Independent National Electoral Commission: Inec Strategic Plan 2017-2021

INDEPENDENT NATIONAL ELECTORAL COMMISSION
CONSOLIDATING FREE, FAIR AND CREDIBLE ELECTIONS IN NIGERIA
INEC STRATEGIC PLAN 2017-2021
© Independent National Electoral Commission (INEC)

2017
TABLE OF CONTENTS
FOREWORD ................................................................................................................................................ 2
ACKNOWLEDGEMENTS .......................................................................................................................... 4
LIST OF ABBREVIATIONS ....................................................................................................................... 5
EXECUTIVE SUMMARY .......................................................................................................................... 7
SECTION ONE .......................................................................................................................................... 10
INTRODUCTION ...................................................................................................................................... 10
1.1 Background ....................................................................................................................................... 10
1.2 Vision ................................................................................................................................................ 11
1.3 Mission.............................................................................................................................................. 11
1.4 Values ............................................................................................................................................... 11
1.5 Purpose of the Strategic Plan ............................................................................................................ 11
1.6 Strategy Development Process.......................................................................................................... 12
SECTION TWO...................................................................................................................................... 13
REVIEW OF INEC 2012 – 2016 STRATEGIC PLAN ......................................................................... 13
SECTION THREE ...................................................................................................................................... 18
STRATEGIC PRIORITIES FOR THE 2017 – 2021 PLAN ...................................................................... 18
3.1 Strategic Objectives .......................................................................................................................... 18
3.2 Key Actions and Outcomes .............................................................................................................. 18
3.3 Consolidating the Conduct of Free, Fair and Credible Elections...................................................... 23
SECTION FOUR ........................................................................................................................................ 25
STRUCTURE AND ORGANISATIONAL IMPLICATIONS .................................................................. 25
4.1 Structure ...................................................................................................................................... 25
4.2 Organisational Implications ........................................................................................................ 25
4.3 Human Resource and Organisational Development .................................................................. 26
4. 4 Resource Mobilisation and Financial Management .................................................................... 26
4.5 Communication ........................................................................................................................... 27
4.6 Electoral Institute ........................................................................................................................ 27
4.7 Information Technology ............................................................................................................. 27
4.8 Documentation .................................................................................................................................. 27
SECTION FIVE .......................................................................................................................................... 28
INEC: Making your vote count; consolidating our democracy 1

CONTEXTUALIZING THE PLAN........................................................................................................... 28
5.1 Historical Context ............................................................................................................................. 28
5.2 International Context ........................................................................................................................ 29
5.3 National Context ............................................................................................................................... 29
5.3.1 Introduction ................................................................................................................................ 29
5.3.2 Political Context......................................................................................................................... 30
5.3.3 Economic Context ...................................................................................................................... 30
5.3.4 Social Context ............................................................................................................................ 31
5.3.5 Technological Context ............................................................................................................... 31
SECTION SIX ............................................................................................................................................ 32
ORGANISATIONAL ASSESSMENT....................................................................................................... 32
6.1 Historical Review of Electoral Commissions in Nigeria .................................................................. 32
6.2 Reforms of 2010 - 2015 .................................................................................................................... 33
6. 3 Key Challenges and Opportunities ............................................................................................. 38
6. 4 Stakeholder Analysis and Strategic Choices .............................................................................. 40
Table 7.1 Monitoring and Evaluation Framework for INEC Strategic Plan .............................. 42
OBJECTIVES ..................................................................................................................................... 42
OBJECTIVELY VERIFIABLE INDICATORS ................................................................................. 42
(OVI) ................................................................................................................................................... 42
MEANS OF VERIFICATION ........................................................................................................... 42
(MOV) ................................................................................................................................................. 42
ASSUMPTIONS.................................................................................................................................. 42

FOREWORD
The 2012-2016 INEC Strategic Plan and Strategic Programme of Action were developed after the
conduct of 2011 General Elections, to provide the needed strategic direction for the Commission’s
programmes and activities for the next Electoral Cycle. The Plan, which had five strategic
objectives, was implemented through the various activities contained in the Strategic Programmes
of Action. The success of 2015 General Elections is, to an appreciable extent, attributable to the
diligent implementation of the Plan. Certain innovations in the electoral process were traceable to
the plan. For example, Election Project Plan (EPP), which identified and arranged series of
activities needed to deliver successful elections was a product of this plan. Its report has been
published and made available to the public. In addition, Election Management System (EMS)
designed to drive the implementation of the EPP was also instrumental to the success of the
General Elections and, by extension, the Strategic Plan. Other innovations that arose out of the
implementation of the Plan, such as the use of Smart Card Reader, Electronic Collation and
transmission of results, Electoral Risk Management (ERM) and Election Operations Support
Centre (EOSC) equally point to its success.
The 2017-2021 Plan seeks to build on the successes of the preceding Plan to consolidate the
conduct of free, fair and credible elections in Nigeria. It prioritizes the strengthening of INEC as
an organization by improving how we do things, focusing on re-orientation of staff, promoting
professionalism and co-operation among the departments, improving mobilisation and efficient
utilisation of resources, deployment and use of innovative ideas and systems, as well as ensuring
measured application of technology.
The preparation of 2017 – 2021 INEC Strategic Plan involved a thorough review of the previous
plan, extensive deliberations at various levels of the Commission, lesson learning, as well as broad
consultations and buy-ins within and outside the Commission. The current Plan, like its
predecessor, benefited from the active participation of INEC field offices, and a broad spectrum
of stakeholders in the political and electoral processes. Recognizing critical gaps, challenges and
uncompleted actions in the last plan, the 2017-2021 Strategic Plan and Strategic Programme of
Action have identified key areas of focus needed to deepen and reinforce the Commission’s
commitment to free, fair and credible elections. The strategic objectives contained in the Plan were
carefully formulated to further strengthen the Commission’s capacity to plan for and conduct
elections, to deepen its institutional capacity, as well as manage the entire electoral process in a
professional, accountable and sustainable way.
I wish to commend the Chairman and Members of the Strategic Plan Committee for producing a
broad instrument that will help INEC not only to conduct the 2019 General Elections, but also to
provide a wide range of electoral services to the electorate up to 2021.
Prof. Mahmood Yakubu,

Chairman, Independent National Electoral Commission,
January 2017

ACKNOWLEDGEMENTS
The development of 2017-2021 INEC Strategic Plan and Programme of Action is the culmination
of several months of collaborative work. The Commission is grateful to its numerous partners,
electoral stakeholders and staff who variously contributed to the actualization of this project.
The process of developing the plan received both financial and technical support from the
International Foundation for Electoral Systems (IFES). We specially thank the IFES Nigeria Chief
of Party, Mr. Shalva Kipshidze and his team for working with the Commission throughout the
development of this Strategic Plan. The Commission values our longstanding collaboration
greatly.
We also thank the Lead Consultant who worked with us in developing the plan, Dr. Otive Igbuzor,
for his enormous contribution toward ensuring the successful completion of the process.
Many partners and stakeholders participated in the review of the previous plan and in the
development and validation of the present one. The Commission would like to thank Distinguished
and Honourable members of the National Assembly, leaders of political parties, civil society
organizations, officers and men of the security agencies, and other stakeholders of the Nigerian
electoral process, for their collaborative support and contributions toward the validation of the
Strategic Plan. We also look forward to their support and collaboration as we implement the plan
over the next five years.
Commissioners and staff of INEC worked tirelessly together to develop this Strategic Plan. This
is a testimony of a collective commitment to INEC as an organization and to a common ownership
of this Plan. Members of the Strategic Plan Review Committee and the Strategic Plan Committee,
who worked diligently for months to bring this Plan to fruition deserve credit. Here the Committee
Chairman, Prof. Okechukwu Ibeanu, and AVM Ahmed Tijjani Mu’azu, who stood in for him when
he was on another assignment deserve special mention. The staff of the Offices of the Commission
in the Headquarters, the 36 States and the Federal Capital Territory of Abuja are appreciated for
their participation in evaluating the previous plan, developing the Strategic Plan of Action and in
the strategic plan retreats organized in the course of developing this Plan.

LIST OF ABBREVIATIONS
ATR-African Traditional Religion

CBN – Central Bank of Nigeria
CD- Community Development
CSOs- Civil Society Organisations
CVR-Continuous Voter Registration
DFID- UK Department for International Development
ECN-Electoral Commission of Nigeria
ECOWAS- Economic Community of West African States
EDL- Election Day Logistics
EDP-Election Day Procurement
EDS-Election Day Support
EDT- Election Day Training
EMB-Election Management Body
EMS- Election Management System
EPP- Election Project Plan
EO- Electoral Officer
ERM- Election Risk Management
ESM- Election Staff Management
FBO – Faith-based Organisation
FCT – Federal Capital Territory
FEC- Federal Electoral Commission
FEDECO- Federal Electoral Commission
GSM- Global System for Mobile Communication
ICCC- INEC Citizens Contact Centre
ICCES – Inter-Agency Consultative Committee on Election Security

ICT-Information and Communications Technology
IFES-International Foundation for Electoral Systems
INEC-Independent National Electoral Commission
LGA- Local Government Area
MoU- Memorandum of Understanding
MoV- Means of Verification
NEC- National Electoral Commission
NECON- National Electoral Commission of Nigeria
NOA- National Orientation Agency
NYSC – National Youth Service Corps
OCV – Out of Country Voting
OVI- Objectively Verifiable Indicators
PPM- Political Party and Candidate Management
PVC – Permanent Voters Card
RACs- Registration Area Centres
RAO- Registration Area Officer
RECs – Resident Electoral Commissioners
SIEC- State Independent Electoral Commission
TEI-The Electoral Institute
TI- Transparency International
UNDP-United Nations Development Programme
WAN- Wide Area Network

EXECUTIVE SUMMARY
The vision of INEC is to be one of the best Election Management bodies in the world and to meet
the aspirations of Nigerian people. The mission of INEC is to serve as an Independent and effective
EMB committed to the conduct of free, fair and credible elections for sustainable democracy in
Nigeria. INEC shall be guided by the following values in the performance of its duties: autonomy,
transparency, integrity, credibility, impartiality, dedication, equity, excellence and teamwork.
This strategic plan was developed following a comprehensive review of the Strategic Plan 2012-
2016. It is a blueprint designed to help the Commission to develop a pragmatic roadmap that will
serve as a practical guide for its work in the next five years. The process of developing the strategy
included a comprehensive review of the previous plan, extensive engagement with, and retreat by
staff of the Commission, as well as stakeholder validation conference and approval by the
Commission.
Election is a significant pre-condition for modern democratic societies. For elections to be

meaningful and credible, they need to be periodic, competitive, definite and inclusive, in an
atmosphere where citizens can participate actively. In addition, election should be conducted in a
proficient manner in an environment of political goodwill devoid of chaos. This plan was
formulated to address both technical and political issues.
Nigeria operates in a unique national context with its large landmass of about 923,768 square
kilometers and a population of 140, 431,790 according to the 2006 population census and an
estimated population of over 182 million in 2016. Out of the 56 years of post-independence
Nigeria, the military ruled for about 30 years. Since Nigeria’s return to civil rule in 1999, general
elections have been held in 1999, 2003, 2007, 2011 and 2015. While it is generally acknowledged
that there was a progressive degeneration in the outcome of elections from 1999 to 2007, local and
international observers adjudged the 2011 elections as free, fair and credible. The gains of the 2011
elections were consolidated in the 2015 elections, which resulted in the peaceful alternation of
power between the ruling and opposition political parties for the first time in Nigeria’s political
history.
Nigeria’s socio-economic and development indices are very low and poverty level has remained
high despite huge earnings from crude oil over the years. In 2016, the country slipped into
economic recession. Transparency International has consistently rated Nigeria among the most
corrupt countries in the world.
There has been six election management bodies in Nigeria since 1959, namely Electoral
Commission of Nigeria (ECN) from1959 to 1964; Federal Electoral Commission (FEC) from 1964
to 1966; Federal Electoral Commission (FEDECO) from 1979 to 1983); National Electoral
Commission (NEC) from 1987 to 1993; National Electoral Commission of Nigeria (NECON) from
1996 to 1998; and Independent National Electoral Commission (INEC) from 1998 to date.

Since its creation in 1998, INEC has exhibited some strength that enabled it to effectively function
as an Election Management Body (EMB) in the conduct of 1999, 2003, 2007, 2011 and 2015
elections. Its powers are derived from the constitution and it has financial autonomy. With 812
offices countrywide, the Commission has national spread, credible leadership, experienced staff
and reliable IT infrastructure. Significant reforms were implemented between 2010 and 2015,
especially in the areas of electoral structural and organizational reforms and improved election
administration.
A review of the 2012-2016 Strategic Plan indicated high level of performance, improvement of
principal business areas, deployment of innovative tools and improvement of Election Day
logistics. There are, however, certain noticeable constraints, including the challenges of securing
security during elections, ability to effectively monitor and regulate internal operations, capacity
to effectively monitor the activities of the registered political parties, including campaign
expenditure, as well as the prosecution of electoral offences to serve as effective deterrent.
Despite these constraints, there is an opportunity for the Commission to leverage on the
international and national contexts that favour democracy, long years of experience of staff
members and the pool of technical and financial support from development partners. It is also
expected that the recent change in government and the policy of transparency and accountability
of public officials would be favourable to the work of the Commission.
In line with the contextual analysis, vision and mission of INEC, the strategic objectives are:
1. To provide electoral operations, systems and infrastructure to support delivery of free, fair
and credible elections;
2. To improve voter education, training and research;
3. To register political parties and monitor their operations;
4. To interact nationally and internationally with relevant stakeholders;
5. To strengthen INEC for sustained conduct of free, fair and credible elections.
There are clear organisational implications for the effective implementation of this strategic plan.
The Commission will provide strategic leadership and policy direction for the entire work of INEC
as an organization. The management of INEC and the electoral process shall continue to be a joint
responsibility of the Commission and its Staff. The office of the Chairman of the Commission will
be responsible for the coordination of the implementation of the Strategic Plan, while the
Commission will ensure that a comprehensive work plan emanates from the strategy, incorporating
an election project plan. During the implementation of this strategic plan, priority will be given to
human resource and organisational development. Attention will be focused on re-orientation,
change management, promotion of co-operation among the departments based on
complementarity, interconnectedness and synergy, mobilisation and effective utilisation of
resources, deployment and use of improved tools and systems and continued application of
technology. Training, capacity building and technical support will be provided to facilitate regular
deployment and use of ICT in the work of the Commission.

Furthermore, budget planning and execution will be improved as the Commission explores funding
possibilities beyond traditional sources from government and development partners. It will also
design engagement programme with relevant Ministries, Departments and Agencies, especially
the Ministry for Finance, the Budget Office and Bureau of Public Procurement, to appraise these
institutions of the peculiarities of its operations and challenges. During the Plan period, the
Commission will fully activate the INEC Fund.
The quality of internal and external communication will be improved by enhancing coordination
among the departments of the Commission and between the Headquarters, State and LGAs offices,
as well as between the Commission and other stakeholders in the electoral process. Special
attention will be given to the deployment and use of ICT and new media platforms in
communication. The Electoral Institute, a semi-autonomous unit with a Governing Board, which
is responsible for research, training and publications of electoral matters, will be strengthened to
document research reports on elections. The quality of documentation in the Commission will be
improved across board and the capacity of staff to document the activities, trends and issues in the
Commission will be reinforced.
A key step towards building trust and ensuring effectiveness, credibility and accountability of the
INEC Strategic Plan, is the development of a monitoring and evaluation (M and E) framework.
The long-term impact will be the consolidation of free, fair and credible elections with the
Commission operationalising the monitoring and evaluation framework through routine data
collection, survey, progress monitoring, management review, stakeholder meetings and annual
reviews.

SECTION ONE
INTRODUCTION
1.1 Background
The Independent National Electoral Commission (INEC) is Nigeria’s national Election
Management Body (EMB) established in both the Nigerian Constitution of 1999 and the Electoral
Act 2010. In 2012, INEC prepared a strategic plan as a roadmap to guide its activities from 2012-
2016. In 2016, the Commission embarked on a review of the Plan and the development of a new
one, a process that culminated in the present INEC Strategic Plan 2017 – 2021.
INEC is composed of a Chairman, who is the Chief Electoral Commissioner of the Federation, 12
members known as National Electoral Commissioners and 37 Resident Electoral Commissioners
who head the offices of the Commission in the 36 States of the Federation and the Federal Capital
Territory. The bureaucracy consists of a Secretary, Directors and other Directing Staff, with over
16,000 staff at the national, state and local government offices. In addition to these offices, there
are 8,909 electoral Wards and 119,973 Polling Units countrywide. The organisational structure at
the Headquarters comprises of 9 Departments and 10 Directorates, which are sub-divided into a
number of Divisions and Units, while in the state offices, there are seven departments with heads
of department who report to Administrative Secretaries. The Local Government offices of the
Commission are headed by Electoral officers.
Moreover, there is The Electoral Institute (TEI), which is the training, research and documentation
arm of the Commission. These departments, directorates and units are supervised by standing
committees of the commission. The Constitution grants the Commission independence in
appointments, promotions and discipline, specifying that in the ‘exercise of its powers to make
appointments, or to exercise disciplinary control over persons, it shall not be subject to the
direction or control of any other authority or person’ (158[1]).
The powers and functions of INEC are specified in the Constitution of the Federal Republic of
Nigeria, 1999 (as amended) and the Electoral Act 2010 (as amended). Paragraphs 14 (1&2) and
15 (a-c) of the Third Schedule 226 (1-3) of the 1999 Constitution (as amended) specify the
establishment, powers, and composition of the Commission. Sections 1, 2 (a-c), 3, 4, 6, 7, 8, 25,
33 and 87, and similar other sections of the Electoral Act 2010 (as amended) also specified some
of these powers in relation to establishment, control over funds, as well as supervision and
monitoring of political parties. These powers and functions are as follows:
a. Organizing, undertaking and supervising all elections to the offices of the President and
Vice-President, the Governor and Deputy Governor of a state, and to the membership of
the Senate, the House of Representatives and the House of Assembly of each State of the
Federation; as well as the Chairman and Councilors of FCT Area Councils;
b. Registering political parties in accordance with the provisions of the Constitution and an
Act of the National Assembly;
c. Monitoring the organization and operation of political parties, including their finances;
d. Arranging for the annual examination and auditing for the funds and accounts of political
parties and publishing a report on such examination and audit for public information;
e. Arranging and conducting the registration of persons qualified to vote and preparing,
maintaining and revising the register of voters for the purpose of any election;
f. Promote knowledge of sound democratic election processes;

g. Monitoring political campaigns and providing rules and regulations which shall govern the
political parties;
h. Ensuring that all Electoral Commissioners, Electoral and Returning Officers take and sub
scribe to the oath of the Office prescribed by law;
i. Delegating any of its powers to any Resident Electoral Commissioner(s);
j. Carrying out such other functions as may be conferred upon it by an Act of the National
Assembly;
k. Delimiting Constituencies at intervals of not less than ten years;
l. Conducting referenda for recall of State Houses of Assembly (SHA) or National Assembly
(NASS) or any other referendum; and
m. Conducting Civic and Voter Education.
1.2 Vision
The vision of INEC is to be one of the best Election Management bodies in the world and to
meet the aspirations of Nigerian people.
1.3 Mission
The mission of INEC is to serve as an Independent and effective EMB committed to the conduct
of free, fair and credible elections for sustainable democracy in Nigeria.
1.4 Values
INEC shall be guided by the following values in the performance of its duties:
 Autonomy: INEC shall carry out all its functions independently, free from external control
and influence.
 Transparency: INEC shall display openness and transparency in all its activities and in its
relationship with all stakeholders.
 Integrity: INEC shall maintain truthfulness and honesty in all its dealings at all times
 Credibility: INEC shall ensure that all its actions inspire confidence at all times.
 Impartiality: INEC shall ensure the creation of a level playing field for all political actors.
 Dedication: INEC shall be committed to providing quality electoral services efficiently
and effectively, guided by best international practice and standards.
 Equity: INEC shall ensure fairness and justice in dealing with all stakeholders.
 Excellence: INEC shall be committed to the promotion of merit and professionalism as the
basis for all its actions.
 Teamwork: INEC shall create a conducive environment that promotes teamwork among
its staff at all levels.
1.5 Purpose of the Strategic Plan

This strategic plan was developed following a comprehensive review of the INEC Strategic Plan,
2012-2016. It is a practical, action-oriented blueprint developed to guide the Commission’s from
2017-2021. The purpose of the strategy is to:

 Provide a strategic direction for INEC and the actions to achieve its mandate within the
international and national context of its operations;
 Propose what needs to be done by the organization to achieve its mandate following a
review of the previous strategic plan;
 Provide a framework and focus for improvement within the Commission as a whole;
 Optimise the Commission’s organizational systems and structures;
 Provide guidance to managers for day-to-day decisions;
 Provide a monitoring and evaluation framework for measurement of the performance of
the Commission;
 Create a sense of common ownership of the work of INEC among staff and
Commissioners.
1.6 Strategy Development Process

The process of developing this strategy was guided by the need for ownership of the process by
staff of INEC and engagement with key stakeholders. The process started with a review of INEC
Strategic Plan 2012-2016. In September 2016, the Commission set up the 2012-2016 INEC
Strategic Plan Review Committee to undertake a comprehensive review of the 2012-2016 Strategic
Plan among other terms of reference.
The Commission held a National Commissioners’ retreat and Strategic Plan review retreat in
Lagos From 15-19 January 2017, attended by the Chairman, National Commissioners, Resident
Electoral Commissioners, as well as management and staff from National and State offices
countrywide. At the retreat, the Commission reflected on its operations over the years and
considered the report of the review of INEC Strategic Plan (2012-2016).
The retreat also reviewed the vision, mission and values of the Commission and reflected on the
external and internal contexts under which it operates. Again the retreat conducted a
comprehensive review of the Strategic Programme of Action (2012-2016) by identifying
actions/activities that were fully accomplished, partially accomplished and those that were not
accomplished. This is with a view to determining actions/activities to be carried over into the 2017-
2021 strategic plan period.
To ensure the ownership and facilitate implantation and implementation of the new strategic plan,
a retreat was organized in the six geopolitical zones of the country on 14 February 2017 to engage
with, and harness the input of INEC staff in the state and LGA offices countrywide.
The Commission subsequently approved the draft strategy for validation by stakeholders in March
2017. Participants at the validation meeting include, representations from the Executive and
Legislative branches, as well as representatives of political parties, Civil Society Organizations,
security agencies, development partners and members of SIECs. Following the validation, the
Commission subsequently reviewed and approved the INEC Strategic Plan 2017 – 2021 for
implementation.

SECTION TWO
REVIEW OF THE INEC 2012 – 2016 STRATEGIC PLAN
2.1 Introduction
INEC prepared a Strategic plan to guide its operations from 2012-2016. The Strategic Plan was
guided by five strategic objectives:
1. To provide electoral operations, systems and infrastructure to support delivery of free, fair and
credible elections;
5. To re-organise and reposition INEC for sustained conduct of free, fair and credible elections.
INEC recorded a relatively high performance level in its 2012 – 2016 strategic plan, as measured
by the implementation of its Strategic Programme of Action. These are specific actions to be
carried out in actualizing the strategic plan. During the period, the Commission carried out over
4000 activities classified as pre-election, election and post-election tasks in the electoral cycle
spread across seven functional areas designated as “principal business areas” namely: Election
Day Logistics (EDL); Election Staff Management (ESM); Political Party and Candidate
Management (PPM); Election Day Training (EDT); Election Day Procurement (EDP); Continuous
Voter Registration (CVR); and Election Day Support (EDS). The level of implementation of
strategic programme of action as captured in the strategic plan is summarized in Figure 1. The
chart shows that the Commission fully or partially implemented 76 percent of planned activities
during the plan period.

Figure 1: Level of performance of the Strategic Programme of Action as
analyzed during the january 2017 INEC Stretegic Retreat
24%
F
P
54% N
22%
KEY:
Full completion (F) - 185
Partial completion (P) - 75
Not implemented (N) - 82
Total number of activities - 342
2.2 Free, fair and credible elections

In order to “provide electoral operations, systems and infrastructure to support delivery of free,
fair and credible elections”, the Commission implemented 96 of the 102 activities listed for the
execution of the first objective. The Commission produced a draft amendment to the Constitution
and Electoral Act to strengthen its capacity to deliver free, fair and credible elections. However,
the bill was passed by the National Assembly too close to the 2015 general elections to allow the
Commission to implement during the planning process. Even then the amendment did not contain
key provisions proposed by the Commission such as Out of Country Voting (OCV), power of
INEC to disqualify candidates who do not meet criteria for elections, provisions on constituency
delimitation, etc. The Constitution is also yet to be amended to grant INEC necessary operational
independence and power to discharge its responsibilities. The Commission also carried out
Continuous Voters’ Registration, deployment of card readers for authentication of voters,
established an Alternative Dispute Resolution mechanism, conducted Edo and Ondo elections in
2012, FCT and Anambra elections in 2013, Osun and Ekiti elections in 2014, the general elections
as well as Kogi and Bayelsa elections in 2015, Edo and Ondo elections in 2016, Rivers State
legislative rerun elections in 2016. The major activities that were not executed include
implementation of Out of Country Voting, provision of infrastructure like specialized cubicles and
assistive tactile devices for the physically challenged voters and reconfiguration of Polling Units
(PUs).
The introduction of card reader led to the execution of the 2015 general elections that was adjudged
to be more credible than previous elections. However, there were challenges in the deployment of
Smart Card Readers in some places where card readers failed to read fingerprints. In terms of

accreditation and voting, there was also increase, over 2011 figures, in the number of voters who
did not vote even though they had been accredited. INEC considered this a serious problem, and
decided to implement simultaneous accreditation and voting system, starting with the Ondo
elections in 2016.
There was marked improvement in Election Day logistics due to deployment of innovative tools
such as Election Management System, the Election Project Plan and the Election Plan and the
Election Risk Management tool. However, there were few cases where Registration Area Centres
(RACs) were not fully activated and delays in distribution of materials. But there was significant
improvement in the subsequent state governorship elections due to efficient implementation of the
innovative tools.
2.3 Voter education
In order to deliver on the second objective, which deals with “voter education, training and
research”, INEC wholly or partially, executed 46 out of the 50 activities listed in the plan. The
Commission carried out voter education programmes and campaigns utilizing ICT tools in
collaboration with GSM service providers and select media organizations. It also carried out
campaigns physically in secondary and tertiary education institutions and established the INEC
Citizen Contact Center (ICCC). Observers and monitors were trained on election monitoring. The
main challenges involved funding and delayed approval of some activities that were not carried
out. The sensitization programs however produced mixed result as elections conducted by the
Commission during the period witnessed low voter turnout in some instances and high proportion
of voided votes. The current tools and methods used by the Commission to carry out voter
education, therefore, need to be interrogated. A more stakeholder-based approach should be
adopted.
2.4 Political parties
In implementing the objective to “register political parties and monitor their operations”, INEC
reviewed guidelines for registration and deregistration of political parties. In line with Section 78
(7) (ii) of the Electoral Act, INEC registered at least 18 political parties and de-registered 28
political parties for not meeting the requirements of the law. However, following judgments by the
courts, two of the de-registered political parties were reinstated in 2013, while another three were
reinstated in 2015. The failure to enact proposed amendments to the Constitution and Electoral
Act in time for the Commission to plan for the elections constrained the Commission’s capacity to
effectively monitor party affairs especially campaign financing and internal democracy in the
political parties.
2.5 National and international stakeholders
In its fourth objective, INEC proposed to “to interact nationally and internationally with relevant
stakeholders”. The Commission conducted workshops,, study tours and knowledge sharing with
other EMBs. It also collaborated with development partners, traditional rulers, Community Based
Organisations (CBOs) and security agencies through the Inter-Agency Consultative Committee on
Election Security (ICCES). INEC’s engagement activities enhanced the credibility of elections
during the period, as civil society groups publicly expressed a sense of inclusiveness in the decision

making process. Some of the challenges include inter-departmental conflict in the implementation
of some activities listed under this objective.
2.6 Reorganization of INEC
The last objective in the plan aims “to reorganize and reposition INEC for successful conduct of
free, fair and credible elections”. In this regard the Commission was restructured into 9
departments from the original 26, to remove overlap of administrative functions. The Commission
equally re-organised The Electoral Institute (TEI) and expanded its training programme. It also
established the INEC Citizen Contact Center (ICCC).
Some of the challenges observed in the implementation of this objective include funding of some
of the planned activities, lack of collaboration between lead and supporting departments in the
execution of some tasks and delayed approval for some of the activities. It is recommended that
the Commission should carry out change management programme to ensure effective
implementation of re-organisation and synergy among departments.
Overall, strategic issues arising from the implementation of the plan include INEC’s limited
control in the implementation of some aspects of the plan. For instance, INEC’s lack of control
over the process of legislation placed absolute constraint over its ability to implement activities
and programmes in the plan that are tied to the proposed amendment of the law. Similarly, INEC
has been constrained by multiple court judgments, which have significantly undermined its
capacity to effectively execute some aspects of its plan. Security challenges constrained the work
of the Commission. These constraints produced major gaps in INEC’s performance that include
inability of the Commission to effectively monitor and regulate internal operations, including
campaign finance, of political parties. INEC is also constrained in the prosecution of electoral
offences to serve as effective deterrent.
It is observed that key success factors include development of Strategic Programme of Action
arising from the Strategic Plan, development of tools for implementation of the Strategic Plan such
as the Election Management System (EMS), Election Project Plan and the Election Risk
Management (ERM) tool, strong technical support to the office of the Chairman, supported by a
pool of advisers.
However, opportunities that currently exist for the Commission include current international and
national contexts which favour democracy, long years of experience by Commission staff in
conducting elections and the pool of technical and financial support from development partners,
which the Commission leveraged in the implementation of the strategic plan. Other opportunities
exist in the experience the Commission has gained in dealing with security, logistics, operations
and technology. It is also expected that the recent change in government and the policy of
transparency and accountability of public officials would be favourable to the work of the
Commission.
2.7 Recommendations
The review recommended that the Commission should:
1. Continue advocacy for improving the constitutional and legal framework for the conduct
of free, fair and credible elections;

2. Conduct voter education on regular basis instead of waiting for election periods;
3. Strengthen the existing election delivery systems, while building new ones;
4. Revisit its process of recruitment of ad hoc staff by creating a database and fully deploying
an online recruitment system;
5. Review the process of registration, voting and distribution of Permanent Voters Cards to
make them more voter-friendly;
6. Seek more effective ways to curb impunity in the electoral process, monitor political
parties, including the enforcement of limits on party financial contributions and
expenditure, as well as prosecute election offenders;
7. Explore varied means of funding its operations, improve its budgetary processes,
streamline its operations to make them more cost effective, use staff more efficiently and
promote departmental co-operation and synergy;
8. Institute change management after development of the 2017-2021 INEC Strategic Plan.

SECTION THREE
PRIORITIES FOR THE 2017 – 2021 STRATEGIC PLAN
3.1 Strategic Objectives

In line with our contextual analysis, vision and mission, the strategic objectives are:
1. To provide electoral operations, systems and infrastructure to support the delivery of free,
fair and credible elections;
5. To strengthen INEC for sustained conduct of free, fair and credible elections.
3.2 Key Actions and Outcomes

Strategic Objective One: To provide electoral operations, systems and infrastructure to support
the delivery of free, fair and credible elections
Key Actions
 Formulate and implement Election Project Plan (EPP);

 Constitutional and Legal framework for the conduct of free, fair and credible election;
 Ensure that the voter register is accurate and regularly updated, including issue of transfers
of Voters;
 Improve ICT deployment and utilization;
 Activation and application of GIS to Electoral Activities;
 Establish an effective and transparent election complaint and dispute resolution

mechanism;
 Improve electoral processes, procedures and systems;
 Provide infrastructure to support the delivery of free, fair and credible elections.
 Plan new activities for the 2019 General Elections, including Out-of-Country Voting
(OCV), Early and Special Voting;
 Develop database, analyse and process information on election results and electoral
activities to aid decision making;
 Plan for election logistics, transportation, and implement reverse logistics;
 Prepare for retrieval & storage of election materials;
 Review of Electoral Forms and materials.

Key Outcomes
 Institutionalization of Election Planning;

 Constitutional and legal framework that provides for adequate time for preparation of
elections; electoral offences tribunal; enhance internal democracy of political parties; how
political parties can get on the ballot and gives power to INEC to prosecute electoral
offenders;
 Constitutional framework that allows INEC to be independent, including in its finances;
 Constitutional framework that allows for electronic voting and out-of-country voting
(OCV);
 Comprehensive Register of Voters that is accurate and updated regularly;
 Register of Voters with minimal data published on website;
 Effective ICT deployment and utilization in all stages of the electoral process, including
testing and certifying equipment prior to supply and deployment, software training for
staff, video recording of all collation centres, IT based transmission of election results and
publication of election results on the Commission’s website;
 Effective election complaint and dispute resolution mechanism set up and functioning
properly with administrative complaint desk using Alternative Dispute Resolution
mechanism;
 Identification and description of boundaries of RAs, Location and Review of PUs, RACs,
Super RACs, Collation Centres and new settlements;
 Development of Standard Operating Procedure for recruitment and deployment of electoral
officials, and development of database for election officials;
 Improved infrastructure to support free, fair and credible elections;
 Improved election logistics and management for all Elections;
 Election workers and others to vote and new devices to enable people with visual
challenges to vote without assistance in the 2019 elections;
 Develop a database for archiving election results and other electoral activities;
 Improved retrieval of election materials after elections for documentation purposes;
 Provision of adequate storage facilities;
 Revised electoral forms for documentation of materials.
Strategic Objective Two: To improve voter education, training and research
Key Actions
 Formulate and implement gender responsive voter education programme;

 Formulate and implement training programme;
 Formulate and implement a research agenda;
 Institutionalise the National inter-agency committee on Voter Education;
 Institutionalise and strengthen the NYSC Voter Education Community Development (CD)
Groups in each State and Local Government (INEC-NYSC Ambassadors);
 Formulate and implement policies to ensure participation of marginalised groups including

persons living with disability as well as Out of Country Voting (OCV);

 Professionalise Election Personnel Training;
 Entrench democracy and conduct of credible elections;
 Formulate and implement a research agenda.
Key Outcomes
 Strategies for improving voter education including voter education in school curriculum,
early production of voter education materials including e-materials, advocacy and
partnership with stakeholders;
 Conduct of training needs assessment and training programmes with a clear training
calendar for all categories of staff and stakeholders;
 Developed civic education curriculum for primary and secondary schools and general
studies for tertiary institutions;
 A research agenda based on the experience of the country on election management;
 Re-organised and refocused Electoral Institute;
 Publications and database on electoral issues in Nigeria;
 Increased voter turnout during elections;
 Policies on the participation of marginalized groups in the electoral process;
 Improved collaboration with service providers;
 Improved professional capacity in the workforce;
 Enhanced credible elections.
Strategic Objective Three: To register political parties and monitor their operations
Key Actions
 Register Political Parties;

 Monitor the nomination of candidates;
 Monitor the finances of political parties;
 Monitor campaigns;
 Tracking of campaign finances of candidates and political parties;
 Monitor equal media access by political parties;
 Promote efficiency in party administration and internal party democracy;
 To encourage political parties to mainstream gender, youth and PWD issues in their
political activities.
Key Outcomes
 Easy process of registration of political parties with procedures of getting on the ballot with
adequate time lag for registration of political parties before election;
 Trained and empowered staff on the monitoring of nomination of candidates, finances of
political parties, campaigns and media access;
 Improved legal framework for the operation of political parties;

 Establishment of framework for monitoring of nomination of candidates, finances of
political parties, campaigns, campaign finances and media access;
 Partnership with stakeholders on the monitoring of operation of political parties;
 Improvement in the operation of political parties particularly in terms of nomination of
candidates, management of finances, campaigns and campaign finances;
 Adherence to code of conduct by political parties;
 Established an effective mechanism for tracking of campaign finances of candidates and
political parties, including sanctions;
 More inclusive participation by women, youth and PWDs IN political parties.
Strategic Objective Four: To interact nationally and internationally with relevant stakeholders
Key Actions
 Establish a mechanism for regular consultation with stakeholders and other EMBs;
 Publish a newsletter and periodic workshop/seminar reports;
 Engage election observers;
 Engage the media;
 Institutionalise the Inter-agency consultative committee on election security (ICCES)

through MoU and manuals;
 Operationalize international best practice in Election Administration;
 Regular update of stakeholders database;
 Engage with political parties;
 Engage with voters especially at the grassroot;
 Review of INEC communication policy.
Key Outcomes
 Stakeholders forum met regularly to share information and get input of stakeholders;
 Regular meetings and consultations with other EMBs for learning and experience sharing;
 INEC newsletter published regularly and distributed widely through hard and e-copies for
information, education and enlightenment;
 Election observers (both domestic and international) identified, screened and accredited at
least one month before any election;
 Platforms established for engaging with key stakeholders including the executive,
legislature, judiciary, political parties, candidates, the media, security agencies, civil
society organizations, development partners, election observer groups (domestic and
international) the electorate, traditional rulers, INEC ad-hoc staff, NYSC directorate,
contractors/vendors, service providers, including CBN, commercial banks and insurance

companies, FBOs, Trade Unions, Professional bodies, National Orientation Agency
(NOA), and persons living with disabilities;
 MoU signed with civil society organizations on partnership;
 Effective dissemination of information about activities of the Commission through regular
engagement, publications, website, social media and special programmes;
 Improved capacity of the Inter-Agency Committee on election security;
 MoUs signed by INEC with various agencies represented on ICCES;
 Developed manual for engagement of security personnel on election duties and continually
train them based on the manual;
 Regular roundtable conferences and consultations with stakeholders;
 Have an up to date database of stakeholders that is accessible;
 Have a revised communication policy.
Strategic Objective Five: To strengthen INEC for sustained conduct of free, fair and credible
elections
Key Actions
 To enhance institutional capacity for managing election operations smoothly,

effectively and efficiently;
 Improve capacity, communication, co-ordination, training and data gathering and
management;
 Improve the work environment and enhance teamwork among the staff of the
Commission;
 Improve human resource management to meet current and future challenges of the
Commission;
 Budget and manage financial resources of the Commission effectively and efficiently;
 Improve and institutionalise monitoring and evaluation of the activities of the

Commission;
 Improve professionalization of INEC staff with code of ethics;
 Fully activate INEC fund and spread election budgets across the financial periods
covered by the election cycle;
 Continue the process of automation of financial management systems;
 Improve the auditing process of the Commission;
 Improve gender equality, raise gender sensitivity and handle persons with disabilities
and other vulnerable groups within the Commission;
 Implant the new strategic plan;

 Implement the new strategic plan;
 Evaluate the strategic plan;
 Implement Freedom of Information Act;
 Implement further actions to consolidate the conduct of free, fair and credible elections;
 Produce an accurate history of Electoral Commission in Nigeria.
Key Outcomes
 Improved staff capacity through training, proper placement, motivation and discipline;
 Improved capacity of management and staff through participation in the election of other
countries;
 Improved communication between headquarters, States and LGAs and co-ordination
through regular team meetings, video-conferencing, wide area network (WAN), new media
(youtube, twitter, website, Facebook etc) and team building exercises;
 Improved work environment through the provision of well-furnished offices, operational
vehicles, computers and staff welfare;
 Improved database management through the building of capacity of staff and provision of
infrastructure;
 Improved human resource planning and management with open and transparent
recruitment process, proper placement, regular promotion, training, discipline and welfare
of staff;
 Improved application of sanctions in a uniform and consistent manner;
 Developed a robust gender policy for the Commission;
 Institutionalised gender advocacy to check gender insensitivity and ensure gender
mainstreaming;
 Improved budget management with timely preparation of budget, release of funds and
implementation of budgets;
 Improved management of ad-hoc staff through direct payment from the Commission;
 Improved understanding of the strategy through implantation activities including
departmental discussions on the content of the strategy and plans for implementation;
 Optimal functioning of monitoring tools and mechanism of the commission such as EMS,
ERM, situation room etc;
 Effective implementation of strategy through the preparation of elaborate work plans,
operating plans and standard operating procedures and monitoring and evaluation;
 Effective implementation of FOIA and provision of information request;
 Implementation of actions to further consolidate democracy for the delivery of free, fair
and credible elections.
3.3 Consolidating the Conduct of Free, Fair and Credible Elections

The implementation of INEC Strategic Plan, 2012-2016, witnessed a significant improvement in
the conduct of free, fair and credible elections. This strategic plan intends to consolidate on the
gains of the previous one with emphasis on the following areas:

a. Focus on the mandate of INEC and improvement on logistics in spite of the challenges
from the environment, especially political culture, security and conflicting court
judgements;
b. Re-orientation of the staff through change management and behavior change programmes
to build capacity and promote co-operation and synergy. Co-ordination and synergy will
be promoted through joint planning, joint implementation and joint monitoring and
evaluation,
c. Mobilization and effective utilization of resources including enhancement of efficiency and

effectiveness of plans and systems,
d. Deployment of tools and systems that have been developed over the years and leveraging
on the experiences that have been garnered;
e. Deployment of technology to improve processes and assure consistency and credibility.

SECTION FOUR
STRUCTURE AND ORGANISATIONAL IMPLICATIONS
4.1 Structure
The framework for the structure of the Commission is provided in Section 14 (1), Part I of the
Third Schedule of the 1999 Constitution (As Amended), and Sections 6,7 and 8 of the 2010
Electoral Act (As Amended).
The Commission comprises a Chairman, who is also the Chief Electoral Commissioner and twelve
other members, known as National Electoral Commissioners. The President appoints all members
of the Commission, following consultation with the Council of State, after which the appointments
are subjected to confirmation by the Senate.
As provided for in Section 8(1) of the Electoral Act, the Secretary to the Commission is appointed
by the Commission. By the provisions the Electoral Act, he serves as the Head of the
Commission’s Secretariat and is responsible for its administration and is responsible for the control
of all other employees of the Commission with the approval of the Commission
The Constitution also provides for the appointment of Resident Electoral Commissioners (RECs)
for each State of the Federation and FCT. The RECs are answerable to the Commission.
4.2 Organisational Implications
4.2.1 Governance
The Commission will provide strategic leadership and policy direction for the entire work of INEC
as an organisation. The Secretary to the Commission, as the Head of the Commission’s Secretariat,
is responsible for the control of all other employees of the Commission, with the approval of the
Commission. At the state level, the Administrative Secretary will report to the Resident Electoral
Commissioner. The Local Government offices of the Commission under the leadership of
Electoral Officers (EO) will continue to be the structure for implementing the plan at the Local
Government level. At the Registration Area (Ward) level,, the Registration Area Officer (RAO)
will be accountable to the EO for all his/her work. Leadership at all levels in the Commission will
be developed to lead by example. Within the strategy period, the governance of the Commission
will be enhanced.
The Gender Policy of the Commission will be reviewed during the plan period to ascertain the
level of its implementation and to strengthen it as a tool of inclusiveness within the Commission
and in the electoral process at large.
4.2.2 Management
The management of INEC and the electoral process shall continue to be a joint responsibility of
the Commission and its Staff. The Committees of the Commission, with the Commission’s
approval,will be responsible for providing strategic direction, as well as, monitor operations of the
Committees, for execution of the Commission’s plans.

The office of the Chairman of the Commission will exercise overall oversight of the
implementation of the Strategic Plan. Among other things, this will entail the implementation of a
new and comprehensive Business Process for the Commission, as well as integration of several
planning and monitoring mechanism, namely the Election Management System (EMS), Election
Project Plan (EPP) and Election Risk Management Tool (ERMT). The Commission will ensure
that a comprehensive work plan emanates from the strategy, which would include an Election
Project Plan (EPP) for the 2019 general elections.
During the implementation of this strategic plan, priority will be given to re-orientation of staff,
change management, mobilsation and effective utilization of resources, deployment of tools and
systems that have been developed over the years, and utilization of technology. In addition, the
Commission will review registration and voting processes to make it easier for voters to participate
in the process. Furthermore, the Commission will step up action on monitoring political parties,
especially candidate nomination and campaign finance. Similarly, the Commission will intensify
its partnership with civil society group, especially in civic and voter education and election
monitoring and observation. In order to facilitate effective prosecution, reduce impunity and
enhance deterrence, the Commission will establish a prosecution unit staffed by trained
prosecutors to facilitate quicker and efficient prosecution of electoral offences.
4.3 Human Resource and Organisational Development

Human resource and organizational development will be a key priority with this strategy focusing
on re-orientation, change management and promotion of co-operation and synergy among the
departments.
During this plan period, the Commission will review and improve its staff conditions of service,
design and implement a posting policy for the deployment of its personnel. This will ensure that
staff do not become entrenched in particular duty posts. It will also afford staff the opportunity to
become reasonably acquainted with different aspects of the Commission's operations. The
Commission will accelerate professional development of staff and improve their work
environment and remuneration, while strengthening its disciplinary mechanisms. All this will help
to build a corps of professional, committed and honest staff.
In the recruitment of ad hoc staff, the Commission will take advantage of its pool of existing ad
hoc staff by creating a database of such staff. The Commission will harvest from this pool during
elections. Similarly, the process of online recruitment will be revisited to make it easier for the
Commission to recruit ad hoc staff for its operations.
4. 4 Resource Mobilisation and Financial Management
Budget planning and execution will be improved. The Commission will explore funding sources
beyond traditional sources from government and development partners. It will also design
engagement programme with the Ministry for Finance, the Budget Office and Bureau of Public
Procurement to appraise these institutions of the peculiarities of its operations and challenges.
During the Plan period, the Commission will fully activate INEC Fund as provided in Section 3 of
the Electoral Act 2010 (as amended). Also, in order to ease the burden of funding during election

periods, the Commission will spread general elections budgets across the financial periods covered
by the election cycle. This strategy will also facilitate early planning for elections.
The Commission will continue the process of automation of its financial management systems,
including an end-to-end automation of its e-payment system. Furthermore, improved accounting
systems will be established with new policies on vouchering, claims and payments.
4.5 Communication
The quality of communication will be improved. Both internal and external communications will
be enhanced. Communication between the Headquarters, State and LGAs areas will be improved
as well as communication among the departments of the Commission. The use of new media in
communication will be enhanced. The Communication Policy of the Commission will be
reviewed, while the website will be overhauled to improve information availability and introduce
new features and capabilities to support more direct interaction between the Commission, electoral
stakeholders and the general public.
4.6 Electoral Institute
The Electoral Institute will continue to exist as a semi-autonomous unit of the Commission, with
a Governing Board and will be responsible for research, training and publications of electoral
matters. Persons of high integrity, professionalism and appropriate knowledge will be appointed
into the Board and as staff of the Institute.
4.7 Information Technology
The commission will improve on the deployment and utilization of ICT for both its day-to-day
activities and for elections. The capacity of staff will be built on the deployment and utilization of
IT. Technical support will be provided to facilitate deployment and utilization of ICT in the
Commission. A comprehensive IT policy, including a policy on emails, will be developed and
implemented during the plan period.
4.8 Documentation
The quality of documentation in the Commission will be improved upon across board. The
capacity of staff to document the activities, trends and issues in the Commission will be built. The
Electoral Institute will be strengthened to document research reports on elections.

SECTION FIVE
CONTEXTUALIZING THE PLAN
5.1 Historical Context

The evolution of a Western election management system in Nigeria dates to the colonial era.
Elective democracy was introduced in the country in March 1920, with the Townships Ordinance
that provided for three elected members of the Lagos Town Council. The Nigeria Legislative
Council was subsequently established in September 1923 with four elected Nigerian members,
three for Lagos and one for Calabar. The Legislative Council increasingly became a platform for
contests between early political associations for seats, a practice that also largely formed the basis
for bolder demands for constitutional reforms requiring the representation of Nigerians in the
management of their affairs.
Through major Constitutional reforms in 1922, 1946, 1951, 1954 and 1956, the elective principle
was gradually established in Nigeria. In 1959, the first Election Management Body in Nigeria, the
Electoral Commission of Nigeria (ECN) was established. The ECN managed the Independence
Elections of November 1959, but was subsequently replaced by the Federal Electoral Commission
(FEC) 1960. The FEC managed the Federal and Regional elections of 1964 and 1965.
The Federal Electoral Commission (FEC) was dissolved as a result of the military coup d’état of
15th January 1966, and it was not until November 1976, when the military began planning for a
handover of power to a civilian administration, that another electoral management body, the
Federal Electoral Commission (FEDECO) was established. FEDECO conducted and managed the
electoral process that ushered in Nigeria’s Second Republic in 1979. It also conducted the 1983
General Elections.
A military coup in August 1984 brought in another Military Administration that established the
National Electoral Commission (NEC) in 1987, as part of its transition to civil rule. NEC
conducted elections into Local Councils 1987, and the National Assembly, governorship and the
presidential elections in 1993. The Military Administration annulled the Presidential Election of
June 12 1993, and although NEC was reconstituted towards the end of 1993 to conduct a fresh
Presidential Election, it was again dissolved when the Interim National Government was removed
by the military in November 1993.
The National Electoral Commission of Nigeria (NECON) succeeded NEC in December 1995
and was expected to manage elections that will establish a civilian government to replace the
military government of General Sani Abacha, which was never actualized. The emergence of a
new military administration under Gen. Abdulsalami Abubakar in June 1998, following the death
of Gen. Sani Abacha, resulted in the dissolution of NECON and the creation of Independent
National Electoral Commission (INEC) by Decree No 17 of 1998, which was later repealed by
an Act of the National Assembly, the Electoral Act, 2006.

5.2 International Context
Elections are very important in a democracy. Indeed, election is a significant pre-condition for
modern democratic societies. Election is crucial because it gives the procedure that allows
members of an organization or community to choose representatives who will hold positions of
authority within it.1 It has been documented that elections prevent tyranny, confirm authority,
articulate externally determined truth, select and empower representatives, allow the will of the
people to be articulated and carried into effect, prevent selfish interest from using the control of
government to exploit others, promote the flowering of human potential and foster the
development and maintenance of viable countries.2 Elections perform the function of legitimation,
installation of officials, selection and choice, representation and popular involvement.
In any democratic system, it is crucial that elections be free and fair. Mackenzie (1967) identified
four conditions for the conduct of a free and fair election viz.:
(1) An independent judiciary to interpret the electoral laws;
(2) An honest, competent non-partisan electoral body to manage the elections;
(3) A developed system of political parties;
(4) A general acceptance by the political community of the rules of the game.3
For elections to be meaningful, they need to be periodic, competitive, definite and inclusive in an
atmosphere where citizens can participate actively. Meanwhile, it has been pointed out that
elections are highly technical and political and the two elements are interdependent.4 A technically
proficient election conducted in a negative political climate will be useless and an environment of
political goodwill will not salvage a technically defective election. The technical issues include
the legislative framework, composition and acceptance of the EMB, voter registration, party
organization, voter education, security, election observation, dispute resolution, results collation,
campaign finance, etc. The political issues include interference in the management of EMB,
insecurity and funding of election.
5.3 National Context
5.3.1 Introduction
Nigeria occupies a vast expanse of land with area of 923,768 square kilometres. It has a population
of 140,431,790 million according to the 2006 population census. The estimated population in 2016
was put at 182 million.5 Nigeria is a diverse country with over 250 ethnic groups and 400 languages
and dialects.6 The country is multi-religious with Christianity and Islam, being the major religious
groups. The country equally has a significant number of adherents of African Traditional Religion
(ATR). Nigeria is a federation and administratively divided into 36 states and a Federal Capital
Territory (FCT). The states are broadly grouped into six geo-political zones namely: North Central,
1
Ujo, A. A. (2000), Elections: A Guide for Students and Election Managers. Kaduna, Anyaotu Enterprises
and Publishers (Nigeria) Limited.
2
Katz, R. S. (2011), Democracy and Elections. Oxford University Press
3
Mackenzie, W. J. M. (1967), Free Elections. London, George Allen and Unwin
4
Id21 Insights 74, August, 2008. Institute of Development Studies, University of Sussex, Brighton, UK
5
www.population.gov.ng

North East, North West, South East, South South and South West zones. There are 774 local
government areas in the states and six area councils in FCT.
5.3.2 Political Context

Nigeria is a leading and most populous country in Africa and plays important roles in Africa and
international affairs. She attained political independence in 1960 after 99 years of British colonial
rule (1861-1960). In January 1966, the military intervened and overthrew the civilian regime.
Although the country returned to civilian rule in October 1979, the military intervened again in
December 1983 forcing the country to come under military regime until May 1999. In effect, the
military has ruled for 30 years of the 56 years since independence in 1960. Nigeria is endowed
with human and natural resources, but years of autocratic and debilitating military rule rendered
the country vulnerable to arbitrary and often poor governance, lack of transparency and
accountability, lawlessness, economic instability and human rights violations.7 The return to
civilian rule in May 1999 led to the election of Chief Olusegun Obasanjo, who was president from
1999-2007. In April 2007, Alhaji Umaru Musa Yar’Adua was elected to succeed Chief Obasanjo,
but he died in office in May 2010 and was replaced by his Vice-President, Dr. Goodluck Ebele
Jonathan, who was elected in a general election in April 2011. In April 2015, Gen. Muhammadu
Buhari, an opposition leader who had contested elections four times defeated the incumbent and
was elected president. Some observers have documented a progressive degeneration in the
management of election in Nigeria from 1923 to 2007.8 But contrary to this trend, local and
international observers adjudged the 2011 elections to be free, fair and credible. The gains of the
2011 elections were consolidated in the 2015 elections.
5.3.3 Economic Context

Nigeria is endowed with human and mineral resources. From 1999 to 2014, the country received
over 70 trillion naira from sale of crude oil.9 But the level of poverty in the country is very high,
with widespread depravations in the midst of plenty. Long years of military rule and poor policies
combined with rent-seeking culture have left the country with a high level of poverty, low
industrial and infrastructural base and low access to basic social services.
From 1990-1999, the economic growth rate in Nigeria was between 2-3 percent. But from 2000-
2015, the economic growth rate more than doubled to between 6-8 percent. But in 2016, Nigeria
slipped into recession as a result of many factors, including falling price of oil, vandalisation of oil
pipelines and destruction of oil facilities due to renewed militancy in the Niger Delta, continued
insurgency in the Northeast, as well as communal clashes, banditry and other criminal activities in
various parts of the country.
The resultant decrease in government revenue may possibly lead to drop in the budgetary
allocation to INEC, while the scepter of insecurity will impact negatively on the electoral process.
Furthermore, the increasing level of youth unemployment and cost of living as well as economic
8
Igbuzor, O (2009), Strategies for Restoring Franchise in Ibrahim, J. and Ibeanu, O (Eds), The 2007
Election and Subversion of Popular Sovereignty. Abuja, Centre for Democracy & Development.
9
Adio, Waziri (2016), Nigeria earned N70 trillion in 15 years without Saving

hardship in the country, can affect or create ethical dilemma for INEC employees and adhoc staff,
necessitating the need for effective human resource and organisational development.
5.3.4 Social Context
The socio-economic and development indices for Nigeria are very poor. In its Human
Development Report for 2011, the UNDP ranked Nigeria 156 out of 187 countries. For three years
in 2014, 2015 and 2016, Nigerian remained in the same position-152 out of 188 countries.
Similarly, the Country has been consistently rated by Transparency International (TI) to be among
the most corrupt countries in the World in its Corruption Perception Index. For example, Nigeria
was rated as the most corrupt country in the world in 2000 with marginal improvement in 2001
and 2003 when Nigeria was rated as the second most corrupt country. However, in 2014 and 2015,
Nigeria ranked 136 out of 175 and 170 countries respectively. There is evidently a degeneration
of values as the values of integrity, transparency and accountability decline.
5.3.5 Technological Context
In the last few decades, globalisation, characterized by rapid technological development in the area
of information, communications and transportation has been a defining phenomenon across the
world. The Information, Communication and Technology (ICT) sector has become one of the
greatest drivers of change, expansion and innovation in the 21st Century. ICT can reduce
transaction costs and improve productivity; offer immediate voice, data, visual connectivity;
improve efficiency, transparency and accuracy; increase choice in the market place and provide
access to otherwise unavailable goods and services; widen geographic scope of potential
stakeholders and channel knowledge and information of all kinds. The rate of technological
innovation has accelerated dramatically in the last four decades.10 The ICT sector includes
hardware, software, the internet, telephony, content, application and support services, which can
be very useful in the in election work. ICT can be a powerful catalyst in promoting free, fair and
credible elections.
Global System for Mobile Communication (GSM) and social media have become very important
for personal and organizational use. They are useful in sending messages; connecting with people
and organisations; adverstising and education; and creating brands. The reach of the social media
is unprecedented. By the third quarter of 2016, Facebook had 1.79 billion active users.11 In
Nigeria, there were more than 16 million active Facebook users by February 2016.12
Advancement in various communication technologies has brought about increased efficiency in

the dissemination of information worldwide. These technologies can improve election
administration and election observation and contribute significantly to free, fair and credible
elections.
10
Kramer, W. J, Jenkins, B. and Katz, R. S. (2007), The Role of the information and Technology Sector in
Expanding Economic Opportunity. Corporate Social Responsibility Initiative Report N. 22 Cambridge,
MA: Kennedy School of Government, Harvard University.
11
www.statista.com
12
www.financialnigeria.com

SECTION SIX
ORGANISATIONAL ASSESSMENT
6.1 Historical Review of Electoral Commissions in Nigeria

The first election held in Nigeria was into the legislative Councils in Lagos and Calabar in 1922
in line with the Clifford Constitution. During the colonial period, civil servants in the colonial
administration organized elections. But from the 1959 elections, separate election management
bodies were set up to conduct elections in Nigeria. The Electoral Commission of Nigeria (ECN)
was set up to conduct the Independence Elections of November 1959, while the Federal Electoral
Commission (FEC) conducted the February 1964 Midwest region elections, the December 1964
federal elections and the 1965 Western regional elections. On 15 January, 1966, the first military
coup d’état took place and the military ruled from 1966-1979. The 1979 Constitution of the Federal
Republic of Nigeria established the Federal Electoral Commission (FEDECO), which organized
the August 1979 and August 1983 general elections. In 1987, the Babangida regime established
the National Electoral Commission (NEC), which organized elections in 1992-1993 and finally
the June 1993 presidential elections that was adjudged to be free and fair, but annulled by the
regime. The 1999 Constitution established the Independent National Electoral Commission
(INEC).
Table I: Election Management Bodies in Nigeria
S/No Name of Election Management Body (EMB) Period of Existence
1. Electoral Commission of Nigeria (ECN) Up to 1959
2. Federal Electoral Commission (FEC) 1960-66
3 Federal Electoral Commission 1976-1983
(FEDECO)
4 National Electoral Commission 1987-1998
(NEC)/National Electoral Commission of
Nigeria (NECON)
5 Independent National Electoral 1998-date
Commission (INEC)
Some scholars argue that Electoral Commissions lie at the heart of the problem of elections in
Nigeria.13 At different times, the Electoral Commissions have been accused of rigging elections
either through connivance with the incumbent regime or poor performance of its functions.
Electoral Commissions have themselves based their performances in elections on inadequate
legislation, poor funding, lack of real autonomy and independence, lack of understanding and
compassion by the public at large, the negative designs of political parties, partisan interests on
the part of members, difficult terrains, failure of other stakeholders in elections to play their roles
effectively and other factors.14
13
Iyayi, Festus (2006), Elections, INEC and the Problem of Election Mindsets in Nigeria. Abuja, The
Electoral Institute, Independent National Electoral Commission.
14
ibid

In the 2011 – 2016 strategic plan, there was a reorganisation of INEC, which partly accounted for
improvement in the outcome of the 2011 and 2015 general elections. There is a need to consolidate
on the gains by focusing the organization on its mandate, re-orienting the staff, mobilizing and
utilising resources efficiently and effectively, deploying already developed tools and systems and
taking advantage of technology to improve processes and ensure consistency and credibility.
6.2 Reforms of 2010 - 2015
Nigeria’s political and electoral experiences since the first council elections in 1922 consistently
demonstrate some recurring problems and challenges faced by election managers. Broadly
summed-up under the umbrella of deficit in electoral integrity, these challenges emanate from
forces both internal and external to the EMB. Internally, these challenges ranged from election
logistics, election staff management, management of political parties and candidates, procurement
of election materials, voter registration, to the short term, almost ad-hoc view of the elections as
events rather than processes. Externally, various forms of electoral fraud, election violence, culture
of impunity, use of the power of incumbency to influence the election process and outcomes, have
equally been great challenges to the conduct of elections.
Three sets of issues defined the reforms that took place in INEC between 2010 and 2015. First,
there are broad issues of the electoral framework, particularly as it concerns making INEC an
independent and accountable EMB. In this regard, there are six core issues:
a) The mode of appointment of members of the Commission;
b) Unbundling the Commission to make it more focused on delivering good elections;
c) Electoral adjudication particularly the issues of election-related cases and prosecution of
electoral offenders;
d) Funding of INEC to ensure its independence from government, particularly the Executive
arm of government;
e) Relationship between INEC as the federal EMB and State Independent Electoral
Commissions (SIECs) as regional EMBs; and
f) The electoral system, particularly the issue of simple plurality versus proportional
representation.
Secondly, there are issues linked to specific institutional and structural reform of INEC. These
include:
a) The optimal organisational structure of the Commission;
b) Lack of clarity in job descriptions and conflicting or overlapping functions;
c) Lack of clarity in reporting processes;
d) Clarifying the role of the Commissioners in policy making and policy implementation;
e) Poor record keeping;
f) Weak rules and regulations;
g) Disciplining of staff.
Finally, there are issues relating to improvements in election management. These include the
following:

a) Issues of planning, operations and logistics;
b) The voters roll or register;
c) Voting procedure;
d) Design and handling of ballot papers;
e) Election security;
f) Counting, tallying and announcement of results.
Table 2: INEC Reforms 2010 - 2015
Area of reform Issue Description Progress made

Mode of Appointment of members of No change has occurred in the
appointment of INEC as provided for in the process of appointing people to the
members of the 1999 Constitution is made by the Commission.
Commission President and there have been
concerns that Presidents
exercise this power to favour
partisan interests. Confirmation
of appointees is by the Senate,
which is usually dominated by
the ruling party. Reformers have
sought to take the power away
from the President and vest it in
the wider public and more
neutral bodies; such as the
National Judicial Council.
Unbundling the INEC’s role is seen as too No change has occurred in this
Commission to extensive, covering election regard.
Broad issues make it more management, delimitation of
of electoral focused on constituencies, registration and
reform delivering good regulation of political parties
elections and prosecution of election
offenders. Reformers argue for
INEC to be unbundled to focus
strictly on election management.
Creation of separate bodies to
handle political parties,
delimitation of electoral
boundaries and prosecution of
electoral offences is widely put
forward as reform issues.
Electoral Here reforms seek to address the INEC has sought to fix general
adjudication need to complete all election elections early to provide for
particularly the related cases before winners are adequate time for cases to be settled.
issues of sworn-in. There have been Constitutional amendments in 2010
election-related election cases that lasted till the also limit the time for post-election
court cases end of the tenure of officials matters to 180 days. For pre-election
cases, which are presently not time-

whose victories were subject of barred, INEC has recommended for
the cases. specific timeframes to also apply.
Funding of INEC’s dependence on the INEC now has a “first line charge”
INEC to ensure government for funding is seen status. The policy of “mopping up”
its independence as a source of partisan influence. funds after a financial year does not
from Reform addresses the need to apply to INEC. Also, INEC is
government, make INEC financially allowed to make investments and
particularly the independent of government, Section 3 of the Electoral Act
Executive arm particularly the Presidency by creates an INEC fund, though this
of government making it a first charge on the has not been fully operational
consolidated revenue of the
federation.
Relationship Reformers argue for the This requires constitutional
between INEC abolition of SIECs and amendment, since SIECs are created
as the federal integration of their functions by the Constitution. No change has
EMB and State into INEC’s work. occurred.
Independent
Electoral
Commissions
(SIECs) as
regional EMBs
The electoral The simple plurality (First-Past- No change has occurred in this
system, the-Post) is seen to be behind the regard.
particularly the cutthroat nature of politics and
issue of simple the determination of politicians
plurality versus to win by all means, including
proportional pressuring INEC. The
representation. introduction of proportional
representation is widely
canvassed as a major dimension
of electoral reform.
The issue of the The INEC bureaucracy is widely The Commission engaged the
optimal perceived as unwieldy, which is PriceWaterHouse Coopers (PWC)
organizational partly blamed for corruption. to conduct a comprehensive review
structure of Reformers call for functions to of the structure of the Commission.
INEC be streamlined and Units pruned The recommendations led to the
down to make INEC more pruning down of Departments and
efficient in election Directorates to 19. In addition,
management. The major INEC has put in place clear policies,
challenge to achieving this is the regulations and guidelines to guide
Structural and well-organized informal groups its activities, including a
organizational in the bureaucracy, particularly Communication Policy, a Gender
reform of those pushing ethnic balancing Policy, Guidelines on Election
INEC in the Commission. There are Monitoring, Political Party
concerns about loss of jobs. Regulations, etc.

Lack of clarity Many overlapping functions are The PwC report detailed the job
in job apparent in INEC. In many descriptions for all staff of the
descriptions and cases, there are no clear job Commission.
conflicting or descriptions for positions. The
overlapping reforms aim to clarify roles and
functions define duties and
responsibilities.
Lack of clarity Part of the problem in the The reorganization that followed the
in reporting organizational structure of INEC PwC report clarified the reporting
processes is lack of clarity in reporting lines. In addition, the Commission
lines. The relationship between embarked on the reform of its
the Commissioners and the business processes, which further
Secretary in the running of the clarifY these concerns.
day-to-day activities of the
Commission is a major issue.
The reporting lines between the
Commissioners, the Secretary
and the staff lack clarity.
Role of the The Commission consists of one As a permanent, full-time body, the
Commissioners Chairperson and 12 Commission has both policy role
in policy Commissioners. Is this an and supervisory role over the
making and executive or a policy body? This implementation of policy. Through
policy remains a contentious issue. the Standing Committees of the
implementation Commission, National
Commissioners preside over
policies and oversights
Departments.
Issues of INEC’s planning is considered A great deal of advanced planning
planning, weak. Reforms sought to was carried out before the 2011 and
operations and institutionalize timely planning 2015 General Elections through the
logistics and implementation of Election Planning and
activities, both during election Implementation Committee (EPIC)
and off-election years. established by the Commission. For
the 2015 general elections, the
Commission for the first time
established a comprehensive
planning process that led to the
Election Project Plan (EPP). In
addition, a number of election
management mechanisms have been
established, including the Election
Management System (EMS),
Improved Election Risk Management Tool,
election Election Violence Mitigation and
administration Advocacy Tool, Business Process

Reform, etc. Above all, the
Commission has institutionalized
the Strategic Plan as an overarching
mechanism for all its activities.
The voters roll For many years, the register of A new electronic Voters Register
or register voters was flawed as it contained was compiled in January 2011
many wrong entries. Many containing biometric features of
registered voters were also voters. With over 70 million
missing in previous registers, validated entries, the register is the
which flawed past elections. largest single database of
information about Nigerians today.
Also, the Commission has
introduced a chip-based voters card.
Voting A major challenge to voting in A new voting procedure known as
procedure Nigeria, for many years, was RE-MOBS involving the
that voting procedures made completion of accreditation before
vote tampering possible. voting was adopted for the 2011 and
Stuffing of ballot boxes and 2015 elections, making it difficult
multiple voting were rife. for multiple voting and enabling
Reforms sought to correct these voters to be present to witness the
anomalies. counting and announcement of
results at the polling units. For the
2015 General Elections, the
Commission introduced the card
readers to verify voters using their
fingerprints before they voted. With
this system in place, the
Commission has reverted to
continuous accreditation and voting.
Election Reforms here focused on A new initiative on securing
security containing security threats elections called the Interagency
during elections. Consultative Committee on Election
Security (ICCES) was introduced
making it possible for all security
agencies and INEC to develop a
common plan for securing elections
and to harmonize operational
processes.
Counting, In this regard, reforms sought to Counting and tallying of elections
tallying and address result tampering during were made more open from the
announcement counting and tally, which was polling unit to collation. Thus, the
of results common in past elections. tallying of the Presidential election
result was broadcast live on local
and international television. In
addition, the Commission has

piloted electronic collation and
transmission of votes.
Source: Okechukwu Ibeanu ‘Independent National Electoral Commission (INEC)’ final report for the World Bank
AFT: PREMB Project, Abuja: The World Bank Group, 2013, pp.12 – 13.
One of the most critical success factors in both the 2011 and 2015 General Elections was the
readiness and consistency of the Commission, to reposition itself to provide credible electoral
services by systematically addressing these and similar challenges in a series of broad plans
designed to reform, not only the conduct of elections by the Commission, but also the electoral
process. The 2012-2016 Strategic Plan and Plan of Action encapsulated some of these reforms in
a sustained and programmatic fashion. However, the entire reform programme went far beyond
the Strategic Plan. Indeed, the 2012-2016 SP and SPA were the by-products of the LAST
Commission’s insistence on the reform of the electoral process. Thus, the entire context of the
planning, conduct and management of the electoral process during the last Electoral Cycle was
driven by the Commission’s unwavering commitment to electoral reforms. Only in this context
can we understand the various planning tools deployed to conduct the 2015 General Elections,
identify the role they played, and assess their efficacy in planning for the 2017-2021 Strategic Plan
and Strategic Plan of Action. The idea behind these tools was to develop a medium for long term
planning culture and institutional memory in the Commission so that electoral planning could be
moved from its traditional last-minute, knee-jerk reaction to events in the electoral and political
processes, to more deliberate and programmed actions with specific implementation timelines, as
well as, the identification of specific responsibilities to actors.
It was in this light that policy tools and projects, such as post-election, administrative restructuring,
strategic planning, Election Management System (EMS), Election Project Plan (EPP), the Election
Risk Management (ERM), Elections Operations Support Centre (EOSC), as well as, the formation
of organs like ICCES, communications policy, gender policy and sustained stakeholder
engagements became central to electoral planning and management.
6. 3 Key Challenges and Opportunities

The stability of societies depends to, a large extent, on smooth political succession and the
mechanism of choosing elective public political office holders. It is, therefore, necessary that there
is a level playing field for candidates and participants in the electoral process. But it has been
shown that there were many challenges with the conduct of elections in Nigeria from the 1922
election to the 2007 election. It has been documented that elections in Nigeria are constant tales of
violence, fraud and bad blood.15 The challenges include among other things, irregularities which
put the credibility of the entire electoral process in doubt; problems with the legislative framework,
which put constraints on the electoral process. Several organisations are not playing their roles to
ensure credible, free and fair election; the electoral system does not give room for inclusiveness;
lack of independence of electoral commissions; long process of election dispute resolution;
irresponsible behaviour by many politicians and their followers, manifesting in thuggery and
violence; lack of strong and effective democratic institutions and monetisation of politics. It has
also been documented that money not only determines who participates in electoral politics, but
15
Agbakoba, Olisa and Ilo, Udo Jude (2004), Where did we go Wrong? A Review of the 2003/2004 Elections
in Nigeria. Lagos, The Human Rights Law Service.

drowns votes and voices in Nigeria, as ‘godfathers’ openly confess about shady deals, funding or
sponsoring elections for ‘godsons’ and purchasing electoral victory.16 The end result of the
challenges is that the votes of the citizens did not count in those elections.17
The 2011 general election was, however, adjudged by local and international observers to be free,
fair and credible despite some challenges. 2015 general and subsequent elections were an
improvement on the 2011 elections as noted from the review of the 2012-2016 INEC strategic
plan. But there are still a lot of challenges. The challenge of the political and legal framework of
electoral governance remains unsolved. Although, there was a review of the electoral law before
the 2015 elections, it did not address some fundamental issues, such as Out of Country Voting
(OCV), power of INEC to disqualify candidates who do not meet criteria for elections, and
provisions on constituency delimitation.
The challenges also include a political culture characterized by violence; partisan use of state
resources at federal, state and local government levels, through the power of incumbency and
monetized politics. In other words, an unrelenting culture of impunity persists and is probably the
greatest danger to the conduct of credible, free and fair elections in Nigeria. Similarly, the political
parties have not been accountable to members and are unable to practice internal democracy
leading to internal wrangling and factionalisation of parties. This is not unconnected with the
lingering poor mindset of the political class, political parties and the general public on what it takes
to win elections, which usually involves malpractices.
Despite the challenges mentioned above, there are great opportunities for the Commission to make
the necessary strategic moves to consolidate the gains of the 2011 and 2015 general elections and
improve on the conduct of elections in Nigeria. First and foremost, the current international and
national context favours democracy and this is evidenced by the collective will of ECOWAS and
the international community to insist on the handover of power by the former President of Gambia,
Yahya Jameh.
Secondly, the Commission staff has long years of experience in conducting elections, which is a
great asset to the Commission.
Thirdly, there is a pool of technical and financial support from development partners, which the
Commission can leverage upon in the implementation of the strategic plan.
Fourthly, the Commission has accumulated vast experience in dealing with security, logistics,
operations and technology during elections.
Finally, the use of ICT and its increasing penetration in Nigeria, has opened up additional avenues
of assisting in the conduct of free, fair and credible elections.
This Strategic Plan is intended, therefore, to seize these opportunities and focus on strategic
direction and actions that will impact on the environment in such a way as to lead to further
improvement in the conduct of free, fair and credible elections. The new strategy will learn from
16
Adetula, V. A. O. (2008), Money and Politics in Nigeria. Abuja, IFES, Nigeria.
17
Transition Monitoring Group (2003), Do the Votes Count? Final Report of the 2003 General Elections
in Nigeria.

the history of elections in the past, take note of the challenges and utilise the opportunities that are
now available to improve on the conduct of free, fair and credible election in Nigeria.
6. 4 Stakeholder Analysis and Strategic Choices

In order for INEC to achieve its mandate, it interacts with multiple stakeholders including the
executive, legislature, judiciary, political parties, candidates, the media, security agencies, civil
society organizations, development partners, election observer groups (domestic and
international), the electorate, traditional rulers, ad-hoc staff, NYSC directorate,
contractors/vendors, service providers, including CBN, commercial banks and insurance
companies, Faith-based Organisations (FBOs), Trade Unions, Professional bodies, National
Orientation Agency (NOA), and persons living with disabilities.
Some of the stakeholders such as the executive, legislative and political parties have significant
powers and have a high level of interest in the Commission’s activities. The Commission will have
to engage them fully in its decisions and actions. Some of the stakeholders such as security
agencies, contractors/vendors and service providers are crucial for the work of the Commission
and there is need for continuous engagement. Other stakeholders such as CSOs, development
partners, FBOs and Trade Unions show a lot of interest and support for the Commission’s activities
and they should be regularly informed and carried along.
It is clear that the Commission has reversed the trend of progressive degeneration of outcomes of
elections from 1922 to 2007 with the conduct of the 2011 and 2015 general elections. The
Commission will now focus on its mandate guided by its vision, mission and values; and will
utilise this strategy to address the identified challenges, including the legal framework for the
conduct of elections, Out of Country Voting (OCV), smart cards, monitoring of political parties,
especially in terms of campaign finance and internal party democracy, synergy among
departments, conflicting court judgments and improvement of logistics. It will tap on the
tremendous goodwill and support of citizens, politicians and the international community, to
increase its voter education and deployment of ICT, including social media.

SECTION SEVEN
MONITORING AND EVALUATION FRAMEWORK
7.1 Introduction
A key step towards building trust and ensuring effectiveness, credibility and accountability of the
INEC Strategic Plan, is the development of a monitoring and evaluation (M and E) framework.
Monitoring and Evaluation are key functions of management. They start from the strategy process
where key indicators are determined to be monitored and evaluated. The framework used for this
strategy highlights the strategic objectives, indicators, means of verification and assumptions. The
long-term impact will be free, fair and credible elections.
INEC Management shall operationalise the monitoring and evaluation framework through routine
data collection, survey, progress monitoring, management review, stakeholder meetings and
annual reviews. The Directorate of Planning and Monitoring under the office of the Chairman of
the Commission and the Standing Committee of the Commission on Planning, Monitoring and
Strategy will elaborate details of the M and E activities, which will include periodic assessments
of plan implementation. The outcome of these assessments would inform adjustments in both
structure and processes of plan implementation, if necessary.
Moreover, there will be a midterm review of the Plan in 2019, after the General Elections, which
will involve management and staff, stakeholders and partners of INEC.

7.2 Results Framework
Table 7.1 Monitoring and Evaluation Framework for INEC Strategic Plan
OBJECTIVES OBJECTIVELY MEANS OF ASSUMPTIONS
VERIFIABLE INDICATORS VERIFICATION
(OVI) (MOV)
1. To provide electoral a) INEC’s input paper submitted to (a) INEC position paper; Political stability
operations, systems and Constitutional and Legal Reform National Assembly
infrastructure to support Committees published Constitution Review
delivery of free, fair and Committee report. National Assembly will
credible elections b) Constitutional and Legal complete the
Reforms reflect desired changes (b) Amended constitutional review
contained in INEC's position Constitution process.
paper. (c) Amended Electoral Act
& Gazette regulations
c) Review of Election
Regulations/Guidelines for the (d) Voter Register
2019 General Elections
(e) Approved
d) Frequency and timeliness of voter Regulations/Guidelines
register update.
(f) Commission approved
e) No of ICT equipment purchased ICT and e-mail policy;
Commission-wide use of
f) No of personnel effectively using official email; revival and
ICT deployment of intranet
(g) Election Observer
g) Extent to which electoral processes reports
reflect transparency and
accountability. (h) Deployment of
h) (h) Electoral conflict management ERM and periodic
processes in place. collection and publishing
i) No and distribution of new of election data; No of
polling units established across the cases of electoral conflict
country. speedily and successfully
j) Development of the 2019 EPP mediated/resolved.
(i) List of Polling Units
published for 2019
elections (This cannot be
MOV for this OVI)
(j) Election Project Plan
(k) Media reports;
number and frequency of
stakeholder engagements

2. To improve civic & (a) Existence and deployment of
voter education, voter education manual at all (a) Voter Education Manual Stakeholders
training and research levels. willing to
(b) No of persons (by sex and participate
location) trained on relevant actively in the
themes/voter education electoral
modules. process.
(c) Existence and deployment of a
comprehensive training
curriculum for all categories of
staff and stakeholders.
(b) Staff training curriculum
(d) Existence of a civic education
curriculum for primary and
secondary schools and general
studies for tertiary institutions.
(e) No of Schools (primary,

secondary and tertiary
institutions) deploying the civic (c) Civic Education
education curriculum. Curriculum
(f) No and type of research

commissioned by INEC and
partners on election management
in Nigeria. (d) Research
reports/publications
(g) Extent of re-organization and
repositioning of Electoral
Institute.
(e) Database
(h) Existence of publications and
functional database on electoral
issues in Nigeria
(i) Ratio of female to male voters (f) Election review report

per election disaggregated by
location.
(j) Existence of policies for the

inclusion of marginalized groups (g) Policies
(Nigerians in the Diaspora,
persons with disabilities, IDPs, (h) Media reports
prisoners) in the electoral process.
(k) Development of relevant and
effective voter education strategy
and content
3. To register and monitor (a) No of political party (a) Media report

the operations of chieftains/executives expressing
political parties (b) Survey report

satisfaction with the political Political parties are
party registration process. willing to cooperate with
INEC
(b) No of comprehensive political (c) Political Party
party monitoring reports monitoring reports
highlighting relevant issues
published and disseminated.
(c) Existence of comprehensive

framework for the operation of
political parties. (d) INEC
Regulations/Guidelines
(d) No of key stakeholders (by sex
and location) expressing
satisfaction with political party
processes.
(e) Media reports
(e) Membership List of Political (f) Survey reports
Parties
(f) Publication of Audited Reports

of Political Parties
(g) Publication of the Reports of the

Commission’s Monitoring of
Party Congresses & Primaries
(h) Guidelines for Monitoring Hate

Speech
(i) Reports on Parties, and

Candidates Access to Media
4. To interact nationally
and internationally with (a) No of consultative meetings / (a) Meeting reports Stakeholders are willing
relevant stakeholders stakeholder fora / platforms for to partner with INEC
engagement established with
various categories of stakeholders
per location.
(b) No of editions of INEC

newsletter published and
disseminated. (b) INEC Newsletter
(c) No of election observers (both

domestic and international)
identified, screened and deployed
per election (by sex and (c) INEC report on election
location). observation

(d) No of strategic partnerships
established with civil society
organisations (including MoUs
signed). (d) MoUs
(e) Range of multimedia
deliverables, listenership and
viewership numbers.
(f) Existence and functionality

(existence of guidelines, specific
engagements, trainings, periodic
meetings) of an Inter-agency (e) INEC Media reports
committee on election security.
(g) Frequency of web hits, social (f) Meeting reports

media presence and pings on
Commission’s platforms
5. To strengthen INEC for (a) Development and consolidation (a) Harmonization of National
sustained conduct of of Monitoring and Evaluation Key Performance Commissioners,
free, fair and credible Frameworks for the SPA and Indicators across Resident Electoral
elections the 2019 General Election Monitoring Platforms Commissioners and
(EMS, ERM, Situation into a Single Monitoring Management cooperate.
Room) Instrument for
Monitoring Elections
(b) Revival and

Reorganization of EMS
Secretariats at HQ and
in States
(c) Establishment of
EMS Platform and
Dashboard for
Anambra, Osun, Ekiti
and the 2019 GE.
(d) Study tour reports
(e) Capacity audit

reports
(f) Meeting reports

(b) Number of electoral study (g) Survey report
tours conducted towards
improving capacity of
management and staff of (h) Creation of
INEC. Databases
(c) Evidence of improved

communication, (i) Staff survey
coordination and teamwork
between INEC (j) Training Needs
headquarters, States and Analysis report
LGAs.
(d) No of personnel expressing (k) Gender Policy

satisfaction with
improvements in INEC’s (l) Programme reports
work environment,
infrastructure and (m) Financial reports
operations.
(n) M and E reports
(e) Existence of a functional
and accessible database.
(f) No of personnel expressing

satisfaction with INEC’s
human resource
management, staff
development, discipline and
welfare.
(g) Existence and

implementation of a gender
policy for INEC.
(h) Existence of budget and

expenditure analysis report
(i) Existence and utilization of

M and E plans and tools
for monitoring and
evaluation of the new
strategy
.
ENDNOTES


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INDEPENDENT NATIONAL ELECTORAL COMMISSION

CONSOLIDATING FREE, FAIR AND CREDIBLE ELECTIONS IN NIGERIA

INEC STRATEGIC PLAN 2017-2021

© Independent National Electoral Commission (INEC)

INEC: Making your vote count; consolidating our democracy 1

INEC: Making your vote count; consolidating our democracy 2

Prof. Mahmood Yakubu,

INEC: Making your vote count; consolidating our democracy 3

INEC: Making your vote count; consolidating our democracy 4

ATR-African Traditional Religion

INEC: Making your vote count; consolidating our democracy 5

INEC: Making your vote count; consolidating our democracy 6

Election is a significant pre-condition for modern democratic societies. For elections to be

INEC: Making your vote count; consolidating our democracy 7

INEC: Making your vote count; consolidating our democracy 8

INEC: Making your vote count; consolidating our democracy 9

INEC: Making your vote count; consolidating our democracy 10

1.5 Purpose of the Strategic Plan

INEC: Making your vote count; consolidating our democracy 11

1.6 Strategy Development Process

INEC: Making your vote count; consolidating our democracy 12

REVIEW OF THE INEC 2012 – 2016 STRATEGIC PLAN

INEC: Making your vote count; consolidating our democracy 13

2.2 Free, fair and credible elections

INEC: Making your vote count; consolidating our democracy 14

INEC: Making your vote count; consolidating our democracy 15

INEC: Making your vote count; consolidating our democracy 16

INEC: Making your vote count; consolidating our democracy 17

PRIORITIES FOR THE 2017 – 2021 STRATEGIC PLAN

3.1 Strategic Objectives

3.2 Key Actions and Outcomes

 Formulate and implement Election Project Plan (EPP);

 Improve ICT deployment and utilization;

 Activation and application of GIS to Electoral Activities;

 Establish an effective and transparent election complaint and dispute resolution

INEC: Making your vote count; consolidating our democracy 18

 Institutionalization of Election Planning;

Strategic Objective Two: To improve voter education, training and research

 Formulate and implement gender responsive voter education programme;

 Formulate and implement policies to ensure participation of marginalised groups including

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 Entrench democracy and conduct of credible elections;

 Formulate and implement a research agenda.

 Register Political Parties;

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 Publish a newsletter and periodic workshop/seminar reports;

 Engage election observers;

 Engage the media;

 Institutionalise the Inter-agency consultative committee on election security (ICCES)

 Operationalize international best practice in Election Administration;

 Regular update of stakeholders database;

 Engage with political parties;

 Engage with voters especially at the grassroot;

 Review of INEC communication policy.

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 To enhance institutional capacity for managing election operations smoothly,

 Improve and institutionalise monitoring and evaluation of the activities of the

 Improve professionalization of INEC staff with code of ethics;