NOIPolls’ role in strengthening polio eradication through IEV Initiative

Despite Nigeria being certified free of the wild poliovirus in 2020 by the World Health Organization (WHO), Nigeria still experiences staggering outbreaks of cVDPV (circulating vaccine-derived poliovirus). This is largely due to gaps in immunization coverage (RI and Polio), suboptimal campaign quality and high maternal mortality in the selected states. The April and June 2025 polio campaigns were co-implemented by NOIPolls alongside other partners as Outbreak Response (OBR) to address these gaps in the nine priority states. In three states - - Borno, Kaduna and Yobe -- NOIPolls contributed to the campaign through the provision of technical guidance, building the capacity of relevant personnel and providing supervision oversight.

In Yobe, NOIPolls staff reviews materials and tally sheet with a field vaccinator

This initiative spearheaded by the NPHCDA, National and State EOCS and supported by WHO, SCIDAR contributed to the strategic shift in the polio vaccine campaign by facilitating a thorough implementation of the process, and real-time monitoring of the vaccination process across implementation states.

Our key interventions involve:

• The training and deployment of over 500 Independent Observers (IOs) to validate team selection across all three states

• The supervision of 4,000+ Independent Cluster Supervisors (ICSs) to ensure quality delivery of vaccination across all three states

• Supporting community-led nomination processes involving District heads and traditional leaders across all selected states

• Real-time data collection and feedback using ODK tools.

This innovative shift in the campaign strategy for Polio eradication in Nigeria ensured transparency and accountability in the campaign planning and initiation process. NOIPolls’ commitment to quality data and accountability helped in restoring trust in the immunization process especially in communities where skepticism and fatigue had taken root. The inclusion of traditional leaders in the nomination of the vaccination team created a sense of local ownership amongst members of the community. These leaders became local champions of the campaigns ensuring that the right people were selected for the IEV processes, people who understand the terrain, the language and the concerns of the people they are meant to serve.

Training was also another transformative process in the success of the IEV initiative as NOIPolls ensured that training sessions were not just box-ticking exercises but an immersive and practical experience. These trainings were held across all three states at ward and LGA levels in NOIPolls designated training locations. Post-training evaluations were rigorous, where only top performers made it to the final deployment list. Trained Independent Observers were also engaged to monitor these sessions, ensuring that the process remained honest and that no corners were cut.

A Vaccination team meets to brief and review task at a primary health care center before the start of the day's work

NOIPolls also ensured that field supervision was accurately conducted. Each ICS was assigned to a manageable number of vaccination teams ensuring a thorough monitoring process. Daily morning briefings were conducted to set the tone for the field activities and evening review meetings provided a platform to troubleshoot issues and share learnings. In areas where the terrains and security were a challenge, supervisors relied on GPS tracking and community intermediaries to maintain oversight. The impact of these efforts were visible almost immediately. Teams were more confident, better prepared, and more accountable. Communities were more receptive, seeing familiar faces and respected figures at the helm of the campaign. Data flowed in real-time, allowing for swift adjustments and targeted interventions. Most importantly, Children were vaccinated and noncompliant cases were reported and resolved where possible.

While high success rates were recorded, there were also challenges such as logistics in remote and hard-to-reach LGAs. Travel distances and poor road networks delayed team movements and disrupted planned schedules. Some ICSs were also unable to reach their assigned wards due to security concerns, leaving gaps in supervision and accountability. However, these setbacks became learning curves, feeding into a cycle of continuous improvement and laid the groundwork for a more resilient, community-centered approach to public health.