A TECHNICAL REPORT

ON

STUDENTS’ INDUSTRIAL WORK EXPERIENCE SCHEME

(SIWES)

HELD AT

ADO-ODO/OTA LOCAL GOVERNMENT COUNCIL, OBAFEMI AWOLOWO

WAY, OKESUNA, OTA, OGUN STATE

BY

NOFIU MARIAM OPEMIPO

MATRIC NUMBER:

N/MC/23/0619

SUBMITTED TO:

DEPARTMENT OF MASS COMMUNICATION

SCHOOL OF COMMUNICATION AND INFORMATION TECHNOLOGY

FEDERAL POLYTECHNIC ILARO, ILARO, OGUN STATE

DATE: February, 2025

CERTIFICATION

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This is to certify that this report is the record of work done at ADO-ODO/OTA

LOCAL GOVERNMENT COUNCIL, by NOFIU MARIAM OPEMIPO,

N/MC/23/0619 of the department of MASS COMMUNICATION.

SIWES Coordinator. _____________________________

Signature and Date

DEDICATION

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This report is dedicated to Almighty Allah, the foundation of all knowledge, the

source of all wisdom and the eternal spring of all truth.

ACKNOWLEDGEMENT

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My sincere gratitude goes to Almighty Allah who has given me the privilege to

complete this program.

My regards also goes to my industrial based supervisor and all my lecturers in the

Department for their necessary supervision and useful information provided.

I cannot forget my loving and caring families, and my brothers for their support

during my SIWES programme.

ABSTRACT

This report gives a detailed account of how the four months designated for SIWES

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was spent at the Education, Sports and Information Department of Ado-Odo/Ota

Local Government Council, Ogun State. The current chairman is Lawal Adewale

Wasiu.

Thé expériences gained in the course of internship are practical challenges

encountered, theoretical principles learnt, as well as skills and techniques developed

while discharging duties.

An overview of the organization is featured, and lastly, the relevance of the industrial

training to the course of study is discussed.

TABLE OF CONTENT

Title page. i

Certification. ii

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Dedication. iii

Acknowledgement. iv

Abstract. v

Table of Content. vi-vii

CHAPTER ONE

1.0 - Introduction. 1

1.1 - Aims and Objectives of SIWES 1-2

1.2 - Importance of SIWES. 2

1.3 - Objective of the report. 2

CHAPTER TWO

2.0 - Nature of the Industry. 3

2.1 - History of the Industry. 4-5

2.2 - Industry’s Objectives 5-7

2.3 - Management structure. 7-9

2.4 - Brief write up on the industry in Nigeria. 9

2.5 - The economic environment of the Industry. 10

CHAPTER THREE

3.0 - Skills developed and techniques learnt. 11-12

3.1 - Practical challenges faced at work. 12

3.2 - Theoretical principles learnt during the program. 13-14

3.3 - Specific contributions made to the Industry. 14-15

3.4 - The future of the Industry with the Nigerian Economy. 15-17

CHAPTER FOUR

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4.0 - The relevance of Industrial training to course of Study. 18-19

CHAPTER FIVE

5.0 - Conclusion 20

5.1 - Recommendation 20-21

CHAPTER ONE

1.0 GENERAL INTRODUCTION TO SIWES

The Students Industrial Work Experience Scheme (SIWES) is the accepted skills

training programme, which forms part of the approved minimum academic standards

in the various degree programmes for all the Nigerian higher institution. It is an effort

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to bridge the gap existing between theory and practice of engineering and technology,

science, agriculture, medial, management and other professional educational

programmes in the Nigerian tertiary institutions. It is aimed at exposing students to

machines and equipment, professional work methods and ways of safe-guarding the

work areas and workers in industries and other organization.

The scheme is a tripartite programme, involving the students, the institution and the

industry (employers of labour). It is funded by the Federal government of Nigeria and

jointly coordinated by the industrial Training Fund (ITF) and the National

Universities commission (NUC).

1.1 AIMS AND OBJECTIVES OF SIWES INDUSTRIAL TRAINING

Specifically, the objectives of this student’s industrial work experience scheme are to:

 Prepare students for the work situation they are likely to meet after graduation.

 Provide an avenue for students in the Nigerian institution to acquire industrial

skills and experience in their course of study.

 Make the transition from the institution to the world of work easier, and thus

enhance students contacts for later job placements;

 Enlist and strengthen employers’ involvement in the entire educational process of

preparing university graduates for employment in industry.

 Provide students with an opportunity to apply their theoretical knowledge in real

work situation, thereby bridging the gap between university work and actual

practices; and

 Expose students to work methods and techniques in handling equipment and

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 machinery that may not be available in the Institution.

1.2 IMPORTANCE OF SIWES

 It provides students with an opportunity to apply their theoretical knowledge in

real life situations.

 It exposes students to more practical work methods and techniques.

 It strengthens links between the employers, students and industrial training fund

(ITF)

 It also prepares the students for the labour market after graduation.

1.3 OBJECTIVES OF THE REPORT

 Show insight of knowledge gained at place of Attachment.

 Show the history and nature of the organization.

 Give insights on knowledge gained during the period of attachment

 Give insights on skills and techniques learnt at place of attachment and how they

can be beneficial to the economy.

CHAPTER TWO

2.0 NATURE OF THE INDUSTRY

The Ado-Odo/Ota Local Government Council is a democratic Institution. The

council is composed of elected representatives (councilors) who are chosen by the

people through a democratic process. The council is accountable to the people who

elected them, ensuring that their interests and needs are represented.

The council has a degree of autonomy, allowing it to make decisions and take

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actions on behalf of the local government.

The council has control over its own finances, enabling it to allocate resources and

make budgetary decisions.

The council is responsible for providing essential services such as healthcare,

education, sanitation, and infrastructure development and plays a crucial role in

promoting community development, social welfare, and economic growth.

The council represents the interests of the local community, ensuring that their

needs and concerns are addressed. It serves as a link between the citizens and the

government, facilitating communication and collaboration.

It plays a key role in promoting economic development, entrepreneurship, and job

creation and is responsible for promoting social development, including education,

healthcare, and social welfare programs.

Overall, the Ado-Odo/Ota Local Government Council is a democratic,

autonomous, service-oriented, representative, and developmental institution that plays

a vital role in promoting the well-being and development of the local community.

2.1 HISTORY OF THE INDUSTRY

The Ado-Odo/Ota Local Government Council has a rich and fascinating history

that spans several decades.

Pre-Colonial Era:

 Traditional Rule: The area now known as Ado-Odo/Ota was originally inhabited

by the Awori and Egba people, who had their own traditional systems of

governance.

 Obas and Chiefs: The traditional rulers, known as Obas and Chiefs, played a

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 significant role in the governance and administration of the area.

Colonial Era (1914-1960):

 British Colonial Rule: The area was colonized by the British in 1914, and the

traditional system of governance was replaced by a colonial administration.

 Native Authority: The British established a Native Authority system, which

allowed for local administration and governance.

Post-Colonial Era (1960-1976):

 Western Region: After Nigeria gained independence in 1960, the area became

part of the Western Region.

 Local Government Reform: In 1976, the Nigerian government introduced a

local government reform, which led to the creation of the Ado-Odo/Ota Local

Government Council.

Modern Era (1976-Present):

 Local Government Council: The Ado-Odo/Ota Local Government Council was

established in 1976, with its headquarters in Ota.

 Democratization: In 1999, Nigeria transitioned to a democratic government, and

the local government council became a democratically elected institution.

 Reforms and Developments: Over the years, the council has undergone several

reforms and developments, including the introduction of new departments and

agencies, and the expansion of services and infrastructure.

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 Today, the Ado-Odo/Ota Local Government Council is a vibrant and dynamic

institution that plays a critical role in promoting the social, economic, and cultural

development of the local community.

2.2 INDUSTRY’S OBJECTIVES

The Ado-Odo/Ota Local Government Council has several objectives that guide its

activities and decisions. Some of the key objectives include:

Social Objectives:

 Improved Healthcare: Provide quality healthcare services to the community,

including disease prevention, treatment, and management.

 Enhanced Education: Promote education and skills development, including

literacy programs, vocational training, and support for schools.

 Social Welfare: Provide support for vulnerable groups, including the elderly,

children, and people with disabilities.

Economic Objectives:

 Economic Empowerment: Promote economic empowerment through

entrepreneurship development, job creation, and support for small businesses.

 Infrastructure Development: Develop and maintain infrastructure, including

roads, bridges, and public buildings.

 Agricultural Development: Promote agricultural development, including crop

and livestock production, processing, and marketing.

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Environmental Objectives:

 Environmental Conservation: Protect and conserve the environment, including

natural resources, wildlife, and ecosystems.

 Waste Management: Develop and implement effective waste management

systems, including waste collection, disposal, and recycling.

 Disaster Risk Reduction: Develop and implement disaster risk reduction

strategies, including emergency preparedness and response.

Governance Objectives:

 Good Governance: Promote good governance, including transparency,

accountability, and participation.

 Community Engagement: Engage with the community, including citizens, civil

society organizations, and the private sector.

 Capacity Building: Develop the capacity of council staff and members,

including training, mentoring, and coaching.

Other Objectives:

 Cultural Development: Promote cultural development, including the

preservation and promotion of cultural heritage.

 Tourism Development: Develop and promote tourism, including cultural

tourism, eco-tourism, and recreational tourism.

 Sports Development: Promote sports development, including the development

of sports infrastructure and the promotion of sports programs.

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2.3 MANAGEMENT STRUCTURE

The Ado-Odo/Ota Local Government Council has a well-defined management

structure that enables it to effectively deliver services to the community. Here is an

overview of the council's management structure:

Council Leadership:

 Chairman: The Chairman is the chief executive of the council and is responsible

for providing leadership and direction.

 Vice Chairman: The Vice Chairman supports the Chairman and assumes

leadership responsibilities in the Chairman's absence.

 Secretary: oversees the day-to-day activities of council.

Departments:

 Administration Department: Responsible for providing administrative support,

including personnel management, records management, and general

administration.

 Finance Department: Responsible for managing the council's finances,

including budgeting, accounting, and financial reporting.

 Health Department: Responsible for providing healthcare services, including

disease prevention, treatment, and management.

 Education Department: Responsible for promoting education and skills

development, including literacy programs, vocational training, and support for

schools.

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 Works Department: Responsible for developing and maintaining infrastructure,

including roads, bridges, and public buildings.

 Agriculture Department: Responsible for promoting agricultural development,

including crop and livestock production, processing, and marketing.

 Environmental Department: Responsible for protecting and conserving the

environment, including natural resources, wildlife, and ecosystems.

Units:

 Internal Audit Unit: Responsible for conducting internal audits to ensure

accountability and transparency.

 Procurement Unit: Responsible for managing the council's procurement

processes, including tendering, contracting, and contract management.

 Information Communication Technology (ICT) Unit: Responsible for

managing the council's ICT infrastructure, including hardware, software, and

networks.

2.4 BRIEF WRITEUP ON THE COUNCIL IN NIGERIA

The Ado-Odo/Ota Local Government Council is one of the 20 Local Government

Areas of Ogun State, Nigeria. Established on May 19, 1989, it was formed by

merging Ota, part of the defunct Ifo/Ota Local Government, with Ado-Odo/Igbesa

Areas of the Yewa South Local Government.

Located in southwestern Nigeria, the council borders metropolitan Lagos and is the

second-largest Local Government Area in Ogun State. Its headquarters is situated in

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Ota, with other notable towns and cities including Ado-Odo, Agbara, Igbesa, Iju-Ota,

Itele, and Sango Ota.

The council is predominantly agrarian, producing cash and food crops like cocoa,

kola nut, palm oil, coffee, cassava, timber, maize, and vegetables. Mineral resources

in the area include kaolin, silica sand, gypsum, and glass sand.

With a population of approximately 526,565 people, according to the 2006 census,

the Ado-Odo/Ota Local Government Council is a significant economic hub in Ogun

State. The council is led by a chairman, currently Lawal Adewale Wasiu, and is

divided into 16 political wards.

2.5 THE ECONOMIC ENVIRONMENT OF THE INDUSTRY

The Ado-Odo/Ota Local Government Council has a thriving economic

environment, driven by its strategic location and abundant resources. Here are some

key sectors that contribute to the council's economy:

 Industrial Sector: The council is home to several large factories, particularly in

the Ota area, which has spurred industrial growth. The Sango-Ota industrial area

is a notable hub, producing a significant portion of Nigeria's goods.

 Agricultural Sector: Agriculture is another vital sector, with crops like cassava,

maize, and rice being cultivated in surrounding areas. The council's fertile land

and favorable climate make it an ideal location for farming.

 Trade and Commerce: The council's proximity to Lagos State and its location

along major transportation routes make it a hub for trade and commerce. Several

markets, including the popular Ota Market, serve as important trading points for

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 agricultural goods and other products.

 Real Estate: The council's growing population and economic activity have led to

an increase in real estate development, with new housing estates and commercial

properties emerging in areas like Sango-Ota and Ota.

Overall, the Ado-Odo/Ota Local Government Council's economic environment is

characterized by a mix of industrial, agricultural, trade, and real estate activities,

making it a significant contributor to Ogun State's economy.

CHAPTER THREE

3.0 SKILLS DEVELOPED AND TECHNIQUES LEARNT

 Writing: I developed writing skills through preparing press releases, reports, and

other documents.

 Editing: I learnt editing techniques to ensure accuracy, clarity, and coherence in

written communication.

 Verbal Communication: I improved my verbal communication skills through

interactions with commission staff, stakeholders, and community members.

 Social Media Management: I learned how to manage social media platforms to

disseminate information and engage with the public.

 Graphic Design: I developed basic graphic design skills using software like

Canva to create visual content.

 Photography: I learned basic photography skills to capture events and activities.

 Analytical Thinking: Developed analytical thinking skills to assess

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 communication challenges and develop effective solutions.

 Creative Thinking: I learned to think creatively to develop innovative

communication strategies and solutions.

 Decision-Making: I improved decision-making skills through evaluating options

and selecting the best course of action.

 Media Relations: I developed media relations skills to engage with journalists

and respond to media inquiries.

 Crisis Communication: Learned crisis communication techniques to manage

and respond to crises.

3.1 PRACTICAL CHALLENGES FACED AT WORK

 I encountered language barriers when communicating with community members

who spoke different languages.

 I faced challenges due to cultural differences and nuances when interacting with

community members.

 I managed information overload due to the vast amount of data and information

generated by the commission.

 I encountered technical difficulties with software and hardware, such as computer

crashes and printer malfunctions.

 I faced challenges due to poor internet connectivity, which hindered research and

communication.

 I managed data management challenges, such as organizing and analyzing large

datasets.

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 I managed multiple tasks and responsibilities, which required effective time

management and prioritization.

 I met tight deadlines for projects and reports, which required efficient time

management and organization.

 I maintained a healthy work-life balance, which required effective time

management and prioritization.

3.2 THEORETICAL PRINCIPLES LEARNT DURING THE PROGRAM

 Social Learning Theory: The department's programs and activities, such as

literacy classes and vocational training, reflect the principles of social learning

theory, which emphasizes the role of observation, imitation, and reinforcement in

learning.

 Experiential Learning Theory: The department's hands-on training programs

and workshops, such as computer training and sports coaching, reflect the

principles of experiential learning theory, which emphasizes the importance of

direct experience and reflection in learning.

 Community Education: The department's community-based education

programs, such as adult education and community literacy programs, reflect the

principles of community education, which emphasizes the importance of

community involvement and participation in education.

 Sports Development Theory: The department's sports development programs,

such as youth sports leagues and sports coaching, reflect the principles of sports

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 development theory, which emphasizes the importance of providing opportunities

for participation, development, and excellence in sports.

 Social Cognitive Theory: The department's sports programs, such as sports

coaching and mentoring, reflect the principles of social cognitive theory, which

emphasizes the role of observation, imitation, and reinforcement in learning and

behavior change.

 Community Sports Development: The department's community-based sports

programs, such as community sports leagues and sports festivals, reflect the

principles of community sports development, which emphasizes the importance

of community involvement and participation in sports.

 Communication Theory: The department's information dissemination programs,

such as public awareness campaigns and community outreach programs, reflect

the principles of communication theory, which emphasizes the importance of

effective communication in conveying information and influencing behavior.

 Information Dissemination Theory: The department's information

dissemination programs, such as newsletters and press releases, reflect the

principles of information dissemination theory, which emphasizes the importance

of providing accurate, timely, and relevant information to stakeholders.

 Community Information Systems: The department's community-based

information systems, such as community noticeboards and community radio

stations, reflect the principles of community information systems, which

emphasizes the importance of community involvement and participation in

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 information dissemination.

3.3 SPECIFIC CONTRIBUTIONS MADE TO THE INDUSTRY

I made some vital contributions to the council. Contributions like:

 Received mails and files for the department

 Arranged files and dispatched to various destinations

 Assisted in issuing press release advising motorists to drive carefully before,

during and after the festive period

 Displayed the pictures of the event on the department picture board

 Participated in covering the inauguration of newly elected councilors

 Arranged files in the HOD’s office

 Assisted in preparing the department budget for 2025

 Assisted in preparation of monthly report

3.4 THE FUTURE OF THE INDUSTRY WITH THE NIGERIAN ECONOMY

The future of the Ado-Odo/Ota Local Government Council is closely tied to the

performance of the Nigerian economy. Here are some potential trends and

opportunities that could shape the council's future:

Opportunities:

1. Economic Diversification: As Nigeria continues to diversify its economy, the

council can leverage its strategic location and resources to attract investments in

sectors like agriculture, manufacturing, and tourism.

2. Infrastructure Development: The council can benefit from investments in

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infrastructure, such as roads, bridges, and public transportation, which can improve

connectivity and facilitate economic growth.

3. Human Capital Development: The council can focus on developing the skills and

capacities of its residents, particularly in areas like technology, entrepreneurship, and

innovation.

Challenges:

1. Economic Uncertainty: The Nigerian economy is vulnerable to external shocks,

such as fluctuations in global oil prices, which can impact the council's revenue and

expenditure.

2. Infrastructure Deficits: The council faces significant infrastructure deficits,

including inadequate roads, water supply, and electricity, which can hinder economic

growth and development.

3. Security Concerns: The council operates in a region with security concerns,

including kidnapping and armed robbery, which can impact investor confidence and

economic activity.

Potential Strategies:

1. Public-Private Partnerships (PPPs): The council can explore PPPs to access

funding and expertise for infrastructure development and service delivery.

2. Revenue Diversification: The council can diversify its revenue streams to reduce

dependence on federal allocations and improve financial sustainability.

3. Community Engagement: The council can engage with local communities to

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understand their needs and priorities and develop targeted interventions to address

them.

Potential Outcomes:

1. Improved Service Delivery: The council can improve service delivery in areas

like healthcare, education, and infrastructure, enhancing the quality of life for

residents.

2. Economic Growth: The council can drive economic growth by supporting

entrepreneurship, innovation, and job creation.

3. Increased Transparency: The council can enhance transparency and

accountability in its operations, reducing the risk of corruption and improving public

trust.

Overall, the future of the Ado-Odo/Ota Local Government Council is closely tied

to the performance of the Nigerian economy. By leveraging opportunities, addressing

challenges, and developing effective strategies, the council can improve service

delivery, drive economic growth, and enhance transparency and accountability.

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 CHAPTER FOUR

4.0 THE RELEVANCE OF INDUSTRIAL TRAINING TO COURSE OF

STUDY

 Public Relations: As a Mass Communication student, I can apply theoretical

concepts of public relations, such as crisis communication, media relations, and

community engagement, in a real-world setting.

 Communication Strategies: I can develop and implement communication

strategies to promote the council’s programs and activities, applying theoretical

concepts of persuasion, audience analysis, and message design.

 Media Production: I can produce media content, such as press releases,

newsletters, and social media posts, to communicate the council’s messages to

various audiences.

 Writing and Editing: I can develop my writing and editing skills by producing

media content, reports, and other documents.

 Communication and Interpersonal Skills: I can improve my communication

and interpersonal skills by interacting with council staff, stakeholders, and

community members.

 Problem-Solving and Critical Thinking: I can develop my problem-solving and

critical thinking skills by analyzing communication challenges and developing

effective solutions.

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 Crisis Communication: I can observe and participate in crisis communication

efforts, such as managing media inquiries, crafting press statements, and

coordinating community responses.

 Community Engagement: I can participate in community engagement activities,

such as town hall meetings, public forums, and stakeholder consultations.

 Media Relations: I can observe and participate in media relations efforts, such as

pitching stories, managing media inquiries, and coordinating press conferences.

 Professional Connections: I can establish professional connections with

commission staff, stakeholders, and community members, potentially leading to

job opportunities or mentorship.

 Industry Insights: I can gain industry insights and stay updated on the latest

trends and best practices in Mass Communication.

 Practical Experience: I can gain practical experience in Mass Communication,

making me a more attractive candidate to potential employers.

 Skill Development: I can develop a range of skills, including writing, editing,

communication, and problem-solving, which are valuable in the Mass

Communication industry.

 Professional Certification: I can potentially earn professional certification or

recognition, such as a certificate of completion or a letter of recommendation,

which can enhance my employability.

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 CHAPTER FIVE

5.1 CONCLUSION

In conclusion, the Ado-Odo/Ota Local Government Council plays a vital role in

promoting the social, economic, and cultural development of its residents. With its

rich history, diverse economy, and strategic location, the council has the potential to

drive growth and prosperity in Ogun State.

1. Economic Potential: The council has a diverse economy with opportunities for

growth in sectors like agriculture, manufacturing, and tourism.

2. Infrastructure Development: Investing in infrastructure, such as roads, bridges,

and public transportation, can improve connectivity and facilitate economic growth.

3. Human Capital Development: Developing the skills and capacities of residents

can drive entrepreneurship, innovation, and job creation.

4. Good Governance: Enhancing transparency, accountability, and community

engagement can improve service delivery and public trust.

The Ado-Odo/Ota Local Government Council has the potential to become a model for

effective local governance in Nigeria. By leveraging its economic potential, investing

in infrastructure and human capital development, and promoting good governance, the

council can drive growth, prosperity, and improved living standards for its residents.

5.2 RECOMMENDATIONS

1. Public-Private Partnerships: Explore PPPs to access funding and expertise for

infrastructure development and service delivery.

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2. Revenue Diversification: Diversify revenue streams to reduce dependence on

federal allocations and improve financial sustainability.

3. Community Engagement: Engage with local communities to understand their

needs and priorities and develop targeted interventions.

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