also reignite historical grievances and and its outcome. The referendum armed militia groups in particular process aftermath will set the tone areas such at the Coast. EMBs, for 2017. geared at reducing tensions and polling officials, candidates, party strengthening national cohesion. A offices and supporters, and election broad based stakeholder dialogue at events such as campaigning and national policy level should be polling, can be targeted by those facilitated and sustained. with grievances or seeking to disrupt the process. Political: High Low The ICC was seen as a deterrent to electoral violence in 2013. If this is Conviction of 1 or more of the high Prosecution has not brought strong no longer the case, ensuring a good Outcomes of the Kenyan level Kenyan’s indicted by the court cases and with witnesses recanting, it early warning system is in place and cases at the ICC could disrupt political and electoral seems unlikely at this point, this will functioning, and good EMB processes. happen in the near future. coordination with law enforcement and peace committees. Organizational: High High The CTA and SEA will work to advise the Commission on ways to The IEBC require restructuring and The IEBC recognize the need for streamline their management and a more coherent distribution of structural reforms but not all within operations and improve their responsibilities between recognize the extent of the reforms efficiencies and effectiveness. A departments. Not restructuring, or needed and blame other factors, senior level peer mentor for the only undertaking a partial such as ICT, for their problems. IEBC does not undertake Commission is also anticipated in restructuring, would perpetuate Without clear Commission the extent of restructuring SEPK who can advise the organization problems, high costs of leadership to rationalize the structure and reform required commission on needed reforms, election management and the and better assign responsibilities among other issues, and to flag elections and constrain a more between departments for more issues that still need to be addressed. effective and efficient fulfilment of functional groupings, it is likely that The EDG should provide policy their duties. split functions and working in a silo level advocacy and support for the manner will continue. IEBC on needed reforms Organizational: High High Developing succession, orientation and training and Large turnover of IEBC IEBC retained strong management Up to 50 staff and directors expected institutionalizing IEBC management directors and staff capacity from the IIEC. However, to leave before 2017, many to and operations systems and much of the technical and contest those elections. procedures. Developing a framework
also reignite historical grievances and armed militia groups in particular areas such at the Coast. EMBs, polling officials, candidates, party offices and supporters, and election events such as campaigning and polling, can be targeted by those with grievances or seeking to disrupt the process. and its outcome. The referendum process aftermath will set the tone for 2017. geared at reducing tensions and strengthening national cohesion. A broad based stakeholder dialogue at national policy level should be facilitated and sustained. Outcomes of the Kenyan cases at the ICC Political: High Conviction of 1 or more of the high level Kenyan’s indicted by the court could disrupt political and electoral processes. Low Prosecution has not brought strong cases and with witnesses recanting, it seems unlikely at this point, this will happen in the near future. The ICC was seen as a deterrent to electoral violence in 2013. If this is no longer the case, ensuring a good early warning system is in place and functioning, and good EMB coordination with law enforcement and peace committees. IEBC does not undertake the extent of restructuring and reform required Organizational: High The IEBC require restructuring and a more coherent distribution of responsibilities between departments. Not restructuring, or only undertaking a partial restructuring, would perpetuate organization problems, high costs of election management and the elections and constrain a more effective and efficient fulfilment of their duties. High The IEBC recognize the need for structural reforms but not all within recognize the extent of the reforms needed and blame other factors, such as ICT, for their problems. Without clear Commission leadership to rationalize the structure and better assign responsibilities between departments for more functional groupings, it is likely that split functions and working in a silo manner will continue. The CTA and SEA will work to advise the Commission on ways to streamline their management and operations and improve their efficiencies and effectiveness. A senior level peer mentor for the Commission is also anticipated in SEPK who can advise the commission on needed reforms, among other issues, and to flag issues that still need to be addressed. The EDG should provide policy level advocacy and support for the IEBC on needed reforms Large turnover of IEBC directors and staff Organizational: High IEBC retained strong management capacity from the IIEC. However, much of the technical and High Up to 50 staff and directors expected to leave before 2017, many to contest those elections. Developing succession, orientation and training and institutionalizing IEBC management and operations systems and procedures. Developing a framework
UNDP%20Elections%20Project%20Document%20DRAFT%20%20May%202015%20%20Final.docx