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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
25
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
26
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
29
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
30
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).
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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
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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.
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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) [email protected].
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
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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:
[email protected], 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
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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.
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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.
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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.
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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.
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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
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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)
159
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.
163
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