CHAPTER ONE

INTRODUCTION TO SIWES

The Student Industrial Work Experience Scheme (SIWES) is a program in Nigeria that
gives university, polytechnic, and technical college students the opportunity to gain work
experience in their chosen field. The program is run by the Industrial Training Fund (ITF), and
aims to improve the quality and standards of education in Nigeria. SIWES was established in
1971 to help the country achieve technological advancement, and has been shown to have a
positive impact on the country's economy and workforce.

Over the years, SIWES has contributed immensely to building the common pool of
technical and allied skills available in Nigeria economy which are needed for the nation’s
industrial development. Furthermore, the place and relevance of SIWES is underscored by the
fact that the scheme contributes to improving the quality of technical skills.

Operators: The ITF, the coordinating agency (N.U.C, N.C.C.E, N.B.T.E). Employers of labours
and the institutions.

Funding: It is funded by the federal government of Nigeria.

Beneficiaries: Under graduates student of the following institutions; Agriculture, Engineering,

Technology, Environmental, Sciences and Education etc.

Duration: Four months for the polytechnics and colleges of education and six months for
universities.

OBJECTIVES OF THE SIWES

The objectives of the Student Industrial Work Experience Scheme (SIWES) are:
1. To provide students with the opportunity to gain practical experience in their field of
study.
2. To prepare students for the transition from education to the workplace.
3. To bridge the gap between theory and practice by exposing students to real-world work
situations.
4. To provide students with opportunities to develop their skills and knowledge.

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 5. To create a stronger connection between education and the world of work.

OBJECTIVES OF SIWES REPORT

1. Demonstrate Practical Learning: Showcase the practical skills and knowledge acquired
during the SIWES program.
2. Bridge Theory and Practice: Illustrate the application of academic concepts in real-world
scenarios.
3. Highlight Experience: Present a comprehensive overview of the tasks, activities, and
responsibilities undertaken.
4. Reflect on Insights: Share personal insights gained from observing administrative
practices and local governance.
5. Showcase Skill Development: Exhibit the growth of skills like communication,
teamwork, and problem-solving.
6. Provide Recommendations: Offer suggestions to enhance departmental activities and
SIWES programs.
7. Contribute to Academic Growth: Integrate practical experience to enrich academic
learning.
8. Acknowledge Mentors and Colleagues: Express gratitude to those who guided and
supported during the program.
9. Prepare for Professional Roles: Equip for future careers in public administration and
related fields.
10. Conclude SIWES Journey: Summarize the entire experience and its impact on personal
and professional development.

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 CHAPTER TWO

DEFINITION OF LOCAL GOVERNMENT

Local government:- Is the lowest tier of the government anywhere in the world. It is very
important because of its closeness to the people.

The main purpose of local government is to ensure effective administration at the local
level. It aims to mobilize human and financial resources for local development. A local
government can be considered as a mini-government for a particular political unit or
administrative division in a country. Local governments are responsible for creating a smaller
unit for more effective administration.

They have the legal power to make bye-laws within their jurisdiction and are responsible
for providing services to local communities. Like all unit of the government, the local
government has a clearly defined area, a population, a continuing organization and the authority
to undertake and power to carry out public activities. Local government is normally treated as
legal entity, which means she can sue and be sued and enter contracts.

Local government in Nigeria have undergone a lot of vicissitude and reforms. The most
popular of which has been the 1976 reforms which informs the framework of operation day.

The 1976 guideline for the local government define local government. “this is the
government at the local level exercised through representative council established by the law of
exercise specific power with a defined area”. The power should be given to the council
substantial control over the local affairs as well as the power to initiate and direct the provision
of services and to determine and implement project so as to compliment the activities of the state
and federal governments in their area, and to ensure true devolution of function to those councils
and their traditional institution and local initiative and respond to local needs and tradition are
maximized.

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OLUYOLE LOCAL GOVERNMENT AREA

The Oluyole local government Area which secretariat I had my SIWES training is
headquartered at Idi Ayunre Old Lagos/Ibadan road, Oyo State.

Oluyole is one of the oldest Local Government areas in Oyo State, Nigeria created in 1976.
This LGA has its administrative headquarters at Idi-Ayunre Old Lagos/Ibadan road.

This LGA based its mission on creating an environment where Local Government will be
responsive to develop needs and aspiration of the grassroots populace in other to transformed the
local communities and public sector at large. The local government council of this LGA
administers the overall development at grassroots. There are 10 wards existing under this LGA
with the corresponding councilors that represent each of them.

The 1976 reforms was the land marking the history of local governments in Nigeria.
However, various reforms have taken place to improve upon the recommendations of the said
reform. The present system of government is the local government, a clear separation of power
in line with the principle of democracy.

In the local government, the chairman, vice-chairman, supervisors and the secretary
constitute the executive arm while the legislative arm is the made of the leader Deputy leader and
councillor.

The two arms representing the management at the administrative level is the director of local
government\head of service at the apex. He reconciles political and administrative matters.

The organizational structure of Oluyole local government consist of the following

department:

1. General services and administration

2. Finance
3. Education and social services
4. Agricultural and natural resources
5. Media and health
6. Works, housing, land and survey

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According to the hand book of local government administration, no local government is allowed
to have more than six department in all.

Therefore any expansion in the local government will be accommodated through sub divisions
below the level of department provided.

Each department is divided into divisions to reflect broad professional areas within a department.
Each branch will be sub-divided into sections to reflects specialized activities within a sub
professional area.

ORGANIZATIONAL CHART FOR OLUYOLE LOCAL GOVERNMENT

SECRETARIAT

1. Local Government Chairman

 Executive Head
 Overseeing all departments and operations
2. Vice Chairman
 Supporting the Chairman's responsibilities
3. Secretary to the Local Government
 Administrative Coordinator
 Responsible for secretariat operations and communication
4. Directorates and Departments:
Administrative Department:
 Personnel Management
 General Administration
Finance Department:
 Budget and Financial Management
 Revenue Generation
Works and Infrastructure Department:

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  Road Construction
 Infrastructure Maintenance
Health Department:
 Public Health Initiatives
 Medical Services
Education Department:
 Schools Management
 Education Programs
Social Services Department:
 Welfare Programs
 Community Development
Planning and Development Department:
 Strategic Planning
 Development Initiatives
Information and Public Relations Department:
 Public Communication
 Media Relations
Legal and Judicial Department:
 Legal Matters
 Judicial Process

ROLES OF THE LOCAL GOVERNMENT

In Nigeria, local governments are structured to maximize functional efficiency. It is

generally agreed that central governments cannot satisfactorily conduct administration from the
capital alone. Therefore, a decentralized system is needed to allow the government to reach
people at the local level. The Oluyole local government is a good example of this decentralized
system in action.

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 One of the principal objectives of having local government therefore, is to provide a
means of running services of all kinds which are tailored to special needs of the serving the
people at the grass root level.

The roles performed by the local government can be summarized as follows:

1. The provision and maintenance of primary education, primary health care, and rural
water supply.

2. The provision and maintenance of public amenities like roads, markets, and parks.

3. The collection of taxes, fees, and other revenue.

4. The maintenance of law and order, and the provision of judicial services.

5. The representation of the local community in the larger political system.

These roles vary from one local government to another, depending on the needs of the
local community.

I undergone my SIWES training at the administrative department of the local government

secretariat, where I had practical experience in:

1. Administrative Operations: Exposure to daily tasks such as document management and

communication.
2. Communication Skills: Interacting effectively with colleagues, officials, and community
members.
3. Office Etiquette: Learning professional conduct, phone etiquette, and email
communication.
4. Customer Service: Engaging with citizens, addressing inquiries, and providing assistance.

5. Organizational Skills: Balancing tasks, prioritizing work, and managing time efficiently.

6. Data Management: Handling and maintaining accurate records.

7. Teamwork: Collaborating with colleagues and other departments on projects.

8. Problem-Solving: Identifying challenges and finding practical solutions.

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 9. Community Engagement: Participating in community outreach and events.

10. Decision-Making: Observing how decisions are made and considering impacts.

11. Ethical Behavior: Learning transparency and integrity in government work.

12. Local Governance: Understanding the structure and functions of local government.

13. Strategic Planning: Observing the department's role in planning initiatives.

14. Leadership Observations: Learning about leadership styles and officials' roles.

15. Community Needs Assessment: Participating in identifying community needs.

16. Public Policy Insight: Understanding local policy implementation and impact.

I also had the opportunity to observe and participate in meetings, hearings, and other
activities related to the financial management of the local government.

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 CHAPTER THREE

SIWES EXPERIENCE AND ACTIVITIES

BODY OF REPORT

Overview of Administrative Office Experience

During my SIWES program at the administrative office of the local government, I had the
opportunity to immerse myself in the practical aspects of public administration. This experience
provided valuable insights into the day-to-day operations and responsibilities of the
administrative office, which plays a pivotal role in the functioning of the local government.

Administrative Operations and Record-Keeping

One of the key aspects of my experience was understanding administrative operations and
record-keeping. I was involved in organizing and managing official documents, ensuring they
were properly categorized, archived, and readily accessible when needed. This exposure
underscored the importance of accurate record-keeping for efficient decision-making and
compliance.

Communication and Stakeholder Engagement

Effective communication emerged as a cornerstone of the administrative office's activities. I
interacted with various stakeholders, including colleagues, government officials, and community
members. This experience improved my communication skills and demonstrated how clear and
timely communication is essential for seamless collaboration and the implementation of
government initiatives.

Customer Service and Public Interaction

My time at the administrative office also allowed me to engage with members of the public
seeking government services and information. Assisting citizens with inquiries, understanding
their concerns, and providing relevant information gave me insights into the importance of
quality customer service in building trust and fostering positive relationships between the
government and the community.

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Data Management and Ethical Considerations
Maintaining accurate data was a significant responsibility within the administrative office. I
learned to handle sensitive information with discretion and uphold ethical standards in data
management. This experience highlighted the need for confidentiality, integrity, and
transparency in handling citizens' data.

Community Outreach and Event Participation

Participating in community outreach programs and government events exposed me to the local
government's efforts to engage with the community. These experiences showcased the
administrative office's role in facilitating citizen participation, addressing community needs, and
fostering a sense of belonging.

Time Management and Task Prioritization

Balancing various tasks and responsibilities underscored the importance of effective time
management and task prioritization. I learned to juggle multiple activities, allocate time wisely,
and meet deadlines—a skillset that is crucial in a dynamic government setting.

Leadership Dynamics and Decision-Making

Observing the interactions of government officials and department heads provided insights into
leadership dynamics and decision-making processes. Understanding how leaders collaborate,
delegate, and make informed choices highlighted the intricacies of effective governance.

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 CHAPTER FOUR
CHALLENGES FACED AND SOLUTIONS

Challenge: Heavy Workload and Time Constraints

 Solution: Use time management techniques, prioritize tasks, and create schedules.

Challenge: Communication Barriers

 Solution: Maintain clear communication channels, ask for clarifications, and follow up.

Challenge: Balancing Confidentiality and Transparency

 Solution: Adhere to ethical guidelines, be transparent where possible, and seek guidance.

Challenge: Adapting to Bureaucratic Procedures

 Solution: Seek mentorship and guidance from experienced colleagues.

Challenge: Handling Citizen Complaints and Concerns

 Solution: Approach interactions with empathy, provide accurate information, and refer
appropriately.

Challenge: Adapting to Changing Priorities

 Solution: Cultivate flexibility and be open to new tasks and projects.

Challenge: Limited Resources

 Solution: Optimize available resources and brainstorm creative solutions with colleagues.

Challenge: Working with Diverse Stakeholders

 Solution: Practice active listening, find common ground, and be flexible.

Challenge: Personal and Professional Growth Pressure

 Solution: Prioritize self-care and continuous learning to manage stress and grow
professionally.

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Challenge: Adapting to Bureaucratic Procedures
Navigating bureaucratic procedures and protocols within a government setting might feel
overwhelming.
 Solution: Seeking Guidance and Mentorship
Reach out to mentors and experienced colleagues for guidance on navigating bureaucratic
procedures. Seek clarification and guidance on the appropriate steps to follow.

Challenge: Handling Citizen Complaints and Concerns

Dealing with citizens' complaints or concerns can be emotionally taxing, especially when
expectations can't always be met.
 Solution: Empathy and Effective Responses
Approach citizen interactions with empathy and a willingness to help. Provide accurate
information and refer them to the appropriate channels for addressing their concerns.

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 CHAPTER FIVE
SUMMARY AND CONCLUSION
SUMMARY

Local government administration has generated a lot of interest in recent years. The reason for
this is because of the tremendous impact and influence the local government has exerted on the
general life pattern of the citizens, particularly in the rural or urban areas.

The fourth schedules to the 1979 constitution has spelt out in great details the functions of local
government .these function can only be perform effectively where there is a responsive and
dynamic arrangement for financial management

Generally, My SIWES experience in the administrative office of the local government deepened
my understanding of public administration and its role in community development. The practical
skills acquired during this program, such as effective communication, record-keeping, and
ethical considerations, have prepared me for a future career in public service. This experience
has underscored the importance of efficient administrative practices in ensuring transparent and
accountable governance.

CONCLUSION AND RECOMMENDATION

Despite the challenges of transportation and the cost of commuting, we students who participated
in the SIWES program did our best to be punctual and focused. It was a difficult but worthwhile
experience.

I would like to suggest that the Federal Government of Nigeria should establish a system of
funding for students participating in the SIWES program. This funding would help to cover the
cost of transportation, encourage punctuality, and support the overall success of the program. It
would also be beneficial to have a mandatory payment structure in place for organizations that
host SIWES students, to provide them with financial support and incentivize them to participate.
This would ultimately lead to greater student engagement and better outcomes.

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I recommend that the students industrial work scheme (SIWES) should provide places for
industrial attachment for students; Industrial Training Fund (ITF) should pay allowance to the
various students who undergo the training.
Consequently upon my personal experience and observation as concerned the SIWES
program, I noted these obstacles which are hither to the inherent in the exercise and recommend
that the local government invest in digital solutions for streamlined record-keeping and
communication. Additionally, fostering closer collaboration between different departments could
enhance efficiency and innovation across the government's functions.

In view of this, I strongly implore the Polytechnic Authority to put into consideration some of
these recommendations.

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