Iii - Independent Electoral And Boundaries Commission
TABLE OF CONTENTSMESSAGE FROM THE CHAIRPERSON .viiMESSAGE FROM THE COMMISSION SECRETARY/CEO.viiiCHAPTER ONE . 91.0 INTRODUCTION . 9The Mandate of the Independent Electoral and Boundaries Commission . 9The IEBC Organizational Structure . 9Contextual Background . 12Process and Rationale for the Strategic Plan . 12Structure of this Strategic Plan . 13CHAPTER TWO . 142.0 OVERVIEW OF THE FIRST STRATEGIC PLAN (2011-2017) . 14Lessons Learnt from the previous Strategic Plan . 16CHAPTER THREE . 183.0 THE SITUATION ANALYSIS . 18Introduction . 18Analysis of the External Environment . 18The Political Environment . 18The Economic and Demographic Environment . 19The Socio-Cultural Environment . 21The Technological Environment . 22The Legal Environment . 22The Physical Environment . 23Strengths, Weaknesses, Opportunities and Threats (SWOT Analysis) . 24Stakeholder Analysis . 25TABLE 3: PARTNER/STAKEHOLDER ROLES AND INTERESTS IN THEELECTORAL VALUE CHAIN . 26Strategic Issues. 294.0 THE STRATEGIC DIRECTION OF THE IEBC . 32Introduction . 32Vision, Mission and Core Values . 32Our Core Values . 32Programme Goals, Objectives, Outcomes and Strategies . 32TABLE 4: SUMMARY OF STRATEGIC OBJECTIVES, RESULTS ANDSTRATEGIC INITIATIVES . 36TABLE 5: LOGICAL FRAMEWORK MATRIX . 39CHAPTER FIVE . 465.0 THE MONITORING FRAMEWORK. 46Introduction . 46TABLE 6: THE MONITORING FRAMEWORK . 48CHAPTER SIX . 57TABLE 7: SUMMARY OF RISK ANALYSIS . 57CHAPTER SEVEN. 597.0 BUDGET SUMMARY . 59TABLE 7: IEBC SUMMARY BUDGET - 2015/2016 - 2019/2020 . 60iii
LIST OF TABLES AND FIGURESTable 1: Population prospects dataTable 2: SWOT AnalysisTable 3: Stakeholder roles and interests in the electoral value chainTable 4: Summary strategic objectives, results and initiativesTable 5: The Logical FrameworkTable 6: The Monitoring FrameworkTable 7: Summary of risk analysisTable 8: IEBC Summary budget 2016/2016 – 2019/2020Figure 1: IEBC organizational structureFigure 2: Kenya’s GDP trends since 2001Figure 3: Strategic pillarsFigure 4: IEBC vision, mission, outcomes and pillarsiv
ABBREVIATIONS AND TSTOTs––-Arid & Semi-Arid LandsBiometric Voter RegistrationCommunity Based OrganizationsConstituency Elections CoordinatorsConstitution of KenyaCivil Society OrganizationsCorporate Social ResponsibilityDeputy Commission SecretaryDispute Resolution CommitteeElections Management BodyEnterprise Resource PlanningElectoral and Technical Assistance ProvidersElectronic Voter Identification DevicesGeographic Information SystemGlobal Positioning SystemGerman Agency for Technical CooperationHuman ResourceInformation & Communication TechnologyIndependent Electoral & Boundaries CommissionInformation, Education and CommunicationInterim Independent Boundaries Review CommitteeInterim Independent Electoral CommissionIntegrated Population Registration SystemIndependent Review CommissionInstitutional Risk Management Policy FrameworkJustice & Legal Affairs CommitteeKenya Population & Household CensusMinistries, Departments and AgenciesMemorandum of UnderstandingMedium Term Expenditure FrameworkPost-Election EvaluationPublic Finance Management ActPresiding OfficersPublic Procurement Oversight AuthorityPersons with DisabilitiesResults-Based Management SystemRegional Elections CoordinatorsReturning OfficerRegistrar of Political PartiesResidual Registration EffortResult Transmission SystemTrainers of Trainersv
UNUNDP -United NationsUnited Nations Development Programmevi
MESSAGE FROM THE CHAIRPERSONKenya continues to make progress in the pursuit of a stable andstronger democracy. Since independence, the country has continued tohold elections regularly. However, it is the period 1992-2013 that hashad the greatest impact on our democratic journey. During this period,Kenya held five elections, two referenda and adopted a newConstitution – all in a multi-party setting. It has not always beensmooth but we can look back and be proud, as a country, of ourachievements.I am always elated by the promise of the 2010 Constitution. It placesgovernance at the centre of the people of Kenya. That is why equity in representation anddevolution are fundamental to the overall governance system under the Constitution. There isno other means of making representation and devolution a reality other than through elections.This is why the Commission remains an important actor in the implementation of theConstitution. But for us to succeed as an Electoral Management Body and also as a country, wemust have a long-term perspective that goes beyond looking at elections as an event.On the part of the Commission, we are committed to the ideals of the Constitution when it comesto management of elections. We remain fully aware that what we do today has implications forthe future of our young democracy. The current Strategic Plan has been designed with this inmind.We know that the electoral process is complex. The scope entails a robust legal framework,comprehensive voter education, effective and inclusive voter registration, efficient managementof Polling Day processes including the management of election results and the management ofpost-electoral events, to mention just but a few. As a Commission, we have learnt a lot frompast management of elections and referenda; particularly from the 2010 referendum and 2013General Elections. The lessons learnt have now informed the Strategic Plan 2015-2020.We are grateful for the support we have received from different stakeholders during thedevelopment of this Plan. We consulted with key stakeholders during the post-election reviewand stakeholders’ insight informed the choice of our strategic priorities. The Commission laterconsulted with stakeholders on the draft Plan and we appreciate the informative feedback thatculminated into the final Plan.I would also like to thank the Secretariat who worked assiduously to complete this Plan. ThePlan defines our programme for the next five years and I wish to invite all stakeholders toparticipate with us in the implementation.Ahmed Issack Hassan, EBSChairperson, Independent Electoral and Boundaries Commissionvii
MESSAGE FROM THE COMMISSION SECRETARY/CEOThis Strategic Plan 2015-2020 is the IEBC’s road map for the nextfive years. The Plan is dual-purposed designed as a practical manualfor guiding the Commission in the implementation of its five-yeardevelopment programme as well as steering it towards the 2017General Elections.The implementation of the previous Strategic Plan 2011-2017provided the foundation upon which the 2013 General Elections wereheld. The 2014 Post-Election Evaluation offered useful lessons andrevealed areas that needed further reforms and improvement. It isagainst this background that this Strategic Plan has been developed.The Plan is anchored on three strategic goals that focus on the management of elections,institutional transformation and public trust and participation. These goals are in turn supportedby strategic objectives and the concomitant strategies for implementation. We believe thathaving the three-pillar investment approach should enable the Commission: (1) deliverelections that are efficient, effective and credible; (2) build a respected corporate brand in theprovision of electoral services; and (3) win public trust and participation in the electoralprocess.The IEBC is committed to the implementation of this Strategic Plan in order to further improvethe electoral process and contribute towards strengthening democracy in Kenya. We recognizethat this is not going to be an easy process but we need to sustain focus on our mandate. In sodoing, we expect all the electoral stakeholders including political parties, the media, civilsociety, state and non-state agencies among others, to extend their support to the initiatives thatthe IEBC will undertake.The process of developing this Strategic Plan was participatory involving Constituency,Regional and National level structures of the Commission. It also brought on board keystakeholders who made valuable contributions towards its formulation. The Plan is founded onthe realization that Kenya’s electoral process is grounded on participation and has identifiedthose strategies that will foster inclusion both in its development and in the implementationprocess.The Strategic Plan will be implemented within the organizational structure of the IEBC witheach constituent functional unit playing its respective role towards achieving the mission of theCommission. A robust performance management system will be institutionalized to supportimplementation and to ensure that performance and accountability are lodged at the doorstepof each individual member of staff. A monitoring framework which has been developed as anintegral component of the Plan will be used for steering implementation and for generatingimportant information for decision-making.In this regard, I wish to acknowledge the oversight role of the Commission in providing thestrategic direction and the staff for developing the Plan. Finally, I wish to thank ourdevelopment partners who have provided technical and much financial support towards theprogrammes and initiatives that define our success.Ezra Chiloba,Commission Secretary/CEOviii
CHAPTER ONE1.0INTRODUCTIONThe Mandate of the Independent Electoral and Boundaries Commission1.11.21.3The Independent Electoral and Boundaries Commission (IEBC), was established underArticle 88 of the Constitution of Kenya, 2010 as the successor body to the InterimIndependent Electoral Commission (IIEC) and the Interim Independent BoundariesReview Committee (IIBRC). The IIEC was established by Parliament in 2008 through anamendment of Section 41 of the then Kenyan Constitution.The IEBC is responsible for conducting and supervising referenda and elections to anyelective body or office established under the Constitution or as prescribed by an Act ofParliament. The IEBC is specifically responsible for:a) Continuous registration of citizens as voters;b) Regular revision of the Voters Roll;c) Delimitation of constituencies and wards;d) Regulation of the process by which parties nominate candidates for elections;e) Settlement of electoral disputes;f)Registration of candidates for election;g) Voter education;h) Facilitation of observation, monitoring and evaluation of elections;i)Regulation of campaign financing;j)Development and enforcement of a Code of Conduct for candidates and partiescontesting elections; andk) Monitoring of compliance with the legislation required by Article 82 (1) (b) ofthe Constitution relating to nomination of candidates by parties.The functions of the Commission are also governed by other key legislations: the IEBCAct, 2011 which provides the legal framework for the organization of the Commission;the Elections Act, 2011 which provides the legal framework for elections to the variouselective positions; the Political Parties Act, 2011 which governs the regulation of PoliticalParties and stipulates the requirements for their registration, membership andorganization; and the Elections Campaign Financing Act, 2013.The IEBC Organizational Structure1.4The Commission comprises of a Chairperson and eight members. The Commissionersprovide oversight and policy direction through established Committees. For itsfunctioning, it is supported by a Secretariat headed by a Chief Executive Officer who isalso the Commission Secretary. The Commission Secretary is assisted by two DeputyCommission Secretaries; one in charge of Operations and the other Support Services. Thefunctions of the Secretariat are arranged under eight directorates: Legal and PublicAffairs; Voter Education and Partnerships; Voter Registration and Electoral Operations;Finance; Information and Communication Technology; Research and Development;Human Resource and Administration; and Risk and Compliance.1.5 The IEBC’s operations are decentralized with field offices in 17 regions managed byRegional Elections Coordinators. The Commission has also established offices in each of9
the 290 constituencies being managed by a Constituency Elections Coordinator. Theorganizational structure is contained in figure 1.10
Figure I: IEBC Organizational StructureChairpersonCommissionersCommission Secretary/CEODeputy CS/CEODirectorVoterReg. and ElectoralOperationManagerElectoralTrainingManager VoterRegistrationManagerLogistics andElectoralPlanningOperationsDeputy CS/CEOServicesDirectorVoterEducation andDirectorLegal agerDelimitationof BoundariesManager VoterEducation17 onsCoordinatorsManager icesManagerInvestigation andProsecution11DirectorResearch andDevelopmentManagerResearchand LibraryServicesManagerStrategy nanceManagerBudgetManager CorporateCommunicationManager Web andDigital MediaSupportDirector in.ManagerBusinessSupportDirectorHR erAdmin.Manager HRDevelopmentManagerWarehouseServicesDirector RiskandComplianceManagerRisk Mngt.ManagerAudit
Contextual Background1.6This Strategic Plan is set within the context of Kenya’s Vision 2030 which envisions ademocratic system that is issue-based, people-centered, result-oriented and accountableto the people of Kenya. The principle tenets of the Vision 2030 with respect to the desiredpolitical system are:(i) Democracy, public participation and equitable delimitation of constituency andward boundaries that promotes fair representation;(ii) Structures that promote citizens’ participation in free, fair, credible and decisiveelections;(iii) Public confidence in governance and the rule of law;(iv) An electoral process that promotes competitive politics that are issue-based;(v) Legal and Institutional frameworks that support issue-based political processes;(vi) Comprehensive reform of all electoral-related laws, creating a viable ElectoralManagement Body; and(vii) Institutionalizing and strengthening voter education programmes.1.7The Strategic Plan seeks to actualize the imperatives laid out in the 2010 Constitutionincluding enabling the Kenyan citizens to exercise their political rights. In doing so, theCommission is also informed by internationally acceptable norms and standards in electoraladministration and best practices established by other Elections Management Bodies(EMBs) around the world.Process and Rationale for the Strategic Plan1.8This five-year strategic plan is a sequel to the first strategic plan 2011-2017. The first Planwas reviewed as part of the process of developing this Strategic Plan. In doing so, usefullessons on implementation have been drawn to inform the future of elections managementin Kenya. Some of the objectives and strategies from the previous Plan have been validatedand rolled-over into the new planning cycle which covers the period 2015 – 2020.1.9The Post-Election Evaluation (PEE) of the 2013 General Elections conducted by IEBCin 2014 offered important lessons that have also informed the development of thisStrategic Plan. By making a critical internal assessment of the Commission’sperformance in the conduct of the 2013 General Elections, it was possible to establishwhat worked, what did not work as expected and what could have been done better. ThePEE itself coincided with the mid-term review of the IEBC’s seven-year Strategic Plan.It therefore afforded an opportunity to change course by developing this five-yearStrategic Plan. In addition, new strategies needed to be evolved to address the impending2017 General Elections.1.10 The process of developing this Strategic Plan was participatory, involving key stakeholders.The development of the Plan was undertaken using a technical planning team whosemembership was drawn from all the levels of the IEBC. The planning team was responsiblefor developing the various drafts of the plan which were subsequently tabled before thePlenary (IEBC’s highest decision making organ) and external stakeholders. Additional inputinto the Plan was received from consultative forums held with key stakeholders whoincluded Government Agencies, Political Parties, the Media, Civil Society Organizationsand Faith-Based Organizations.12
1.11 By developing this Strategic Plan, the Commission is fulfilling the requirements of Section68 (1) of the Public Finance Management Act, in relation to setting strategic priorities withinthe context of the medium term fiscal framework. Like in other institutions, the StrategicPlan forms the basis for a performance management culture in the Commission.Structure of this Strategic Plan1.12 This Strategic Plan is arranged under seven chapters. Chapter One is the introduction andprovides the mandate of the IEBC context and rationale. Chapter Two presents an overviewof the First Strategic Plan: 2011-2017. Chapter Three is the situation analysis comprisingthe internal and external environments of the IEBC. Chapter Four presents the strategicdirection of the IEBC comprising of the vision, mission, goals, guiding principles,Objectives and the logical framework matrix. Chapter Five presents the monitoringframework. Chapter Six deals with the risk analysis and mitigation, while Chapter Sevenprovides the budget summary.13
CHAPTER TWO2.0OVERVIEW OF THE FIRST STRATEGIC PLAN (2011-2017)2.1The first Strategic Plan 2011-2017 was reviewed as part of the process of developing thisStrategic Plan. The review confirmed that the purpose of the previous strategic plan wasclear. However, the internal structures for cascading the Plan’s objectives and strategiesneeded strengthening. Moreover a performance management system needed to beanchored on the Plan as a strategy for enhancing implementation and accountability. Itwas also noted that while the development of the Strategic Plan involved staff of IEBCat all levels, the participation of external stakeholders was very limited.2.2The review identified the following as some of the key achievements of the IEBC underthe first Strategic Plan:(a) The Legal FrameworkIn the run up to the 2013 General Elections, the IEBC provided leadership inestablishing a robust legal framework for elections management. In the process, itaccomplished the following:(i)Developed the Election Campaign Financing Bill, 2012 and the ElectionRegulations, 2012;(ii)Engaged stakeholders in consultative forums on the reviewed electoral laws;(iii) Developed and published Rules of Procedure on Settlement of Disputes;(iv) Participated in the development of Parliamentary and County Election PetitionRules, 2013 and Supreme Court Rules, 2013;(v)Developed and published the formula and criteria for the allocation of specialseats;(vi) Built the legal capacities of Poll Officials in preparation for the 2013 GeneralElections;(vii) Arbitrated 206 disputes relating to or arising from pre-elections partynominations; and(viii) Arbitrated over 600 disputes relating to or arising from allocation of specialseats during the post-election period.(b) Registration of Eligible VotersIn fulfillment of its constitutional and statutory mandate to register voters the IEBCaccomplished the following:(i) Expanded access to registration services by increasing the number ofregistration centres from 20,669 to 24,563;(ii) Deployed the Biometric Voter Registration technology to register voters in allthe 290 constituencies in the country. A total of 15,894 kits were deployed in24,563 registration centres;14
(iii) Recruited and trained over 30,000 registration clerks and 1,450 VoterRegistration Assistants to register voters countrywide;(iv) Registered a total of 14.4 million voters in 30 days; and(v) Conducted, for the first time, voter registration for Kenyans residing outside thecountry within the East African region with a total of 2,637 voters beingregistered.(c) Conduct of ElectionsPursuant to its mandate the Commission:(i) Conducted the 2013 General Election in accordance to a comprehensive ElectionsOperations Plan;(ii) Gazetted a total of 12,776 candidates to contest the 1,882 elective positions createdunder the 2010 Constitution of Kenya;(iii)Established and managed a total of 31,983 polling stations including six in the EastAfrican Countries; and(iv) Tallied and reported the results of the 2013 General Election.(d) Voter EducationThe Commission achieved high voter registration rate of 79.4% of the target of 18 millionin a period of 30 days and a high voter turnout of 86% in the 2013 General Elections.This is arguably the highest in Africa. To achieve this, the Commission developed andimplemented Voter Education programmes employing various strategies including thefollowing:(i) A comprehensive voter education curriculum for use by all voter educationproviders in the country;(ii) Mounted mass media campaigns utilizing media scripts, newspaper adverts, mediaappearances by IEBC officials and endorsements by media personalities;(iii) Conducted voter education campaigns for various electoral processes through 96vernacular, English and Kiswahili radio stations and 8 TV stations;(iv) Employed various social media platforms such as Twitter, Facebook, Youtube andothers to engage the youth in “elections conversation” and to have them register asvoters. The Short Messaging Services (SMS) were also extensively employed tocommunicate specific messages;(v) Produced various curriculum support material and Information, Education andCommunication (IEC) literature on the voter registration process targeting personswith disabilities, women, youth and marginalized groups across the country;(vi) Engaged various agents including Media, Provincial Administration, PoliticalParties, Faith-Based Organizations and Volunteer Community Mobilizers amongothers to mobilize voters; and15
(vii) Mounted various outdoor activities such as the Voter Marathon and road shows tospur voter registration.(e) Strategic PartnershipsIn this domain, the Commission achieved the following:(i) Accredited a total of 28,556 domestic observers, 4,458 international observersalongside 4,487 media personnel. In addition, 600,000 polling political partyagents were also accredited; and(ii) Fostered partnerships with key stakeholders including Learning Institutions,Government Ministries and Commissions, the Judiciary, Development Partners,Civil Society Organizations, Faith-Based Organizations, Political Parties, theMedia, Non-Governmental Organizations among others to support electoralprocesses.(f) Integration of ICT in the Electoral ProcessThe Commission employed various electoral technologies to enhance the efficiency andeffectiveness of the electoral process. Towards this end, it accomplished the following:(i) Employed the Biometric Voter Registration (BVR) technology countrywide;(ii) Employed a Candidates Nomination Software to verify nominees, generating atotal of 12,776 ballot paper proofs;(iii)Adopted the use of Electronic Voter Identification Devices (EVIDs); and(iv) Developed a Result Transmission System (RTS) for relaying of provisional results.(g) Establishment of the Political Parties Liaison CommitteeThe Commission in collaboration with the Office of the Registrar of Political Partiesestablished the PPLC as stipulated under Section 38 of the Political Parties Act. This ledto the following:(i) Creation of a platform for dialogue between the Registrar, Commission andPolitical Parties;(ii) Consultation on matters relating to election processes; and(iii) Sensitization of Political Parties on Electoral Laws.Lessons Learnt from the previous Strategic Plan2.3A number of useful lessons were learnt while implementing the 2011–2017 Strategic Planthat are useful in the preparation of the current Strategic Plan. Key among them are:a) Prioritization: The prioritization process should consider the existing capacity interms of organizational structure, human resources, physical infrastructure, ITskills, and required financial resources to put in place a sustainable ElectoralManagement Body.16
b) Budgetary Constraints: Implementation of any plan presumes that adequateresources will be available to the extent required and at the time needed. In thisregard, there is need for timely allocation of funds to the Commission to enableproper planning especially during an election year. That is why operationalizationof the IEBC Fund as provided for in the IEBC Act, 2011 is a strategic imperative.c) Result-Based Management: Result Based Management was not optimally realizedin the previous Strategic Plan. There is need to institutionalize performance culturethat links inputs to results. In addition, monitoring and evaluation should inform theprogram management and implementation in a structured manner. But anysuccessful Results-Based Management (RBM) requires concerted leadership inproject management with clear accountability and quality assurance as well.d) Technology: The Commission invested significant amount and time in acquisitionand deployment of technology in the 2013 elections. Some technology succeededwhile others did not perform to expectation. It is imperative that planning fortechnology must be preceded by adequate time, testing, training and informationsharing with key stakeholders before full implementation.e) Legal reforms: Elections must be conducted within an enabling legal environment.In this regard, there is need for predictability on legal requirements for both theCommission and political parties. Late changes to the laws, as was the case in 2013,exerts unnecessary pressure on all actors in the electoral process. Future reformsmust be within reasonable timelines.f) Collaboration: Successful delivery of the mandate of the Commission requiresclose collaboration with stakeholders across the board. Political parties and leaderswho commit to the electoral process; government agencies who provide operationalsupport when required; civil society organizations on voter education; developmentpartners on technical assistance; and media for public engagement and informationsharing, proved themselves worth in the last planning cycle. This must be nurturedgoing forward.17
CHAPTER THREE3.0THE SITUATION
Ezra Chiloba, Commission Secretary/CEO. 9 CHAPTER ONE 1.0 INTRODUCTION . Operation Manager Electoral Training Manager Voter Registration Manager Manager Logistics and Electoral Planning 17 Regional Elections Coordinators 290 Constituency Elections Coordinators
Susan Johnson OBE Peter Maddison QPM Amanda Nobbs OBE Steve Robinson Jolyon Jackson CBE (Chief Executive) What is an electoral review? 3 An electoral review examines and proposes new electoral arrangements for a local authority. A local authority's electoral arrangements decide: How many councillors are needed.
Boundaries in Dating chart Assessment materials: Inappropriate vs. Appropriate Boundaries Boundaries in Dating Temperance in My Daily Life CONTENT SETTING APPROPRIATE BOUNDARIES One way we respect ourselves and others is by setting boundaries. Boundaries are physical and emotional li
Electoral 2017-2018. 7. El 10 de marzo del 2017, el Pleno del Consejo Estatal Electoral y de Participación Ciudadana aprobó, mediante el acuerdo 034/03/2017, la "Convocatoria para la integración de Organismos electorales durante el Proceso Electoral 2017-2018". 8.
The Constitution explains the electoral college system. _3. The number of electoral votes a state has is based on its number of congressmen. _4. The candidate who wins a state’s popular vote wins the state’s electoral
acronyms aaf: association aspirations fÉminine (morocco) cad: canadian dollar cmev: centre for monitoring electoral violence (sri lanka) covid-19: coronavirus disease 2019 cso: civil society organization euracs: european response to electoral cycle support in ethiopia (ethiopia) esta: electoral security threat assessment (ethiopia) eces: european centre for electoral support (ethiopia)
Grade Boundaries GCSE June 2013 . Understanding GCSE grade boundaries This document shows the grade boundaries for modular and linear GCSE qualifications. For each set of grade boundaries, the maximum number of available marks is also shown. For modular GCSEs, maximum marks and grade boundaries for individual units are shown for both the raw and uniform (UMS) mark scales. Maximum marks and .
(AEC), an independent statutory authority. The AEC provides Australians with an independent electoral service and educational resources to assist citizens to understand and participate in the electoral process. 2 Government in
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