Information Sharing at Public Institutions - The Nigeria Case Study By Edet Ojo

Transcription

1 Information Sharing at Public Institutions - The Nigeria Case Study By Edet Ojo Executive Director Media Rights Agenda, Lagos

2 The Nigeria Case Study This case study is based on a recent experience where the Independent National Electoral Commission (INEC) of Nigeria decided to develop & adopt a Communication Strategy to enable it improve its public communication & win the public trust. It therefore constituted a Working Group made up of academicians & civil society experts in communications to assist the Commission in developing the Strategy.

3 Contexts & Considerations The development of the Communication Strategy was informed by a number of considerations, including the following: The need for the Communication Strategy to be context-specific, i.e. to address the specific communication needs of INEC. The need for the process of developing the Strategy to be participatory, i.e. with input from various INEC departments & officials The need for the Communication Strategy to be systematic.

4 INEC s Vision, Mission & Values The Communication Strategy articulates key actions to be taken which are expected to contribute to the realisation of INEC s Vision & Mission. These actions are also expected to reinforce INEC s values, by conveying & projecting the principles of transparency, credibility & integrity. All of these goals will be significantly aided by the effective implementation of the Communication Strategy.

5 INEC s Communication Objectives The document also sets out broad communication objectives of INEC These objectives are informed by the nature of INEC & its functions. The document also contains more specific objectives for proposed communication with each of the stakeholder groups that INEC needs to engage.

6 Internal Communication Within INEC The Strategy proposes that systems & mechanisms for internal communication be put in place These are to ensure that those responsible for external communication are fully informed & have a common understanding of INEC s Vision, its Mission Statement, its values, principles & organizational philosophy, the plans, projects, programmes & activities that are being implemented in all areas within the organization s mandate.

7 Freedom of Information Act Nigeria has a FOI Act, adopted in Public institutions such as INEC therefore have a legally binding duty to comply with its provisions & can be compelled to do so. The Strategy indicates that compliance by INEC with the FOI Act will enhance its transparency & accountability It will also reinforce its public image of integrity & credibility as well as strengthen public trust & confidence in the Commission.

8 Freedom of Information Act The Strategy outlines systems which INEC will institute for the effective implementation of the FOI Act. These include setting up an FOI Unit to be in charge of internal compliance with the Act The Unit will be responsible for reviewing or considering requests for information from the public It will determine what records, documents or information should be disclosed.

9 Freedom of Information Act Part of the unit s functions will include preparing an index of information held by INEC to make it easier to locate records. It will also ensure compliance with the proactive disclosure obligations of INEC under the Act Although Namibia does not have an ATI Law yet, public institutions will gain public trust much more easily if they have mechanisms for the public to ask for information.

10 Public Communication Framework The substantive section of the Strategy lays out a comprehensive outline of a public communication framework for INEC. The framework identifies INEC s key stakeholder groups & constituencies for engagement. The framework indicates: INEC s specific objectives for communicating with each of the stakeholder groups or constituencies.

11 Public Communication Framework The nature of the messages & information to be communicated to each stakeholder group or constituency. The communication tools or channels to be deployed in INEC s communication with each stakeholder group The feedback mechanisms for assessing the effectiveness of INEC s communication & how well it is keeping its target audiences engaged.

12 Public Communication Framework The document also seeks to enable INEC to take advantage of the opportunities presented by ICTs & social media tools to communicate directly with some of its key stakeholders without the mediation of mainstream media. A large part of INEC s public communication with some critical stakeholder groups, including youths & Nigerians in the Diaspora, therefore rely heavily on social media & other ICT platforms.

13 Stakeholder Groups for Communication The document lays out the various elements of the public communication framework in narrative form as well as in a matrix (tabular form), for ease of reference. It identifies 18 Stakeholder groups follows: Voters/the Electorate Political Parties The Media Civil Society Organizations, Professional Bodies & Trade Unions

14 Stakeholder Groups for Communication Development Partners The Presidency Government Ministries, Departments & Agencies The National Assembly (Parliament) The Judiciary International Observers The Diplomatic Community Law Enforcement & Security Agencies

15 Stakeholder Groups for Communication Youths Women Specially-Abled Persons (Persons with Disabilities) Nigerians in the Diaspora Traditional & Religious Institutions Vendors, Contractors & Service Providers

16 Conclusion The concluding section of the document indicates that it will be subjected to regular & periodic reviews, not less than at least once every 2 years This is to assess its effectiveness in improving INEC s internal & external communication practices & the achievement of its communication goals & objectives.

17 Conclusion Although this case study is based on a public institution that is an EMB, it is a best practice example that virtually any public institution can adopt to improve its public communication & its engagement with its clientele. If a public institution exists to serve the public or provide services to the public, then it must think of ways to improve its engagement with those for whom it exists.