Performance Evaluation in Public Service.

PERFORMANCE
EVALUATION IN THE
PUBLIC SERVICE:
THE FRSC EXPERIENCE
1st Quarter 2020 Ekiti State
Public Service Lecture
05.02.2020
Ado-Ekiti
Ekiti State
Boboye O. Oyeyemi, Ph.D
MFR, mni, NPoM, FNIM, FCIPM, FCILT
Corps Marshal, FRSC
1

Outline
1. Introduction
2. Conceptual Framework
3. The Public Service
4. FRSC
5. Leading Performance Management Practices
6. PMS as an FRSC Initiative
7. Conclusion
8. References
2

The presentation intends to:
- Provide the key stakeholders at the State level, with
practical templates to transform the Civil Service for
productivity and engagement in line with Modern
Global Best Practices.
Introduction
3

 Build the capacity of key players in the State bureaucracy
to understand and champion the needed transformations
that will drive productivity and improve value addition to
the service.
 Provide the guide for professionalizing the Service as a
guarantee for sustained excellence in service delivery.
 Build mutual understanding of the role of the Head of
Service in Transforming and Professionalizing Human
Resource Management in the State Public Service.
Introduction (cont’d)
4

• The aim of this presentation is to introduce
Performance Management System (PMS) to Ekiti
State Public Service highlighting the advantages
and Prospects for an efficient Public Service.
AIM
5

CONCEPTUAL FRAMEWORK
PERFORMANCE
MANAGEMENT
SYSTEM
Performance management system is the systematic
approach to measure the performance of
employees. It is a process through which the
organization aligns their mission, goals and
objectives with available resources (e.g. Manpower,
material etc), systems and set the priorities.
https://www.hrhelpboard.com › performance-management › perfor
Performance management is the process of
creating a work environment or setting in
which people are enabled to perform to the
best of their abilities.
https://www.thebalancecareers.com/performance-management-1918226 7

CONCEPTUAL FRAMEWORK (Cont.)
PERFORMANCE
MANAGEMENT
SYSTEM (Cont.)
 Monitoring: Aside from the need for the employers to monitor
employees, employees will also be able to keep track of their
performance at work, which will give them ownership of their own
development.
The Key Elements
Planning and Expectation Setting: Goals must be set,
means of goals evaluation must be made clear and a specific
time frame outlined and adhered to.
Development and Improvement: Outcome of monitoring helps in closing up
identified gaps which ultimately leads to better ways of accomplishing tasks.
 Periodic Rating: This is important so as to avoid waiting until judgement day, as
is the convention in many organization, when performance is determine in a fell-
swoop of superiors’ judgement of subordinates.
8

PERFORMANCE
MANAGEMENT
SYSTEM (Cont.)
Development Concern: Identification of employees’ needs. Appraisals helps to
establish objectives for training programs, arising from areas of deficiency
identified.
Documentation Concern: In PMS, because it is digitally- driven, information
accessibility is greatly enhanced.
Purpose
Feedback Mechanism: (Appraisals provide feedback to
employees as vehicles for personal and career development,
conveys to employees how well they have performed on
established goals. Goals and performance measures mutually
set between the employees and the supervisors ensures
proper 2-way feedback about an employee’s effort and its
effect on performance.9

PERFORMANCE
MANAGEMENT
SYSTEM (Cont.)
Diagnoses of Organizational Problems: Proper
specifications of performance levels enables appraisals to
assist to diagnose organizational problems i.e.
identification of training needs and the knowledge,
abilities, skills and other characteristics.
Employment Decisions: It provides legal and formal organizational justification
for employment decisions to promote outstanding performers. It assists to weed
out marginal or low performers, to train, transfer or discipline others to justify
merit, increases and administration of formal organizational reward and
punishment system.
Purpose (Cont.)
10

What It Is
2. PUBLIC SERVICE
 A public service is a service which is provided by government
to people living within its jurisdiction, either directly (through
the public sector) or by financing private provision of services
(Science Daily, 2017)
Implement the decisions of the Government and meet public
expectations- (NSW Government, 2013)
What It Does
Nature of
public service
Public interest work allows achievement of greater goals beyond
earning a paycheck, such as working to effect societal change,
supporting an important public cause or providing equal access
to justice for needy individuals and/or organizations.
Balance Careers, 2019
Public sector is the part of the economy controlled by the government (Quora, 2018)
11

2. PUBLIC SERVICE (Cont.)
A public servant, a person appointed by a member of
the government to serve the population and perform public duties.
Difference Between, 2019)
Who performs
public service
Quality of the
Public Service
The qualities includes Maintain the highest levels of
integrity, impartiality, accountability and leadership across
the government sector (NSW, 2013)
Role of public
sector in economic
development
The public sector role in the economic development is as very vast
and all pervading and it includes, maintaining public services,
influencing attitudes, shaping economic institutions, influencing
the use of resources, provision of basic amenities, and the fair
distribution of income (Mohammed J, 2012)
12

3. FRSC:
WHO WE ARE
13

The Federal Road Safety Commission (FRSC) was established on 18 February,
1988 as a child of necessity to address incessant Road Traffic Crashes which was
resulting in wanton loss of lives and property on Nigeria roads.
FRSC AS A PUBLIC ORGANIZATION
14

VISION AND MISSION STATEMENTS
To eradicate Road Traffic Crashes and create safe
motoring environment in Nigeria.
To Initiate, Regulate, Enforce, Coordinate and
Sustain all Road Traffic & Safety Management
activities through:
a. Sustained Public Enlightenment
b. Promotion of Stakeholders’ Cooperation
c. Robust Data Management
d. Improved Motor Vehicle Administration
e. Prompt Rescue & Recovery Services
f. Effective Patrol Operations 15

MANDATE
Established through Decree
Number 45 of 1988 as
amended by Decree Number
35 of 1992, referred to in the
statute books as the FRSC Act
Cap 141 Laws of the
Federation of Nigeria (LFN),
and later known as Federal
Road Safety Commission
(Establishment) Act, 2007.
16

MANDATE (Cont.)
 Legislation
 Education
 Enforcement and
 Technology
The Corps delivers her mandate in line with the Global Framework
Plan of Action (GFPA) -
17

MANDATE (Cont.)
 Education/Enlightenment,
 Engagement of Stakeholders
(including the Legislature and
Judiciary),
 Environment,
 Emergency Management Service,
 Enforcement,
 Engineering and
 Evaluation.
For ease of implementation of the GFPA, the Corps domesticated the
7 ‘Es’ approach;
18

FUNCTIONS
The functions of the Commission generally relates to:
Making the
highway safe for
motorists and
other road users.
Recommending works and devices
designed to eliminate or minimize
accidents on the highways and
advising the Federal and State
Governments including the Federal
Capital Territory Administration and
relevant governmental agencies on
the localities where such works and
devices are required, and.
Educating
motorists and
members of
the public on
the
importance of
discipline on
the highway.
19

QUALITY POLICY
FRSC is committed to creating
a safer motoring environment
through compliance with the
FRSC (Establishment) Act,
2007, other traffic laws and
Quality Management System
standards with a view to
continually improving its
mode of operations.
20

FRSC CORE VALUES
a. Timeliness
b. Fairness
c. Transparency
d. Service Orientation
Adoption of some private sector driven principles
21

CORPORATE STRATEGIC GOALS
2019
2020
22

OPERATIONS: PERSONNEL, COMMANDS, FACILITIES
PERSONNEL
REGULAR
MARSHALS
SPECIAL
MARSHALS
NYSC ROAD
SAFETY
CLUB
ROAD SAFTY
CLUBS IN
PRIMARY &
SECONDARY
SCHOOLS
CELEBRITY
MARHALS 23

OPERATIONS: PERSONNEL, COMMANDS, FACILITIES
Departments 8 Driver’s Licence Centers (DL) 214
Corps Offices 12 Number Plate Plant (Main) 1
Special Units 6 Number plate Plant (Mini) 3
Zonal Commands 12 Medical Center 2
Sector Commands 37 Road Side Clinics 27
Unit Commands 216 Emergency Ambulance Scheme (Zebras) 46
Out-Post Commands 50 Cottage Clinics 2
Academy 1 National Radio Traffic Station 1
Staff College 1 Staff Clinics 14
Training School 1
COMMANDS AND FACILITIES [654 FORMATIONS]
24

Leading
Practices in
Performance
Management
25

 They typically use a
–Common framework that clarifies what is negotiable and not negotiable
–Common system and tools to assure effectiveness and compliance
–Set of well-defined competencies and KPIs’ with clear linkages to corporate
strategy
Leading organizations tend to have a balanced approach to Performance
Management (PM)
26

They recognize that effective performance management requires more than
a system or a set of tools.
–Managers and staff must be trained and held accountable for effective PM.
–The approach must be flexible enough to be adapted to fit the geographic,
cultural, and management style differences without compromising key
values and requirements.
–May take time and consistent effort before 100% of the people fully
embrace the system
Management (PM) –cont’d
27

Most critical factor is for managers and employees to be engaged in
developing and executing performance plans and that there is accountability
for having “conversations with courage” with employees.
Management (PM)- cont’d
28

• Senior executive & employee involvement and ownership throughout the process
• Provide training and on-going support and hold managers accountable for employee
performance and development outcomes; HR’s role is that of facilitator
• Provide on-going communication and training
Align PM processes with current business plans, culture and strategy
Align individual performance elements with core values and business
priorities/ goals with clear line of sight
Use performance systems to reinforce importance of core competencies
Commitment
Alignment
Key Lessons on effective PMS
Some Key Lessons Learned on Effective Performance Management System Design
29

 On-going feedback to monitor success
 Adopt incremental change vs. massive redesign
 Establish ownership for maintenance and program enhancement
 Use performance systems to as driver to transform themselves into high performing
organizations
 Use of integrated technology platforms
 Transparency between performance and reward decisions
 Recognizes, rewards and differentiates performance
 Define links with other processes (retention, learning and development, succession
planning, compensation)
 Synchronise the performance and business planning cycles
Integration
Continuous
Improvement
Some Key Lessons Learned on Effective Performance Management System Design
30

THE FIVE THEMES THAT ARE CONSISTENT WITH LEADING ORGANISATIONS’
APPROACH TO PERFORMANCE MANAGEMENT
Clear Expectations
and
Accountabilities
Mutual Trust
Coherent Approach
across all Steps of
the PM Cycle
Balanced View of
Performance
Management are very clear on
what they are responsible for and
feel fully empowered by the
centre to deliver
Corporate centres trust their
managers to create value, while
management teams trust the
centre to add value to their
businesses and create an
environment in which they can
perform well
Regardless of company culture, background or
situation, good performers approach all steps of the
PM cycle in a coherent way (be it centralised or de-
centralised, authoritarian or consensus, etc) – so that
there is a strong cohesion in the PM framework
Good performers do not manage businesses
solely on short-term or financial
performance; they take a holistic view of
performance (e.g. to include operational
and process measures) and ensure the long-
term “health” of the business is as
important as the short-term financial
performance
STRONG
PERFORMANCE
MANAGEMENT
SYSTEMS
Performance
Challenge on
Actual Results vs.
Plan
Good performers start their performance conversations
with a review of actual performance and the drivers of
this performance versus plan. None of the models has a
strong focus on understanding the implications for rest
of year forecasts
31

As a first step, the PM framework including a set of KPIs is defined in line with
the organization’s strategic direction
32
Strategic
Goals
Strategic Targets
Strategic Initiatives
PM Framework
Strategy Elements PM Framework
 Definition of Key Performance Indicators (KPIs)
 Identification of specific data needs for KPIs
 Setting of data collection standards, templates and frequency for
operational and strategic reporting purposes
 Definition of performance targets
 Development and maintenance of Balanced Scorecard (BSC)
Key Performance Indicators
Definition
 Key Performance Indicators (KPIs) are quantifiable performance
measurements used to define success factors and measure progress of
programmes or initiatives toward the achievement of targets
Guiding Principles
 Quantitative, objective and not overly burdensome to track
 Focus on results, rather than the process to achieve the results
 May include measures not entirely within the organization’s control
 Encourages the organization to be proactive and champion change
PM Framework Elements
Vision

From a usage standpoint, performance dashboards need to have different
depth and breadth of KPIs based on the target audience
Number and Focus of KPIs per Dashboard
BU/Functional
Dashboard
Department Dashboard
Personal / Individual Dashboard
Broad
Narrow
Focus
Provides an overview of all Business/ Functional
Units
Comprised of several selected KPIs
Focuses on key strategic objectives through high-
level KPIs
Executive Team
Target Audience
Business Unit
Executive Team
Department
Heads
 Individuals
 Managers
 HR
Provides an overview of the BU/ Function/ Division
Comprised of selected KPIs from all the units within
the BU
Focuses on BU strategic objectives
 Reports on more operational sub-
objectives
 Includes KPIs that are very specific to the
unit
Provides insight into the performance
of a specific person
Contains 3-5 KPIs only
Executive
Dashboard
33

KPIs are measures used to evaluate performance and often cascade down
from the organization’s strategy to individuals
34
Cascading Goal Setting and Measurement
Strategic KPIs
 Indicators used to assess
performance against the overall
organizations strategy
Management
DEPT 1 DEPT 2 DEPT x
Staff
Organization
Strategy
Measure contribution of staff to department
measures that link to overall strategic
measures
Design departmental goals from the
overall strategy that translate into goals
and measures for staff
GoalSetting
KPImeasurement
Cascading of KPIs
Departmental KPIs
 Indicators used to assess
departments capabilities to the
overall organization strategy
Individual KPIs
 Indicators used to assess individual contributions
to departments aim of meeting overall
organization strategy

Desirous of pursuing the global best practice and the need to align appropriately to
enhanced service delivery, FRSC introduced PMS in 2010 following observation of
some gaps in the system. These gaps include:
Non-existent performance target at the onset of the period against which
performance could eventually be benchmarked, thereby creating room for apathy
and general laissez-faire attitude to work amongst staff;
Departmental plans largely revolved around routine programmes and tactical
objectives, while budgets were often not related to plans;
There were also no stated individual responsibilities across board, there were no
clear cut indices for the individual performance measurement criteria in the form
of Key Performance Indicators (KPIs); further fueling subjective assessment
outcome;
WHERE WE WERE
36

There were only stated responsibilities for few offices, mainly principal ones
and no individual personnel responsibility hence each performed duties
simply as directed by superiors or deemed fit without particular structured
focus;
The Annual Performance Evaluation practice through the rigorous
deployment of the APER Form was in the manner of master-to-servant
relationship with little room for objective interaction with supervising
officers.
Many Superior Officers were subjective in their assessments of
subordinates.
WHERE WE WERE (Cont.)
37

Subjectivity in assessment resulted in difficulties in detecting the individual’s
gaps and developmental needs thereby stunting corporate growth;
As a result of lack of clear-cut rules of engagement, there was need
to address the entire system in a holistic and best manners possible.
Hence, the adoption of PMS.
WHERE WE WERE (Cont.)
38

In 2010 the Corps began the process
of repositioning for improved service
delivery by conducting an internal
SWOT analysis on the various
activities. This consequently paved
way for its present Performance
Management System.
PERFORMANCE MANAGEMENT SYSTEM (PMS) CYCLE
INTRODUCTION OF PMS INTO FRSC SYSTEM
39

MAIN GOAL & OBJECTIVES OF PMS IN FRSC
To ensure that FRSC as a system work in an
integrated and symmetry fashion to accomplish
the optimum goal of MAKING FRSC A
SUSTAINABLE WORLD CLASS
ORGANIZATION.
40

MAIN GOAL & OBJECTIVES OF PMS IN FRSC
The objectives were to bridge the gaps
identified earlier in the system.
41

Doubts as to
whether PMS was
implementable in
a public
institution like
FRSC
42

Basically there was initial agitation due to the perceived
culture of fixation on certain unprogressive norms in the
public sector. This tended to tie the sector down,
stunted its growth and deprived the nation of it’s full
benefits. The agitations were on two particular fronts:
 Receptiveness, commitment and effective
implementation.
 System sustainability
IMPLEMENTATION SKEPTICISMS
43

ADDRESSING THE SKEPTICISM
FRSC focused on what its goals and
values are and what it is that its
customers want.
These were used to determine how
our guidelines, rules, concepts or
regulations applied.
44

PERFORMANCE
APPRAISAL SYSTEM:
THE FRSC EXAMPLE
45

FRSC Performance Management System involves a process
of measuring effectiveness and efficiency of an individual
staff which culminates into the Corporate Performance
Management scorecard.
It is tied to the day to day activities and targets of the
individual staff with the corporate objectives of the Corps.
At the end of each quarter, the Corps Marshal Office
conducts performance appraisal for all formations with a
view to rating their performance
The basic levels that characterizes the FRSC Performance
Appraisal are:
PMS IMPLEMENTATION: THE FRSC EXPERIENCE (Cont.)
DISTINCT
LEVELS
46

Corporate
Department, Corps Office and
Command
Individual
1
2
3
THE THREE LEVELS
47

Following the introduction of the
PMS, FRSC Management at the
beginning of each year retreats to
articulate the Corporate Strategic
Goals which provide specific
direction for the Corps’ operations
and activities for each year.
48

QUARTERLY STRATEGY SESSION/MANAGEMENT RETREAT
Quarterly Performance Review
This is usually held at the end of every quarter to
review the level of implementation of the
Corporate goals for the year so as to articulate
strategies towards ensuring full actualization of
the set targets.
End of Year Performance Review
This session is used to review the overall
performance of the Corps for the year.
Sample of 2018 appraisal of level of implementation of 2018 corporate goals as
compiled by a unit under the Corps Marshal Office (Planning Advisory Unit)
Corporate Level (Cont.)
49

Corporate Level (Cont.) Sample Measurement Outcome
50

2018 Goals: Analysis
1 Goal Application / Output Remark(s)
Improved
Communication,
Social Media and
Technology
Creation of various social media
platforms for Road Safety Education,
Enlightenment and information
dissemination.
The use of WhatsApp and
Facebook to coordinate Fleet
Operators activities and Facebook
for Press Releases have enhanced
effective communication by the
Corps to the public
Optimization of all ICT applications of
the Corps to point to the
“.frsc.gov.ng” IP address.
All applications of the Corps have
been directed to the frsc.gov.ng
domain. E.g; Apers, dssp, rtsss, etc
Bandwidth expansion to DLCs Increased speed and accessibility
by applicants
Redesigned FRSC official website Enhanced content and outlook
Deployment of cutting edge
technology in recruitment exercise.
The use of technology for the 2018
recruitment enhanced the process.
FRSC Traffic Radio License received, nationwide test
transmission to commence
Corporate
Level
(Cont.)
51

Summary of FRSC Social Media Platforms Q1 AND Q2
COMPARISON
SOCIAL MEDIA OUTLET Q1; 2018 Q2; 2018 % Change Q1; 2018 Q2; 2018 % Change
Facebook Likes Likes Followers Followers
313,985 313,448 -0.17% 313,708 313,821 0.04%
Twitter Tweets Tweets Followers Followers
22,430 22,778 1.55% 231,780 232,344 0.24%
Instagram posts posts Followers Followers
655 711 8.55% 3,540 4,030 13.84%
There has been an appreciable increase in the followership of all FRSC Social Media platforms and similarly too in the number of Likes and Posts in Twitter and Instagram.
52

COMPARISON
SOCIAL MEDIA OUTLET Q2; 2018 Q3; 2018 % Change Q2; 2018 Q3; 2018 % Change
Facebook Likes Likes Followers Followers
313,448 6,721 -98% 313,821 7,540 -98%
Twitter Tweets Tweets Followers Followers
22,778 153 -99% 232,344 7,312 -97%
Instagram posts posts Followers Followers
711 69 -90% 4,030 2,759 -32%
There has been a decrease in the followership of all FRSC Social Media platforms and similarly too in the number of Likes, tweets
and Posts in facebook, Twitter and Instagram in Q3 compare to Q2.
53

COMPARISON
SOCIAL MEDIA OUTLET Q3; 2018 Q4; 2018 % Change Q3; 2018 Q4;2018 % Change
Facebook Likes Likes Likes Posts Posts Posts
6,721 2409 -64%182 166 -9%
Twitter Tweets Tweets Tweets Followers Followers Followers
153 185 21%7,312 7296 0%
Instagram posts Posts Posts Followers Followers Followers
69 72 4%2,759 2840 3%
There has been an increase in the followership of instalgram and tweets in FRSC Social Media platforms and decreased in the
number of Likes, and Posts in facebook, in Q4 compare to Q3.
54

Summary of FRSC Social Media Platform Data from Q1-Q4
SOCIAL MEDIA OUTLET Q1; 2018 Q2; 2018 Q3; 2018 Q4; 2018
Facebook Likes Likes Likes Likes
313,985 313,448 6,721 2409
Twitter Tweets Tweets Tweets Tweets
22,430 22,778 153 185
Instagram posts posts posts Posts
655 711 69 72
SOCIAL MEDIA DATA SHOWING DATA FOR FACEBOOK,TWITTER AND INSTAGRAM FROM Q1-Q4 2018.
55

56
313,985
313,448
6,721
2,409
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
Q1, 2018 Q2,2018 Q3,2018 Q4,2018
2018 QUARTERLY TRENDS OF FACEBOOK "LIKES"
GRAPHICAL REPRESENTATION OF SOCIAL MEDIA TRENDS ON QUARTERLY BASIS

57
0
5000
10000
15000
20000
25000
Q1, 2018 Q2,2018 Q3,2018 Q4,2018
2018 QUARTERLY TRENDS OF TWITTER "TWEETS"

58
0
100
200
300
400
500
600
700
800
Q1, 2018 Q2,2018 Q3,2018 Q4,2018
2018 QUARTERLY TRENDS OF INSTAGRAM "POSTS"

2 Goal 30% Fatality
Reduction
15% Total RTC
Reduction
Improve
Enforcement
and Rescue
Services
59

Review of Performance: Half Year 2018 (January – June)
S/No Month Fatal
Cases
Serious
Cases
Minor
Cases
Total
Cases
People
Injured
People
Killed
Total
Casualty
People
Involved
1 Jan 229 479 118 826 2,948 456 3,404 6,324
2 Feb 229 408 103 740 2,654 377 3,031 5,617
3 Mar 256 526 115 897 2,864 459 3,323 6,175
4 Apr 238 549 130 917 3,251 488 3,739 6,901
5 May 233 533 74 840 2,777 430 3,207 5,993
6 Jun 211 496 81 788 2,409 413 2,822 5,426
TOTAL 1,396 2,991 621 5,008 16,903 2,623 19,526 36,436
Reduce RTC by 15% Reduce Fatality by 30%
60

Review of Performance: Q3 (July – September) 2018
S/No Month Fatal
Cases
Serious
Cases
Minor
Cases
Total
Cases
People
Injured
People
Killed
Total
Casualty
People
Involved
1 July 288 410 90 788 2501 396 2897 4595
2 Aug 223 359 110 692 1950 300 2250 6487
3 Sep 173 414 86 673 2254 291 2545 4946
TOTAL 684 1,183 286 2,153 6,705 987 7,692 16,028
Corporate
Level (Cont.)
61

Review of Performance: Q4 (OCT-DEC) 2018
S/No Month Fatal
Cases
Serious
Cases
Minor
Cases
Total
Cases
People
Injured
People
Killed
Total
Casualty
People
Involved
1 Oct
191 399 78 668 2,162 399 2,561 4,557
2 Nov
230 467 55 752 2,291 457 2,748 5,443
3 Dec *NR *NR *NR 1016 3,666 596 *NR 8,047
Total 2,436 8,119 1,452 18,047
*NR- not reconciled
62

MONTH 2017 RTC 2018 RTC % CHANGE 2017 FATALITY
2018
FATALITY % CHANGE
JAN 928 826 -10.99% 521 456 -12.48%
FEB 770 740 -3.90% 416 377 -9.38%
MAR 858 897 4.55% 529 459 -13.23%
Q1 TOTAL 2,556 2,463 1,466 1,292
APR 899 917 2.00% 476 488 2.52%
MAY 866 840 -3.00% 502 430 -14.34%
JUN 738 788 6.78% 301 413 37.21%
Q2 TOTAL 2,503 2,545 1,279 1,331
2017 / 2018 Q1,Q2 Comparison on RTC and Fatality index (mid-year)
63

2017 / 2018 Q3,Q4 Comparison on RTC and Fatality index
MONTH 2017 RTC
2018
RTC
% CHANGE
RTC
2017
FATALITY
2018
FATALITY
% CHANGE
FATALITY
JULY 768 788 3% 423 396 -6%
AUGUST 751 692 -8% 351 300 -15%
SEPTEMBE
R
607
673 11%
296
291 -2%
Q3 TOTAL 2,126 2,153 1,070 987
OCTOBER 676 668 -1% 377 399 6%
NOVEMBE
R
658
752 14% 372 457 23%
DECEMBER 864 1016 18% 557 596 7%
Q4 TOTAL 2,198 2,436 % 1,306 1,452 %
Comparison shows increase on RTC in Q2,Q3 and Q4 of 2018 compared to 2017; with a reduction in
Q1 of 2018 when compared to 2017 while on the fatality index Q2 and Q4 of 2018 was higher than
that of 2017 with the reduction index in Q1 and Q3 2018 when compared to 2017.
64

Reduce RTC by 15%
7,976 9,597 -20%
What We Expect Where We Are Current Rating
YEAR RTC
2017
TOTAL 9,383
2018
EXPECTATION 7,976
CURRENT
STATUS 9,597
Where are we?
At End of Year
65

Reduce Fatality by 30%
Where are we?
3,585 5,062 -41.2%
NO. KILLED
2017
TOTAL 5,121
2018
EXPECTATION 3,585
CURRENT
STATUS 5,062
What We Expect Where We Are Current Rating
At End of Year
66

Observation(s) at the end of Q4, 2018
From the RTCs and Fatality indices as at Q4 of 2018 the RTC and fatality shows
-20% and -41% rating respectively.
The -20% RTC attainment implied a deficit to our yearly target. However, the
-41% recorded as fatality attained for the period indicated that the limit for the
year to achieve 30% reduction target compared with 2017 baseline figure was
exceeded.
67

2018 Goals: PERFORMANCE REVIEW 2018.
3 Goal Action / Output Remark
Enhance
Professionalism
Training for Heads of Patrol Teams
nationwide
Successfully
done in Q1
Capacity Building for Senior Officer at
NIPSS, NDC, ISS and ASCON
Done
Lead Auditor’s Course on ISO 9001:2015
Successfully
done in Q2
68

2018 Goals: PERFORMANCE REVIEW (CONT’D)
3 Goal Action / Output Remark
Enhance
Professionalism
Specialized Training for Heads of DLCs
nationwide on 1 Aug, 2018
DONE IN Q3
Holding of National Workshop for Driving
School Operators on Zonal Basis across the
country in Ibadan, Owerri, Kano and FCT (7
August, 2018)
DONE IN Q3
Third-party independent assessment on ISO
9001:2015 upgrade by Standards Organization
of Nigeria (SON).
DONE IN Q3
Special workshop for FRSC Auditors (Corps-
wide) on 11-12 Dec,2018
DONE IN Q4
Cyber- security and countermeasures training
19-23 Nov, 2018.
DONE IN Q4
Specialized training for FRSC Accountants
(Corps-wide) on 18-19 Dec, 2018.
DONE IN Q4
69

2018 Goals: PERFORMANCE REVIEW
4 Goal Activity/ Output Remark
Promote Ease of
Doing Business and
Stakeholders’
cooperation
Publication and circulation of Ease of
Doing Business documents on FRSC
Products and services to the public.
DONE IN Q1
Conveying of National Stakeholder’s
Summit for Haulage Operators in
Nigeria under the auspices of the SGF.
DONE IN Q3
SERVICOM sensitization and
collaboration with FRSC in its
programme.
VERY REGULAR AT FRSC
PROGRAMME.
Holding TWG meetings bi-annually on
NRSS at the Federal Ministry of Budget
and National Planning
DONE QUARTERLY
70

2018 Goals: PERFORMANCE REVIEW (CONT’D)
4 Goal Activity/ Output Remark
Promote Ease of
Doing Business and
Stakeholders’
cooperation
Holding TWG quarterly
meetings on NRSS at the
Federal Ministry of Budget
and National Planning
DONE QUARTERLY
First Review of the NRSS in
all Six (6) Geo-political Zones
ON-GOING
Inauguration of Inter-
Ministerial Implementation
Committee on Action Plan
for Haulage Transportation
DONE IN Q4
71

Yearly Performance: (Q1-Q4) 2018 on 2017
Quarter Road Traffic Crashes Fatality Remark
Absolute Fig. % Change Absolute Fig. % Change
Q1, 2018 2,463
- 3.64%
1,292
- 11.87%
Q1, 2017 2,556 1,466
Q2, 2018 2,545
+ 0.17%
1,331
+ 4.07%Q2, 2017 2,503 1,279
Q3, 2018 2,153
+ 1.27%
987
- 7.76%
Q3, 2017 2,126 1,070
Q4, 2018 2,436
+ 10.83%
1,452
+ 11.18%Q4, 2017 2,198 1,306
2018 Total 9,597
+ 2.28%
5,062
- 1.15%2017 Total 9,383 5,121
72

2018 by Journey of Quarters
Quarter % RTC Trend
Q1, 2018 -3.6
Q2, 2018 0.2
Q3, 2018 1.3
Q4, 2018 10.8
The only visibly reduction in RTCs was in the first quarter of the year. The rest
quarters (Q2, Q3, Q4) witnessed increase.
73

2018 by Journey of Quarters
Quarter
% Fatality
Trend
Q1, 2018 -11.9
Q2, 2018 4.1
Q3, 2018 -7.8
Q4, 2018 11.2
The first and third quarters (Q1 and Q3) recorded reduction in fatality.
74

The corporate expectations are cascaded from Top
Management to departmental work plan which
highlights the Department/Corps Offices’ strategic
objectives, responsibility persons, activities, milestones,
timelines, resources and realistic budgeting.
Quarterly retreat is conducted to review level of
accomplishment of set goals.
The appraisal template/criteria is as shown below:-
i. Drawing up
Evaluation Criteria
 Reporting (15%)
 Planning and Monitoring (30%)
 Aligning Service Standard (24%)
 Team Work and Collaboration (9%)
 Capacity Building (14%)
 Financial and Resource Management (12%)
Departments and
Corps Offices Level
75

The assessment led to creation of a healthy
competitive working environment as all the
component formations strive to achieve their
individual targets.
Quarterly comparative performance analysis
report enables each department or office to take
stock of its previous or current performance with a
view to identifying areas for improvement.
Departments and Corps Offices Level
ii
76

Project Implementation Office under the
Office of the Corps Marshal conducts the
assessment of the Departments and Corps
Offices at the National Headquarters
Operations Department assesses the Field
Commands.
iii. Responsible Offices for Assessment
PMS IMPLEMENTATION: THE FRSC EXPERIENCE
(Cont.)
Departments and
Corps Offices Level
77

The best three of:
 Departments/Corps Offices
Commands (annual assessment
outcome receives cash gifts for all its
personnel while the Commanders are
scheduled for international courses.
 The poorly performed
Departments/Commands are invited for
discussion.
iv. Performance Rewards
Departments and
Corps Offices Level
78

KEY
GREEN EXCELLENT: 80 - 100
BLUE- V/GOOD: 70 - 79
ORANGE- GOOD: 60 - 69
YELLOW – FAIR: 50 - 59
RED - FAIL: 0 - 49
S/N DEPTS/
COS 1Q 2018 2Q 2018
3Q 2018 4Q 2018 TOTAL AVERAGE POSITION
1 OPS 67.1 64.1 79.5 73.7 284.4 71.1 1ST
2 CTSO 64.4 66.3 77.8 71.3 279.8 70 2ND
3
PRS 58.2 60.7 76 66.6 261.5 65 3RD
4 CA 59.5 61.8 71.3 66.9 259.5 64.9 4TH
5 F&A 56.1 63.3 71.3 66.1 256.8 64.2 5TH
6 CS 60.6 57.3 70.2 65.1 253.2 63.3 6TH
7 TSD 58.3 57.5 69.6 66.8 252.2 63.1 7TH
8 CP 56.5 60.8 67.8 66.3 251.4 62.9 8TH
9 CLO 54.9 57.8 64.3 62.9 239.9 60 9TH
10 CIO 56.3 59.2 63.7 60.4 239.6 59.9 10TH
11 AHR 58.6 59.6 60.2 60.8 239.2 59.8 11TH
12 CPEO 55.1 52.3 64.9 66.7 239 59.8 11TH
13 MVA 56.8 60.7 57 52.9 227.4 56.9 13TH
14 COSEN 46.5 54.4 67.3 59.2 227.4 56.9 13TH
15 CMRS 52.1 50.9 63.2 53.9 220.1 55 15TH
16 CBUD 46.3 49.5 61.4 58.4 215.6 53.9 16TH
17 CPRO 47.3 51.2 56.7 46.9 202.1 50.6 17TH
18 TRG 45.2 37.1 67.4 48.6 198.3 49.6 18TH
19 SD&P 41.5 36.7 48.5 48.8 175.5 43.9 19TH
Dept &
Corps
Office
Level
v. Summary of 2018 Assessment Outcome
79

Departments & Corps Offices Level
KEY
GREEN EXCELLENT 80 - 100
BLUE- VERY GOOD 70 - 79
ORANGE- GOOD 60 - 69
YELLOW – FAIR 50 - 59
RED - FAIL 0 - 49
iv. Summary of 2018 Assessment Outcome
80

Departments & Corps Offices Level
iiv. Summary of 2018 Assessment Outcome
Purple – Depts/COs that
maintained status quo
performance = 5
DEPTS/COS YEAR 2017 (POSITION) YEAR 2018 (POSITION) STATUS
OPS 1ST 1ST
CP 8TH 8TH
CLO 9TH 9TH
CBUD 16TH 16TH (-)
SD&P 19TH 19TH (-)
CTSO 3RD 2ND
PRS 4TH 3RD
CA 5TH 4TH
F&A 11TH 5TH
CS 9TH 6TH
CIO 15TH 10TH
CPEO 17TH 12TH
CPRO 18TH 17TH
TSD 6TH 7TH
AHR 2ND 11TH
MVA 6TH 13TH
COSEN 12TH 14TH
CMRS 13TH 15TH
TRG 14TH 18TH
Green – Depts/COs
that improved in 2018
upon their 2017
performance - 8
Red – Depts/COs that
declined in 2018 against
their 2017 performance-6
81

Commands Level
ANNUAL PERFORMANCE FOR ZONAL COMMANDS: 1Q-4Q 2018
Zone 2Q.2018 3Q.2018 4Q. 2018 T0TAL AVERAGE POSITION
RS1HQ 38 37.2 25.51 19.4 130 40.03 10th
RS2HQ 80.5 75.4 65.91 59.1 291 80.23 1st
RS3HQ 33 22.7 21.23 23.4 110 35.08 11th
RS4HQ 51 47.6 44.06 49.8 202 58.12 5th
RS5HQ 45 45.4 29.01 21.3 151 45.18 7th
RS6HQ 51.5 63 55.77 51.9 232 65.54 2nd
RS7HQ 57.5 53.6 38.72 45.2 205 58.76 5th
RS8HQ 46 35.6 22.92 20.7 135 41.31 9th
RS9HQ 64.5 51.4 53.24 43.7 223 63.21 3rd
RS10HQ 41. 34.4 30.34 23.8 140 42.39 8th
RS11HQ 46 59.1 33.36 38 186 54.12 6th
RS12HQ 64.5 51.4 53.24 43.7 223 63.21 3rd
TOTAL 607 573 452 428 2179 614.86
AVERAGE 50.58 47.8 37.7 35.6 181.58 52.90
i. Zonal Commands
82

ii. Zonal Commands
0
50
100
150
200
250
300
RS1HQ RS2HQ RS3HQ RS4HQ RS5HQ RS6HQ RS7HQ RS8HQ RS9HQ RS10HQ RS11HQ RS12HQ
CHART SHOWING ANNUAL PERFORMANCE FOR ZONAL COMMANDS 1Q-4Q 2018
Commands Level
83

Commands Level i. Sector Commands
SECTOR Q1 2018 Q2 2018 Q3 2018 Q4 2018 TOTAL AVERAGE POSITION
RS 1.1 41.9 15.5 52.6 25.7 135.7 33.9 25th
RS 1.2 42.9 21.0 44.4 25.6 133.9 33.5 26th
RS 1.3 41.3 12.2 53.9 23.5 130.9 32.7 28th
RS 1.4 47.3 16.9 47.5 32.5 144.2 36.1 20th
RS 2.1 71.9 45.9 77.7 51.2 246.7 61.7 1st
RS 2.2 63.1 52.7 47.1 40.9 203.8 51.0 4th
RS 3.1 38.5 16.4 42.2 17.3 114.4 28.6 36th
RS 3.2 37.7 18.0 41.4 18.6 115.7 28.9 35th
RS 3.3 42.3 18.5 44.4 19.5 124.7 31.2 29th
RS 4.1 54.6 40.9 55.0 42.1 192.6 48.2 5th
RS 4.2 51.3 34.7 50.3 38.0 174.3 43.6 9th
RS 4.3 41.8 26.6 43.6 23.8 135.8 34.0 24th
RS 5.1 40.8 17.5 52.2 20.3 130.8 32.7 29th
RS 5.2 42.0 16.1 43.8 16.9 118.8 29.7 34th
RS 5.3 66.9 23.0 62.8 20.9 173.6 43.4 10th
RS 6.1 55.1 39.6 57.5 30.1 182.3 45.6 7th
RS 6.2 64.9 54.7 62.8 57.2 239.6 59.9 2nd
RS. 6.3 60.4 36.9 61.7 33.5 192.5 48.1 6th
RS 6.4 50.8 22.6 59.7 21.5 154.6 38.7 13th
ANNUALPERFORMANCEREPORTSOF
SECTORCOMMANDS2018
84

ii. Sector CommandsCommands Level
SECTOR Q1 2018 Q2 2018 Q3 2018 Q4 2018 TOTAL AVERAGE POSITION
RS 7.1 64.9 54.7 62.8 57.2 239.6 59.9 2nd
RS 7.2 39.8 27.0 49.8 30.5 147.1 36.8 18th
RS 8.1 39.6 22.1 41.5 19.4 122.6 30.7 31st
RS 8.2 36.5 17.4 50.4 16.4 120.7 30.2 33rd
RS 8.3 39.1 20.7 44.7 16.8 121.3 30.3 32nd
RS 9.1 49.0 21.6 51.5 25.1 147.2 36.8 17th
RS 9.2 46.5 19.1 44.9 22.3 132.8 33.2 27th
RS 9.3 46.4 21.9 44.1 26.9 139.3 34.8 23rd
RS 9.4 46.1 20.7 50.4 25.7 142.9 35.7 21st
RS 10.1 50.3 25.6 49.1 29.3 154.3 38.6 14th
RS 10.2 39.8 14.9 45.7 23.5 123.9 31.0 30th
RS 10.3 35.7 21.7 55.0 28.0 140.4 35.1 22nd
RS 11.1 47.6 37.1 46.1 42.5 173.3 43.3 11th
RS 11.2 41.2 33.0 46.4 28.0 148.6 37.2 16th
RS 11.3 59.3 34.3 56.5 26.8 176.9 44.2 8th
RS 12.1 47.7 24.4 46.5 32.6 151.2 37.8 15th
RS 12.2 44.9 25.7 48.4 27.5 146.5 36.6 19th
RS 12.3 52.1 28.9 47.2 35.0 163.2 40.8 12th
TOTAL 1786.4 1379.20 1379.20 1057 5601.8 1400.5
AVERAGE
48.28 37.27 37.2757
28.56757
151.393 37.8
SECTORCOMMANDS2018(Cont.)
85

0
50
100
150
200
250
RS 1.1 RS
1.2
RS
1.3
RS
1.4
RS
2.1
RS
2.2
RS
3.1
RS
3.2
RS
3.3
RS
4.1
RS
4.2
RS
4.3
RS
5.1
RS
5.2
RS
5.3
RS
6.1
RS
6.2
RS.
6.3
RS
6.4
RS
7.1
RS
7.2
RS
8.1
RS
8.2
rdS
8.3
RS
9.1
RS
9.2
RS
9.3
RS
9.4
RS
10.1
RS
10.2
RS
10.3
RS
11.1
RS
11.2
RS
11.3
RS
12.1
RS
12.2
RS
12.3
SECTORCOMMANDS2018
86

SECTOR
Q1 2016 Q2
2016
Q3
2016
Q4
2016
AV 16 POSTN Q1 2017 Q2
2017
Q3
2017
Q4
2017
AV 17 POSTN Q1 2018 Q2 2018 Q3 2018 Q4 2018 AV 18 POSTN
RS 1.1 30 30 27 0 21.75 31st 24.5 20.3 17.5 14.2 19.125 37th 41.9 15.5 52.6 25.7 33.9 25th
RS 1.2 40 35 33 0 27 22nd 28.5 14.2 32.8 16.6 23.025 29th 42.9 21 44.4 25.6 33.5 26th
RS 1.3 57 34 29 0 30 17th 16.5 18.2 26.9 25.9 21.875 32nd 41.3 12.2 53.9 23.5 32.7 28th
RS 1.4 33 40 25 0 24.5 27th 28.5 29.8 24.7 24.3 26.825 25th 47.3 16.9 47.5 32.5 36.1 20th
RS 2.1 68 65 54 47 58.5 1st 66 68 67.6 61.9 65.875 1st 71.9 45.9 77.7 51.2 61.7 1st
RS 2.2 59 59 45 41 51 3rd 68 42.4 41.8 33.2 46.35 4th 60.4 36.9 61.7 33.5 48.1 6th
RS 3.1 30 6 26 0 15.5 34th 23.5 13.6 18.5 21.9 19.375 36th 38.5 16.4 42.2 17.3 28.6 37th
RS 3.2 39 21 29 0 22.25 30th 31.5 15.1 19.3 19.4 21.325 34th 37.7 18 41.4 18.6 28.9 36th
RS 3.3 37 6 28 0 17.75 33rd 35.5 15.3 26.7 20 24.375 27th 42.3 18.5 44.4 19.5 31.2 30th
RS 4.1 44 49 49 43 46.25 5th 41 26.9 44 54.3 41.55 5th 50.8 22.6 59.7 21.5 38.7 13th
RS 4.2 34 6 61 42 35.75 10th 53 31.1 37.2 33.5 38.7 10th 51.3 34.7 50.3 38 43.6 9th
RS 4.3 33 44 34 31 35.5 11th 37 24.2 30.2 31.1 30.625 17th 41.8 26.6 43.6 23.8 34.0 24th
RS 5.1 50 64 36 0 37.5 8th 45 29.9 24.9 17.6 29.35 21st 40.8 17.5 52.2 20.3 32.7 29th
RS 5.2 44 35 34 0 28.25 19th 33 21.5 21.3 13.5 22.325 30th 42 16.1 43.8 16.9 29.7 35th
RS 5.3 64 40 50 26 45 6th 34 25.5 27.8 22.3 27.4 24th 66.9 23 62.8 20.9 43.4 10th
RS 6.1 42 63 41 31 44.25 7th 36.7 27.2 33.4 24.3 30.4 18th 55.1 39.6 57.5 30.1 45.6 7th
RS 6.2 61 6 31 32 32.5 15th 29.7 31.3 42.9 44.2 37.025 11th 64.9 54.7 62.8 57.2 59.9 2nd
RS. 6.3 36 40 62 55 48.25 4th 55.7 54.2 50.5 43 50.85 2nd 63.1 52.7 47.1 40.9 51.0 4th
RS 6.4 53 66 49 62 57.5 2nd 56.7 44.9 46.7 45.2 48.375 3rd 54.6 40.9 55 42.1 48.2 5th
RS 7.1 56 31 63 0 37.5 9th 48.8 33.5 38.5 42.4 40.8 6th 69.3 43 66.4 41.6 55.1 3rd
RS 7.2 54 33 45 0 33 14th 49.8 19.5 26.7 28.7 31.175 15th 39.8 27 49.8 30.5 36.8 18th
RS 8.1 43 21 31 0 23.75 28th 28.7 18.1 17.8 22.6 21.8 33rd 39.6 22.1 41.5 19.4 30.7 32nd
RS 8.2 35 41 9 0 21.25 32nd 43.7 18.9 22.3 20.3 26.3 26th 36.5 17.4 50.4 16.4 30.2 34th
RS 8.3 33 22 33 29 29.25 18th 42.7 13.4 18.5 13 21.9 31st 39.1 20.7 44.7 16.8 30.3 33rd
RS 9.1 39 35 34 32 35 12th 31 25.4 29.5 29.1 28.75 23rd 49 21.6 51.5 25.1 36.8 17th
RS 9.2 38 6 31 33 27 23rd 33 27.6 31.3 25.1 29.25 22nd 46.5 19.1 44.9 22.3 33.2 27th
RS 9.3 52 6 36 30 31 16th 49 16.6 26 28.5 30.025 19th 46.4 21.9 44.1 26.9 34.8 23rd
RS 9.4 41 24 31 37 33.25 13th 39 29.3 24.9 24.9 29.525 20th 46.1 20.7 50.4 25.7 35.7 21st
RS 10.1 40 31 37 0 27 24th 39.6 29.8 34.4 34.7 34.625 12th 50.3 25.6 49.1 29.3 38.6 14th
RS 10.2 34 23 35 0 23 29th 34.6 31 27 34.6 31.8 13th 39.8 14.9 45.7 23.5 31.0 31st
RS 10.3 55 28 26 0 27.25 21st 37.6 30.8 34.5 23.8 31.675 14th 35.7 21.7 55 28 35.1 22nd
RS 11.1 51 26 29 0 26.5 25th 50 33.2 41.5 34.6 39.825 9th 47.6 37.1 46.1 42.5 43.3 11th
RS 11.2 28 19 36 28 27.75 20th 49 33.6 40.6 37.9 40.275 7th 41.2 33 46.4 28 37.2 16th
RS 11.3 35 41 30 0 26.5 26th 57 32 38.1 32.9 40 8th 59.3 34.3 56.5 26.8 44.2 8th
RS 12.1 29 6 6 0 10.25 36th 28.6 20 21.4 22.9 23.225 28th 47.7 24.4 46.5 32.6 37.8 15th
RS 12.2 19 7 6 0 8 37th 29.6 14.6 25.6 15.5 21.325 35th 44.9 25.7 48.4 27.5 36.6 19th
RS 12.3 23 6 32 0 15.25 35th 39.6 15.1 35.9 32.8 30.85 16th 52.1 28.9 47.2 35 40.8 12th
TOTAL
1559 1115 1293 599
1141.5 1475.6 996 1169.2 1070.7
1177.87
5 1786.4 1379.2 1379.2
1057
1400.5
AVE
42.14 30.14 34.95 16.19 30.85
39.88 26.92 31.60 28.94 31.83 48.28 37.27 37.2757
28.56756
757 37.85
COMPARISONS2016,2017&2018PROGRESSIVE
SECTORCOMMAND’SPERFORMANCE
87

SECTOR
Q1 2016 Q2
2016
Q3
2016
Q4
2016
AV 16 POSTN Q1 2017 Q2
2017
Q3
2017
Q4
2017
AV 17 POSTN Q1 2018 Q2 2018 Q3 2018 Q4 2018 AV 18 POSTN
RS 1.1 30 30 27 0 21.75 31st 24.5 20.3 17.5 14.2 19.125 37th 41.9 15.5 52.6 25.7 33.9 25th
RS 1.2 40 35 33 0 27 22nd 28.5 14.2 32.8 16.6 23.025 29th 42.9 21 44.4 25.6 33.5 26th
RS 1.3 57 34 29 0 30 17th 16.5 18.2 26.9 25.9 21.875 32nd 41.3 12.2 53.9 23.5 32.7 28th
RS 1.4 33 40 25 0 24.5 27th 28.5 29.8 24.7 24.3 26.825 25th 47.3 16.9 47.5 32.5 36.1 20th
RS 2.1 68 65 54 47 58.5 1st 66 68 67.6 61.9 65.875 1st 71.9 45.9 77.7 51.2 61.7 1st
RS 2.2 59 59 45 41 51 3rd 68 42.4 41.8 33.2 46.35 4th 60.4 36.9 61.7 33.5 48.1 6th
RS 3.1 30 6 26 0 15.5 34th 23.5 13.6 18.5 21.9 19.375 36th 38.5 16.4 42.2 17.3 28.6 37th
RS 3.2 39 21 29 0 22.25 30th 31.5 15.1 19.3 19.4 21.325 34th 37.7 18 41.4 18.6 28.9 36th
RS 3.3 37 6 28 0 17.75 33rd 35.5 15.3 26.7 20 24.375 27th 42.3 18.5 44.4 19.5 31.2 30th
RS 4.1 44 49 49 43 46.25 5th 41 26.9 44 54.3 41.55 5th 50.8 22.6 59.7 21.5 38.7 13th
RS 4.2 34 6 61 42 35.75 10th 53 31.1 37.2 33.5 38.7 10th 51.3 34.7 50.3 38 43.6 9th
RS 4.3 33 44 34 31 35.5 11th 37 24.2 30.2 31.1 30.625 17th 41.8 26.6 43.6 23.8 34.0 24th
RS 5.1 50 64 36 0 37.5 8th 45 29.9 24.9 17.6 29.35 21st 40.8 17.5 52.2 20.3 32.7 29th
RS 5.2 44 35 34 0 28.25 19th 33 21.5 21.3 13.5 22.325 30th 42 16.1 43.8 16.9 29.7 35th
RS 5.3 64 40 50 26 45 6th 34 25.5 27.8 22.3 27.4 24th 66.9 23 62.8 20.9 43.4 10th
RS 6.1 42 63 41 31 44.25 7th 36.7 27.2 33.4 24.3 30.4 18th 55.1 39.6 57.5 30.1 45.6 7th
RS 6.2 61 6 31 32 32.5 15th 29.7 31.3 42.9 44.2 37.025 11th 64.9 54.7 62.8 57.2 59.9 2nd
RS. 6.3 36 40 62 55 48.25 4th 55.7 54.2 50.5 43 50.85 2nd 63.1 52.7 47.1 40.9 51.0 4th
RS 6.4 53 66 49 62 57.5 2nd 56.7 44.9 46.7 45.2 48.375 3rd 54.6 40.9 55 42.1 48.2 5th
RS 7.1 56 31 63 0 37.5 9th 48.8 33.5 38.5 42.4 40.8 6th 69.3 43 66.4 41.6 55.1 3rd
RS 7.2 54 33 45 0 33 14th 49.8 19.5 26.7 28.7 31.175 15th 39.8 27 49.8 30.5 36.8 18th
RS 8.1 43 21 31 0 23.75 28th 28.7 18.1 17.8 22.6 21.8 33rd 39.6 22.1 41.5 19.4 30.7 32nd
RS 8.2 35 41 9 0 21.25 32nd 43.7 18.9 22.3 20.3 26.3 26th 36.5 17.4 50.4 16.4 30.2 34th
RS 8.3 33 22 33 29 29.25 18th 42.7 13.4 18.5 13 21.9 31st 39.1 20.7 44.7 16.8 30.3 33rd
RS 9.1 39 35 34 32 35 12th 31 25.4 29.5 29.1 28.75 23rd 49 21.6 51.5 25.1 36.8 17th
RS 9.2 38 6 31 33 27 23rd 33 27.6 31.3 25.1 29.25 22nd 46.5 19.1 44.9 22.3 33.2 27th
RS 9.3 52 6 36 30 31 16th 49 16.6 26 28.5 30.025 19th 46.4 21.9 44.1 26.9 34.8 23rd
RS 9.4 41 24 31 37 33.25 13th 39 29.3 24.9 24.9 29.525 20th 46.1 20.7 50.4 25.7 35.7 21st
RS 10.1 40 31 37 0 27 24th 39.6 29.8 34.4 34.7 34.625 12th 50.3 25.6 49.1 29.3 38.6 14th
RS 10.2 34 23 35 0 23 29th 34.6 31 27 34.6 31.8 13th 39.8 14.9 45.7 23.5 31.0 31st
RS 10.3 55 28 26 0 27.25 21st 37.6 30.8 34.5 23.8 31.675 14th 35.7 21.7 55 28 35.1 22nd
RS 11.1 51 26 29 0 26.5 25th 50 33.2 41.5 34.6 39.825 9th 47.6 37.1 46.1 42.5 43.3 11th
RS 11.2 28 19 36 28 27.75 20th 49 33.6 40.6 37.9 40.275 7th 41.2 33 46.4 28 37.2 16th
RS 11.3 35 41 30 0 26.5 26th 57 32 38.1 32.9 40 8th 59.3 34.3 56.5 26.8 44.2 8th
RS 12.1 29 6 6 0 10.25 36th 28.6 20 21.4 22.9 23.225 28th 47.7 24.4 46.5 32.6 37.8 15th
RS 12.2 19 7 6 0 8 37th 29.6 14.6 25.6 15.5 21.325 35th 44.9 25.7 48.4 27.5 36.6 19th
RS 12.3 23 6 32 0 15.25 35th 39.6 15.1 35.9 32.8 30.85 16th 52.1 28.9 47.2 35 40.8 12th
TOTAL
1559 1115 1293 599
1141.5 1475.6 996 1169.2 1070.7
1177.87
5 1786.4 1379.2 1379.2
1057
1400.5
AVE
42.14 30.14 34.95 16.19 30.85
39.88 26.92 31.60 28.94 31.83 48.28 37.27 37.2757
28.56756
757 37.85
2016 2017 2018
COMPARISONS 2016, 2017 & 2018 PROGRESSIVE
SECTOR COMMAND’S PERFORMANCE
88

Targets related to individual work
deliverables are set for each staff
which is captured in their individual
job binders with clear-cut Key
Performance Indicators (KPIs) with
timelines.
i. Personnel Annual Job Binder
Individual Appraisal
89

The Job Binder is drawn up after a coaching session between the
subordinate and the supervisor so as to understand the expectations,
means of delivery, and the Key Performance Indicators (KPI) with
which he will be eventually appraised.
Pre-appraisal meeting between supervisors and subordinates holds
every quarter to enable feedback, direction, role clarity, job
involvement and development.
Individual
Appraisal
Personnel performance evaluation is conducted using the following processes:-
i. Pre-appraisal meeting/Drawing of Job Binders
ii. Self-appraisal
iii. Appraisal meeting
iv. Appraisal review committee and
v. Appeal process.
ii. Personnel Annual Job Binder (Cont.)
90

iii. Personnel Annual Job Binder (Cont.)
 Each staff clearly understands and appreciates yardstick(s) upon which their performances is
ultimately assessed and judged for a specified period of time.
 Job Binder is prepared by individual staff containing their individual expected deliverables and Key
Performance Indicators for the year which are expected to be SMART compliant, bound in
triplicate; a copy retained by staff, the second for the Department/Corps Office or Command and the
third for AHR Department/Corps Secretary.
 All Job Binders are to be in place on or before 1st February of the Year.
 The individual’s Job Binder is reviewed periodically at pre-appraisal meetings between supervisor
and the subordinate; give room for mentoring, supervision and coaching.
TEMPLATE FOR STAFF ANNUAL JOB BINDERS IN FRSC.
1. NAME:------------------------------------------------------------------------------2. RANK:-----------------------------------------------------------------------
3. PIN:------------------------------------------------------------------------------- 4. COMMAND:-----------------------------------------------------------------
5. DESIGNATION:---------------------------------------------------------------- 6. DEPARTMENT/CORPS OFFICE:------------------------------------------
7. DATE OF ASSUMPTION OF DUTY WITH FRSC:--------------------- 8. DATE ASSIGNED TO PRESENT JOB FUNCTION:-------------------
91

iv. Personnel Annual Job Binder (Cont.)
Job Functions: (Give a brief summary/description of job function)
....................................................................................................................................
The Job Specification: include:-
WORK PROCESSES/EXPECTED DELIVERABLES
i. ----------------------------------------------------------------
ii. ----------------------------------------------------------------
KEY PERFORMANCE INDICATORS (KPIS)
i. ----------------------------------------------------------------
ii. ----------------------------------------------------------------
REPORTING OFFICER’S COMMENT:
-----------------------------------------------------------------------------------------------------------
------------------------------------ ------------------------------------ ----------------
Staff Name, Signature and Date Reporting Officer’s Name, Signature and Date
NOTE:
To be completed in triplicate and distributed as follows -
Staff – 1
Dept, CO or Cmd – 1
RSHQ, AHR Dept or CS - 1
92

END OF PERFORMANCE MANAGEMENT SYSTEM CYCLE
The formal appraisal meeting is
expected to commence by the 1st
week of December of each year after
the end of PMS cycle on 30th
November. This phase begins with
the deployment of the e-APER link
to all staff nationwide through
their official email addresses.
https://apers.frsc.gov.ng/Account/Login?ReturnUrl=%2F
93

END OF PERFORMANCE MANAGEMENT SYSTEM CYCLE
The e-APER
online
application
platform is a
significant
improvement
on the manual
method.
94
Officer’s APERE FORM
Officer’s APERE FORM

END OF PERFORMANCE MANAGEMENT SYSTEM CYCLE (cont’d)
Task team
Officers from
RSHQ are
assigned within
this period to
address all issues
arising from the
process.
Link
Password
UserName
95

The e-APER Staff interface
96

The e-APER Staff interface (cont’d)
97

END OF PERFORMANCE MANAGEMENT SYSTEM CYCLE (Cont’d)
ANNUAL PERFORMANCE EVALUATION REPORT (APER)
Confidential reports are written on Officers and Marshals to provide information necessary to ensure
that each Officer or Marshal can have a full and useful career reaching the highest rank comparable
with his qualities and experience. This forms the basis of the use of APER in the FRSC promotion
exercise. The APER is designed specifically for the three cadres of staff in the Corps viz-:
Officer
Marshal Inspector and
Road Marshal Assistant
98

a. Officers – form ADM 01
Part I – Report particulars
Part II –
Section I – Performance module (20%) – Job binder (KPIs only)
Section II –
Generic organizational competences (60% for ARC-CRC and 40% for ACC – above)
Job specific competencies (20%)
Leadership and Management competencies (20% strictly for ACC and above)
b. Marshal Inspector – form ADM 02
Part II –
Section II – Core Attributes and Skills (80%)
c. Road Marshal Assistant – form ADM 03
Part II –
Section II – Core Attributes and Skills (80%)
STRUCTURES OF THE THREE CATEGORIES OF APER
99

The assessment format will be in a tabular form as shown below:
ATTRIBUTES AND
SKILLS
ASSESSMENT SCORE
JUSTIFICATION
APPRAISEE SCORE
(0 – 5)
APPRAISER SCORE
(0 - 5)
REVIEW MEETING SCORE
(0 – 5)
Judgement Interpretation Marks
Excellent Performed in excess of the expectations set or expected; is exceptional 5
Very good Consistently met expectations at a very high level; is a role model 4
Good Met the average performance expectations, most of the time; is largely reliable 3
Fair Met the expected performance standards only occasionally; performance is
questionable.
2
Poor Weak and inconsistent performance; performance is unsatisfactory 1
Unacceptable Performance is an embarrassment and well below any form of justification. 0
Skills and competencies will be assessed in line with the rating guide provided below:-
ASSESSMENT FORMAT
100

AGGREGATE SCORE TABLE
The aggregate score table shall be as follows:
Outstanding A 90 – 100%
Well above standard required of his rank and service B 71 – 89%
Above the standard required of his rank and service C 60 – 70%
Well up to the standard required of his rank and service D 50 – 59%
Up to the rank required of his rank E 41 - 49%
Below the standard required of his rank and service F 40 and
below
NOTE: The APER score forms 30% of Staff promotion requirement. Staff who scores below the
required standard shall not be promoted.
101

SELF APPRAISAL
Self Appraisal provides greater
completeness of the person in terms of
data/information and sense of ownership
by subordinates.
It offers the subordinate the opportunity
to score himself first. Submission of self
appraisals is expected in the first week of
November to enable the appraisal
meeting hold in December.
102

Supervisor appraises subordinate based on assigned/key deliverables in the
subordinate’s job binder and the core attributes in the APER form
Current APER form is designed to improve clarity and standardize interpretations in
appraising subordinates.
The supervisor takes time to conduct effective appraisal process through:
 Minimizing personal bias and favouritism.
 Placing greater emphasis on staff development through feedback provided in the
process.
 Ensuring and encouraging 2-way communication system.
APPRAISAL MEETING
103

APPRAISAL REVIEW COMMITTEE
Appraisal review session holds on or before the end of December each
year.
Appraisal review meeting involves the following:-
i. Review of the individual staff appraisal form as well as consideration
for possible appeal against entries.
ii. The Committee involves not less than five and not more than seven
persons in each command comprising of the Commanding Officer
(CC, SC or ZCO as the case may be), the Head of AHR, OPS, INT and
Provost.
ii. RSHQ Appraisal Review Committee comprises the HOD, all HOSs
and Admin Officer and for the Corps Offices, the Officer, HOUs and
the Admin Officer
104

iv. The Chairman of the Committee is required to, with the
other members, justify the scores allotted based on the
knowledge or perception of the individual
v. Where there is a strong consensus by other members
that the Appraiser’s scores do not reflect the
Appraisee’s
v. The Chairman, if he agrees, reviews the previous score
allotted. This is reflected in the column “Review
meeting score”.
vii. The Review meeting score supersedes and prevails over
all previous assessment scores, (the self and
supervisor’s)
APPRASAL REVIEW COMMITTEE (Cont.)
105

Where the Appraisee is dissatisfied with the assessment, the
dissatisfied staff has the option to appeal using the Appraisal Appeal
Form within 30 days on the submission of the APER to RSHQ
AHR/CS.
APPEAL PROCESS
106

WHERE WE
ARE TODAY
(INTERNAL)
107

WHERE WE ARE TODAY
We set annual Corporate Strategic Goals as a stepping
stone of guiding the work force towards the
organizational goals of the year.
Officers and Men now set their individual goals in line
with the Corporate Strategic Goals of the Corps.
Staff now realize that they need to be creative and
committed to their work and discover their innate
ability for optimal performance.
INTERNAL
108

 There is constant gap analysis outcomes which aid the
individual developmental needs and assists the Corps to
make adequate arrangement to meet them
 Grievances and conflicts among members of the Corps has
fizzled out gradually with the openness with which the PMS
is being managed.
 It has become increasingly possible to identify performers
and the underperformers for reward, capacity development
and/or sanction, as the case may be.
 It has enshrined performance competitiveness among staff,
Departments and Commands nationwide.
WHERE WE ARE TODAY (Cont.)
109

 It is now a given for goals to be discussed, developed and designed
at all levels (individual and offices, irrespective of status) in order
to derive the best accomplishment target for the Corps.
 We now have new growth and development opportunities for all
personnel in their professional careers.
 The level of individual productivity in the Corps is higher than the
national average in the Nigerian Public Service as evidenced in our
SERVICOM ratings. The Corps has been consistently in the past
ten (10) years been rated among the best in SERVICOM rating of
MDAs.
110

The Corps now appoints and places round pegs in round
holes as Officers and Men abilities and skills are properly
identified.
The culture of team spirit is enhanced towards achieving
organizational goals.
Mentoring, supervision, coaching and effective appraisal
skills that were hitherto not viewed as core strategic
competences for purposeful leadership has been integrated
in the system and effective mentoring programme
initiated
111

1. Awards and Recognition
(Local)
The adoption of
PMS in the Corps
has attracted
national and
international
awards and
recognitions.
112

1. Awards and Recognition (Local)
S/N Awards
1 Best Government Agency in e–Governance Award Under the Presidency , 2015
2 Winner, Outstanding Public Institution, 2015
3 Effective Service delivery Award, 2015
4 Most Outstanding Service Delivery Agency in Nigeria, 2015
5 Emerging 2nd runner up for most outstanding Public Institution in Nigeria, 2015
6 Best MDA in nation building, 2015
7 Certificate of performance, 2015
8 Recognition Award, 2015
9 National Productivity Order of Merit Award in Individual and Corporate category, 2015
10 2nd runner up for Most Outstanding Public Institution in Nigeria, 2015
11 Best Customer Experience In Web Development, 2015
12 3rd Place Best Overall Website, MDAs, 2015
13 Web Visibility, 2015
The adoption of
PMS in the
Corps has
attracted
national and
international
awards and
recognitions,
113

Awards and Recognition- Local (Cont.)
S/N Awards
14 Environmental Audit Certificate, 2015
15 Best Use of Technology, Government Agency, 2015
16 Winner, Technology Project of the year, Government Agency (Driver’s Licence), 2015
17 Presidential Merit Award, 2015
18 Presidential Merit Award, 2016
19 Outstanding Government Agency Of The Year 2016
20 Certificate Of Merit, 2016
21 Digital Innovation at Federal Government Level , 2017
22 Corporate Member in Recognition of Outstanding Dedication to Occupational Safety and Health, 2017
23 Special Contributor to Road Safety in Nigeria, 2017
24 Excellent Commitment to National Service, 2017
25 Best Innovative Agency, MDA Category, 2018
26 Best Use of Technology, 2018
114

2. GLOBAL RECOGNITION
1 Safer Group of Euro-Africa Initiative on Road Safety declared FRSC, Nigeria as Best Model of
Lead Agency in Road Safety Management and recommended World Bank in Latin America for a
work study of FRSC
2 Member, WB Expert Group on Road Sign and Signals
3 Member, Advisory Board, UN Road Safety Trust Fund
4 WB Study on Volunteerism in Law Enforcement
5 Reciprocity of the Nigeria Driver’s Licence (NDL) by US and UK due to the document’s reliable
security features
6 Pioneer and Key Stone of the West African Road Safety Organization (WARSO)
7 WB recognition as One of the Best Operational Vehicle Identification Regimes (Number Plate) in
Africa
8 The 4th Law Enforcement Agency in the World and first in Africa to have its processes and
procedures certified in conformity with the Quality Management (ISO 9001:2008 certified in
2013 & recertified in 2016)
115

3. GLOBAL RECOGNITION (Cont.)
9 Representing Africa in several global Road Safety management engagements
10 Providing technical assistance to African sub-regional countries on Road
Safety Management.
11 Through the efforts of FRSC, Nigeria became the 10th country in the world
to accent to all the six (6) UN Conventions/Agreements on Road Traffic,
the only one in Africa.
12 One of the front-line organizations that attracts positive diplomatic and
global disposition to Nigeria.
13 WB Example of a Lead Agency on Road Safety Management for Africa
116

CHALLENGES
The implementation of the PMS is
facing some challenges which mainly
included:
Inertia (resistance to change by Staff)
Funding issues
Self Assessment by Staff was seen as
mis-normal.
However, the challenges are being
mitigated through sensitization on the
merits inherent in the system and
continuous improvement in funding
117

PMS
SUSTAINABILITY
IN FRSC
118

The Corps has put in place the following mechanism
to ensure sustainability of the gains of PMS. They
include:
Continuous and intensified education of personnel
on FRSC IT Platforms and the e- APERS portal.
Sustained funding of the e-APERS portal.
 Mandatory use of staff official e-mails to access
the e-APERS in order to encourage ICT literacy.
PATH TO SUSTAINABILITY
119

Inclusion of the PMS in the FRSC training
institutions’ curricula (Academy and Training
School) for the purpose of acculturation of new
intakes.
Establishment of APER Task team to proactively
resolve all APER related issues.
Compulsory online promotion process.
 Continuous improvement on
personnel/organization’s relationship and
encouraging improvement in delivery capacity.
PATH TO SUSTAINABILITY (Cont.)
120

 Evolved a robust programme to ensure that more
emphasis is placed on purposeful mentorship.
 Enhancing and enshrining clear-cut goals,
activities and Key Performance Indicators in the
system to enhance timeline delivery.
 More regular review of organizational progress
and capacity development for enhanced service
delivery.
PATH TO SUSTAINABILITY (Cont.)
121

RECOMMENDATIONS
In view of the inherent benefits in PMS as a management improvement tool in
any organization, coupled with the FRSC front-line experience, Government is
invited to:
Mandate MDAs to, as a matter of necessity commence introduction of PMS
in their systems as a vital ingredient of the ‘Next Level’ agenda as well as
the Economic Recovery and Growth Plan (ERGP).
Train the Heads of Personnel Management in all MDAs towards the
implementation of PMS in Public Service.
Sustainable funding should be put in place.
Constant Monitoring and Evaluation should be carried out on quarterly
basis, 123

Just Before You Adopt PMS
1. There is no time like the present, make the chance toady.
2. Talk to managers and discover who is already conducting regular performance
discussion.
3. Get buy-in from senior leadership.
4. Sell the benefits to your senior management staff.
5. Provide the necessary training and guidance
6. Continually communicate the changes that are about to take place.
7. Make use of continuous performance management software.
124

CONCLUSION
There is no gain saying that the FRSC experience has been quite good.
The Corps achievements over a relatively short period of about ten (10)
years is enough eye-opener to forward looking organizations to emulate.
The Corps was brave, it dared to take the risk and adopt PMS into its
system in spite of the prevailing skepticisms, and today, our story is one
of nothing ever comes real till it is experienced.
Our experience is real, rich and fulfilling, and like champions that we
are, we played until we got it right.
126

CONCLUSION (Cont’d)
It therefore, follows that PMS is a positive human resource
management tool that any developing economy should introduce in
its public sector to properly drive purposeful growth and
development.
It is worthy of note that The Federal Government recently directed
that all MDAs mandatorily key into PMS to re-direct Federal Public
Service towards efficiency in Service Delivery.
127

CONCLUSION (Cont.)
It should be noted that building a viable and purposeful public service does not
happen by accident, it happens by design, commitment and implementation of all
lofty policies of government.
As it is today, there would definitely be considerable levels of skepticism about the
workability of PMS in some organizations but be assured that it will work out well
because it is the truth and according to John Stuart in his description of the truth,
‘…the truth which the full meaning can not be understood or realized until
personal experience has brought it home; like it did in the case of FRSC.
128

CONCLUSION (Cont.)
The Nigerian public service is made up of the nation’s human capacity in its best
diversity, who should form a formidable team akin to that referred to by Total Team
Building as ‘A group of people with different abilities, talents, experience, and
backgrounds who have come together for a shared purpose. Despite their individual
differences, that common goal provides the thread that defines them as a team’. As a
formidable team, we must rise and fulfil our purpose to humanity because it is in
doing so that the individual and the nation can be fulfilled.129

CONCLUSION
As for FRSC, we remain committed to achieving our
cardinal/ ultimate aspiration of achieving A COUNTRY
WHERE ROAD TRAFFIC CRASH RESULT IN NO
DEATH in the best manner possible and also continue
to project Nigeria in glowing light in the comity of elite
nations.
As we move forward, the Corps remains open to rendering
assistance to any MDA and State Governments that are
interested in adopting PMS as a tool towards re-engineering
their Public Service for greater efficiency.
130

REFERENCES
Abbey F. (2010). Purposes of Performance Management System. [online]. Available at:
https://www.mbaknol.com/human-resource-management/purposes-of-performance-management-system [Accessed
16 Oct. 2019]
Booz & Company. (2018). [online]. Available at:
https://www.allaboutcareers.com/index.php?/careers/graduates/booz-company/internships
Eleonora M. (2019). The real cost of road traffic accidents. [online]. Available at: https://www.transpoco.com/blog
[Accessed 16 Oct. 2019].
HelpBoard. (2018). HelpBoard. (2018). Performance Management System (PMS)- Definition, Meaning [online].
Available at: https://www.hrhelpboard.com/performance-management/performance-management-system.htm [Accessed
16 Oct. 2019]
Merriam-webster. (2019). Public Service. [online]. Available at:
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Muhammad J. (2012). The dialogue. [online]. Available at:
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NSW. (2013). NSW Government: Role of the PSC - Public Service Commission. [online]. Available at:
https://www.psc.nsw.gov.au › about-us › role-of-the-commission. [Accessed 16 Oct. 2019].
Prabhat. (2011). ("Difference Between Policy and Politics." DifferenceBetween.net. (online). Available at:
http://www.differencebetween.net/miscellaneous/politics/difference-between-policy-and-politics/ (Accessed 16 Oct.
2019)
131

REFERENCES (Cont.)
Quora. (2018). Is a police officer considered a civil servant? Why or why not. [online]. Available at:
https://www.quora.com › Is-a-police-officer-considered-a-civil-servant- Why. [Accessed 16 Oct.
2019].
Sally K. (2019). The Advantages and Benefits of Public Service Work. [online]. Available at:
https://www.thebalancecareers.com › advantages-of-public-service-work- 216.[Accessed 16 Oct.
2019]
Samuel V. (2019). 5 key elements to consider when developing your pitch. [online]. Available at:
https://www.eu-startups.com/2019/10/5-key-elements-to-consider-when-developing-your-
pitch[Accessed 16 Oct. 2019]
ScienceDaily. (2017). Public Services. [online]. Available at:
https://www.sciencedaily.com › terms › public_services [Accessed 16 Oct. 2019].
Total Team. (2019). Teamwork team building quotes. [online]. Available at
https://www.totalteambuilding.com.au/teamwork-team-building-quotes
[Accessed 16 Oct. 2019]
Versprava. (2019). Introduction to role of public sector. [online]. Available at:
old.nvf.cz › archiv › versprava › analysis › chapter_ii. [Accessed 16 Oct. 2019].
WHO. (2018). Road traffic injuries. [online]. Available at: https://www.who.int/news-room/fact-
sheets/detail/road-traffic-injuries [Accessed 16 Oct. 2019].
132

134
080 7769 0362
SMS OnlyPhone Only
Call toll free on: 122
0700 – CALL - FRSC
0700 – 2255 – 3772
www.frsc.gov.ng
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