your counsel. Mediation is usually held in the office of the

mediator or an agreed location.

If an agreement is reached in mediation, it can generally be reduced to writing, it can also

become a contract which is enforceable. However if an agreement is not reached, other

options such as arbitration and litigation can be pursued.

It should be noted that mediation can be done with or without attorneys depending on the

nature of dispute, but you may consult a lawyer before the conclusion of the mediation to

be sure you have made informed decisions and your rights are protected.

Mediation can be used in conflicts ranging from disputes between Landlord/tenant,

employer/employee, personal injuries, matrimonial causes, probate issues as well as simple

and complex business disputes. It can be used at any stage of conflict such as facilitating

the settlement of a pending suit.

a. Features of Mediation

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b. Promote communication and cooperation

c. Provides basis for resolution of disputes on your own

d. Voluntary, flexible and informal

e. Private and confidential

f. Reduces hostility and preserve ongoing relationship

g. Help avoid uncertainty, time, cost and stress of going to trial

h. Allows for mutually acceptable agreements tailored to meet your needs

i. Can result in win - win solution.

ARBITRATION

This entails the submission of a disputed matter to an impartial person (the arbitration)

for decision. Arbitration is typically an out of court method of resolving conflict. The

process is controlled by the arbitrator who listens to both parties and make a decision.

Like a trial, only one side will prevail and unlike trials, rights of appeal are limited.

The arbitrator conducts the hearing in the presence of the parties, even though

documents, evidence or exhibits and testimony. In some instances, parties agree to

establish their own procedure. There can be either one or a panel of three arbitrators and

parties can be represented by counsel. The decision in arbitration can be binding on

parties if they so agree previously, and in which case the rights of appeal are limited.

An arbitration award can be reduced as judgment in a court and be enforceable. In non-

binding arbitration, a decision may become final if parties agree to accept it or serve to

help in evaluating the case and be a starting point for settlement talks. It should be noted

that if a contract is signed with an arbitration clause, the arbitrator may make a final

decision and the right to a court trial may be waived.

Features of Arbitration

a. Voluntary

b. Private

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c. Less formal and structured than going to court depending on applicable arbitration

rules

d. Quicker and less expensive than going to court.

e. Each party shall have the opportunity to present evidence and make arguments

f. Parties have the right to choose an arbitrator with specialized expertise

g. Arbitration decision may resolve the dispute and may be final

h. Arbitration award can be enforced in court

i. If non-binding, parties have the right to trial

In most cases if parties fail to settle their disputes through negotiation, mediation,

arbitration or some other means, then they can pursue litigation through the courts.

LITIGATION

In this method, the courts and the civil justice system are used to resolve conflicts. It is

used to compel the other party to participate in the solution. It involves the filing of a suit

in court wherein rules of procedure must be followed. The process includes a full

examination and determination of the issues between the parties with each party

presenting his case to the judge and the decision is made by applying the facts to

applicable law.

The verdict concludes the litigation process and is enforceable. However, the loser may

appeal the decision in a higher court.

Features;

a. Involuntary

b. Formal and structured with rules of evidence and procedure

c. Each party can present his evidence and arguments and be cross examined

d. Public - Court proceedings and records are open

e. Decision is based on law

f. Decision can be final and binding

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g. Right of appeal exist

h. Losing party may pay cost

CONSIDERATIONS IN SELECTING THE APPROPRIATE METHOD

The methods you use to resolve your conflict will depend on your personal needs and the

nature of the dispute. You may consult a counsel to help suggest which process best serve

your situation.

a. Private and confidential or public court setting

b. Informal setting and a more flexible process or formal with specific rules to follow

c. Personal control or decision made by a judge with specific rules to follow

d. Time

e. Cost

f. Maintaining relationships

g. Dispute decided on question of law, resolved with business principles, or a solution

found through other fair yet practical means

h. Binding and easily enforceable.

IMPLEMENTATION

Most of the methods of conflict resolution enumerated above have been in use in our day

to day interactions. We have in fact used them in settling disputes arising from our patrol

operations, in marketing some of our products and policies where the FRSC is sued in court

for perceived wrongs.

The Corps legal office has to a large extend deployed the use of ADR in resolving some of

the conflicts arising from pre- action notices received from aggrieved parties complaining

about illegal arrest and impoundment of their vehicle or for assault on them by members

of our patrol teams while of patrol. This has enabled FRSC to resolve most of the conflicts

arising from its operation and still maintain a very cordial relationship with its customers.

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The Federal Government of Nigeria has also employed the use of conflict resolution

methods in its attempt at resolving most of the ethno - religious conflict bedeviling the

country. It has recently established the National Council of Traditional Rulers which will

build bridges across the ethnic and religious divides.

CHALLENGES IN MANAGING AND RESOLVING CONFLICTS:

Some factors that can impact how we respond to conflict are listed below with

explanations of how these factors might affect us.

a. Gender: Some of us were socialized to use particular conflict modes because of our

gender. For example, some males, because they are male, were taught “always stand up

to someone, and, if you have to fight, then fight.” If one was socialized this way he will

be more likely to use assertive conflict modes versus using cooperative modes.

b. Self-concept: How we think and feel about ourselves affect how we approach conflict.

Do we think our thoughts, feelings, and opinions are worth being heard by the person

with whom we are in conflict?

c. Expectations: Do we believe the other person or our team wants to resolve the

conflict?

d. Situation: Where is the conflict occurring, do we know the person we are in conflict

with, and is the conflict personal or professional?

e. Position (Power): What is our power status relationship, (that is, equal, more, or less)

with the person with whom we are in conflict?

f. Practice: Practice involves being able to use all conflict resolution modes effectively,

being able to determine what conflict mode would be most effective to resolve the

conflict, and the ability to change modes as necessary while engaged in conflict.

g. Determining the best mode: Through knowledge about conflict and through practice we

develop a “conflict management understanding” and can, with ease and limited energy,

determine what conflict mode to use with the particular person with whom we are in

conflict.

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h. Communication skills: The essence of conflict resolution and conflict management is the

ability to communicate effectively. People who have and use effective communication

will resolve their conflicts with greater ease and success.

i. Life experiences As mentioned earlier, we often practice the conflict modes we saw

our primary caretaker(s) use unless we have made a conscious choice as adults to

change or adapt our conflict styles. Some of us had great role models teach us to

manage our conflicts and others of us had less-than-great role models. Our life

experiences, both personal and professional, have taught us to frame conflict as either

something positive that can be worked through or something negative to be avoided and

ignored at all costs.

j. Lack of cooperation by parties to the conflict

THE WAY FORWARD

The primer outlines and describes numerous actions that individuals can undertake to improve their

own ability to positively manage the inevitable conflicts that arise in individual and organizational

relationship today. Some of the suggestions include

There should be a conscious effort by individuals, organizations and government to move from

conflict resolution to conflict prevention

a. Accessing education and training in conflict and conflict management,

b. Improving communication skills,

c. Recognizing that men and women have different communication styles and responses to

conflict, and

d. Adopting a more positive approach to others.

On a larger scale, Non Governmental Organizations should be encouraged to embark od research

and programs of peace education for communities and also serve as facilitators of dialogue between

conflicting groups especially in cases of ethno - religious conflicts.

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CONCLUSION:

Conflict may seem to be a problem to some, but this isn’t how conflict should be perceived.

On the other hand, it is an opportunity for growth and can be an effective means of

opening up among groups or individuals. There will always be times when court room trial is

best option, you are however better served by one of the other alternative dispute

resolution processes above. With a better understanding of the considerations which helps

you chose the most appropriate method, conflict can be more successfully managed and

disputes more satisfactorily resolved. Conflict therefore should not be understood solely

as an inherently negative and destructive occurrence, but rather as a potentially positive

force to change if harnessed constructively.

Thank you for listening

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REFERENCES:

1. Ani, K.J. (2009) Inter-Religious Socialization as a Peace Education Subject for Conflict

Management in Nigeria, Maiduguri Journal of Peace, Diplomatic and Development

Studies, Vol. 2, No.2, July-December.

2. Akpala A. (1982) Industrial Relation Model for Developing Countries: The Nigerian

System, Dimension Publishers.

3. Idowu, W. O.O. (1999) Citizenship, Alienation and Conflict in Nigeria: Africa

Development, Vol.24:1&2, pp31-55.

4. Johnson, D.W., and Johnson, F.P. (2000) Joining together: Group Theory and Group

Skills(7th

ed.), Boston, Allyn and Bacon.

5. Okoye, M. O., Imo, M. T., and Igbo, U. H., 2011, Services for Conflict Resolution: The

Role of Nigerian Academic Libraries. Library Philosophy and Practice. e-journal online

available http://digitalcommons.unl.edu/libphilprac/ 502.

6. Otite, O., and Albert, I.O. (1999) Community Conflicts in Nigeria. Ibadan: Spectrum

Books.

7. www.okbar.org/public/brochure/methodforresolvingconflict & dispute dated

27/2/2016

8. www.olshak.com/wp-content/uploads/2010/04/Introto-conflict dated 28/2/2016

9. European Journal of Social Sciences - volume 13, Number 3 201

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FRSC REGULATIONS ON MAINTENANCE OF DISCIPLINE, 2013

INTRODUCTION

It is a universal truism that no society or organization can thrive in peace and harmony

without a set of norms, regulations, rules and values. FRSC as an agency of government was

established vide the FRSC (Establishment) Act, 2007 with specific functions to oversee

the effective management of road traffic and other related matters. If FRSC is to

successfully perform its mandate, it is important that its workforce must be guided by a

set of norms, rules and regulations for acceptable minimum standards of behaviour. Hence,

the making of the FRSC Regulations on Maintenance of Discipline pursuant to section 5(e)

of the FRSC (Establishment) Act, 2007.

AIM

The aim of this lecture is to enable participants conduct analytical and strategic review of

the FRSC Regulations on Maintenance of Discipline, 2013.

OBJECTIVES

At the end of the lecture, participants should be able to:

Explain the essence of discipline in the public service.

Identifying types of misconducts and punishments in FRSC.

Be able explain disciplinary procedures in FRSC.

Identify the challenges involved in the implementation of the Disciplinary

Regulations and proffer possible solutions.

DISCIPLINE IN RELATION TO PUBLIC SERVICE

Discipline in relation to public service connotes a system by which, orderly operation and

control of personnel are maintained for the effective management of the establishment

concerned. From the above, it is clear that the word discipline encompasses not only the

requirement of keeping up an acceptable standard of behaviour in accordance with rules

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and regulations as are present in all organizations like FRSC, but also includes sanctions by

way of punishment which would be visited on a defaulter.

Disciplinary action against a staff therefore, results from the breach of any of the

various provisions regulating the operation of a particular organisation, which are punished

by the rules of an organization or establishment.

DISCIPLINE IN FRSC

Discipline in FRSC like any other paramilitary organization is taken as core value and any

contrary act of a member of the Corps should ordinarily not be swept under the carpet. It

is in pursuit of this, that Section 5(e) of the FRSC (Establishment) Act, 2007, empowers

the Commission to make regulations for the maintenance of Discipline of its members.

Therefore, the FRSC Regulations on Maintenance of Discipline came into being through the

implementation of Section 5(e) of the Act (supra).

FRSC REGULATIONS ON MAINTANANCE OF DISCIPLINE, 2013

The current FRSC Regulations on Maintenance of Discipline 2013 came into force on the

23rd day of April, 2013, after the former Regulations had been repealed and the latter

ratified and accepted as an instrument of enforcing discipline in the Corps by the

Management.

The Regulations stipulates various misconducts, punishments and/or penalties and

disciplinary procedure to be adopted in dispensing with misconducts by members of the

Corps. The FRSC Regulations on Maintenance of Discipline, 2013 is divided into five (5)

parts with seven schedules.

PART I

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This part of the Regulations on Maintenance of Discipline is the introductory part, which

deals with issues like repeals, citation, persons to whom the Regulations apply, and

interpretation of terms used in the Regulations. It should be noted that the Regulations

are only binding on members of the Corps.

PART II

This part specifically creates misconducts (which could be acts or omissions), and specifies

the various punishments for the misconducts.

THE NATURE OF MISCONDUCTS UNDER THE REGULATIONS

A feature of the Regulations is the creation of misconducts and punishments, with a view

to impacting on the Corps members the required discipline, for the accomplishment of

their assigned roles and the functions of the Corps as a body. It should be noted however,

that the exigencies of Para-Military requirements also compel the absorption of certain

offences enunciated under the Criminal and Penal Codes of Nigeria, respectively.

Acts and omissions which are referred to as offences under the Regulations are service

connected. Though they are also civil or criminal in nature, it is pertinent to note that the

substance of criminal offences are not subject to final or conclusive determination by

FRSC Disciplinary Panel (FDP), because, while the conduct of a staff with regard to any of

the criminal offences, such as rape, may be investigated by FRSC Disciplinary Panel, the

substance of such cases are referred to courts of law, which have the power to determine

the fate of anyone who commits any of such criminal offences. It is in line with this

principle, that a staff who has undergone an investigation for a criminal case under FRSC

Disciplinary Panel and has been found culpable, is placed on interdiction, (which is half

salary), until the final determination of the case by a conventional court of law.

The basis of the Regulations therefore, is simply to instil discipline among the staff of the

Corps.

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In the context of the above analysis, misconduct under the FRSC Regulations, may be

defined as an act or omission of a member of the Corps or any person subject to FRSC

Regulations, against the Corps discipline or the general laws of the land to the extent that

justifies the intervention of the Corps machinery of justice or discipline. In other words,

as members of the Corps we are supposed to act in consonance with standard guidelines,

regulations of the Corps as well as the Laws of Nigeria. Any act or omission to the

contrary is a misconduct which attracts sanctions under the Disciplinary Regulations or

general law of the Land.

TYPES OF MISCONDUCT

The misconducts for which a member of the Corps may be investigated, are enunciated in

Regulations 4-47 of the Regulations and are broadly categorized as follows:-

a. Misconduct relating to duty: Regulations 4 - 11

b. Misconduct relating to information and qualification: Regulations 12 - 15

c. Misconduct relating to borrowing and debt: Regulation 16

d. Misconduct relating to employment and petition: Regulations 17-18

e. Other Misconducts and Gross misconduct: Regulations 19 - 37

f. Misconduct relating to Special Marshal/Road Safety Club: Regulation 38

g. Misconduct relating to property: Regulation 39 - 40

h. Misconduct relating to firearm/ammunition: 41

i. Misconduct relating to testifying before FRSC disciplinary panel: Regulation 42

j. Continuous misconduct: Regulation 43

k. Misconduct relating to drivers licence processing centre: Regulation 44

l. Misconduct relating to National Vehicle Identification Scheme: Regulation 45

m. Misconduct relating to duty room: Regulations 46

n. Misconduct relating to inter-cadre marriage: Regulations 47

PART III

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TYPES OF PUNISHMENT

Regulations 48 to 49 prescribe punishments that may be given to members of the Corps,

for breach of any provision of the Regulations.

The punishments that can be given to an Officer of the Corps, who has been investigated

and found guilty of an offence, are listed in Regulation 48(1) as follows;

a. Dismissal from Service

b. Termination of Appointment

c. Reduction in Rank

d. Loss of Seniority

e. Major Entry

f. Minor Entry

g. Interdiction

h. Loss of Pay

i. Confinement

j. Extra Duty

k. Severe Reprimand

l. Reprimand

NOTE: notwithstanding the provision of section 48(1), an Officer of the rank of ARC

shall not be de-ranked, but awarded loss of seniority for one year instead.

Regulation 49 (1) prescribes the types of punishment that may be awarded to erring

Marshals, and they are basically the same as those prescribed for Officers, except that,

for Marshals the following punishments are also added:-

a. Drill or Fatigue

b. Guardroom

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c. Extra-Guard duty

NOTE also that notwithstanding the provisions of Regulation 49(1)(c) a marshal of the

rank of RMAIII shall not be awarded reduction in rank but awarded loss of seniority for

one year - Reg. 49(2). Marshal Inspectors shall not be awarded drill or fatigue – Reg. 49(3)

PART IV

FRSC DISCIPLINARY PROCEDURE: REGULATIONS 50-63

This part of the Regulations deals with the steps and procedures prescribed to discipline a

defaulting member of the Corps summarily, as well as for investigation of cases by an

FRSC Disciplinary Panel.

The crux of this part is the procedure for the enforcement of the FRSC Regulations on

Maintenance of Discipline.

PROCEDURES FOR MAINTENANCE OF DISCIPLINE

Basically, there are two (2) types of procedures adopted in FRSC for enforcing discipline

on erring members. These are;

a. Summary Investigation

b. Investigation by FRSC Disciplinary Panel (FDP)

NOTE: there is no provision for Board of Enquiry in the New Regulations.

The above are the two alternative modes of investigation available to the Chairman of the

Commission, the Corps Marshal, Commanding Officers, Heads of Departments, Corps

Officers or a delegated authority and each of these has distinct procedures and is also

applicable in different situations.

SUMMARY INVESTIGATION (Regulations 55 – 58)

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A summary investigation is a procedure whereby the authorizing or supervising officer of a

person suspected of having committed an offence under the Regulations, takes immediate

action to determine his culpability or otherwise. It is non-judicial in nature and as such,

strict legal procedures are not employed. Summary Investigations only apply to Officers

below the rank of ACC – Regulation 55(1). ACC and above shall be investigated by an FDP

for any misconduct committed.

INVESTIGATION BY FRSC DISCIPLINARY PANEL (Regulation 59-63)

This refers to a more detailed means of ascertaining the culpability or otherwise of a

person or persons, suspected of having violated the FRSC Regulations on Maintenance of

Discipline, through a panel convened and composed by an appropriate authority of the

Corps.

It is important to state here that in both procedures, before one is investigated, a report

should be made either orally or in writing to the appropriate authority, stating that

misconduct has been committed by a member of the Corps. Such report must however, not

be made out of malice or without good and sufficient reason, otherwise, the person making

the report would be culpable of a misconduct and liable to reduction in rank if found

culpable[Regulation 50(3)].

It should be noted further, that where the appropriate authority to whom a report of

misconduct is made is satisfied that there are no reasonable grounds to believe that a

misconduct (which the punishment is dismissal, termination of appointment, reduction in

rank or loss of seniority) has been committed under the regulations, he shall dismiss the

report, but if otherwise, it shall be referred to FDP for further investigation which shall

make recommendation to the Management [Regulation 51(5)].

APPROPRIATE DISCIPLINARY AUTHORITY (Regulation 58)

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The appropriate authority, for the purpose of these regulations shall include;

a. The Chairman of the Commission,

b. The Corps Marshal and Chief Executive,

c. Heads of Department (HOD),

d. Corps Officers,

e. Heads of Special Units,

f. Zonal Commanding Officers,(ZCO)

g. Sector Commanders (SC),

h. Unit Commanders (UC)

i. Or anybody so delegated by any of the above.

PROCEDURE FOR SUMMARY INVESTIGATION

Where misconduct has been committed and a report has been made that misconduct has

been committed, the appropriate authority shall request the defaulter to appear before

him immediately and state the alleged offence to him, and request that he makes his

defence, immediately. If the defence put up by the defaulter is unsatisfactory, the

defaulter shall be found culpable and appropriate punishment shall be recommended to the

appropriate authority.

NOTE: that where an Officer or Senior Non-Commissioned Officer is being

investigated, the Summary Investigation Panel shall be constituted by an Officer not

lower in rank than an ACC and an Officer of an equivalent status with the defaulting

Officer or Senior Non-Commissioned Officer. [Regulation 56(1)]

Summary investigation proceedings shall be recorded verbatim in a summary investigation

register. [Regulation 57(1)(d)]

NOTE: that an officer of the rank of ACC and above shall not be investigated summarily

for offences committed by him or her.

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For all offences where the punishment is dismissal, termination, reduction in rank or loss

of seniority, whether the person involved is an Officer or a Marshal, investigation shall be

by FDP.[Regulation 57(3)]

OBJECTIVE OF SUMMARY INVESTGATION

The objective of summary investigation is to speedily determine:-

a. Whether the alleged defaulter is culpable of the allegation levelled against him.

b. Dismissing the complaint if the allegation is unfounded, frivolous or

unmeritorious.

c. Recommend the appropriate punishment if the alleged defaulter is found

culpable.

PROCEDURE FOR INVESTIGATION BY THE FRSC DISCIPLINARY PANEL.

The abbreviation FDP means Federal Road Safety Commission Disciplinary Panel. An FDP

has jurisdiction to investigate all members of the Corps from the least Marshal to Deputy

Corps Marshal.

The first step to take during FDP investigation is to prepare a Convening Order, which

should be signed by the Convening officer who must be the appropriate authority or a

delegated authority. The convening order must contain amongst other things the name of

the convening officer, his position of authority, names of the members of the FDP, name(s)

of the defaulter(s), name(s) of witness(es), date and signature of the Convening Officer,

venue of the investigation, etc.

NOTE: there is no provision for a Judge Advocate and a Defence Counsel/Officer, but the

Legal Officer sitting in the FDP is a member and not just a guide. The defaulter is

expected to answer questions directly as they are being put to him.

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Before a member is investigated for a misconduct, such member must be informed of the

allegation against him in writing, at least seventy two (72) hours to prepare his defence.

[Schedule 1(1) pursuant to Regulation 53]

On the day of investigation, the defaulter will be marched in before the FDP without

head-dress and belt. It is important to note that all FDP investigations must be conducted

within FRSC Office/formations or any other place approved by the appropriate authority.

[Schedule 1 (2) & (13) pursuant to Regulation 53]

If a defaulter is investigated for desertion, a registered summon would be sent to his last

known address, requesting him to appear within seven (7) days before the FDP and answer

questions on allegation of misconduct levelled against him. If he fails to appear, he would

be investigated in absentia by virtue of regulation 5 (b).

All misconducts relating to patrol activities shall be investigated at the National

Headquarters, Abuja, while all other misconducts shall be investigated in the Command

where the alleged misconduct took place. [Regulation 51(3)]

PROCEDURE FOR TAKING EVIDENCE BY FDP [Schedule 1(3) pursuant to Regulation

53]

The following procedure shall apply when taking evidence before an FDP;

Examination in–Chief: This refers to the taking or giving of principal evidence in

respect of an alleged offence by the party that produced the witness.

Cross examination: is when the witness giving the evidence, is being examined by

the opposing party, to ascertain the truthfulness or otherwise of the evidence so

given.

Re-Examination: refers to further examination of the witness within the confines

of the evidence earlier given, to repair if necessary, any error made in the course

of cross examination, which may affect the witness’s case negatively.

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COMPOSITION

The FRSC Disciplinary Panel shall consist of a Chairman, who shall not be below the rank of

a Chief Route Commander (CRC) and three other members of whom, one shall be a Legal

Officer from the Corps Legal Office in RSHQ and field Commands, respectively, as the

case may be. Also, one of the members shall be a Marshal, not below the rank of Senior

Marshal Inspector (SMI), where a Marshal is being investigated. See Regulation 59(1).

Eligibility to Serve As a Member of an FDP

It should be noted, that no member shall be eligible to serve in the Panel except, he is

subject to the FRSC Regulations on Maintenance of Discipline and has been in the service

of the Corps for a period not less than six months. [Regulation 60]

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PART V

RETRIEVAL OF PROPERTY FROM TERMINATED AND DISMISSED STAFF

Regulation 64 provides, that any member of the Corps whose appointment is terminated or

who is dismissed from service or ceases to hold his office shall deliver to the appropriate

authority under whom he is serving the following;

a. Identity card;

b. Clothing;

c. Accoutrements and;

d. Other property of the Corps in his possession.

Where he fails to do so, he shall be arrested and handed over to the police for

prosecution and recovery of such properties of the Commission.

PREROGATIVE OF MERCY

What is prerogative of mercy? It is the special power to pardon a defaulter, despite his

being found culpable.

Under schedule 4, the Commission shall have the right of prerogative of Mercy in respect

of Officers and Marshals and this right shall be exercised upon the advice of the

Prerogative of Mercy Committee, which shall consist of:-

a. The Corps Marshal and Chief Executive as the Chairman

b. A member of the Commission – member

c. The Head of Department of Admin and Human Resources – member

d. The Corps Legal Adviser – member

e. The Corps Secretary – member/Secretary.

ISSUES

The most likely and common issue to arise or had arisen from the enforcement of the

Regulations is the issue of fair hearing. When for example, due to unnecessary

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adjournments at the instance of the defaulter, or where due to refusal by a defaulter

despite notice of investigation (in cases of AWOL and Desertion), the Panel decides to

proceed on the matter, it may be viewed that the defaulter was not given fair hearing.

However, it is important to note, that justice is not only for the accused, but a three way

traffic. That is, justice for the accused, the complainant and the public (which is the

watch dog), waiting for fair and just outcome of the matter.

Another issue of serious concern is the trial of defaulters nowadays under the old

Regulations which was repealed with effect from 23rd April, 2013 on the coming into

effect of the FRSC Regulations on Maintenance of Discipline, 2013. It is respectfully

submitted that any such trial which had not commenced before the 23rd April, 2013 has no

legs to stand on in Law except there are provisions in the new Regulations which preserve

such offences and their trial under the new Regulations.

In the case of Obiuweubi V CBN (2011) 7 NWLR (Pt 1247) at 465, the Supreme Court held

that the law in force or existing at the time the cause of action arose governs the

determination of the suit while the law that is in force at the time of the trial based

on the course of action determines the jurisdiction of the Court.

COMACE has further directed that such investigations should stop and any such FDC

constituted under the present dispensation using the old Regulation be immediately

dissolved.

Also, the issue of posting a registered summons to the last known address of the

defaulter who is being investigated for desertion may give rise to some technical issues

such as what is considered to be a registered summons? Who is to register such summons

and where? The Regulations did not make provisions for these and as such summons posted

to the last known abode of a defaulter may be viewed as incompetent on these grounds. I

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believe however, that adequate documentation of efforts to reach the defaulter at his

last known address would suffice.

The FRSC Regulations on Maintenance of Discipline, 2013 in Schedule 1 (16)(j) pursuant to

Regulation 53 provides that “after the taking of the evidence is concluded, the FDP shall,

if it considers the allegation and the evidence adduced not proven, record a finding of

not guilty but if it considers the allegation proven, it shall record a finding of guilt.

The issue now is can an Investigative Panel find a defaulter/suspect guilty? A finding of

“guilty” is a conclusive juristic action by a Panel, Tribunal or Court vested with such

powers. According to Black’s Law Dictionary (9th Edition) the term “guilty” connotes a fact

or state of having committed a crime or being responsible for a crime or tort. An

Investigative Panel is to make recommendations based on its findings and not make a

pronouncements on the guilt or otherwise of the defaulter.

The Regulations is not clear on the issue of when and how the defaulter should be

informed of the FDP’s findings and recommendations. Should the recommendations of the

FDP be read there and then to the defaulter? Or should the defaulter be informed in

writing? When does the defaulter’s time of appeal start running?

The findings and recommendations of the FDP may be read out to the defaulter at the end

of the investigation or a written notification may also be given to the defaulter informing

him of the outcome of the investigation.

Schedule 3 states that “An appeal to the Commission/Corps Marshal & Chief Executive by

a dissatisfied member of the Corps must be made within 2 weeks of receipt of the

decision on the recommendation of the FDP.” It is opined here that the 2 weeks time limit

to appeal the recommendation of the FDP starts to count when the findings and

recommendations of the FDP is read to the defaulter or a letter notifying the defaulter

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about the FDP findings and recommendations is given to the defaulter. There must

however be evidence that the defaulter was adequately notified about the

findings/recommendations of the FDP.

OTHER CHALLENGES IN THE IMPLEMENTATION OF THE REGULATIONS

There are certain challenges facing the implementation of the Regulations on Maintenance

of Discipline:

a. Nonchalant attitude of staff towards studying and understanding the Regulations.

b. Difficulty in convincing a non-staff to testify before an FDP, where the

investigation involves a non-staff.

c. Unnecessary adjournment of matters before an FDP, due to technicalities and

arguments among members of the FDP on issues arising from evidence proffered.

d. Non-adherence to legal opinion or advice proffered by a legal officer in the course

of FDP sittings.

e. Ignorance of the legal implication of not observing the rules of fair hearing, due to

quest by some Chairmen and members of FDP to find the alleged defaulter guilty at

all cost.

f. Non application of the prerogative of mercy on deserving staff.

g. Incomprehensive recording of proceedings of FDP and spelling errors, resulting in

embarrassment on the image of the Corps when such proceedings are tendered in

regular courts.

h. Officers lack the firmness to implement the Regulations i.e. due to compromises.

i. Failure of Chairmen of FDPs to assert their authority due to laziness, ignorance or

negligence.

THE WAY FORWARD

The following are suggested ways forward;

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a. There is need to amend the current Regulations to make provision for staff to

compulsorily acquire, study and implement the provisions of the Regulations failing

which the staff will be sanctioned.

b. There is need for the President of an FDP to exercise authority and take

responsibility for the conduct of the FDP. Where a legal opinion is not well or

adequately canvassed by the Legal Officer, the President can discountenance such.

However, it is good to heed the professional and wise counsel of the Legal Officer,

if so thoroughly and dispassionately canvassed.

c. Adequate training and retraining of staff to make them to be vast in the context

and content of the Regulations.

d. There should be provision for incentive such as transport and welfare for non staff

coming to testify before an FDP.

e. Staff who are invited to RSHQ for preliminary investigation and are cleared of

complicity should be paid per-diem and transport.

f. Reasonable care must be exercised in the appointment of the members of the FDP

with particular reference to the chairman and the secretary.

g. In line with the Supreme Court decision in Obiuweubi V CBN (supra) and Goldmark

Nig. Ltd & Ors V Ibafon Ltd & Ors (supra), any disciplinary case which was

commenced before the promulgation of 2013 Regulations can be allowed to continue

to conclusion, even after the new Regulations were made. However, any such

disciplinary matter, though committed pre-2013 but which disciplinary processes

did not commence until after 23rd April, 2013, can only be investigated under the

provisions of the 2013 Regulations, not the old regulations. In other words, trying

defaulters for offences committed pre-2013 under the old Regulations with a

Convening Order issued after 23rd April, 2013 would be ultra vires the FRSC and

such trial if challenged in the Regular Court would be declared null and void.

h. The defaulter should be informed promptly in writing of the findings and

recommendation of the FDP. This is because the FDP is an administrative panel set

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up to investigate and not an adjudicatory Committee set up to try a defaulter.

Furthermore, the 14 days given for appeal should begin to count from the day the

defaulter receives the letter informing him of the outcome of the FDP.

i. A prototype letter informing the defaulter of the outcome of the FDP to be

drafted and included in the FRSC Regulations on Maintenance of Discipline.

CONCLUSION

A disciplined Corps would no doubt be better positioned to deliver its mandate. The

ultimate result is positive public perception of the Corps as a disciplined people-oriented

world class organization.

The paper took an appraisal of the FRSC Regulations on Maintenance of Discipline. The

future of discipline lies in change in attitude of members of the Corps, the adherence to

due process and continued education of all members of the Corps on the Regulations on

Maintenance of Discipline.

The Corps Legal Office, as part of efforts to educate staff, has been forwarding

fortnightly “Know Your Laws and Regulations” to Departments, Corps Offices and Field

Commands. It is expected that the publications be read by all staff and used during in-

house sessions from time to time to time

Thank you.

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FRSC MOBILE COURT

INTRODUCTION

In the discharge of lawful duties FRSC and its Operatives are most often times inundated

with litigation and accused of being the contravening officer, judge and prosecutor of its

own cause.

The arrest on reasonable suspicion of an offender upon violating a traffic law and issuing a

notice of offence without arraigning the offender before the court upon the expiration

period of an option to pay a prescribed fine is often viewed as a denial of a basic

fundamental right to fair hearing as guaranteed in S.36 of the constitution of the Federal

Republic of Nigeria 1999.

An offender feels secure when given an opportunity to advance a defence before a neutral

body i.e. a magistrate, as it guarantees his right to a fair hearing.

AIM

We aim at exposing and refocusing participants on provisions of the FRSC Act and proper

conduct as relates to:

a. Mobile Court Composition.

b. Arraignment of offenders.

c. Basic fundamental right offenders and FRSC operatives.

d. Conduct of mobile court sitting.

OBJECTIVES

At the end of this lecture participants should be able to state and understand the

relevant statutes and statutory provision as relates to the power to establish special or

mobile courts for the purpose of speedy trial of traffic offenders, identify fundamental

rights issues while carrying out lawful duty, composition of mobile courts, mobilization and

prosecution of offenders, supervision and report rendition.

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COMPOSITION

A mobile court is properly constituted upon the appointment of a magistrate to preside

over cases brought before the tribunal. The prosecutor being an FRSC legal officer

prepares a charge in brief stating the offences committed by the traffic violator which is

read by a clerk of the court.

A mobile court is properly constituted and comprises of:

A presiding Magistrate

A prosecutor

Court clerk

Security e.g. Police or Paramilitary officer to ensure court orderliness.

POWER TO ESTABLISH MOBILE COURTS

The FRSC (Establishment) Act 2007 provides and vest power to establish mobile courts in

the chief judge of a state or the Federal Capital Territory Abuja.

S.8 of the FRSC Act 2007 states

“The chief judge of a state or the Federal Capital Territory Abuja shall have

power to establish special or mobile courts for the purpose of a speedy trial

of traffic offenders under this act”

For the purpose of enforcement and prosecution of traffic offences.

S.10 states:

“For the purpose of enforcing or prosecuting offences under his Act, the Road

Traffic Law of a state, the Federal Highway Act and any regulation made

under these laws shall apply to this Act”.

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The import of the above section simply put is to the effect that for purposes of

enforcement and prosecution of offenders, the offences are not restricted to only those

offences stipulated on the Notice of offence sheet but other relevant traffic laws.

S.11 of the Act further states.

…”Where no special penalty is provided in this Act, be liable on conviction to a

fine of N2,000 or to imprisonment for a term not more than three (3) months

in case of default of payment”.

NOTE: The offences must however be stated by the arresting officer to enable the court

determine the offence committed as the offender must be told the offence for which he

is being tried in a language he or she understands.

BASIC FUNDAMENTAL RIGHTS OF TRAFFIC VIOLATORS AND FRSC OPERATIVES:

The right to a fair trial is absolute and cannot be limited. It requires a fair and public

hearing within a reasonable time by an independent and impartial tribunal established by

law such as a mobile court.

A mobile court is conducted in the open, it affords the court opportunity to notice

firsthand the traffic violators attitude, the violation, approach and conduct of FRSC

personnel while carrying out their duties, it can be likened to visiting the “Locus inquo”

(place where the violation occurred).

RIGHT TO FAIR HEARING:

(Section 36 Nigeria Constitution 1999) guarantees every citizen the right to a fair

hearing.

The traffic violator must be given a real opportunity to present his or her case or

challenge the case against him.

The court of tribunal must equally give reason for its judgment.

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The hearing must be held within a reasonable time, and what is reasonable depends

on the complexity of the case, its importance, the behavior of both the applicant,

authorities and length of time between the conduct in question. (i.e when the

offence was committed and when the trial takes place.

In the case of mobile court proceedings the trial is treated speedily where the offender

elect to a summary trial i.e pleading liable. The traffic offence is stated briefly and the

offender takes his plea of being “liable or not liable”.

Once the offender pleads liable he impliedly elects to a summary trial which once it’s done

a judgment is given. But where contentious issues are raised and the traffic violator pleads

“not liable”, the tribunal adjourns to a later date to address the issues which will require

defendants to prove elements of their defence.

There must be equality of arms between the parties, for example the defence has same

right to examine witnesses against them as the prosecution has and both parties have the

right to legal representation.

However the above scenario being painted above seldom occurs at FRSC mobile courts for

the simple fact that most traffic offences are latent and self-evident which require little

investigation to prove as long as the arresting officer carries out the arrest based on the

letters of the law. In other words traffic offences have the flavor of being strict liability

offences (The offences speak for themselves as its usually evident or the vehicle).

RIGHT TO BE PRESUMED INNOCENT

S.36 of the Nigeria 1999 Constitution concerns the right of every person suspected of

having committed an offence to be presumed innocent until proven guilty according to law.

In carrying out FRSC duties of apprehending traffic violators, the above right must be

adhered to, even though the traffic offence is self-evident that presumption must be

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preserved as only the tribunal has a right to pronounce the offender liable or only when

the offender himself accepts liability.

The traffic offender must be:

The defendant (traffic offender) must be properly informed of the accusation or

offence against him or her in a language he or she understands.

The Charge must be detailed and adequately precise.

The above provision guarantees a fair hearing to the traffic offender at a mobile court

trial.

RIGHT TO DIGNITY OF PERSON

The level of performance of any organization to a very large extent is predicated on the

behavior of the organization, the organizational behavior of its personnel determines the

achievement to be recorded by any organization. Therefore the major importance of

personal dignity and the interaction a person has with others, both in private and public

must be preserved.

A traffic violator must be given his due respect by being politely spoken to, shown

courtesy and use of minimum force where it is required. A typical mobile court exercise is

characterized with insults, show of animosity and violence from erring traffic offenders

resulting in altercations between offenders and FRSC operatives. The need for FRSC

personnel to resist or restrain themselves by respecting the rights of personal dignity and

to ensure effectiveness in the contravention of offenders during, mobile court exercises

becomes “sine quo non”.

The above highlights are not exhaustive as regards fundamental rights issues associated

with mobile court exercises. These rights are equally applicable to FRSC operatives, a

breach must also be challenged while carrying out their official duties e.g. Assaults on

Marshals, Obstruction on duty etc.

MOBILIZATION AND PROSECUTION OF OFFENDERS:

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Upon a date set for a mobile court exercise a patrol team shall proceed on a special patrol

to apprehend suspected traffic violators and brought instantly to face trial before the

presiding magistrate and a charge proffered against him or her.

S.4 of the FRSC Act 2007 provides:

“In the exercise of the functions conferred by this section members of the

Corps shall have power to arrest and prosecute persons reasonably

suspected of having committed any traffic offence”…

NOTE: In the discharge of the above function the offences are not restricted to

offences stipulated in the FRSC Act 2007.

S.10 of the Act states further:

“For the purpose of enforcing or prosecuting offences under this act, the

Road traffic laws of a state, Federal Highways Act and any regulations made

under these laws shall apply to this Act.

Upon mobilization of patrol teams and deployment of resources e.g. patrol vehicles,

motorbikes, tow truck and other relevant items. The patrol team set out to apprehend

suspected traffic offenders and brought instantly before the presiding magistrate, a

charge is proffered by the prosecutor and read to the hearing of the traffic violator;

upon a plea of “liable or not liable” the magistrate passes a judgment when a plea of being

“liable” is taken.

As it means the offender elects to a summary trial, on the plea of not “being liable” and

where contentious issues are raised a separate date is taken to enable the defendant call

witnesses and present a defence considering the limited time to hear the matter during

the mobile court sitting.

NOTE: This scenario seldom present itself at mobile court exercises due to the self –

evident offences presented before the tribunal except where constitutional issues

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centered on human right abuses are brought up based on conduct of FRSC personnel while

performing its duties, the need for a separate date may be required.

SUPERVISION:

To provide a check-and-balance and to checkmate abuse of power by FRSC personnel, or

cases of violence and subversion of the law. Besides a patrol team these set of officers

are detailed to supervise the exercise.

a. A surveillance team: To check-mate abuse of power, bribe taking etc.

b. Intelligence gathering by the intelligence unit of the Corps before and after the

exercise to ensure security of lives and property.

c. Provost Unit to ensure discipline and court orderliness.

d. A rescue team – in case of accidents and medical personnel testing of drivers.

e. A public Enlightenment desk – For education of traffic offenders.

f. Other Security agencies, e.g. police, civil defence etc. to provide security in case of

mob or violent attacks.

REPORT RENDITION

At the end of a mobile court exercise a prompt summary report and a later detailed report

is necessary in order to evaluate the court activities and conduct of the exercise.

SUMMARY REPORT

a. Total number of arraignment

b. Total number prosecuted

c. Total discharged

d. Total convicted

e. Date of the exercise

f. Prevalent offences

g. Fines realized.

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A further detailed monthly report is required stating in precise detail, including the above

stated information such as:

a. Age of traffic offender

b. Sex

c. Route/location the exercise was conducted

d. Name of presiding Magistrate

e. Name of prosecutor

f. Drivers Licence Number (Issuing/Expiring date)

g. Date of arraignment

h. Qualification of driver

i. Phone number of driver

j. Address of Traffic Offender.

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SEE SAMPLE CHARGE SHEET

IN THE MAGISTRATE COURT OF DELTA STATE OF NIGERIA

IN THE ASABA MAGISTERIAL DISTRICT

HOLDEN AT ASABA

FEDERAL ROAD SAFETY COMMISSION

VS

_____________________________________________________________

That you, aged ………………… M/F, on …………………..… 2015, along …………………………………………………

…………………………………………………… with vehicle Reg. No. …………………………………………….. in Asaba

Magisterial District at about ………………… Hours was arrested for _________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

(OFFENCE CODE) PROSECUTOR

COURY:

DATE OF ARRAINGMENT

PRESIDING MAGISTRATE:

PROSECUTOR:

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RULLING:

DL NO: ………………………………………………………… ISSUING DATE………………………………………

EXPIRYDATE…………………………………….…………….. STATE ISSUE………………………………………………………….

DATE OF 1STISSUE…………….. QUALIFICATION…………. PHONE NO……………………………………

ADDRESS:……………………………………………………………………………………………………………………………………………

The importance of a report presented at the end of a mobile court exercise cannot be

overemphasized as it provides a guide to subsequent mobile court exercises and planning of

operations of the Corps in general. For example:

a. Prevalent offences recorded

b. Conduct of personnel

c. The deterrent/compliance level

d. Feedback and public opinion

e. Cases of human right abuses.

f. Collation of data etc.

CONCLUSION

It is clear from the forgoing that the need to adhere to the constitutionally guaranteed

Fundamental Right of citizen while in the execution of your lawful duties is imperative and

one of the ways is the establishment of mobile courts for the speedy trial of offenders

while guaranteeing a fair trial and a right to a fair hearing, any breach could lead to

litigation against you and/or the FRSC, FRSC operatives must only arrest on reasonable

suspicion and must understand and interpret the offences as spelt out in the FRSC extant

laws to avoid any conflict. The mobile court apart from being a tool or way of prosecuting

offenders is equally a platform to enlighten and educate licence drivers on our road.

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REFERENCE

1. The FRSC (Establishment) Act 2007.

2. CFRN 1999 as amended.

3. FRSC ACADEMY promotion course manual

4. FRSC HUMAN RIGHTS ENLIGHTENMENT LECTURE (KNOW YOUR RIGHTS)

5. ORGANISATIONAL BEHAVIOR BY SAMUEL U. AKPORI.

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INVESTIGATION PROCEDURE OF FEDERAL ROAD SAFETY CORPS

INTRODUCTION

The word investigation which has now assumed the status of a profession is as old as

creation. The process was kick-started by the Almighty Creator in the Garden of Eden.

Though God who is all knowing elected to ask Adam where he was when He (God) visited

the Garden of Eden. Adam, in what may be considered as self confession; blame Eve, Eve

on the other hand, blamed the Devil for the infraction they consolidated in the Garden of

Eden, against God’s wish.

The Devil then as represented by the Serpent did not deny the indictment against him

because he had achieved his aim being a fallen Angel. It was on the basis of the interaction

that God passed his judgment against Man, Woman and the Serpent.

Based on the foregoing it will be safe to explain what investigation is to mean any effort

put in place to find out what really happened in the event of a contending issue or action.

Technically, investigation can be defined or explained as an official examination of facts

about an action, a situation, an infraction and crime.

Investigation simply put means bringing out evidence that will prove a case. At times

situation arises when an investigator becomes morally certain that he could lay hands on

the guilty party.

But the point is that, the moral certainty is not enough. Positive prove is what the after

math of an investigation, is required or expected to consolidate and not wishful desires.

For the sake of emphasis, positive prove is a flat footed common sense requirement that

should be behind the mind of any investigator at all times when investigating a case.

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An investigator saddled with the responsibility to officially find out what really happened

in a given situation, and who cannot prove the facts in issue when subjected to legal, moral

and general scrutiny, has not achieved what was expected.

AIM

The aim of this paper is to acquaint the participants or listeners, the basis and the

rudimental expectations of what investigation is generally and FRSC in particular.

OBJECTIVE

At the end of the presentation, participants or listeners should be able to:

Appreciate the fact that, the burden of prove that an offence was committed lies

squarely on the investigator.

That investigation as a profession is highly technical and requires skills that are

deeply routed in ones capacity to reason or think outside the box.

That sentiments or emotions do not have a place when conducting an investigation,

because the whole process revolves around the facts speaking for themselves.

That an investigator stands contravened whether morally or officially for doing a

shoddy job.

QUALITIES OF AN INVESTIGATOR:

Investigation, which is a profession, have deeply rooted qualities expected of

investigators.

Without prejudice to some hidden qualities, the others includes, but are not limited to the

following:

An investigator must stick close to the ground and intensively study the actual

facts of the case as he finds them in order to develop in his own mind an outline of

the process he should pursue to link to the known facts, those he must uncover.

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An investigator must have the capacity for quick and positive recognition of details,

which is attained by the simple process of paying attention at all times.

An investigator must have a rich deposit of Discretion which is the foundation of

wise conduct and management; cautious discernment especially on matters of self –

control; prudence, circumspection and wariness. So also the ability to judge

critically what is correct and proper so as to prevent making embarrassing

mistakes.

An investigator must have the admirable quality or virtue of keeping to his/her own

counsel, that is refraining from talking on the subject of his/her own work except

when it is necessary , and then only should be on the principle of the need to know.

An investigator must have the capacity or ability to observe and commit to memory

all observations geared towards uncovering facts, to the extent that he/she can

recall whether verbally or in written, at the point of adjudication.

An investigator must have the capacity or ability to persevere, that is remaining

steadfast to a formulated investigation plan, which sometimes throw out challenges

that appear in- surmountable and not in the least encouraging; do not waiver on your

course.

An investigator must be patient, which revolves around ones ability to be calm in

enduring hard work, nuisances, and long wait to obtain desired result.

An investigator must be mentally courageous in order to counter danger and

difficulties with undaunted firmness and self-reliance/confidence, especially if the

commitment you are discharging is conscience positive.

GENERAL BACKGROUND TO INVESTIGATION EXPECTATIONS

Investigation as a profession is universal and applicable to individuals/organizations and

nations, because the only expected outcome revolves around What really happened; Who is

involved and in What capacity, Where it happened, When it happened, and Why it

happened, including proffering recommendation either as a form of punishment or to

prevent future occurrence.

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It is the consolidation of answers to the W’s mentioned above, that confirms the expected

value requirement of FRSC investigation technique.

Investigation on its own cannot stand as an independent professional entity, because its

consolidation, largely depends on other operational segments within the enlarged

security/intelligence community and include, but not limited to the following:

Intelligence Gathering

Surveillance

Vetting

Raid/Searches/Seizure.

Arrest/Confinement

Before adopting any or all of the techniques, the investigator must first appreciate what

the deviation or infraction is.

The foregoing forms the basis for the formulation of very critical questions such as:

Why the investigation and what is to be determined?

Who are the actors and to what extent are they involved?

To what extent can liability be narrowed down to individuals?

Who should be interviewed/interrogated?

Is the investigation to be covertly or overtly done?

Is there any need for bait administration under a ‘sting’ operation?

The questions so raised forms the basis of developing an investigation plan which seeks

answers to the issues in contention and as a critical guide to the investigator to keep

him/her focused on the case in hand.

The investigation plan defines the information and pertinent aspects to be considered and

to preclude unnecessary investigation effort. An investigation plan should therefore

include the following:

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Reasons for and purpose of the investigation

Determination of schedules or time phasing using expert knowledge.

Whether the investigation is to use overt or covert means.

The investigation techniques to be adopted.

Liaison with friendly services.

Stages of report-preliminary, detailed and final report.

Conclusion of the investigation e.g. arrest, referral to other services, prosecution

and detention.

INVESTIGATION TECHNIQUES

The basic techniques of investigation which in essence refers to tools of investigation, are

as follows:

Record Examination and Security Liaison.

Surveillance

Raid, Search, Arrest and Seizure.

Interrogation, Interview, Elicitation.

RECORD EXAMINATION AND SECURITY LIAISON

This implies to locate, gaining access to and extracting or copying pertinent data from

diverse official or unofficial sources of documents and records for the production of leads

for further investigation. This is done sometimes with the cooperation of other Sister

Security Agencies.

Surveillance

This consists of keeping a person, place or other targets under physical or technical

observation in order to obtain evidence or information pertinent to an investigation.

Surveillance in counter intelligence Operations may be for the purpose of providing

protection or for the collection of information, evidence or leads. This technique is

expensive in terms of time, manpower and money.

Raid, Search, Arrest and Seizure:

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Raids are employed by counter intelligence operations except in areas of hostilities.

Search is to look through, probe, examine, explore or to look for something with

thoroughness or keenness. Taking custody of property found by the searching is called

Seizure and if it is a person, it is called Arrest.

This particular technique usually have the active participation of Sister Security Agencies

especially the DSS, giving over limitation under the law in investigating criminal matters.

Interrogation/Interview and Elicitation:

Interview is a subtle form of obtaining information from an individual while interrogation

has something to do with criminal activities conducted under the use of authority and

application of psychological pressure to extract information from a suspect.

Elicitation is a technique whereby information of value is obtained through a process of

direct communication in which one or more of the parties involved are unaware of the

specific purpose of the conversation.

Statement taking/interview and interrogation

Before venturing into the above commitment as far as investigation is concerned, it is

vitally important that the Investigator familiarizes himself with the subject of the

interview/interrogation prior to making contact with the witness or suspect.

It will also be well in each instance to make an outline of such interview/interrogation.

Failure to do so will place the investigator at a disadvantage.

This is because of the fact that, you will never at any time be certain as to the response

you will receive, and as a consequence, it will often occur that the response is entirely

different from which you expected and many important points will not be brought out.

A properly made interview outline, makes possible for constant reference so as to be on a

true course.

Meanwhile it will be an added advantage to the investigator if he has the background and

character profile of the person to be interviewed.

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In interviewing witnesses however, the evidence to be used in the FDP may consist of

statements judiciously extracted from potential witnesses, which means that the

technique of interviewing people with the aim of eliciting information is of the greatest

importance in every investigation.

Law of evidence

An investigator who is not familiar with at least some of the basics of evidence while

conducting an investigation is already penciled down for failure, because if the

investigation is conducted in a way that the evidence cannot be introduced and admitted

during a trial process, then it is better not presented.

This is because the law of evidence is the procedural system by which the introduction of

proof at any disciplinary seating or trial is regulated and in all cases, it is in favour of the

suspect if the natural course of justice is accorded its rightful position.

Incidentally, and as a way of confirming how important the law of evidence is, especially

when a confession is extracted from an offender, which obviously makes the investigator

assume he can get a conviction, the confession may turn out to fail the admissibility test.

This is because sometimes suspects who had initially confessed to the investigator even via

a written statement may plead not guilty during trial nevertheless and argue that the

confession was either untrue and was given simply to get away from the interrogator, or

that the confession was obtained under threats as a result of promises for leniency, or in

violation of other constitutional rights.

In such a situation, the disciplinary panel must hold a hearing before the trial to determine

whether the confession was extracted in substantial compliance with due process to

qualify it for admission.

Admissibility of evidence

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The panel is saddled with the responsibility of establishing if the evidence so presented is

competent, that is, from a reliable source; relevant, that is to the extent of its

applicability in determining the fact in question and material, which can be best described

as degree of relevancy.

Evidence can either be real or testimonial. Real in the sense that it consist of a physical

object which speaks for itself such as an ID card printer used for the production of fake

drivers license.

Testimonial evidence on the other hand is a spoken or written description of something,

that happened or that was observed. Both types of evidence can be used to prove a fact

directly or prove a fact indirectly or circumstantially.

Weight of evidence

The FDP determines the admissibility of the evidence only to the extent that it is reliable

enough to be considered in reaching a decision. Meanwhile, it is necessary to note that

‘Hear Say’ evidence which in the local parlance is referred to as ‘them say them say’ is

NOT admissible unless if the originator can be presented before the panel to be

subjected to cross examination at the end of his/her testimony.

Investigation Report

At the end of the investigation, a report is rendered to the Corps Marshal and Chief

Executive with appropriate recommendations.

If the findings and recommendations of the report indicates that the suspect has a case

to answer, it only means that the investigator is in a position to prove his case, in which

case the DCM (AHR) is directed to constitute an FDP to adjudicate on the matter, where

the suspect(s) and the investigator are subjected to veracity test as far as the offence

and prove of guilt is concerned.

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In whichever way the case is concluded by the FDP, the report and recommendation is sent

to COMACE through the DCM(AHR) who is responsible for transmitting the verdict to the

victims of the FDP.

If the recommendation is indicting, the suspects are availed a grace period of seven (7)

days to file an appeal.

CONCLUSION

I have been conscious enough in the write up not to refer to the FDP as performing the

act of investigation because of what investigation as a profession entails.

If justice is to be administered and seen to have been administered to the offender, the

system and the society, it requires a professional investigator to marshal out his findings

which he must prove beyond reasonable doubt in line with the constitutional rights to fair

hearing with appropriate representation of an offender by a Counsel as it was the case

before the advent of FDP.

This is because the matter to be so considered against suspects by FDP have legal

implications as far as the burden of prove is concerned. From the paper it is obvious that

members of the FDP are not investigators giving what investigation is, especially since they

did not at any time go through the technical process of harvesting the information and

evidences they are relying on, as a panel.

Since legal representation is a constitutional right especially if the infraction could lead to

dismissal or termination, it is only fair in the spirit of natural justice to allow defaulting

staff access to defence counsels with legal background to subject the evidences so

advance by an investigator to legal scrutiny in the event the outcome of our internal

process is presented in the civil court in form of an appeal.

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The processes of FDC (FRSC Disciplinary Committee) old should be re-introduced because

it is a replica of the regular Courts as confessed by a Police man who was invited to give

evidence in a joint operation he participated with FRSC investigators, where the culprits

were dismissed with nothing to appeal against in the civil court.

Aside FRSC been on the right side of the law, investigators will be challenged to be more

thorough when carrying out investigative assignments.

THANK YOU

REFERENCES

1. FRSC Regulations on Maintenance of Discipline, 2013

2. Civil and Criminal Identification and Investigation: Training Manual, Institute of

Applied Science, Illinois, Chicago USA

3. Hanna F Sulner; 2006; Disputed Document; Oceana Publications Inc Dobbs Ferry, New

York.

4. Department of State Services Training Manual.

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ALTERNATIVE DISPUTE RESOLUTION IN FRSC

INTRODUCTION

Dispute is a product of social interactions occasioned by opposing ideas, beliefs, opinions,

feeling or wishes of members of a society. In FRSC, staff composition cuts across ethnic,

social, cultural, religious and academic divides which makes misunderstanding and

disagreements inevitable. Thus, it is pertinent to unravel the dynamics of operational

dispute to afford staff the knowledge and skill for prompt management of dispute arising

from their working environment.

As an organization that discharges function that have to do with the general public, the

Federal Road Safety Corps (FRSC) often run into disputes arising from misunderstanding

and impatience on the part of the motoring public. This is without prejudice to the fact

that within its internal Operations, FRSC staff sometimes has cause to disagree on certain

policy issues which are perceived to be unfavorable to their career progression and

conditions of service.

AIM

The aim of this presentation is to enable the participants know the inevitability of dispute

within their environment and as well equip them with the knowledge and skill for harnessing

dispute situation positively.

OBJECTIVES:

Participants at the end of this paper presentation should be able to:

a. Explain the concept of Alternative Dispute Resolution (ADR)

b. Enumerate the benefits of ADR in FRSC operations

c. Identify the challenges associated with ADR

d. Issues in ADR applications

e. Substitutes to ADR

CONCEPT OF ADR: it will be useful to begin by giving an insight on the concept of

Alternative Dispute Resolution.

The complex nature and characteristics of the human element makes it inevitable to

experience dispute of various dimensions.

Dispute Resolution is a process of bringing disputes to an end and returning from the

pathology of a dispute to a normal condition.

Alternative Dispute Resolution can simply be seen as the technique, practice or science of

managing, controlling and solving dispute. It is also the capacity to bring serious

disagreement or incompatibilities in opinions and principles under control. It is the means

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of settling dispute without having to go through the court process or litigation. It is a

faster and more efficient means of resolving dispute between aggrieved parties.

IMPLEMENTATION, BENEFITS AND ACHIEVEMENTS SO FAR BY THE CORPS

Over the Years, the Corps has been inundated with dispute situations arising from its

operations and has taken giant strides in trying to put the situation under control. Some of

the identifiable measures and achievements so far recorded are:

a. The Corps has adopted the Alternative Dispute Resolution (ADR) measure in

resolving disputes arising from its Patrol operations, contractual relationships and

even internal cases involving staff who have had cause to complain about conditions

of service as they affect their career advancement. Contentious matters that

would have gone to court have been resolved by this means, thus saving the Corps

money, time and energy. Thus in a matter involving FRSC and the Young shall Grow

Motors Ltd in the year 2010 where the transport company lodged a complaint at

the force Headquarters that FRSC wrongfully impounded its bus after FRSC patrol

operatives had smashed the windscreen and windows of the said bus. They also

reported that the goods and WayBill they were conveying for some customers got

missing in the process. After some meetings at the Police Headquarters, the

parties decided to meet at the FRSC Headquarters to resolve the dispute amicably.

As part of the terms of settlement, FRSC conceded to releasing the impounded

vehicle to the company while the transport company in turn dropped all the

allegations against FRSC. Thus the court action that was threatened by the

transport company was dropped thereby saving both parties time, money and energy

that would have been expended in a long battle of litigation.

b. In order to maintain discipline and proper conduct, the Corps has made Regulations

to regulate staff conduct, wherein punishments are prescribed for acts of

indiscipline ranging from interactions with members of the public to relationships

with fellow staff. This measure has been able to stem off disputes both within the

system and without.

c. Furthermore, the enactment of laws and regulations, introduction of some schemes

such as the National Vehicle Driving School Standardization program, the Road

Transport Safety Standardization Scheme and the likes that prescribe procedures

and processes to be followed in ensuring a safer motoring environment are all aimed

at managing and possibly resolving disputes in the operations of the Corps.

d. Over the years, the Corps has put in place community friendly measures aimed at

enhancing its relationships with host communities in which its Commands and

formations are located. To a considerable extent, this has taken care of disputes

that could have possibly arisen between FRSC and such hosts.

e. The Corps has also taken bold steps at improving staff welfare. Such initiatives as

staff housing schemes, staff multi-purpose co- operative society, the staff bus

system etc which are in place are all geared towards reducing frictions among staff

on one hand and between staff and the motoring public on the other.

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In addition, the following can also be seen as some of the benefits of ADR in FRSC

operations.

a. It serves as an avenue for organization to know and learn more about itself.

b. It gives room for new and better way of doing things

c. It allows flexibility of process.

d. It increases compliance with agreed solutions

e. It reduces time in dispute settlement

f. It reduces cost in relating to dispute resolution

g. It enhances research and development

h. It may reposition the image and reputation of an organization.

i. Confidentiality

j. Risk management

ISSUES IN ADR APPLICATIONS:

The complex issues associated to ADR cannot be overemphasized. However, dispute is

bound to happen in an environment where there are human interactions. FRSC is one social

entity having organized activities involving a lot of people and its operations interpreted

and appreciated differently by the public. The complexities and characteristics of the

motoring public necessarily create disputes of various degrees. If properly managed,

dispute could actually be a source of positive change. This fact underscores the reason

and understanding of types of dispute in FRSC operations is germaine to its management.

The following can be seen as some issues perceived in the application of ADR

a. The state of being bias in the application of ADR on factors such as religion, gender,

ethics and culture.

b. The issue of fairness/transparency and Justice

c. The issue of lack of courtesy.

d. The issue of provocation incitement and assault.

e. Transfer of aggression

The following are employed during ADR;

a. MEDIATION: This is a collaborative process whereby a mediator works with the

parties to come to a mutually agreeable solution

b. ABITRATION: A process similar to an informal trial where an impartial third party

hears each side of a dispute and issues a decision. The parties may agree to have the

decision be binding or non-binding

c. CONCILLIATION: conciliation sometimes serves as an umbrella-term that covers

Mediation and facilitates on advisory dispute resolution processes

A conciliator can make suggestion for settlement terms and can give advice on the subject

matter.

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Conciliators may also use their role to actively encourage the parties to come to resolution

SUBSTITUTE TO ADR

However, there are substitute to ADR amongst which are:

a. LITIGATION: Can simply be seen as a process of resolving

Disputes by filling or answering a complaint through the public court system. The

nature of this complaint (including the probable outcome for each side) becomes the

basis for any settlement negotiations.

b. MINI-TRIAL: This is a process in which the parties present arguments and evidence

to a neutral third party who provides advice as to the fact of the disputes, and advice

regarding possible, probable and desirable outcomes and the means where by these may

be achieved.

c. EXPERT DETERMINATION: This is a process in which the parties to a dispute

present arguments and evidence to a neutral third party chosen on the basis of their

specialist qualification or experience in the subject matter of the dispute (the expert)

who makes a determination.

CHALLENGES:

Some known challenges to effective and efficient management of resolutions in FRSC

operations are:

a. Insufficient funding which has accounted for non-coverage of the entire identified

traffic corridors and black spots (RTC prone areas) all year round, especially during

festive periods.

b. Uncooperative attitude by some members of the motoring public which has made

patrol operations a bed of dispute

c. Some unproductive cultural orientations by some road users which are a stumbling

block to embracing safety measures and road use education.

d. Inadequate staff orientation on ways of managing dispute such as use of ADR.

e. Incivility by some operational staff to members of the public.

f. Claim of superiority over FRSC operatives by some other security operatives.

g. Improper administration of ADR can lead to continuous dispute

h. Late application of ADR can lead to mob attack.

i. The absence of ADR can lead to loss of good will and corporate image

j. Improper application of ADR can lead to decrease in morale and Productivity level

among staff.

k. Pomposity of the high class members of the public

l. Lack of awareness of FRSC laws and modus Operandi by the motoring public.

WAY FORWARD

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Since dispute is an unavoidable aspect of human endeavors, it is better and cheaper to

prevent dispute than managing it as the management of dispute is very complex involving a

whole lot of sacrifices. Concerted efforts are therefore needed in prevention,

management and resolution of dispute. Some suggestions are made hereunder on the way

forward in this regard:

a. Continual education of staff on the nitty-gritty of Command and control system:

Staff, especially those in field Commands should be given continuous lectures on the

functionality of Command and control arrangement in military and para-military

formations. Such education should include the fact that authority rests on the

Commanding Officer to whom other staff are bound in loyalty. It should be clearly spelt

out that Heads of Operations are not in competition with heads of patrol teams as they

work in unison for the realization of the common goals of the Corps.

b. Aggressive public enlightenment campaigns: This is very important in order to promote

road use literacy. All stakeholders in the road transport sector should be the target

audience of this measure. The drivers, riders, unions, pedestrians, passengers and even

owners of grazing animals should not be left out in this drive.

c. Rich-out programmes and advancement of good relationship between FRSC

Commands and their host communities: This is necessary to stem off possible uprising

and mob actions that may arise in view of the fact that there may sometimes be patrol

operations resulting in massive arrests and impoundments of commercial vehicles on

market days. This measure is also essential for communities who are hostile and

resistant to government regulations of which road traffic management is part.

d. Upholding the espirit de Corps relationship: It is not uncommon to witness clashes

among security agencies including FRSC especially at patrol operations, joint national

assignments and rescue scenes. The fact remains that their jobs are supposed to be

complimentary. Observance of espirit de corps will go a long way in drastically reducing

these frictions.

e. Promotion of cordial relationship between the Corps and motor unions: Relationship

gab between FRSC and Motor Unions and Road Safety Stakeholders such as NURTW,

NARTO, NUPENG etc should be bridged. This move will facilitate an amicable

intervention of the Unions in any dispute between FRSC and their members.

f. Staff discipline and adherence to operational procedures: Operational staff should

strictly imbibe the provisions of the operations manual and avoid patrol misconducts

such as extortion from motorists which tend to portray the image of the Corps in bad

light, thus leading to disregard for constituted authority by road traffic Offenders.

g. Continuous retraining of FRSC staff on ADR methodology should be encouraged

CONCLUSION

The challenges associated with disputes are persistent and difficult to deal with. However,

by being able to properly identify these situations and bringing to bear the acquired

knowledge and skill from this discussion, disputes rather than hamper the Corps

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progressive performance will serve as a bastion of enviable practice that will facilitate the

achievement of its corporate objectives.

Many organizations are brought to their knees by allowing disputes to go unidentified and

unresolved; this does not have to happen. Resolve Disputes early and the Corps would be a

heaven for all of us.

REFERENCES:

1. Access to justice Advisory Committee, ‘Access to justice: An Action plan; 1994

2. Hilary astor and Christine chinkin, ‘Dispute resolution in Australia; Butter worths,

Sydney, 1992.

3. Larissa Behrendt, ‘Aboriginal Dispute Resolution; Federal Press, Sydney, 1995.

4. Issues of Fairness and Justice in Alternative Dispute Resolution. Discussion Paper

CANBERRA November 1997 (NADRC).

5. FRSC Academy 2015 SRC/CRC Promotion course manual.

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FUNDAMENTAL HUMAN RIGHTS

INTRODUCTION

Fundamental Human Rights are generally regarded as a set of legal protections in the

context of a legal system wherein such system is in itself based upon this same set of

basic fundamentals or in inalienable rights. Such rights thus belong without presumption or

cost of privilege to all human being under such jurisdiction. It is then pertinent to know

that fundamental human rights are the brainchild of the rule of law. i.e the formation upon

which the rule of law sprang up.

The rule of law as the name suggests implies that no single individual is above the law.

Consequently, Fundamental Human Right as enshrined in the constitution depicts that

every right of an individual emanating from his natural existence has to and or must be

respected and not to be violated as such violation is tantamount to a violation of section iv

of the 1999 Constitution of Nigeria on universal declaration of Human Rights and Africa

Charter on Human and Peoples right.

AIM

The aim of this discuss is to avail the participants the knowledge of his Fundamental

Human Right as enshrined in the Nigerian Constitution.

OBJECTIVES

At the end of this lecture, the participants should have been acquainted on the following;

Right to life

Right to personal liberty

Right to fair hearing

Right to private and family life

Right to freedom of thought, conscience and religion

Right to freedom of expression and the press

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Right to peaceful assembly and association.

Right to freedom of movement

Compulsory acquisition of property

Restriction on and derogation of functional rights

Special jurisdiction of High Court and Legal Aid.

DISCUSSION

Fundamental human rights are the fountain from which the rule of law springs. In Nigeria

developmental issues such as the establishment of FRSC by Decree No 45 of 1988,

which has now metamorphosed to FRSC (Establishment) Act 2007, and host of other

issues are often intertwined with a wide array of volatile and emotive concerns, such as

the care of the environment as in the discharge of our statutory duties and

responsibilities as empowered by the said Act, fundamental human rights take centre

stage. In other words it is incumbent on all FRSC operatives to imbibe these principles of

fundamental human rights while discharging these duties, of preventing and minimizing

road crashes on road. It is not incontrovertible that the Act empowers the corps to arrest

and prosecute any person or vehicle reasonably suspected of having committed traffic

violations, however, such power must be exercised in accordance with the principles of

fundamental human rights (see section 10,(4) (5) supra).

Further, this paper shall attempt to state and explain the basic of human rights, role of

governments, organizations and individuals involved in policy formation, legislation and

execution. It will serve as a constant reminder of the duties, obligations and expectations,

of all involved in the fostering of civil, humane and rewarding coexistence. These

inalienable rights are highlighted in section iv of 1999 Nigerian constitution, Universal

Declaration of Human Rights and Africa charter on Human and peoples’ rights.

Whereas recognition of the inherent dignity and of the equal and inalienable rights of all

members of the human family is the foundation of freedom, justice and peace in the world.

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Whereas disregard and contempt for human rights have resulted in barbarous acts which

have outraged the conscience of mankind and the advent of a world in which human beings

shall enjoy freedom of speech and belief and freedom from fear and want has been

proclaimed as the highest aspiration of the common people.

Whereas it is essential if man is not to be compelled to have recourse, as a last resort, to

rebellion against tyranny and oppression, that human rights should be protected by the

rule of law.

There are fourteen (14) Rights that are inalienable to every living being as enshrined in

the 1999 Constitution of the federal Republic of Nigeria, universal declaration of human

rights which comity of Nations subscribe to and African charter on human and peoples’

Rights which all. African Countries are signatories and banded.

It should however be emphasized here flat that rights are not absolute for in every

general rule there is exception, which shall come to bear in the course of this discourse.

Section 33 Right to life - posits that every person has a right to life, save in execution of

the sentence of a court in respect of a criminal offence of which he has been found guilty

in Nigeria. (2) A person shall not be regarded as having been deprived of his life in

contravention of this section, if he dies as a result of the use, to such extent and in such

circumstance as are permitted by law, if such force is reasonably necessary.

i. For the defence of any person from unlawful violence or for the defence of property.

ii. In order to effect a lawful arrest or to prevent the escape of a person lawfully

detain; or

iii. For the purpose of suppressing a riot, insurrection or mutiny.

b. It is instructive to note as living witnesses in Nigeria where law

c. Enforcement agents on many occasions had embarked on extra judicial killings of

innocent Nigerians and most often they hinged these barbaric killing on accidental

discharge or mistaken identity. Also, there are occasions where FRSC operatives had

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embarked on vehicle chasing of offenders which has resulted into killing of innocent

motorists and other road users.

d. 34 (1) states that every individual is entitled to respect for the dignity of his person,

and accordingly;

(a) No person shall be subjects to torture or to in human or degrading treatment.

(b) No person shall be held in slavery or servitude, and

(c) No person shall be required to perform forced or compulsory labour for the purposes

of sub section (1) (c) of this section, forced or compulsory labour does not include

(d) Any labour required in consequence of the sentence or order of a court

(e) Any labour required of members of the armed forces of the Federation or the Nigeria

Police force in pursuance of their duties as such

(f) In the case of persons who have conscientious objections to service in the armed

forces of the Federation, any labour required instead of such service

(g) Any labour required which is reasonably necessary in the event of any emergency or

calamity threatening the life or well –being of the community; or

(h) Any labour or service that forms part of –

i. Normal communal or other civic obligations of the well-being of the community.

ii. such compulsory national service in the armed forces of the Federation as may be

prescribed by an Act of the National Assembly, or

iii. Such compulsory national service which forms part of the education and training of

citizens of Nigeria as may be prescribed by an Acts of the National Assembly.

35. Right to Personal Liberty

Every person shall be entitled to his personal liberty and no person shall be deprived of

such liberty save in the following cases and in accordance with a procedure permitted by

law:-

a. In execution of the sentence or order of a court in respect of a criminal offence of

which he has been found guilty;

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b. By reason of his failure to comply with the order of a court or in order to secure the

fulfillment of any obligation imposed upon him by law;

c. For the purpose of bringing him before a court in execution of the order of a court or

upon reasonable suspicion of his having committed a criminal offence, or to such

extent as may be reasonably necessary to prevent his committing a criminal offence;

d. In the case of person who has not attained the age of eighteen years for the purpose

of his education or welfare;

e. In the case of persons suffering from infectious or contagious disease, persons of

unsound mind, persons addicted to drugs or alcohol or vagrants, for the purpose of

their care or treatment or the protection of the community; or

f. For the purpose of preventing the unlawful entry of any person into Nigeria or of

effecting the expulsion, extradition or other lawful removal from Nigeria of any

person or the taking of proceedings relating thereto:

g. Provided that a person who is charged with an offence and who has been detained in

lawful custody awaiting trial shall not continue to be kept in such detention for a

period longer than the maximum period of imprisonment prescribed for the offence.

Any person who is arrested or detained shall have the right to remain silent or avoid

answering any question until after consultation with a legal practitioner or any other

person of his own choice.

Any person who is arrested or detained shall be informed in writing within twenty –four

hours (and in a language that he understands) of the facts and grounds for his arrest or

detention.

Any person who is arrested or detained in accordance with subsection (1) (c) of this

section shall be brought before a court of law within a reasonable time, and if he is not

tried within a period of

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Two months from the date of his arrest or detention in the case of a person who is

in custody or is not entitled to bail; or

Three months from the date of his arrest or detention in the case of a person who

has been released on bail, he shall (without prejudice to any further proceedings

that may be brought against him) be released either unconditionally reasonable

necessary to ensure that he appears for trial at a later date.

In subsection (4) of this section, the expression “a reasonable time” means-

In the case of an arrest or detention in any place where there is a court of

competent jurisdiction within a radius of forty kilometers, a period of one day; and

In any other case, a period of two days or such longer period as in the

circumstances may be considered by the court to be reasonable.

Any person who is unlawfully arrested or detained shall be entitled to compensation and

public apology from the appropriate authority or person; and in this subsection, “the

appropriate authority or person means an authority or person specified by law.

Nothing in this section to subsection (4) of this section, as applying in the case of a person

arrested or detained upon reasonable suspicion of having committed a capital offence; and

In relation to subsection (4) of this section, as applying in the case of a person

arrested or detained upon reasonable suspicion of having committed a capital

offence, and

As invalidating any law by reason only that it authorizes the detention for a period

not exceeding three months of a member of the armed forces of the federation or

a member of the Nigeria Police Force in execution of a sentence imposed by officer

of the armed forces, in respect of an offence punishable by such detention of

which he has been found guilty.

Right to fair Hearing

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In the determination of his civic rights and obligations, including any question or

determination by or against any government or authority, a person shall be entitled

to a fair hearing within a reasonable time by a court or other tribunal established

by law and constituted in such manner as to secure its independence impartiality.

Without prejudice to the foregoing provisions of this section, a law shall not be

invalidated by reason only that it confers on any government or authority power to

determine questions arising in the administration of a law that affects or may

affect the civil rights and obligations of any person if such law-

a. Provides for an opportunity for the persons whose rights and obligations may

be affected to make representations to the administering authority before

that authority makes the decision affecting that person; and

b. Contains no provision making the determination of the administering

authority final and conclusive.

The proceedings of court or the proceedings of any tribunal relating to the matter

mentioned in subsection (1) of this section (including the announcement of the

decisions of the court or tribunal) shall be held in public.

Whenever any person is charged with a criminal offence, he shall, unless the charge

is withdrawn, be entitled to a fair hearing in public within a reasonable time by

court or tribunal:

Provided that:-

a. A court or such a tribunal may Exclude from its proceedings persons other than the

parties thereto or their legal practitioners in the interest of defence, public

safety; public order, public morality, the welfare of persons who have not attained

the age of eighteen years, the protection of the private lives of the parties or to

such extent as it may consider necessary by reason of special circumstances in

which interests of justice;

b. If in any proceedings before a court or such a tribunal, a Minister of the

Government of the Federation or a commissioner of the government of a State

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satisfies the court or tribunal that it would not be in the public interest for any

matter to be publicly disclosed, the court or tribunal shall make arrangements for

evidence relating to that matter to be heard in private and shall take such other

action as may be necessary or expedient to prevent the disclosure of the matter.

Every person who is charged with a criminal offence shall be presumed to be

innocent until he is proved guilty; Provided that nothing in this section shall

invalidate any law by reason only that the law imposes upon any such person the

burden of proving particular facts.

Every person who is charged with a criminal offence shall be entitled to:-

a. Be informed promptly in the language that he understands and in Detail of the

nature of the offence;

b. Be given adequate time and facilities for the preparation of his defence;

c. Defend himself in person or by legal practitioners of his own choice;

d. Examine, in person or by his legal practitioners, the witnesses called by the

prosecution before any court or tribunal and obtain the attendance and carry out

the examination of witnesses to testify on his behalf before the court or tribunal

on the same conditions as those applying to the witnesses called by the prosecution;

and

e. Have, without payment, the assistance of an interpreter if he cannot understand

the language used at the trial of the offence.

When any person is tried for a criminal offence, the court or tribunal shall keep a

record of the proceedings and the accused person or any persons authorized by him

in that behalf shall be entitled to obtain copies of the judgment in the case within

seven days of the conclusion of the case.

No person shall be held to be guilty of a criminal offence on account of any act or

omission that did not, at the time it took place, constitute such an offence, and no

penalty shall be imposed for any criminal offence heavier than the penalty in force

at the time the offence was committed.

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No person who shows that he has been tried by any court of competent jurisdiction

or tribunal for a criminal offence and either convicted or acquitted shall again be

tried for that offence or for a criminal offence having the same ingredients as that

offence save upon the order of a superior court.

No person who shows that he has been pardoned for a criminal offence shall again

be tried for that offence.

No person who is tried for a criminal offence shall be compelled to give evidence at

the trial.

Subject as otherwise provided by this constitution, a person shall not be convicted

of a criminal offence unless that offence is defined and the penalty therefore is

prescribed in a written law, and in this subsection, a written law refers to an Act of

the National Assembly or a law of a State, any subsidiary legislation or instrument

under the provisions of a law.

Right to private And Family Life

The privacy of citizens, their homes, correspondence, telephone conversations and

telegraphic communications is hereby guaranteed and protected.

Right to Freedom of Thought, conscience And Religion

1. Every person shall be entitled to freedom of though, conscience and religion,

including freedom to change his religion or belief, and freedom (either alone or in

community with others, and in public or in private) to manifest and propagate his

religion or belief in worship, teaching, practice and observance.

2. No person attending any place of education shall be required to receive religious

instruction or to take part in or attend any religious ceremony or observance

relates to a religion other than his own, or religion not approved by his parent or

guardian.

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3. No religious community or denomination shall be prevented from providing religious

instruction for pupils of that community or denomination in any place of education

maintained wholly by that community or Denomination.

Right to freedom of Expression and the Press

1. Every person shall be entitled to freedom of expression, including freedom to hold

opinions and to receive and impact ideas and information without interference.

2. Without prejudice to the generality of subsection 1 of this section, every person

shall be entitled to own, establish and operate any medium for the dissemination of

information, ideas and opinions:

Provided that no person, other than the Government of the Federation or of a State or

any other person or body authorized by the President on the fulfillment of conditions laid

down by any Act of the National Assembly, shall own, establish or operate a television or

wireless broadcasting station for any purpose whatsoever.

3. Nothing in this section shall invalidate any law that is reasonably justifiable is a

democratic society:-

For the purpose of preventing the discloser of information received in confidence,

maintaining that authority and independence of courts or regulating telephony,

wireless broadcasting, television or the exhibition of cinematograph films: or

Imposing restrictions upon persons holding office under the Government of the

Federation or of a State, members of the armed forces of the Federation or

members of the Nigeria Police Force or other Government security services or

agencies established by law.

Right To Peaceful Assembly And Association

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Every person shall be entitled to assemble freely and associate with other persons, and in

particular he may form or belong to any political party, trade union or any other

association for the protection of his interests.

Provided that the provisions of this section shall not derogate from the powers conferred

by this Constitution on the independent National Electoral Commission with respect to

political parties to which that Commission does not accord recognition.

Right To Freedom Of Movement

Every citizen of Nigeria is entitled to move freely throughout Nigeria and to reside in any

part thereof, and no citizen of Nigeria shall be expelled from Nigeria or refused entry

thereby or exit there from.

Noting in subsection (1) of this section shall invalidate any law that is reasonably

justifiable in a democratic society:-

a. Imposing restrictions on the residence or movement of any person suspected to

have committed a criminal offence in order to prevent him from leaving Nigeria; or

b. Providing for the removal of any person from Nigeria to any other country to:-

Be tried outside Nigeria for any criminal offence, or

Undergo imprisonment outside Nigeria in execution of the sentence of a court of

law in respect of a criminal offence of which he has been found guilty. Provided

that there is reciprocal agreement

Right To Freedom From Discrimination

A citizen of Nigeria of a particular community, ethnic group, place of origin, sex, religion

or political opinion shall not, by reason only that he is such a person:-

Be subjected either expressly by, or in the practical application of, any law in force

in Nigeria or any executive or administrative action of the government, to

disabilities or restrictions to which citizen of Nigeria of other communities, ethnic

groups, places of origin, sex, religions or political opinions are not made subject; or

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Be accorded either expressly by, or in the practical application of, any law in force

in Nigeria or any such executive or administrative action, any privilege or advantage

that is not accorded to citizens of Nigeria of other communities, ethic groups,

places of origin, sex, religions of political opinions.

No citizen of Nigeria shall be subjected to any disability or deprivation merely by reason

of the circumstances of this birth.

Nothing in subsection (1) of this section shall invalidate any law by reason only that the law

imposes restrictions with respect to the appointment of any person to any office under

the state or as a member of the armed forces of the Federation or member of the Niger

Police Forces or to an office in the service of a body, corporate established directly by

any law in force in Nigeria.

Right To Acquire And Own Immovable Property Anywhere in Nigeria

Subject to the provisions of this Constitution, every citizen of Nigeria shall have the

right to acquire and own immovable property anywhere in Nigeria.

Compulsory Acquisition Of Property

No moveable property or any interest in an immovable property shall be taken possession

of compulsory and no right over or interest in any such property shall be acquired

compulsorily in any part of Nigeria except in the manner and for the purposes prescribed

by a law that, among other things.

a. Nothing in subsection (1) of this section shall be construed as affecting any general

law.

b. For the imposition of penalties or forfeiture for breach of any law, whether under

civil process or after conviction for an offence;

c. Relating to leases, tenancies mortgages, charges, bills of sale or any other rights or

obligation arising out of contracts.

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d. Relating to the vesting and administration of property of persons adjudged or

otherwise declared bankrupt or insolvent, of persons of unsound mind or deceased

persons, and of corporate or incorporate bodies in the course of being wound –up;

e. Relating to the execution of judgments or orders of court;

f. Providing for the taking of possession of property that is in a dangerous state or is

injurious to the health of human beings, plants or animals;

g. Relating to trusts and trustees;

h. Relating to limitation of actions;

i. Relating to property vested in bodies corporate directly established by any law in

force in Nigeria;

j. Relating to the temporary taking of possession of property for the purpose of any

examination, investigation or enquiry;

k. Providing for the carrying out of work on land for the purpose of soil conservation;

or (m) subject to prompt payment of compensation for damage to buildings,

economic trees or crops, providing for any authority or person to enter, survey or

dig any land, or to lay, install or erect poles, cables, wires, pipes, or other.

l. Conductors or structures on any land, in order to provide or maintain the supply or

distribution of energy, fuel, water, sewage, telecommunication services or other

public facilities or public utilities.

Notwithstanding the foregoing provisions of this section, the entire property in and

control of all minerals, mineral oils and natural gas in under or upon any land in Nigeria or

in, under or upon the territorial waters and the Exclusive Economic Zone of Nigeria shall

vest in the Government of the Federation and prescribed by the National Assembly.

Restriction On and Derogation from Functional Rights

Nothing in sections 37, 38, 39, 40 and 41 of this constitution shall invalidate any law

that is reasonably justifiable in a democratic society.

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In the interest of defence, public safety, public order, public morality or public

health; or

For the purpose of protecting the rights and freedom of other persons.

An act of the National Assembly shall not be invalidated by reason only that it provides

for the taking, during periods of emergency, of measures that Derogate from the

provisions of section 33 or 35 of this constitution; but no such measures shall be taken in

pursuance of any such act during any period of emergency save to the extent those

measures are reasonably justifiable for the purpose of dealing with the situation that

exists during that period of emergency:

Provided that nothing in this section shall authorize any derogation from the provisions of

section 33 of this constitution, except in respect of death resulting from acts of war or

authorize any derogation from the provisions of section 36 (8) of this constitution.

In this section, a “period of emergency” means any period during which there is in force a

proclamation of a state of emergency declared by the under section 305 of this

constitution.

Special Jurisdiction of High Court and Legal Aid

1. Any person who alleges that any of the provisions of this chapter has been is being or

likely to be contravened in any State in relation to him may apply to a High Court in

that State for redress.

2. Subject to the provisions of this constitution, a High Court shall have original

jurisdiction to hear and determine any application made to it in pursuance of this

section and may make such orders, issue such writs and give such directions as it may

consider appropriate for the purpose of enforcement or securing the enforcing within

that State of any right to which the person whop makes the application may be entitled

under this Chapter.

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3. The Chief Justice of Nigeria may rules with respect to the practice and procedure of

High Court for the purposes of this section.

4. The National Assembly-

a. May confer upon a High Court such powers in addition to those conferred by this

section as may appear to the National Assembly to be necessary or desirable for

the purpose of enabling the court more effectively to exercise the jurisdiction

conferred upon it by this section; and

b. Shall make provisions

For the rendering of financial assistance to any indigent citizen of Nigeria where

his right under this Chapter has been infringed or with a view to enabling him to

engage the services of a legal practitioner to prosecute his claim, and

For ensuring that allegations of infringement of such rights are substantial and the

requirement or need for financial or legal aid is real.

CONCLUSION

It is in the best interest of every citizen of Nigeria to gain mastery of his/her countries

constitution so as to be better informed on the provisions of that constitution as it

concerns his/her fundamental human right which are inalienable .

The principle of “Right to Life” cannot be overemphasized as no individual has the right to

take another’s life.

Every citizen of a country also has the right to acquire property in any part of the country

as well of right to freedom of movement and association. An individual whose right has

been violated in any form can seek redress in any court of competent jurisdiction.

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DATA BASE MANAGEMENT SYSTEM

INTRODUCTION

A database management system (DBMS) is system software for creating and managing

databases. The DBMS provides users and programmers with a systematic way to create,

retrieve, update and manage data.

A DBMS makes it possible for end users to create, read, update and delete data in a

database. The DBMS essentially serves as an interface between the database and end

users or application programs, ensuring that data is consistently organized and remains

easily accessible.

AIM

The aim of this paper is to guide staff on how to create, retrieve, update and manage data

with regards to the deployment of DBMS schemes.

OBJECTIVES

At the end of the presentation, participants should be in the position to;

List and explain the three foundational elements of DBMS.

List and explain the types of Data Base Management Systems

Be familiar with applications of Data Base Management Systems.

THREE FOUNDATIONAL ELEMENTS OF DBMS

Data

The database

Database schema

Data: This is the facts and statistics collected together for reference or analysis.

Database: is an organized collection of related data held in a computer or a data bank,

which is designed to be accessible in various ways

Database schema: This is the database’s logical structure

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TYPES OF DATABASE MANAGEMENT SYSTEMS

There are four structural types of database management systems:

Hierarchical databases.

Network databases.

Relational databases.

Object-oriented databases

Hierarchical Database DBMS

Refers to systems (group of interdependent items that interact regularly to perform a

task) that are organized in the shape of a pyramid, with each row of objects linked to

objects directly beneath it. Hierarchical systems pervade everyday life.

The Corps, for example, which has officers at the top of the pyramid and marshals at the

bottom, is a hierarchical system.

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Network Database (DBMS)

NETWORK MODEL allows each record to have multiple parent and child records, forming a

generalized graph structure.

In network databases, children are called members and parents are called occupier.

Relational Database (DBMS)

A relational database is a set of tables containing data fitted into predefined categories.

Each table (which is sometimes called a relation) contains one or more data categories in

columns. Each row contains a unique instance of data for the categories defined by the

columns.

Data in relational databases is stored in different access control tables, each having a key

field that mainly identifies each row.

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Object-Oriented (DBMS)

Object-oriented database management systems borrow from the model of the Object-

oriented programming paradigm.

In this database model, the Object and its data or attributes are seen as one and

accessed through pointers rather than stored in relational table models. Object-oriented

database models consist of diverse structures and is quite extensible.

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Some of the database management system are:

Microsoft Access: This is the database management system developed by Microsoft. It

stores data in its own format based on the Access Jet Database Engine. It also has the

facilities like importing or linking directly to data stored in other databases and

applications

MySQL: MySQL is open source database management system, one of the most popular

DBMS on the web. It is reliable, fast and also flexible.

Oracle: Developed by Oracle corporation. It is object relational database management

system. The original version of Oracle software was developed by Software Development

Laboratories (SDL). Oracle is regarded to be one of the safe DBMS.

Microsoft SQL Server: Microsoft developed this relational database server. The primary

function of this software is to store and retrieve the data as requested by other

applications, whether those applications are on the same computer or running on other

computers across the network (including internet).

Filemaker: Filemaker began as a MS-DOS based computer program named nutshell. It is a

cross platform relational database management system developed by Filemaker Inc. It is

one of the most widely used database platform for both windows and mac.

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A list of all the database management systems

DBMS Vendor Type Primary Market

1 Access (Jet, MSDE) Microsoft R Desktop

2 Adabas D Software AG R Enterprise

3 Adaptive Server Anywhere Sybase R Mobile/Embedded

4 Adaptive Server Enterprise Sybase R Enterprise

5 Advantage Database Server Extended Systems R Mobile/Enterprise

6 Datacom Computer Associates R Enterprise

7 DB2 Everyplace IBM R Mobile

8 Filemaker FileMaker Inc. R Desktop

9 IDMS Computer Associates R Enterprise

10 Ingres ii Computer Associates R Enterprise

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DBMS Vendor Type Primary Market

21 SQL Server Microsoft R Enterprise

22 SQLBase Centura Software R Mobile/Embedded

23 SUPRA Cincom R Enterprise

24 Teradata NCR R

VLDB (Data

Warehousing)

25 YARD-SQL YARD Software Ltd. R Enterprise

26 TimesTen

TimesTen

Performance

Software R In-Memory

27 Adabas Software AG XR Enterprise

28 Model 204

Computer

Corporation of

America XR VLDB

29 UniData Informix (Ardent) XR Enterprise

30 UniVerse Informix (Ardent) XR Enterprise

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DBMS Vendor Type Primary Market

31 Cache' InterSystems OR Enterprise

32 Cloudscape Informix OR Mobile/Embedded

33 DB2 IBM OR Enterprise/VLDB

34

Informix Dynamic Server

2000 Informix OR Enterprise

35

Informix Extended

Parallel Server Informix OR

VLDB (Data

Warehousing)

36 Oracle Lite Oracle OR Mobile

37 Oracle 8I Oracle OR Enterprise

38 PointBase Embedded PointBase OR Embedded

39 PointBase Mobile PointBase OR Mobile

40 PointBase Network Server PointBase OR Enterprise

DBMS Vendor Type Primary Market

41 PostgreSQL Freeware OR Open Source

42 UniSQL Cincom OR Enterprise

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43 Jasmine ii

Computer

Associates OO Enterprise

44 Object Store Exceleron OO Enterprise

45 Objectivity DB Objectivity OO VLDB (Scientific)

46

POET Object

Server Suite Poet Software OO Enterprise

47 Versant

Versant

Corporation OO Enterprise

48

Raima Database

Manager Centura Software RN Mobile/Embedded

49 Velocis Centura Software RN Enterprise/Embedded

50 Db.linux Centura Software RNH

Open

Source/Mobile/Embedded

51 Db.star Centura Software RNH

Open

Source/Mobile/Embedded

52 IMS DB IBM H Enterprise

KEY

The systems are listed by type: relational(R), extended-relational(X), object-

relational(OR), object-oriented(OO), network(N) and hierarchical(H).

Note that some vendors state that their DBMS is more than one of these. In such a case

the DBMS type is specified by more than one designation.

For example, Centura Software states that their Velocis database is based on both the

relational and network models, and in this case the designation "RN" has been specified.

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Application of Database Management System (DBMS) In FRSC Database Management

System DBMS has been deployed in the Corp for different purposes.

The following are some of the Schemes the Corps deployed the use of DBMS.

1. Drivers’ Licence scheme

2. Plate Number Scheme

3. E-booking for offender

4. APERS (Annual Performance Evaluation Report System)

5. Driving School Standardisation Scheme (DSSP)

6. Offenders’ Register Database

7. Road Traffic Crash Database.

8. Database of Vehicles with speed governor.

9. Database of Corps members etc

Divers’ Licence

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PLATE NUMBER

PATROL (E-BOOKING AND FLYING TICKET)

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APERS (ANNUAL PERFORMANCE EVERLUATION SYSTEM) www.frscaper.com.ng

MAINTENANCE OF ROBUST DATA BASE (E-DASHBOARD, www.frsc-intranet.org)

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COMPUTER/FILE MANAGEMENT

INTRODUCTION

A computer is an electronic device that manipulates information, or data. It has the ability

to store, retrieve, and process data. You probably already know that you can use a

computer to type documents, send email, play games, and browse the Web. You can also

use it to edit or create files, spreadsheets, presentations, and even videos.

AIM

To acquaint staff with computer appreciation and file management

OBJECTIVES

At the end of the presentation, participants should be in a position to;

Understand the makeup of a computer

The use of mouse and keyboard

Know how the keyboard functions

Be conversant with shortcuts and shortcut menus

Know how to use an application or an app

Know aim of computer/file management

State objectives of computer/file management

State benefits of computer/file management

Be conversant with files, folders, applications and management

Viewing and arranging files and folders

Finding files

Copying and moving files and folders

How to recover files from recycle bin.

Opening of existing files.

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PARTS OF COMPUTER

A computer is really a system of many parts working together. The physical parts, which

you can see and touch, are collectively called hardware while Software, on the other hand,

refers to the instructions, or programs, that commands the hardware on what to do. The

computer hardware consists of the following parts:

Let's take a look at each of these parts.

System Unit: - The system unit is the core of a computer system. Usually it's a

rectangular box placed on or underneath your desk. Inside this box are many electronic

components that process information. The most important of these components is the

central processing unit (CPU), or microprocessor, which acts as the "brain" of your

computer. Another component is random access memory (RAM), which temporarily stores

information that the CPU uses while the computer is on. The information stored in RAM is

erased when the computer is turned off.

Almost every other part of your computer connects to the

system unit using cables. The cables plug into specific ports

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(openings), typically on the back of the system unit. Hardware that is not part of the

system unit is sometimes called a peripheral device or device.

Storage: - Your computer has one or more disk drives—devices that store information on a

metal or plastic disk. The disk preserves the information even when your computer is

turned off.

Hard disk drive: - Your computer's hard disk drive stores information on a hard disk—a

rigid platter or stack of platters with a magnetic surface. Because hard disks can hold

massive amounts of information, they usually serve as your computer's primary means of

storage, holding almost all of your programs and files. The hard disk drive is normally

located inside the system unit.

Hard disk drive

CD and DVD drives

Nearly all computers today come equipped with a CD or DVD drive, usually located on the

front of the system unit. CD drives use lasers to read (retrieve) data from a CD; many CD

drives can also write (record) data onto CDs. If you have a recordable disk drive, you can

store copies of your files on blank CDs. You can also use a CD drive to play music CDs on

your computer.

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CD

DVD drives can do everything that CD drives can, plus read DVDs. If you have a DVD drive,

you can watch movies on your computer. Many DVD drives can record data onto blank

DVDs.

Tip - If you have a recordable CD or DVD drive, periodically back up (copy) your important

files to CDs or DVDs. That way, if your hard disk ever fails, you won't lose your data.

Floppy disk drive: - Floppy disk drives store information on floppy disks, also called

floppies or diskettes. Compared to CDs and DVDs, floppy disks can store only a small

amount of data. They also retrieve information more slowly and are more prone to damage.

For these reasons, floppy disk drives are less popular than they used to be, although some

computers still include them.

Floppy disk

Why are these disks called "floppy" disks? The outside is made of hard plastic, but that's

just the sleeve. The disk inside is made of a thin, flexible vinyl material.

Mouse

A mouse is a small device used to point to and select items on your computer screen.

Although mice come in many shapes, the typical mouse does look a bit like an actual mouse.

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It's small, oblong, and connected to the system unit by a long wire that resembles a tail.

Some recently produced mice are wireless.

Mouse

A mouse usually has two buttons: A primary button (usually the left button) and a

secondary button. Many mice also have a wheel between the two buttons, which allows you

to scroll smoothly through screens of information.

Mouse pointers

When you move the mouse with your hand, a pointer on your screen moves in the same

direction. (The pointer's appearance might change depending on where it's positioned on

your screen.) When you want to select an item, you point to the item and then click (press

and release) the primary button. Pointing and clicking with your mouse is the main way to

interact with your computer.

Keyboard: - A keyboard is used mainly for typing text into your computer. Like the

keyboard on a typewriter, it has keys for letters and numbers, but it also has special keys:

The function keys, found on the top row, perform different functions depending on where

they are used.

The numeric keypad, located on the right side of most keyboards, allows you to enter

numbers quickly.

The navigation keys, such as the arrow keys, allow you to move your position within a

document or webpage.

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Keyboard

You can also use your keyboard to perform many of the same tasks you can perform with a

mouse.

Keyboard Shortcuts and Shortcut Menus

F1: Help

CTRL+ESC: Open Start menu

ALT+TAB: Switch between open programs

ALT+F4: Quit program

SHIFT+DELETE: Delete item permanently

Windows Logo + L: Lock the computer (without using CTRL+ALT+DELETE)

Windows program key combinations

CTRL+C: Copy

CTRL+X: Cut

CTRL+V: Paste

CTRL+Z: Undo

CTRL+B: Bold

CTRL+U: Underline

CTRL+I: Italic

Mouse click/keyboard modifier combinations for shell objects

SHIFT+ right click: Displays a shortcut menu containing alternative commands

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SHIFT+ double click: Runs the alternate default command (the second item on the

menu)

ALT+ double click: Displays properties

SHIFT+DELETE: Deletes an item immediately without placing it in the Recycle Bin

General keyboard-only commands

F1: Starts Windows Help

F10: Activates menu bar options

SHIFT+F10 Opens a shortcut menu for the selected item (this is the same as right-

clicking an object

CTRL+ESC: Opens the Start menu (use the ARROW keys to select an item)

CTRL+ESC or ESC: Selects the Start button (press TAB to select the taskbar, or

press SHIFT+F10 for a context menu)

CTRL+SHIFT+ESC: Opens Windows Task Manager

ALT+DOWN ARROW: Opens a drop-down list box

ALT+TAB: Switch to another running program (hold down the ALT key and then press

the TAB key to view the task-switching window)

SHIFT: Press and hold down the SHIFT key while you insert a CD-ROM to bypass the

automatic-run feature

ALT+SPACE: Displays the main window's System menu (from the System menu, you can

restore, move, resize, minimize, maximize, or close the window)

ALT+- (ALT+ hyphen): Displays the Multiple Document Interface (MDI) child window's

System menu (from the MDI child window's System menu, you can restore, move,

resize, minimize, maximize, or close the child window)

CTRL+TAB: Switch to the next child window of a Multiple Document Interface (MDI)

program

ALT+ underlined letter in menu: Opens the menu

ALT+F4: Closes the current window

CTRL+F4: Closes the current Multiple Document Interface (MDI) window

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ALT+F6: Switch between multiple windows in the same program (for example, when the

Notepad Find dialog box is displayed, ALT+F6 switches between the Find dialog box

and the main Notepad window)

Shell objects and general folder/Windows Explorer shortcuts

For a selected object:

F2: Rename object

F3: Find all files

CTRL+X: Cut

CTRL+C: Copy

CTRL+V: Paste

SHIFT+DELETE: Delete selection immediately, without moving the item to the Recycle

Bin

ALT+ENTER: Open the properties for the selected object

To copy a file

Press and hold down the CTRL key while you drag the file to another folder.

TO CREATE A SHORTCUT

Press and hold down CTRL+SHIFT while you drag a file to the desktop or a folder.

GENERAL FOLDER/SHORTCUT CONTROL

F4: Selects the Go To A Different Folder box and moves down the entries in the box

(if the toolbar is active in Windows Explorer)

F5: Refreshes the current window.

F6: Moves among panes in Windows Explorer

CTRL + G: Opens the Go To Folder tool (in Windows 95 Windows Explorer only)

CTRL + Z: Undo the last command

CTRL + A: Select all the items in the current window

BACKSPACE: Switch to the parent folder

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SHIFT+ click + Close button: For folders, close the current folder plus all parent

folders

Windows Explorer tree control

Numeric Keypad *: Expands everything under the current selection

Numeric Keypad +: Expands the current selection

Numeric Keypad -: Collapses the current selection.

RIGHT ARROW: Expands the current selection if it is not expanded, otherwise goes

to the first child

LEFT ARROW: Collapses the current selection if it is expanded, otherwise goes to the

parent

PROPERTIES CONTROL

CTRL+TAB/CTRL+SHIFT+TAB: Move through the property tabs

ACCESSIBILITY SHORTCUTS

Press SHIFT five times: Toggles Sticky Keys on and off

Press down and hold the right SHIFT key for eight seconds: Toggles Filter Keys on and

off

Press down and hold the NUM LOCK key for five seconds: Toggles Toggle Keys on and

off

Left ALT+ left SHIFT+NUM LOCK: Toggles MouseKeys on and off

Left ALT+ left SHIFT+PRINT SCREEN: Toggles high contrast on and off

Monitor: - A monitor displays information in visual form, using text and graphics. The

portion of the monitor that displays the information is called the screen. Like a television

screen, a computer screen can show still or moving pictures.

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There are two basic types of monitors: CRT (cathode ray tube) monitors and the newer

LCD (liquid crystal display) monitors. Both types produce sharp images, but LCD monitors

have the advantage of being much thinner and lighter.

LCD monitor (left), CRT monitor (right)

Printer: - A printer transfers data from a computer onto paper. You don't need a printer

to use your computer, but having one allows you to print e-mail, cards, invitations,

announcements, and other material. Many people also like being able to print their own

photos at home.

The two main types of printers are inkjet printers and laser printers. Inkjet printers are

the most popular printers for the home. They can print in black and white or in full color

and can produce high-quality photographs when used with special paper. Laser printers are

faster and generally better able to handle heavy use.

Inkjet printer (left) laser printer (right)

Speakers: - Speakers are used to play sound. They can be built into the system unit or

connected with cables. Speakers allow you to listen to music and hear sound effects from

your computer.

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Computer speakers

Modem: - To connect your computer to the Internet, you need a modem. A modem is a

device that sends and receives computer information over a telephone line or high-speed

cable. Modems are sometimes built into the system unit, but higher-speed modems are

usually separate components.

Cable modem

COMPUTER APPLICATION

You may have heard people talking about using an application or an app. But what exactly

does that mean? An app is a type of software that allows you to perform specific tasks.

Applications for desktop or laptop computers are sometimes called desktop applications,

and those for mobile devices are called mobile apps. When you open an application, it runs

inside the operating system until you close it. Most of the time, you will have more than

one application open at the same time, and this is known as multitasking.

Types of desktop applications

There are countless desktop applications out there, and they fall into many different

categories. Some are more full-featured (like Microsoft Word), while others may only do

one or two things (like gadgets). Below are just a few types of applications you might use:

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Word processors: A word processor allows you to write a letter, design a flyer, and create

many other types of documents. The most well-known word processor is Microsoft Word.

Web browsers: A web browser is the tool you use to access the Internet. Most

computers come with a web browser pre-installed, but you can also download a different

one if you prefer. Examples of browsers include Internet Explorer, Firefox, Google

Chrome, and Safari.

Games: There are many different games you can play on your computer. They range from

card games such as Solitaire to action games like Halo 2. Many action games require a lot

of computing power, so they may not work unless you have a newer computer.

Media players: If you want to listen to MP3s or watch movies you have downloaded, you

will need to use a media player. Windows Media Player and i-Tunes are popular media

players.

Gadgets: Sometimes called widgets, these are simple applications you can place on your

desktop (or on the Dashboard if you're using a Mac). There are many different types of

gadgets, and they include calendars, calculators, maps, and news headlines.

Installing applications

In order to work, an application usually has to be installed on your computer. Typically,

installation is as simple as inserting the installation disc and following the instructions on

the screen. For software downloaded from the Internet, you can usually double-click it

after it is finished downloading and then follow the instructions on the screen. Many

applications include a readme file (for example, readme.txt), which includes installation

instructions and other information.

NOTE: Use caution when downloading software because it can contain viruses or other

malware. If you have an antivirus program, you should scan the downloaded software

before installing it.

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COMPUTER/FILE MANAGEMENT

Understanding computer file management is important for efficient organization, storage

and retrieval of files and folders. In this tutorial you will understand the importance of

file management, learn how to create a folder, open a folder, delete a folder, copy a

folder, rename a folder, and find a folder on a computer.

Just as with paper files, it is important for files on your computer to be organized to

ensure that you do not lose data, and can find what you are looking for easily. Think about

how difficult it would be, or even impossible to find files placed in a filing cabinet in no

particular order. As files need to be organized in a filing cabinet, so do files need to be

organized on your computer. This process is called ‘’file management’’.

Aim of Computer/File Management

The aim of computer file management is to provide a basic guideline for establishing and

maintaining the records of your office by the most efficient and economical means

available.

Objective of Computer/File Management

The basic objective of a good filing system is to be able to find the record you need

quickly and economically, regardless of its format. The goal of a good filing system is to

provide quick access to information. It applies records management principles to electronic

records created and used by a single office. Files management ensures the use of

information and that records are able to be retrieved when needed.

Benefits of Computer/File Management

Higher productivity and lower costs are the main benefits of good files management.

The right filing system produces important tangible results and eliminates costs

associated with poor procedures.

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Time savings: - Faster filing and retrieval of information, fewer misfiles and higher staff

efficiency and productivity.

Cost savings: - Less frequent purchase of filing equipment and supplies, less office space

used for filing equipment, less likelihood of litigation losses resulting from lost documents,

less likelihood of lost documents leading to unfavorable audit findings and penalties and

less costly recovery of vital records.

Continuity: - There is integrity and continuity of record keeping despite changes in office

personnel.

Fewer Personnel: - It takes fewer personnel to arrange files.

Description of windows in the file, working with files and folders, and saving documents

Files, Folders, Applications and Management

A file can be described as a container that stores data that is accessible by a computer

system - it is basically a container holding a set of related information that will be stored

on some form of secondary storage. Each application on your computer has a group of file

types or formats it is able to open. You generally would not have to figure out which

application will open your files. When you double click a file, your computer will

automatically use the correct application to open it, as long as the application is installed

on your computer. If you don't have the correct application installed, you may not be able

to open the file. However, in some cases you can open the file with a web application that

runs in your browser.

For example, text or images or music. When opened, a file can look very much like a text

document or a picture that you might find on someone's desk or in a filing cabinet. On your

computer, files are represented with icons; this makes it easy to recognize a type of file

by looking at its icon. Here are some common file icons:

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A folder is a container you can use to store files in. If you had thousands of paper files on

your desk, it would be nearly impossible to find any particular file when you needed it.

That's why people often store paper files in folders inside a filing cabinet. On your

computer, folders work the same way. Here are some typical folder icons:

An empty folder (left) A folder containing files (right)

Folders can also store other folders. A folder within a folder is usually called a subfolder.

You can create any number of subfolders, and each can hold any number of files and

additional subfolders.

Using libraries to manage your files and folders

When it comes to getting organized, you don't need to start from scratch. You can use

libraries, a feature new to this version of Windows, to access your files and folders, and

arrange them in different ways. Here's a list of the four default libraries and what

they're typically used for:

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Documents library: Use this library to organize and arrange word-processing documents,

spreadsheets, presentations, and other text-related files.

By default, files that you move, copy, or save to the Documents library are stored in the

My Documents folder.

Pictures library: Use this library to organize and arrange your digital pictures, whether

you get them from your camera, scanner, or in e-mail from other people.

By default, files that you move, copy, or save to the Pictures library are stored in the My

Pictures folder.

Music library: Use this library to organize and arrange your digital music, such as songs

that you rip from an audio CD or that you download from the Internet.

By default, files that you move, copy, or save to the Music library are stored in the My

Music folder.

Videos library: Use this library to organize and arrange your videos, such as clips from

your digital camera or camcorder, or video files that you download from the Internet.

By default, files that you move, copy, or save to the Videos library are stored in the My

Videos folder.

To open the Documents, Pictures, or Music libraries, click the Start button , and then

click Documents, Pictures, or Music. You can open common libraries from the Start menu

Description of Windows in the file, i e Tool bar

When you open a folder or library, you see it in a window. The various parts of this window

are designed to help you navigate around Windows or work with files, folders, and libraries

more easily. Here is a typical window and each of its parts:

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PARTS OF

WINDOW

USES

Navigation pane Use the navigation pane to access libraries, folders, saved searches, and even

entire hard disks. Use the Favorites section to open your most commonly used

folders and searches; use the Libraries section to access your libraries. You

can also expand Computer to browse folders and subfolders. For more

information, see Working with the navigation pane

Back and Forward

buttons

Use the Back button and the Forward button to navigate to other

folders or libraries you've already opened without closing the current window.

These buttons work together with the address bar; after you use the address

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bar to change folders, for example, you can use the Back button to return to

the previous folder.

Toolbar Use the toolbar to perform common tasks, such as changing the appearance of

your files and folders, burning files to a CD, or starting a digital picture slide

show. The toolbar's buttons change to show only the tasks that are relevant.

For example, if you click a picture file, the toolbar shows different buttons

than it would if you clicked a music file.

Address bar Use the address bar to navigate to a different folder or library or to go back

to a previous one.

Library pane The library pane appears only when you are in a library (such as the

Documents library). Use the library pane to customize the library or to

arrange the files by different properties.

Column headings Use the column headings to change how the files in the file list are organized.

For example, you can click the left side of a column heading to change the

order the files and folders are displayed in, or you can click the right side to

filter the files in different ways.

File list This is where the contents of the current folder or library are displayed. If

you type in the search box to find a file, only the files that match your

current view (including files in subfolders) will appear.

Search box Type a word or phrase in the search box to look for an item in the current

folder or library. The search begins as soon as you begin typing—so if you

type "B," for example, all the files with names starting with the letter B will

appear in the file list.

Details pane Use the details pane to see the most common properties associated with the

selected file. File properties are information about a file, such as the author,

the date you last changed the file, and any descriptive tags you might have

added to the file.

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Preview pane Use the preview pane to see the contents of most files. If you select an

e-mail message, text file, or picture, for example, you can see its contents

without opening it in a program. If you don't see the preview pane, click the

Preview pane button in the toolbar to turn it on.

Viewing and arranging files and folders

When you open a folder or library, you can change how the files look in the window. For

example, you might prefer larger (or smaller) icons or a view that lets you see different

kinds of information about each file. To make these kinds of changes, use the Views button

in the toolbar.

Each time you click the left side of the Views button, it changes the way your files and

folders are displayed by cycling through five different views: Large Icons, List, a view

called Details that shows several columns of information about the file, a smaller icon view

called Tiles, and a view called Content that shows some of the content from within the file.

If you click the arrow on the right side of the Views button, you have more choices. Move

the slider up or down to fine-tune the size of the file and folder icons. You can see the

icons change size as you move the slider.

The Views options

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In libraries, you can go a step further by arranging your files in different ways. For

example, say you want to arrange the files in your Music library by genre (such as

Jazz and Classical):

Click the Start button , and then click Music.

In the library pane (above the file list), click the menu next to Arrange by, and then

click Genre.

Finding files

Depending on how many files you have and how they are organized, finding a file might

mean browsing through hundreds of files and subfolders—not an easy task. To save time

and effort, use the search box to find your file.

The search box

The search box is located at the top of every window. To find a file, open the folder or

library that makes the most sense as a starting point for your search, click the search

box, and start typing. The search box filters the current view based on the text that you

type. Files are displayed as search results if your search term matches the file's name,

tags or other properties, or even the text inside a text document.

If you're searching for a file based on a property (such as the file's type), you can narrow

the search before you start typing by clicking the search box, and then clicking one of the

properties just below the search box. This adds a search filter (such as "type") to your

search text, which will give you more accurate results.

If you aren't seeing the file you're looking for, you can change the entire scope of a

search by clicking one of the options at the bottom of the search results. For example, if

you search for a file in the Documents library but you can't find it, you can click Libraries

to expand the search to the rest of your libraries.

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Copying and moving files and folders

Occasionally, you might want to change where files are stored on your computer. You might

want to move files to a different folder, for example, or copy them to removable media

(such as CDs or memory cards) to share with another person.

Most people copy and move files using a method called drag and drop. Start by opening the

folder that contains the file or folder you want to move. Then, open the folder where you

want to move it to in a different window. Position the windows side by side on the desktop

so that you can see the contents of both.

Next, drag the file or folder from the first folder to the second folder. That is all there

is to it.

To copy or move a file, drag it from one window to another

When using the drag-and-drop method, you might notice that sometimes the file or folder

is copied, and at other times it's moved. If you're dragging an item between two folders

that are stored on the same hard disk, then the item is moved so that two copies of the

same file or folder aren't created in the same location. If you drag the item to a folder

that is in a different location (such as a network location) or to removable media like a CD,

then the item is copied.

Tips: - The easiest way to arrange two windows on the desktop is to use Snap.

If you copy or move a file or folder to a library, it will be stored in the library's default

save location.

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Another way to copy or move a file is to drag it from the file list to a folder or library in

the navigation pane so you don't need to open two separate windows.

Creating and Deleting Files

The most common way to create new files is by using a program. For example, you can

create a text document in a word-processing program or a movie file in a video-editing

program.

Some programs create a file as soon as you open them. When you open WordPad, for

example, it starts with a blank page. This represents an empty (and unsaved) file. Start

typing, and when you are ready to save your work, click the Save button. In the dialog box

that appears, type a file name that will help you find the file again in the future, and then

click Save.

By default, most programs save files in common folders like My Documents and My

Pictures, which makes it easy to find the files again next time.

When you no longer need a file, you can remove it from your computer to save space and to

keep your computer from getting cluttered with unwanted files. To delete a file, open the

folder or library that contains the file, and then select the file. Press Delete on your

keyboard and then, in the Delete File dialog box, click Yes.

When you delete a file, it's temporarily stored in the Recycle Bin. Think of the Recycle Bin

as a safety net that allows you to recover files or folders that you might have accidentally

deleted. Occasionally, you should empty the Recycle Bin to reclaim all of the hard disk

space being used by your unwanted files.

How to permanently delete files from the Recycle Bin using Windows 7 OS

When you delete a file, it's usually moved to the Recycle Bin so that you can restore the

file later if necessary. For information about recovering a file, see Recover files from the

Recycle Bin.

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To permanently remove files from your computer and reclaim any hard disk space they

were using, you need to delete the files from the Recycle Bin. You can delete individual

files from the Recycle Bin or empty the entire Recycle Bin at once.

Open the Recycle Bin by double-clicking the Recycle Bin on the desktop.

Do one of the following: -To permanently delete one file, click it, press Delete, and then

click Yes OR To delete all of the files, on the toolbar, click Empty the Recycle Bin, and

then click Yes.

Tips: - You can empty the Recycle Bin without opening it by right-clicking the Recycle Bin

and then clicking Empty Recycle Bin. OR You can permanently delete a file from your

computer without sending it to the Recycle Bin by clicking the file and then pressing

Shift+ Delete.

How to recover files from the Recycle Bin

Open the Recycle Bin by double-clicking the Recycle Bin on the desktop.

Do one of the following:

To restore a file, click it, and then, on the toolbar, click Restore this item.

To restore all of the files, make sure that no files are selected, and then, on the

toolbar, click Restore all items.

The files will be restored to their original locations on your computer.

Opening an existing file

To open a file, double-click it. The file will usually open in the program that you used to

create or change it. For example, a text file will open in your word-processing program.

That's not always the case, though. Double-clicking a picture file, for example, will usually

open a picture viewer. To change the picture, you need to use a different program. Right-

click the file, clicks Open with, and then clicks the name of the program that you want to

use.

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CONCLUSION

Interestingly, Computer on its own cannot do anything meaningfully, it is human dependent.

So a good knowledge of its usage is a factor of the output. However, a dedicated user will

produce efficient and effective results.

Thank You and God Bless.

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THE FRSC E-DASHBOARD

INTRODUCTION

FRSC is on the cutting edge, and with massive investment in technology, the Corps is

strategically poised to drive road safety as a performance driven organization capable of

making evidence based decisions. This led to the introduction of Business Intelligence (BI)

into the performance management system of the FRSC.

BI can only thrive where reliable and complete data are available to drive processes, thus,

the introduction of dashboard.

AIM

To acquaint staff with requisite knowledge and operability of the FRSC Dashboard.

OBJECTIVES

Arriving at the intended aim would revolve around the following;

Definition(s) of Dashboard

Evolution of Dashboard in FRSC

Transition of Dashboard to e-Dashboard

WHAT THEN, IS DASHBOARD?

Dashboards often provide at-a-glance views of KPIs (key performance indicators) relevant

to a particular objective or business process (e.g sales, marketing, human resources,

or production).

The term dashboard originates from the automobile dashboard where drivers monitor the

major functions at a glance via the instrument cluster. It affords the driver the

opportunity to know whether or not his fuel would be sufficient for the intended

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destination or would require refueling to complete same trip. It also guides for safety by

indicating the rate at which the vehicle is being displayed. Engine functionalities and

health status are among the very many importance, the dashboard of a vehicle offers.

If you have ever experienced driving a car suffering from ‘’overheating’’, you would know

that constant look at the ill - fated vehicles’ temperature sign on the dashboard, may be

the only technique that may save you from an impending engine knock, as the temperature

constantly reading up red would not only burn your top gas cylinder gasket, but would

quickly open up the valves for the engine oil to mix freely with water and within a jiffy

that car’s engine, may be permanently damaged. This is similar to business operations,

which where the critical indicators, are ignored or left unattended to, may determine the

survivability of the business.

A typical dashboard of an automobile showing some essential elements and features

Generally, dashboards give signs about a business letting the user know something is wrong

or something is right. The corporate world has tried for years to come up with a solution

that would tell them if their businesses needed maintenance or if the temperature of

their business was running above normal. Dashboards typically are limited to show

summaries, key trends, comparisons, and exceptions.

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THERE ARE FOUR KEY ELEMENTS TO A GOOD DASHBOARD:

Simple, communicates easily

Minimum distractions ... it could cause confusion

Supports organized business with meaningful and useful data

Applies human visual perception to visual presentation of information

A dashboard is also a user interface that, similar to an automobile's dashboard, organizes

and presents information in a way that is easy to read.

A business intelligence dashboard is a data visualization tool that displays the current

status of metrics and key performance indicators (KPIs) for an enterprise. Dashboards

consolidate and arrange numbers, metrics and sometimes performance scorecards on a

single screen.

A screen shot of SAP dashboard analytical tool used for preparing CM weekly brief

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A screen shot of SAP dashboard analytical tool used for preparing CM weekly brief

In management information systems, a dashboard is "an easy to read, often single page,

real-time user interface, showing a graphical presentation of the current status (snapshot)

and historical trends of an organization’s key performance indicators (KPIs) to enable

instantaneous and informed decisions to be made at a glance.

In real-world terms, "dashboard" is another name for "progress report" or "report."

Often, the "dashboard" is displayed on a web page that is linked to a database which allows

the report to be constantly updated.

HERE ARE THE KEY CHARACTERISTICS OF A DASHBOARD:

All the visualizations fit on a single computer screen-scrolling, to see more violates the

definition of a dashboard.

It shows the most important performance indicators / performance measures to be

monitored. Interactivity such as filtering and drill-down can be used in a dashboard;

however, those types of actions should not be required to see which performance

indicators are under performing.

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The displayed data automatically updates without any assistance from the user. The

frequency of the update will vary by organization and by purpose. The most effective

dashboards have data updated at least on a daily basis.

The dashboard is not designed exclusively for executives but rather should be used by

the general workforce as effective dashboards are easy to understand and use. That is

why since the inception of PAU the Corps Marshal’s brief which is an analysis of FRSC

Dashboard is disseminated to all FRSC’s Commands.

Few years ago, the same document was broadcast to all FRSC’s staff on their individual

FRSC e-mails address system. This has however been suspended due to the on-going

project for increasing hard disk space of the server and will be resumed as soon as the

project is concluded. This way, the Corps would operate what I call ‘’FRSC on the Palm’’,

through which with an internet enabled platform, including an android phone, FRSC is

shared to all Staff irrespective of their status, either as the Corps Marshal or Road

Marshal Assistant (RMA). This will make all FRSC personnel to feel the pulse of the Corps

and determine if the organization they belong is truly performing, declining or static in

performance. This process is also intended to create a transparent organization that is

responsive and delivers on all its mandate.

EVOLUTION OF DASHBOARD IN FRSC

The idea of dashboard in FRSC dates back to 2009. The Corps Marshal had requested the

Head, Projects Implementation Office to develop a report showing summaries of FRSC

activities on a weekly basis. This concept which was developed in-house by Projects

Implementation Office (PIO) was achieved by consolidating and displaying data already

gathered in various departments, corps offices, and field commands nationwide.

In April 2009, the first weekly dashboard in FRSC known as the executive summary of

activities in FRSC was developed.

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The dashboard captured three key areas namely;

RESCUE

MOTOR VEHICLE ADMINISTRATION and

OPERATIONS

RESCUE featured the under-listed key information;

Number of rescue activities carried out in the country

Number of vehicles involved in RTCs

Vehicles involved in RTC

Categories of vehicles involved in the RTC

Gender/Age of RTC casualties

Comparative analysis of RTC

MOTOR VEHICLE ADMINISTRATION featured the under-listed key information;

Number of ENDL produced in the country

Number of vehicle number plates produced in the country

Classes of ENDL produced

Categories of number plates produced

OPERATIONS featured the under-listed key information;

Number of offenders booked in the country

Number of offences committed in the country

Most prevalent offences

Summary of offenders and offences by Zonal Commands

TRANSITION FROM DASHBOARD TO E-DASHBOARD

At inception in 2009, the FRSC dashboard was computed in a semi-digital manner by

aggregating data from all input sources and assembling them. The human input requirement

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and accuracy demands were enormous. Following the deployment of cutting edge

technological solutions to the Corps, the dashboard reporting structure took a paradigm

shift.

Accurate background checks and self-generated reports were enhanced. The automation

of the initial dashboard gave birth to the ‘e-dashboard’ currently being used in the Corps.

INFORMATION INPUTS FOR DASHBOARD

The migration to e-dashboard further expanded the data elements from the initial three

(3) namely; Rescue, MVA and Operations to fifteen (15). The additional reports include;

a. CALL CENTRE,

b. Training Standards and Certification (TSC)

c. Corps Transport Standardization Office (CTSO)

d. PROVOST

e. Admin and Human Resources (AHR)

f. Special Marshals and Partnership (SMP)

g. Corps Public Enlightenment Office (CPEO)

h. Corps Legal Adviser (CLA)

i. PROTOCOL

j. Corps Logistics (CLOG)

k. Policy Research and Statistics (PRS) and;

l. SEVICOM

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A screen shot of the various source of input on the e-dashboard application

INFORMATION OUTPUT FOR DASHBOARD

The e-Dashboard has the capacity to display limitless data and generate reports on

virtually all elements of data input by search criteria of preference. There is practically,

no limit to the amount and volume of information or report that the e-dashboard can

produce.

For example, report by;

Date (Year, Month, Week, Day)

Location (National, Zonal, Sector, Unit)

Offence/Offender Types

Comparative Analysis

Cumulative Analysis, etc

Can seamlessly be generated remotely upon access to the application through due

authorization on the application.

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A screen shot of data output exported to MS-Excel from the e-dashboard application

A screen shot of data output on the e-dashboard displayed by the application

COSEN Weekly Analysis

Due to the readiness and availability of data on the e-dashboard, investigative crash

analysis (6DT) is enhanced per time. This singular platform aids the Corps planning

capabilities as retrospect of events guides strategic planning.

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A screen shot of weekly Crash analysis by COSEN

DASHBOARD STRUCTURE

Data flow is hierarchically structured just as it is in the analogue flow of communication in

FRSC. However, being digitalized, the report and analysis channel of e-dashboard is

designed in a way that priority passes are granted. That is, data from the primary source

can be viewed by the Headquarters without necessarily waiting for permission to be

granted from the superintendent office. The flow chart below illustrates the point:

NATIONAL HEADQUARTERS

ZONAL COMMAND

HEADQUARTERS

SECTOR

COMMANDS

UNIT

COMMAN

DS

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A diagram showing data input/ connectivity between the various levels of administration in

the Corps

PROCEDURE FOR ACCESSING FRSC DASHBOARD

Step 1: Launch Browser

Step 2: In browser window, type in the address www.frsc-intranet.org and press ‘Enter’

Step 3: Click on the ‘FRSC Dashboard’ link, then click on the intranet link at the bottom of

the page

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The FRSC intranet will be opened in a new tab

Step 4: Enter the provided login credentials and click ‘Login’.

Step 5: In the small pop-up window, click on ‘continue’

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Step 6: Welcome to the FRSC Dashboard

GOING FORWARD/CONCLUSION

It is undeniable to note that ‘‘you cannot plan what you cannot measure’’ and that better

road safety data when properly harnessed with intelligence derivable from it, is the surest

way of guaranteeing a better road safety outcome. This way only measurement and

monitoring can induce improvement.

The integration of e-dashboard to the FRSC Business Intelligence (BI) ‘Universe’ is one

major focus, the Corps would not lose emphasis due to its impact on the FRSC of

‘tomorrow’. The Goal is to have what is known as ‘’FRSC on the Palm’’ that will translate to

the ‘one-driver-one record’ aspiration of the Corps, where the profile of a traffic

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offender is made available just only with the touch of a mobile phone button, and a display

of the offender’s traffic offences, the frequencies of traffic offences, the true identity

of the offender, where the offender resides, and their other critical identity are

displayed.

In addition it will become possible to ascertain the same traffic offender’s traffic habit,

the periods most prevalent offences were committed, and could be linked with all the

vehicles registered in the offender’s name, as well as how many times such vehicles have

been involved in crashes. Therefore a suspected offender becomes easier to identify,

isolate and apprehend, even if he committed the recent traffic offence fleeing from

instant arrest. The offender’s location and subsequent arrest for prosecution would

reduce the ‘’efforts ‘’ currently ‘’wasted’’ by Marshals and other law enforcement agents in

apprehending traffic offenders.

In the FRSC of the future, such offenders would where necessary, be required to have

their bank accounts debited for payment of the traffic offence(s) committed, where such

offenders continued to run away from paying for their traffic infractions. This process

would not only modify public behaviour in the use of public highway, but make road safe for

all categories of road users.

This way too, it would be possible for a real time view of the performance of the Corps as

an arresting Marshal is using his e tablet to book an offender in far - away Kaura Namoda ,

which automatically aggregates with other data collated from other parts of the country

and a view of same is possible for instant decision making, even if the Corps Marshal is far

away observing his annual vacation at the Miami beach in the US.

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If the basics and basis inputted into the dashboard are incorrect and faulty, then we are

heading nowhere, since any planning that would be built on such data would be liken to

‘building a mansion on sandy foundation’- which imminent collapse’ awaits.

It behooves on all staff, especially those directly or indirectly involved in the Corps data

generation and inputting to commit to conscience and deliver their bit with absolute

honesty and ownership.

Thank you.

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OTHER TOPICS FROM TEXTS;

HIGHWAY CODE LITERACY

IMPLEMENTATION ROAD TRANSPORT SAFETY STANDARDIZATION SCHEME

FRSC ESTABLISHMENT ACT. 2007

NATIONAL ROAD TRAFFIC REGULATIONS (NRTR 2012)

FRSC CONDITIONS OF SERVICE

MESS ETHICS