strategic plan 2014-2018 - kewopa kenya › ... › 05 ›...

STRATEGIC PLAN

2014-2018

STRATEGIC PLAN 2014-2018 | KEWOPA

1

KEWOPA | STRATEGIC PLAN 2014-2018

2

Acknowledgment

We are greatly indebted to the KEWOPA Executive Committee for the invaluable input in the

strategic plan development process, the KEWOPA members who diligently undertook to attend

debriefing workshops and give their inputs, KEWOPA Gender Advisor-Maureen Gitonga, KEWOPA

staff; Magdalene Kariuki, Edith Imunde, Gladys Cheptoo, Eric Leley, Marcellah Onsomu, Jared

Onsongo, Mercy Mwangi, Everlyne Mumelo, Julia Mulupi and Getrude Nthiiri, that have tirelessly

worked with consultants in shaping the dimensions and direction of the strategic plan.

To our consultants, Mary Njenga Murimi (Organization Development Consultant) and Dalmas

Ochieng (Gender Consultant), we are gratified by the quality of your input and time over the period.

We wish to acknowledge and appreciate KEWOPA partners who gave financial and technical support

in reshaping the agenda of the Caucus for posterity during the stakeholder analysis.


3

Foreword

This 2014-2018 strategic plan seeks to reaffirm the commitment of KEWOPA Members and endeavor to increase women’s representation

at all levels of decision making, engender resource allocation and advocate for the enactment of gender related legislations. Women parliamentarians continue to face difficulties in their work particularly when operating within political structures and political parties dominated by men. The inclusion of women in political decision making is not just about women’s right to equality and participation in the conduct of public affairs; it is also about using women’s resources and potential to determine political and development priorities that benefit societies and the African continent in particular.

In order to increase women’s ability to address gender equality issues during the development of legislation and policy; it is important that the institutions involved are engendered. It is therefore the mandate of KEWOPA to empower and educate women on the appropriate strategies to enable effective advocacy and influence of the women’s agenda. This plan comes at a defining phase in our country’s nascent democracy as we now have a devolved government and among our critical undertakings will be the devolution of our services to the counties. KEWOPA has devised ways of engaging women legislators at county level by creating KEWOPA chapters as a platform and link through which the needs and aspirations of the women of Kenya can be realized. The County Chapters will not only provide a platform for women legislators at the county to champion for the inclusion of women’s views at that level but also create forums through which upcoming legislators can be mentored and groomed to participate in national politics.

The strategic plan has spelt out KEWOPA’s core mandates, the actors, its four programmatic areas which seek to advance the Members participation in political party activities, representation, legislation and institutional strengthening. The strategic interventions for KEWOPA shall be chiefly institutional strengthening and monitoring implementation of identified issues affecting women in the country.

We wish to acknowledge with deep gratitude the contributions of our development partners specifically UN Women and SUNY Kenya for the financial support in the development of this strategic plan and our consultants for their technical expertise. We appreciate support from Parliament of Kenya for providing us with office space and technical expertise. We are grateful to our partners for their ideas and contributions that informed the strategic plan. We are indebted to KEWOPA secretariat for their tireless efforts and commitment to the successful implementation of KEWOPA activities.

HON. CECILY MBARIRECHAIRPERSON, Kenya Women Parliamentary Association


4

Acronyms

CBOs Community Based Organizations

CDF Constituency Development Fund

CPST Center for Parliamentary Studies and Training

CSOs Civil Society Organizations

FBOs Faith Based Organizations

FPE Free Primary Education

GDP Gross Domestic Product

GJLO Governance, Justice, Law & Order

ICT Information, Communication Technology

IEBC Independent Electoral and Boundaries Commission

IR International Relations

KNA Kenya National Assembly

KNBS Kenya National Bureau of Statistics

MTP-II Medium Term Plan-II

OD Organizational Development

PA Public Administration

PLWH People Living with HIV and AIDS

PMTCT Prevention of Mother to Child Transmission of HIV

PSC Parliamentary Service Commission

SUNY State University of New York

SWOT Strength, Weaknesses, Opportunities and Threats

UNAIDS Joint United Nations Programme on HIV/AIDS

UNFPA United Nations Population Fund

WFD Westminster Foundation for Democracy

UN WOMEN United Nation Entity for Gender Equality and Empowerment of Women


5

Acknowledgment. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....2

Acronyms ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....3

Executive Summary ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....6

CHAPTER ONE

1.0 Introduction to KEWOPA and the Strategic Plan ...... ...... ...... ...... ...... ...... ...... ...... .....7

1.1 Who we are. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....7

1.2 KEWOPA’s Vision ..... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....7

1.3 KEWOPA’s Mission ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....7

1.4 KEWOPA’s unique Identity ..... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....8

1.5 Our core values and beliefs ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....8

1.6 Our core business .... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....8

1.7 Evolution of KEWOPA...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... .....9

1.8 The purpose and Justification of the Strategic Plan . ...... ...... ...... ...... ...... ...... ...... ...10

1.9 The process of developing the plan..... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...10

1.10 A review of the last strategic plan . ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...11

CHAPTER TWO

2.0 Our external operating context ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...15

2.1 Position of women in employment ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...15

2.2 The Constitution of Kenya 2010 .... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...15

2.3 Second Medium Term Plan 2013-2017 ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...18

2.4 Internal Context . ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...19

2.4.1 Strengths and Weaknesses, Opportunities and Threats (SWOT) Analysis .... ...19

2.4.2 Stakeholder Analysis ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...20

CHAPTER THREE

3.0 The Strategy ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...22

3.1 Our theory of change ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...22

3.2 Our strategic direction..... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...22

3.3 Legislative and oversight function. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...23

3.4 Representative function ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...24

3.5 Political function. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...25

3.6 Institutional strengthening function ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...26

3.7 Flagship projects...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...27

Table of Contents


6

CHAPTER FOUR

4.0 Organizational implications .... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...28

4.1 Introduction. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...28

4.2 Management systems and structures.. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...28

4.3 The Executive Committee and budget sector committees..... ...... ...... ...... ...... ...... ...28

4.4 The Secretariat .. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...28

4.5 Governance structure...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...29

4.6 The KEWOPA National secretariat ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...30

4.7 Partnerships ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.8 Monitoring, Evaluation and Reporting.. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.9 Resource Mobilization ..... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.9.1 Program funding .. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.9.2 Members Subscription ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.9.3 Endowment fund .. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

4.10 Assumptions and Risks ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...31

REFERENCES

Annex I: Results Framework ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...33

Annex II: Flagship Actions December 2013-June 2015 ...... ...... ...... ...... ...... ...... ...... ...... ...... ...40

LIST OF TABLES

Table 1.1: Financial expenditure across programs 2008-2013 . ...... ...... ...... ...... ...... ...... ...... ...14

Table 2.1: Members of National Assembly (both elected and nominated) by sex 1969-2008 15

Table 2.2: Political and senior decision making positions by sex (May 2006 as compared

to May 2009)...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...16

Table 2.3: Distribution of civil service workforce by job categories and sex, June 2010 .... ...... ...17

Table 2.4: KEWOPA SWOT matrix.... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...19

Table 2.5 Stakeholders Expectations of KEWOPA Members ... ...... ...... ...... ...... ...... ...... ...... ...21

Table 3.1: KEWOPA strategic areas. ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...23

LIST OF FIGURES

Figure 1.1: KEWOPA membership progress since inception to date ...... ...... ...... ...... ...... ...... ...29

Figure 4.1: Proposed titular working pattern under Bi-cameral System ... ...... ...... ...... ...... ...... ...29

Figure 4.2: KEWOPA National Secretariat ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...30


7

Executive Summary

This is KEWOPA’s Strategic Plan for 2014-2018. The plan culminates from a series of consultative

meetings amongst the KEWOPA executive, members, consultants, the secretariat and

stakeholders and/or partners. Key in its development process has been a review of the previous

2011-2015 plan that was overtaken by emerging operational context of new governance architecture,

the 2013 General elections outcomes, the evaluation outcome of the performance of KEWOPA

members in the 10th parliament, the internal and external environment influence in KEWOPA’s

strategic positioning and direction based on organizational assessment.

The strategic plan has taken into consideration key KEWOPA flagship projects across its program

areas, the role that KEWOPA seeks to perform toward the realization of MTP-II; specifically, the

empowerment of women and youth, the increased number of women parliamentarians and the

mechanisms of making KEWOPA a relevant and sustainable parliamentary caucus. For clear roles

and participation, the plan has elaborated the 10 budget sectors with clear priority areas where

KEWOPA Members have been aligned.

The strategic plan has spelt out the core mandate of KEWOPA across its four programmatic areas:

legislation and oversight function, political party function, representative function and institutional

strengthening function. Strategic activities and key results across program areas have been captured

to act as benchmarks for KEWOPA’s operation. It builds on international and regional frameworks

that support advancement of women and gender equality.

The devolved system of government has also been considered in the strategizing process with

clear mechanisms of engaging women legislators at the county level by creating KEWOPA chapters

across counties to cascade the national agenda and mandate of the caucus where KEWOPA intends

to inform the budget making process in the counties through a gender lens.

Finally, the strategic plan has spelt out a clear implementation framework aimed at achieving KEWOPA

objectives over the five year period with a nuanced system of monitoring, evaluation and reporting.


8

CHAPTER ONE1.0 Introduction to KEWOPA and the Strategic Plan

1.1 Who we are

1.2 KEWOPA’s Vision

The Kenya Women Parliamentary Association (KEWOPA) is a caucus of Women Parliamentarians in

Kenya. The Association was established during the Eighth parliament in May 2001, by three women

parliamentarians who were among the nine women parliamentarians. KEWOPA membership is

drawn from all sitting women Members of National Assembly and Senate from all the political parties

both elected and nominated.

KEWOPA’s focus at the time of its establishment was to;

1. Raise the number of women parliamentarians;

2. Increase women contribution and influence on Parliamentary business and;

3. Ensure increased attention to issues affecting women.

KEWOPA envisions women and men who are equitably represented in Parliament and decision making

in public and private spheres. Our core mandate is to promote the advancement of parliamentary

democracy by enhancing knowledge and understanding of democratic governance and facilitate

the networking of women parliamentarians for the socio-economic development of Kenya.

KEWOPA was established after women parliamentarians noted that since Kenya’s independence in

1963, the number of women Members of Parliament had always been low compared to the number

of men, and as a result issues that were of special concern to women and girls had often been

sidelined in the legislative and political processes. Similarly, there was no parliamentary committee

that was chaired by a woman and gender related bills and House agendas were never treated with

the seriousness they deserved, both in committees and on the floor of the House. There were no

women representatives in the Parliamentary Service Commission (PSC), as a result the policies and

practices influenced by the PSC were mostly insensitive to, if not abusive of women Members (e.g.

Parliament had no maternity policy and no facilities for women Members). The national budget (the

main tool for mobilization and allocation of public resources) was insensitive to women’s needs

and their roles in the productive economy.

KEWOPA is governed by an Executive Committee that is headed by a Chairperson and supported

by a fully-fledged secretariat in realizing its vision.

Women and men are equitably represented in Parliament and decision making in public and private

spheres to promote sustainable development.


9

1.3 KEWOPA’s Mission

1.4 KEWOPA’s unique Identity

1.5 Our core values and beliefs

We exist to promote the advancement of parliamentary democracy by enhancing knowledge and

understanding of democratic governance and facilitate the networking of women Parliamentarians

for the socio-economic and political development of Kenya.

We are a network of women Parliamentarians who believe in the equal rights of women to participate

in all aspects of governance of our country, and who are therefore committed to ensuring that the

country’s policy making and legislative institutions redress gender disparities and other injustices

that contribute to poverty and undermine sustainable development.

We are committed to growing a dynamic organizational culture that will be guided by these values;

1. Responsiveness: We work to find solutions through policy and legislative initiatives that

address the needs and preferences of our constituents.

2. Respect: We listen and respect the wishes of our people and encourage partnerships where

mutual respect remains a core working value.

3. Diversity: We embrace the diversity of all Kenyans, and work to address diversity across

gender, ethnic, class, race, disability and minority lines.

4. Integrity and Accountability: We believe that the highest standards of ethics and integrity

form a core element of public service and leadership, and we strive to ensure utmost accountability

in all our initiatives.

Our beliefs

We believe that;

1. Kenyan Constitution is the supreme law of the land.

2. All Kenyans have equal rights.

3. The family is the basic unit of the society.

4. Every Kenyan is a valuable member of the community.

5. Every Kenyan deserves to be fully served and consulted by their directly elected representative

or party representative in Parliament.

6. It is possible to make a positive difference in the lives of women, men and youth and people

with disabilities and all marginalized Kenyans.

7. Women deserve the same opportunity to participate in leadership and equal access to

education, employment, economic opportunities, health care and housing.

8. There is strength in numbers, and in particular, where different technical input enhances the

delivery of our mandate.


10

1.6 Our core business

1.7 Evolution of KEWOPA

As women’s parliamentary caucus, we play a strategic role in informing legislation, working to boost

general welfare and serve to amplify women’s voices. Our business is broadly in the following areas:

1. Legislative and oversight function; where we enhance the individual and collective

legislation function of MP’s, advance watch dog and leadership skills to increase their participation

in parliamentary committees and develop diplomatic and interactive capacities of the members;

2. Representative function; where we seek to boost the individual and collective representative

functions of MP’s with regard to constituency development and management and continuous

engagement with voters on policy and community issues;

3. Political party function; where we seek to advance the Members participation in political party

activities including participating actively on party platforms and party policy development and;

4. Institutional strengthening; where we enhance the institutional capacity of the secretariat to

promote and facilitate the Members in their legislative, political and representative functions.

KEWOPA was founded in May 2001 by the three women parliamentarians. The three Members of

Parliament were among nine women MPs in the Eighth parliament. The formation of the Association

arose out of the need to raise the number of women parliamentarians, increase their contribution

and influence on Parliamentary business and ensure increased attention to issues affecting women.

At its formation, there were only nine women in the eighth parliament out of the 220 Members of

Parliament (MPs), subsequently; there were 18 women out of the 222 Members in the ninth parliament

and a subsequent 22 (9.8%) women in the 10th parliament comprising the membership of KEWOPA.

In the 11th parliament, KEWOPA has a membership of 86 women parliamentarians in the National

Assembly and the Senate. Although this is the highest number of women parliamentarians Kenya

has ever had in political leadership, it is still poor considering women’s political participation has

generally improved around the world. For instance, a cursory assessment of the 2013 General

elections outcome point the fact that there are 68 women MPs in the 350 member National Assembly

which is short of the 30% requirement.

Figure 1.1 below summarizes KEWOPA’s membership growth over the last four parliaments.

Figure 1.1: KEWOPA membership progress since inception to date

8th parliament 9th parliament 10th parliament 11th parliament

918

22

86


11

1.8 The purpose and Justification of the Strategic Plan

The purpose of this plan is three-fold;

1. It expounds the role of KEWOPA;

2. It provides the mandate and guidelines for our work in the next five years (2014-2018) and;

3. It shares the focus of the work to both our internal and external clients.

After the promulgation of the Constitution of Kenya (2010) and the subsequent General Elections

on March 4th, 2013, KEWOPA membership grew from 9 members in the Eighth Parliament to 86

members in the 11th parliament comprising National Assembly and the Senate. The quantitative

increase occasioned by the elections results, nominations and the expanded representation clusters

at the National and Senate Assemblies coupled with the need for meaningful engagement of women

in legislation and political leadership processes have necessitated a review of the strategic plan

(2011-2015). The basis of the review of current strategic plan is therefore based on the need to

address the realities of the current political climate while also creating achievable goals within the

realm of alternative political leadership feasible and identical with women.

Similarly, at the County Assembly level, only 68 women were elected out of the 623 that vied, thus,

668 women were nominated to bridge the gap after the March 4th 2013 General Elections that failed

to deliver the required gender threshold as outlined in Article 177(b) of the Constitution. Despite

these affirmative action measures guaranteeing 47 seats in the National Assembly, it is yet to meet

the constitutional threshold of not more than two-thirds of a gender constituting an electoral body.

The seats are still far below the 117 needed to satisfy the one third gender rule, thus KEWOPA

continues to agitate for the application of affirmative action strategies until such a time that equity

between men and women in political representation is achieved in Kenya.

1.9 The process of developing the plan

This strategic plan is as a result of extensive and participatory process undertaken by the KEWOPA

Executive Committee, members, staff, donors and partners. The process relied on the 2013 KEWOPA

evaluation of the Eighth Parliament and the organizational development process assessment

undertaken in 2013. The process was supported by two external consultants in Gender and

Organization Development respectively.

The planning process involved understanding KEWOPA’s internal and external environment;

strengths, weaknesses and opportunities and threats that the external environment has presented to

the organization. The strategic focus and key strategies were then derived from priorities emerging

from the evaluation, internal, external, and stakeholder analysis.

The planning process was participatory and consultative and involved the consultants and

KEWOPA secretariat, round table meetings with the KEWOPA Executive Committee and members,

stakeholder consultative forum and inputs, various KEWOPA resolutions through the budget sector

sub-committees and a strategic planning validation workshop.


12

1.10 A Review of the last strategic plan

A synopsis of the strategic plan (2008-2012) has been undertaken in this section highlighting major

milestones covered under KEWOPA’s program portfolios. The section highlights achievements over

the last five year period covered by the first strategic plan.

Legislative and oversight function: Over the five year period, pragmatic approaches were adopted

by KEWOPA to enrich its legislative and watchdog role amongst them working with CSOs in drafting

bills, working closely with the clerk’s and speakers offices, seeking PSC research department support

and co-opting male Members of Parliament in pushing the Bills on the floor of the House. As part

of creating a gender-aware parliament, KEWOPA Members successfully lobbied and mainstreamed

gender in the Standing Orders of Parliament. Thus, the achievements of KEWOPA on the legislative

and oversight functions under the first strategic plan span across the following areas: Engendered

Standing Orders of Parliament, Gender Responsive Budgeting initiative, Parliamentary Committees

leadership and Bills as listed below:

a) Engendering parliamentary norms (structures and operational procedures)

i. 2008: KEWOPA successfully lobbied for the establishment of the Parliamentary Committee on Equal

Opportunity

ii. 2008 & 2012: Gender mainstreamed the Standing Orders of Parliament

iii. 2012: Successfully developed a Gender Responsive Budgeting guideline for Parliament

b) Parliamentary Committee’s Leadership

i. 2008 – 2010 - Speaker’s Panel [Temporary Deputy Speaker] Hon. Prof. Margaret Kamar

ii. 2010 - Present - Speaker’s panel [Temporary Deputy Speaker] Hon. Dr. Joyce Laboso

iii. 2012 - Labor and Social Welfare Committee - Chair – Hon. Sophia Abdi Noor

iv. 2012 - Lands and Natural Resources - Vice Chair – Hon. Peris Chepchumba

v. 2012 - Committee on Delegated Legislation – Chair - Hon. Amina Abdalla

vi. 2012 - Committee on Implementation – Chair - Hon. Dr. Joyce Laboso

vii. 2012 - Constitutional Implementation Oversight Committee - Vice Chair - Hon. Millie Odhiambo

viii. 2012 - Catering Committee – Vice Chair – Hon. Shakila Abdalla.

c) Private members Bills moved by KEWOPA Members 2008-2012

i. National Authority for the Campaign Against Alcohol and Drug Abuse Act - Hon. Amina Abdalla

ii. Prohibition of Female Genital Mutilation Act, 2011– Hon. Fred Kapondi M.P. (Honorary KEWOPA

Member)

iii. Public Benefits Organization Act– Hon. Sophia Abdi Noor

iv. The Social Assistance Act – Hon. Dr. Joyce Laboso

v. The Breast Milk Substitutes (Regulation and Control) Act– Hon. Beth Mugo

vi. The Ratification of Treaties Act– Hon. Millie Odhiambo


13

Representative function: In the same period, KEWOPA initiated a number of constituency- based

activities that created awareness on policy and legislation amongst the constituents including

the constitution, improving the management of the devolved development activities through the

Constituency Development Fund (CDF), enhancing awareness on women reproductive health, civic

duties and responsibilities on the political landscape. These initiatives were conducted across the 22

constituencies then represented by KEWOPA Members but some were cascaded to constituency

clusters represented by male MPs which were deemed to be in need of such interventions. KEWOPA

spent a substantive amount of its budgetary allocation in this program portfolio largely influenced

by donor interests and the need to entrench the alternative transformative leadership of the women

parliamentarians. Given the fact that this function directly connects Members to their constituents,

a participatory approach in the design of the implementation of activities was adopted to enrich the

community ownership of the whole process and/or activities.

The following are key achievements under the representative function of KEWOPA. The representative

function focused largely on training in 22 constituencies.

Trained over;

i. 11,000 community leaders on the family bills,

ii. 8,800 Project Management Committee members (PMCs) to enhance transparency and accountability

during implementation of Constituency Development Fund (CDF) projects.

iii. 5,500 men and women through pre-referendum civic education with specific focus on the gains for

women towards the realization of the new constitutional dispensation.

iv. 15,000 women in civic education workshops on political and electoral processes including on reducing

violence against women in electoral processes.

v. 9,000 opinion leaders on Reproductive Health Rights, the GBV framework and action plan and 19 Gender

Based Violence prevention and response committees constituted.

vi. 7,500 women and men including community leaders on female genital mutilation and related issues

including the legal framework.


14

KEWOPA Members;

i. Mentored 66 women; each of the 22 members mentoring 3 women for political leadership positions.

ii. 3 mentees were elected to the 11th Parliament in the position of Member of the National Assembly (2)

and Woman County Representative (1).

iii. Mentored over 2,200 women in political parties.

iv. Engaged actively in the constitution implementation process, particularly in the realization of the

two-thirds principle in elective and nominative positions with parliament leadership, political parties,

backbenchers, movers and shakers in Parliament.

v. Supported the management of a team of eminent persons that lobbied for affirmative action to be

adhered to in party nominations at all levels and peaceful elections through the Women’s Situation Room

initiative.

Institutional capacity building function:

The focus of this function is to enhance the capacity of the secretariat to promote and facilitate the

members in their legislative, political and representative functions. Similarly, it seeks to strengthen

the capacity of KEWOPA Members, build a strong donor support base and financial sustainability

while also increasing media engagement and building strategic partnerships with other actors.

Over the last five years, KEWOPA enhanced the capacity of its members, increased staff numbers

and their technical capacity and trained all KEWOPA Members and their personal assistants and

increased the donor-base and funding as highlighted below:

Political party function: Political parties are among the most important institutions for promoting

and nurturing such participation. Political parties are important arena for policy development and for

setting political priorities, and are therefore one of the key institutions through which gender equality

should be promoted. However, few political parties promote gender equality and uphold their

manifesto pledges in practice. Very few women hold the top decision-making positions in their ranks.

Because of the influential nature of political parties on women’s political empowerment, KEWOPA

created a portfolio to ensure that members could play a significant role in strengthening the political

parties and constituting the same. Over the five-year period, the following were key achievements by

KEWOPA on the political party function:


15

a) Secretariat strengthening

i. Increased technical staff at KEWOPA Secretariat from 3 in 2008 to 11 in 2012

ii. Leadership training for KEWOPA Members that was conducted in 3 phases, since 2008 - 2012.

iii. Development partners increased from 2-7 with a portfolio of $1,600,000.00.

iv. Internal audit undertaken

v. Institutional audit undertaken

vi. Evaluation of its work in the 10th parliament was undertaken

b) Technical and financial assistance provided by 10 partners;

i. Kenya National Assembly

ii. United Nations Entity for Gender Equality and the Empowerment of Women (UN Women)

iii. State University of New York- Kenya (SUNY- Kenya)

iv United Nations Population Fund (UNFPA)

v. Westminster Foundation for Democracy (WFD)

vi. International Republican Institute (IRI)

vii. Kenya National Assembly (KNA)

viii. United States Agency on International Development (USAID) through URAIA and Action Aid Kenya.

ix. PACT Kenya

x. UNAIDS and UNICEF

Financial expenditure across programs 2008-2013 years

In the last 5 years, KEWOPA invested substantial funding to support its work in the four thematic

areas as indicated in here below;

Table 1.1 Finacial Expenditure across program 2008 - 2013

NO SCOPE OF WORK GRANT (Kshs.)

1 Legislative and oversight function 26,927,838

2 Political party function 8,749,539

3 Representative function 88,553,013

4 Institutional strengthening 12,820,110

Total Grant 137,050,500


16

CHAPTER TWO2.0 Our External Operating Context

2.1 Position of Women in Employment

In Kenya, the number of female legislators has increased significantly. In the 1963 general election

that ushered Kenya into independence, no female was elected to parliament. It was not until 1969

that the first woman MP, Hon. Grace Onyango, was elected. The number of women MPs grew

significantly in the subsequent elections from nine members in the 8th Parliament to 86 Members in

the 11th Parliament.

Despite the fact that women comprise 52 percent of the population and 60 percent of the country’s

registered voters , women have failed to translate their numeric strength into political power, and

this is attributable to structural imbalances inherent in the Kenyan society that discriminates against

women and makes their search for leadership difficult. This has been evidenced by the dismal

performance of women in political participation since independence and the situation was no different

during the 2013 general election where only 16 women were elected into the National Assembly out

of 290 which forms 5.5% of elected parliamentarians.

The above position is mirrored in the employment and appointment of women into key political and

senior decision making structures with comparisons being between May 2006 and May 2009 as

shown in the Table 2.2. The data reflects the fact that women are grossly under-represented in top

decision-making positions and male representation in the legislature and top management positions

is disproportionately higher than females. Further there is a link between the under-representation of

women and a range of socio-cultural, political and economic factors.

Similar indications were seen from information given in a report published by the Ministry of Gender,

Children and Social Development which showed that, as at June 2011 women constituted 38.2%

compared to men who were 61.8% of the total workforce in the public sector. As at June 2009, women

constituted 30.9% compared to men who were 69.1%. Employment and promotion of women in civil

service tilted in favor of men with 72% of women employed in civil service working in lower cadres

(J/G/H and below) as indicated in Table 2.3 below. Though Ministries and State corporations have

made efforts to employ & promote women, gender equity is still far from realization.


17

Kenya National Bureau of Statistics (KNBS) Kenya Population and Housing

Census Volume 1C- Population Distribution by Age, Sex and Administrative

Units Census report (2010) Source; Electoral Commission of Kenya, 2008

Source: Kenya Bureau of Statistics, 2009

Table 2.1: Members of National Assembly (both elected and nominated) by Sex, 1969 – 2008

Table 2.2: Political and senior decision-making positions by sex (May 2006 as compared to

May 2009)

Year Women Men Total % Women

1969 2 165 167 1.2

1974 7 162 169 1.4

1979 4 166 170 2.4

1983 3 167 170 1.8

1988 3 197 200 1.5

1992 7 193 200 3.5

1997 8 214 222 3.6

1998 9 213 222 4.1

2002 18 204 222 8.1

2008 22 200 222 9.9

President 0 1 1 0 0 1 1 0

Prime Minister 0 0 0 0 0 1 1 0

Deputy Prime Minister 0 0 0 0 0 2 2 0

Ministers 2 32 34 5.9 6 36 42 14.3

Assistant Ministers 6 40 46 13.0 6 46 52 11.5

National Assembly 18 204 222 8.1 22 200 222 9.9

Ambassadors/

High Commissioners 11 29 40 27.5 11 29 40 27.5

Permanent

Secretaries (PS) 5 25 30 16.7 7 37 44 15.9

Provincial

Commissioners (PC) 0 8 8 0 1 7 8 12.5

Deputy Secretaries 21 77 98 21.4 33 92 125 26.4

Councilor 377 2460 2837 13.3 393 2093 2486 15.8

Lawyers 1708 3277 4985 34.3 1763 3334 5097 34.6

RANK Women Men Total (%)Women Women Men Total (%)Women

May 2006 May 2009


18

Table 2.3: Distribution of Civil Service Workforce by Job Categories and Sex, June 2010

Job groups Female Male Total % Female

P and above 810 2,392 3,202 25.3

J-N 16,822 23,684 40,506 41.5

H and below 20,581 35,225 55,806 36.9

Total 38,213 61,301 99,514 38.4

An analysis of numbers from Independent Electoral and Boundaries Commission (IEBC) in the

March 4th 2013 General Elections revealed that out of the total of 197 women who vied for a National

Assembly seats only 16 made it to parliament (Kenyan Woman, 2013).

This figure compares poorly to 1,908 men who vied for the same position and 274 made it to the

House. The 16 women who were elected represent a paltry 12% of the total women who vied for a

parliamentary seats and accounts for a mere five per cent of members of the National Assembly. At

the county representative level, 623 women vied and only 85 were approved by voters. The same

position attracted 9,287 male contestants, where 1,365 were elected, and leaving women to account

for less than six per cent of the county ward representative seats. In the whole, not a single woman

was elected a senator or a governor with the sole female presidential contestant performing dismally

(Kenyan Woman, 2013).

2.2 The Constitution of Kenya 2010

The Constitution of Kenya 2010 stipulates that one-third of the seats in each County Assembly

and in both Houses of Parliament taken together must be filled by women (Article 81(b);). In the

General Elections held in March 4th, 2013, at the national level, 86 of the 418 seats in the Senate

and the National Assembly are now held by women - at 21 % well below the quota. Women now

hold 19.1 % of the seats in the 349-member National Assembly, largely due to the reservation of

47 seats to “women’s representatives”, elected one per county. 16 women were elected to the

National Assembly representing single constituencies and five nominated through political party

list. Female candidates won only 16 of the 290 seats elected by the first-past-the-post system, and

five more were nominated to the National Assembly on a list of 12 “nominated representatives”. In

the 47 County Assemblies, not one met the one-third quota in the election. Only 68 women out of

1,450 Members of County Assembly elected nationwide were female. 668 women were nominated

in the County Assemblies. The outcome of the General Elections is a strong pointer to continued

underrepresentation of women in political leadership in the Kenyan context.

This is despite the fact that gender conscious interventions have now been entrenched in the

Constitution. Article 27(3) of the Constitution provides that both women and men have the right to

equal treatment, including the right to equal opportunities in political, economic, cultural and social


19

spheres. Article 27 (6) directs that the state shall take legislative and other measures including

affirmative action programmes and policies to redress any disadvantage suffered by individuals

or groups because of past discrimination. However, the level of women representation in elective

politics is sparingly low.

As a result of the Affirmative Action political representation of Kenyan women now stands at 21

percent as compared to Rwanda’s 64 per cent, South Africa’s 42 per cent, Tanzania’s 36 per cent

and Uganda’s 35 per cent. This is an improvement from the previous 9.8 percent representation

in the 10th Parliament and the numbers have been greatly boosted by the 47 County Members of

Parliament.

There is a strong combination of socio-economic and structural barriers contributing to women’s

poor performance in politics in Kenya despite the existence of gender-conscious legislations

across electoral management laws, political parties and the emphasis on gender equity on political

representation. Political parties that are primary entry points have tendencies to settle on ‘electable

candidates’ within their strongholds a majority of whom are men defined by their influence to

the party. Moreover, the political parties in Kenya are not formed around strong ideologies and

have tendencies to coalesce around tribal lines to find winning formula, given the trend in 2013

elections. Thus, there is need for women’s increased visibility within the political party leadership

and provisioning of substantive leadership within the parties. It must also be observed that there is

need for women Parliamentarians to hasten the legislation towards the realization of the provision

of Article 81(b) of the Constitution before August 2015 so that the political space for women can be

meaningfully expanded.

In the past, women were not considered in the top ranks of leadership, to the point that their

contributions to the advancement of this nation remained understated. Some of the factors that have

been presented as impediments to the lack of participation of women in leadership include lack of

resources, social construct skewed to the advantage of men, poor literacy levels, tribal/geographical

and ethnic issues, and retrogressive cultural practices. The results of the general elections in March

2013 reaffirm the perception that the promise held in the Constitution to expand the political space

for women is still a far-fetched dream and bears badly on women harboring political ambitions.

Hence, there is the need for KEWOPA to re-strategize and re-align its approaches to expanding the

democratic space for women in the next five years.

2.3 Second Medium Term Plan 2013-2017

The strategic plan also acknowledges the significant role that KEWOPA Members will play toward

the realization of the second MTP (2013-2017) of the Vision 2030. The MTP operates in the context

of devolved structure of government, aims to steer the economy onto a growth path to achieve

an average 10 percent Gross Domestic Product (GDP) growth rate per annum by 2017, including


20

2.4 Internal Context

2.4.1 Strengths and Weaknesses, Opportunities and threats (SWOT) Analysis

meeting the other goals and targets outlined under the social and political pillars of the Kenya Vision

2030. It will prioritize policies, programmes and projects to reduce poverty and inequality including

meeting the remaining Millennium Development Goals (MDGs) targets. Thus, KEWOPA will undertake

flagship projects through the government funds that have been allocated to women and youth,

work toward value-added agricultural production for women farmers, ensure quality accessible and

affordable health care and fast-track social protection initiatives. In addition, KEWOPA will initiate the

‘information kiosks’ with simplified public information on procurement and government contracting

to complement the ‘Huduma Centres’ envisioned by the government in MTP II.

An analysis of our Strengths, Weaknesses, Opportunities and Threats (SWOT ) highlighted issues

that must be taken into consideration in designing our work in the next period.

STRENGTHS�� ,QFUHDVHG�YLVLELOLW\�RI�ZRPHQ�LQ�SXEOLF�DQG�� political spheres.�� )XQFWLRQDO�6HFUHWDULDW�� 3DUOLDPHQW�VXSSRUW�ZLWK�RIILFH�VSDFH�� $ELOLW\�WR�GHP\VWLI\�WKH�JHQGHU�VWHUHRW\SHV�� strength of women in political leadership and improved image of women as national leaders.�� &DSDFLW\�WR�OREE\�IRU�JHQGHU�HTXDOLW\�ODZV�DQG�� electoral reforms.�� &DSDFLW\�WR�FUHDWH�JHQGHU�DQG�HOHFWRUDO�� awareness.�� $ELOLW\�WR�OHYHUDJH�PDOH�0HPEHUV�RI�SDUOLDPHQW�LQ�� moving motions.�� &RPSHWHQW�LQ�EXLOGLQJ�PHPEHUVKLS�FDSDFLW\�DQG�� support in moving motions and bills.�� 8QLW\�RI�SXUSRVH�WKDW�WUDQVFHQGV�SROLWLFDO�SDUW\�� affiliations and silent agreement in moving motions and bills.�� ,PSURYHG�OREE\LQJ�VWUHQJWK�GXH�WR�LQFUHDVHG�� membership from 22 to 86.�� 6WUDWHJLF�SDUWQHUVKLSV�DQG�VXSSRUW�IURP�SDUWQHUV�� &DSDFLW\�WR�OREE\�IRU�DIILUPDWLYH�DFWLRQ�DQG�� ensuring that gender issues are incorporated in the Constitution of Kenya 2010.�� &DSDFLW\�WR�SURYLGH�OHDGHUVKLS�LQ�SDUOLDPHQWDU\�� committees and the speakers’ panel.

WEAKNESS/CHALLENGES�� ,QDGHTXDWH�V\VWHPV�DQG�SROLFLHV�LQ�+5��ILQDQFH�� procurement and programs.�� /DFN�RI�D�0RQLWRULQJ�DQG�(YDOXDWLRQ�V\VWHP�� ,QDGHTXDWH�GRFXPHQWDWLRQ�RI�WKH�.(:23$�VWRU\�� and successes.�� ,QDGHTXDWH�YLVLELOLW\�DQG�WKH�IHPLQLVW�WDJ�WKDW�� clouds KEWOPA.�� ,QDGHTXDWH�HQJDJHPHQW�ZLWK�WKH�PHGLD�� ,QDGHTXDWH�IROORZ�XS�RQ�OHJLVODWLRQ�RQFH�HQDFWHG�� (implementation after passing Bills).�� 2YHU�UHOLDQFH�RQ�GRQRUV�ZKLFK�DIIHFWV organizational, financial and program sustainability.�� /DFN�RI�EXGJHWDU\�VXSSRUW�IURP�SDUOLDPHQW�� )HZ�ZRPHQ�LQ�WKH�1DWLRQDO�$VVHPEO\�KHQFH�� inability to garner the numbers required to pass legislations.�� ,QDGHTXDWH�WHFKQLFDO�FDSDFLW\�LQ�UHVHDUFK��PHGLD�� economics and law.�� ,QDGHTXDWH�FDSDFLW\�IRU�0HPEHUV�LQ�OHJLVODWLRQ�� and ‘rules of engagement’ around the house.

Table 2.4: KEWOPA SWOT matrix


21

OPPORTUNITIES�� 7KH�&RQVWLWXWLRQ�SURYLGHV�D�SODWIRUP�IRU�WKH�� caucus to ligislate and ensure implementation of gender related laws.�� 7KH�3ROLWLFDO�3DUWLHV�DQG�(OHFWLRQV�$FW�SURYLGH�� opportunities for KEWOPA to mobilize women to join elective politics and promote gender equality in political parties.�� 7KH��3URFXUHPHQW�UXOH�LV�DQ�RSSRUWXQLW\�WR�� track the implentation proces.�� 7KH�UHWHQWLRQ�RI�.(:23$�0HPEHUV�LQ�SDUOLDPHQW is 50% in comparison to that of Parliament which is at 25%.�� /DFN�RI�JHQGHU�SROLFLHV�LQ�SDUOLDPHQW�DQG�VHQDWH�� is an opportunity for KEWOPA to support in institutionalizing gender in both houses.�� 7KH��JHQGHU�UXOH�LV�DQ�RSSRUWXQLW\�WR�PHQWRU and support upcoming women politicians.�� ,QFUHDVHG�LQWHUHVW�E\�GHYHORSPHQW�SDUWQHUV�LQ KEWOPA’s mandate.�� 2SSRUWXQLW\�WR�SDUWQHU�ZLWK�JRYHUQPHQW�LQ�WKH implementation of MTP II and in implementing the Jubilee manifesto.�� 8QWDSSHG�OLQNDJHV�ZLWK�RWKHU�SDUOLDPHQWDU\ networks in Kenya, regionally and globally.�� 3RWHQWLDO�WR�LQFUHDVH�FROODERUDWLRQ�ZLWK�VWDWH�DQG non state actors.�� 8QWDSSHG�RSSRUWXQLWLHV�IRU�SULYDWH�VHFWRU partnerships.

THREATSKEWOPAs impacts are at risk due to;�� 7ULYLDOL]DWLRQ�RI�ZRPHQ·V�LVVXHV�E\�PDOH�� parliamentarians.�� ,QVXIILFLHQW�IXQGV�WR�XQGHUWDNH�DFWLYLWLHV�� +LJK�VWDII�WXUQRYHU�� &RQIOLFWLQJ�DQG�SROLWLFDO�LQWHUHVWV�RI�.(:23$�� Members could see some Members support party positions contradictory of KEWOPA’s mandate.�� 0DOH�GRPLQDWHG�SROLWLFDO�SDUWLHV·�WKDW�GR�QRW�� always recognize the role played by women in politics.

Strengths: Attributes/factors internal to the organization, which it can manage or control, that support or aid in the fulfillment of its mission.

Weaknesses: Attributes/factors internal to the organization, which it can manage or control, that act as hindrances to the fulfillment of its mission.

Opportunities: Conditions external to the organization, which it cannot control, that may contribute to the achievement of the organization’s mission.

Threats: Conditions external to the organization, which it cannot control, that may hinder the achievement of the organization’s mission.

2.4.2 Stakeholder Analysis

In order to be fully effective in delivering our mandate, strong partnerships with stakeholders in the

National Government, Constitutional Commissions, the Judiciary, Parliament and the Senate, CSOs,

the private sector and development partners is necessary. This section (table 2.5) is an analysis of

the stakeholder expectations from KEWOPA.


22

Parliament and County Assemblies

Executive & County Governments

Staff

Political parties

Development partners

KEWOPA constituents

�� 3URPRWH�WKH�DGYDQFHPHQW�RI�SDUOLDPHQWDU\�GHPRFUDF\�E\�� enhancing knowledge and understanding of democratic governance and facilitate the networking of women Parliamentarians for the socio-economic and political development of Kenya.�� 3URPRWH�WKH�DGYDQFHPHQW�RI�SDUOLDPHQWDU\�GHPRFUDF\�E\�� enhancing knowledge and understanding of democratic governance and facilitate the networking of women member of County Assemblies for the socio-economic and political development of Kenya.

�� 3URPRWH�WKH�DGYDQFHPHQW�RI�JHQGHU�HTXDOLW\��YDOXHV�DQG�SULQFLSOHV�� with emphasis to women’s specific issues within the national budget sectors.�� 3URPRWH�WKH�DGYDQFHPHQW�RI�JHQGHU�HTXDOLW\��YDOXHV�DQG�� principles with emphasis to women’s specific issues within the County Government.

�� &DSDFLW\�GHYHORSPHQW�� -RE�VDWLVIDFWLRQ�DQG�FDUHHU�GHYHORSPHQW�� $GHTXDWH�FDSDFLW\�WR�HQDEOH�WKHP�SURYLGH�WHFKQLFDO�VXSSRUW�WR�� Members.

�� 0HQWRU�DQG�PRELOL]H�ZRPHQ�WR�MRLQ�SROLWLFDO�SDUW\�OHDGHUVKLS�� 3URILOH�ZRPHQ�DW�WKH�KHOP�RI�SROLWLFDO�SDUWLHV�� :RUN�ZLWK�5HJLVWUDU�RI�3ROLWLFDO�3DUWLHV�WR�HQVXUH�WKDW�WKH�UXOHV�DQG�� procedures are followed.�� /REE\�SROLWLFDO�SDUWLHV�WR�LQVWLWXWLRQDOL]H�HTXLWDEOH�QRPLQDWLRQV�

�� 6WUDWHJLF�SDUWQHUVKLSV�LQ�XQGHUWDNLQJ�IODJVKLS�SURMHFWV�RQ�FULWLFDO�� issues affecting KEWOPA constituents that have a regional or national focus.�� 3UXGHQW�XVH�RI�UHVRXUFHV�IURP�SDUWQHUV�

�� ,QFUHDVHG�HQJDJHPHQW�ZLWK�WKH�SXEOLF�RQ�GHEDWHV�DQG�%LOOV�� &RQWULEXWH�WR�WRSLFDO�LVVXHV�WKDW�DIIHFW�WKH�FRQVWLWXHQWV�H�J��9$7�%LOO�� Alcohol Abuse e.t.c.�� 3DUWQHU�ZLWK�IRUPHU�.(:23$�0HPEHUV�IRU�RQJRLQJ�VXSSRUW�DQG�� institutional memory.�� 3DUWQHUVKLS�ZLWK�WKH�-XGLFLDU\�DQG�HQVXUH�WKDW�WKH��JHQGHU�UXOH�LV�� effected.�� (IIHFWLYH�UHSUHVHQWDWLRQ�� 3URPRWH�JRRG�JRYHUQDQFH�� 8QGHUWDNH�FLYLF�HGXFDWLRQ�

Table 2.5: Stakeholders Expectations of KEWOPA Members

These expectations will inform KEWOPA in defining the strategic directions in the next five years.


23

CHAPTER THREE1.0 The Strategy

3.1 Our theory of change

3.2 Our strategic direction

The primary objective of this strategy is for us to become more relevant and effective in achieving

our Mission. The strategy outlines the present undesirable situations we would like to change, and

the desirable future we hope to realize. We realize that many aspects in the external environment

may change and hence this will be a “living document” and it will evolve to respond to the changing

context. We will revise it accordingly to align it with our context, the Mission, and identified strategic

priorities.

Our theory of change is premised on the assumption that if all our objectives are delivered efficiently

and effectively in the next five years, then the resulting changes should bring us significantly closer

to realizing our mission. These objectives which have been agreed on by all KEWOPA stakeholders

are;

1. Capacities to develop gender responsive legislations and advance gender equality values

and principles in their oversight and diplomatic roles increased;

2. KEWOPA Members representative role strengthened;

3. Members’ capacities to effectively advocate for gender responsive and all inclusive

political party governance enhanced; and,

4. Capacity of KEWOPA secretariat to effectively and efficiently achieve its mandate strengthened

We believe that if women Members of Parliament capacities are built in their legislative, oversight,

representative and political party agenda, then they will be able to play these roles effectively and

the society will recognize and appreciate the alternative leadership provided by women. This is likely

to influence the election patterns where women candidates are preferred and hence the increase in

the numbers of women in elective positions.

The strategic direction that we will pursue is informed by the current political, economic, social,

technological, environmental context in Kenya and beyond, internal organizational context and core

competencies. The direction is further informed by our vision, mission, values and our core mandate.

We will pursue the following four strategic areas and build the capacity of women parliamentarians

in the four key pillars of representative work to ensure efficient delivery of our core mandate. The four

key program areas of our work are summarized in the table below:-


24

Legislative & Oversight functions

It seeks to enhance the individual and collective

legislation function of MP’s, advance oversight skills,

develop leadership skills to increase their participation

in parliamentary committees and develop diplomatic

and interactive capacities of the Members.

Political party function

It seeks to advance the Members participation in

political party activities including participating actively

on party platforms and party policy development.

Representative fuction

It seeks to boost the individual and collective

representative functions of MP’s with regard to

constituency development and management with

voters on policy and community issues.

Institutional strengthening

It seeks to enhance our institutional capacity of its

secretariat to promote and facilitate the Members

in their legislative, political and represenatative

functions.

Table 3.1: KEWOPA four strategic areas

3.3 Legislative and Oversight Function

Overall Objective:

To enhance individual and collective KEWOPA Members’ capacities to develop gender responsive

legislations and advance gender equality values and principles in their oversight and diplomatic

roles.

Specific Objectives:

1. To influence legislative agenda in Parliament and ensure that it encompasses women

perspectives in national priorities.

2. To influence the budget process to advance gender equality values and principles within

budget sectors with the aim of influencing public service delivery.

Strategic Actions

Establish a robust research and legal mechanism to

constitute a technical advisory team.

Develop capacities of KEWOPA Members and their

technical teams on parliamentary procedure and

legislative processes.

Monitoring implementation of KEWOPA priorities

within the parliamentary committees and KEWOPA

subcommittees with the aim of influencing public

service delivery.

Key Results

�� $�UREXVW�UHVHDUFK�DQG�/HJDO�0HFKDQLVP��

established and operational.

�� ,QFUHDVHG�FRQWULEXWLRQ��SDUWLFLSDWLRQ�DQG�LQIOXHQFH��

to parliamentary business.

�� 1XPEHU�RI�PRWLRQV�PRYHG�DQG�SULYDWH�PHPEHU��

Bills enacted by KEWOPA Members by 2017.

�� ([WHQW�RI�*HQGHU�5HVSRQVLYH�%XGJHWLQJ��*5%��

guidelines for parliament utilization.

�� $�JHQGHU�SROLF\�GHYHORSHG�DQG�DGRSWHG�LQ��

parliament.


25

3.4 Representative Function

3.5 Political Party Function

Overall Objective:

To strengthen the KEWOPA Members representative role with a view to enhance constituency

development while maintaining regular interaction with the constituents on policy and community

issues.

Specific Objectives

1. To develop and maintain working synergies with the electorate, presenting their concerns for

action at the National Assembly and Senate.

2. To enhance the capacities of the electorate to seek local solutions to their needs while mobilizing

resources to address developmental problems in the KEWOPA target areas.

Overall objective: To enhance KEWOPA Members’ capacities to effectively advocate for gender

responsive and all inclusive political party governance.

Facilitate KEWOPA Members to effectively participate

and influence regional and international parliamentary

and intergovernmental forums with a view to profile

the membership.

�� 1XPEHU�RI�.(:23$�VXEPLVVLRQV��PHPRUDQGD��

legal opinion and status reports) to parliament

with a view to advance gender equality values and

principles.

�� 1XPEHU�RI�.(:23$�0HPEHUV�SURILOHG�IRU��

participating as discussants and panelist

in regional and international parliamentary and

intergovernmental forums

Strategic Actions

Mobilize resources and develop strategic

partnerships to address local challenges.

Provide platforms for KEWOPA Members to develop

capacities of the electorate on the budget process to

promote women specific issues and perspectives.

Provide platforms for KEWOPA Members to develop

the capacities of their electorate in the realization of

political, social and economic rights.

Strategic Results

�� 1XPEHU�RI�VWUDWHJLF�OLQNDJHV�DQG�SDUWQHUVKLSV��

developed and maintained.

�� 1XPEHU�RI�EXGJHW�SURSRVDOV�VXEPLWWHG�DQG��

adopted.

�� ([WHQW�WR�ZKLFK�WKH�DGRSWHG�SURSRVDOV�SURPRWH��

women specific issues and gender equality.

�� 6KDSH�SXEOLF�RSLQLRQ�RQ�WKH�TXDOLW\�RI�ZRUN�RI��

women Members of parliament and politicians.

�� /HYHO�RI�FRQWULEXWLRQ�WRZDUGV�UHDOL]DWLRQ�RI�QDWLRQDO��

priorities that promote women specific issues and

gender equality.


26

Specific Objectives

1. To build the capacity of women Members of parliament to advocate for and oversee the

implementation of gender equality values and principles within political parties.

2. To increase women political participation and engagement in leadership, decision making and

political processes through mentorship and legislative frameworks.

Strategic Actions

Move amendments on political party and elections

Act.

Monitor the extent of political party financing in

advancing women political participation.

Establish a mentorship programme towards a

transgenerational movement in women’s political

participation

Strategic Results

Increased women political party participation.

Number of KEWOPA submission to parliament on

performance of political party financing vis- a- vis

women political participation.

Number of young women mentored to take up

political leadership in Kenya.

Strategic Actions

Induct women county assembly Members to

understand and own the KEWOPA’s corporate brand.

Strengthen operational and governance frameworks

to effectively achieve KEWOPA’s mandate.

Strategic Results

47 KEWOPA county chapters established and

operational in partnership with CPST.

�� 5HYLVHG�DQG�DGRSWHG�.(:23$�FRQVWLWXWLRQ�

�� (QKDQFHG�WHFKQLFDO�FDSDFLW\�RI�WKH�VHFUHWDULDW��

(Programmes and Operations)

�� (QKDQFHG�XQLW\�RI�SXUSRVH�ZLWKLQ�WKH�.(:23$��

governance structure and membership (caucuses

within KEWOPA).

3.6 Institutional Strengthening function

Overall Objective:

To strengthen the capacity of KEWOPA secretariat to effectively and efficiently achieve its mandate.

Specific Objectives:

1. To facilitate the establishment of KEWOPA County Chapters.

2. To develop and strengthen KEWOPA’s operational and governance capacities.

3. To establish and maintain KEWOPA strategic partnerships with parliament, the executive,

development partners, and the private sector.


27

Increase KEWOPA fund portfolio and sustain strategic

partnerships.

Profile KEWOPA membership and corporate brand.

KEWOPA priorities and mandate achieved.

�� KEWOPA becomes the partner of choice.�� 3XEOLF�RSLQLRQ�RQ�ZRPHQ�� parliamentarians affirmed.

3.7 Flagship Projects

We have identified several flagship projects that will be implemented in the first 11½ years of this

strategic plan. These projects are expected to improve our profile, help us realize quick wins and

high impact. These projects were advised by the emerging national priorities that need urgent

response.

Legislative and oversight

Amendment the Political parties and Elections Act.

Enactment of the Constitution Amendment Bill (based on the Supreme Court advisory of the not more than 2/3 either gender rule).

Enactment of the Mining Bill.

Enactment of the Affirmative Action Social Development Fund Bill.

Amendment to the county Government Act BillEstablish a tracking mechanism on the 30% public procurement quota and the UWEZO Fund.

Develop a gender policy for Parliament of Kenya

Political party

Establish a tracking mechanism on political party financing and support given to women candidates by their parties.

Representative

Capacity development of the electorate on the budget making processes.

Capacity development to the electorate in the realization of political, social and economic rights (UWEZO Fund and 30% procurement quota).

Institutional Development

47 Country chapters established and operational.

Review the KEWOPA constitution.

Recruit a technical advisory team and additional staff.

Review and update technical and operational systems.


28

CHAPTER FOUR4.0 Organizational Implications

4.1 Introduction

4.3 The Executive Committee and Budget sector committees

4.2 Management Systems and Structures

The increase in our membership requires a review of our working modalities and operational

mechanisms in order to facilitate the provision of adequate technical and administrative support to

Members and efficient management of the program portfolio. We will strengthen our governance &

management systems and structures, technical and operational capacity of the secretariat as well

as programmatic, finance & administration policies and procedures.

The Executive Committee comprising Members of the National Assembly and Senate, will meet

quarterly and annually to formulate policies and provide policy direction to the secretariat. The

Committee will be guided by Terms of Reference and a Charter. All KEWOPA Members will participate

in the activities of the 10 sub-committees which are aligned to the national budget sectors in;

1. Governance, Justice, Law and Order

2. National security

3. Public Administration and International Relations 4. Energy, Infrastructure and ICT

5. Environmental protection, Water and Housing

6. Agriculture and Rural Development

7. Social Protection, Culture, and Recreation

8. Education

9. Health

10. General Economics and Labour Affairs

KEWOPA has established and will consistently strengthen management systems and structures in

order to effectively implement this strategic plan. A governance manual and charter will be formulated

to guide the work of the Executive Committee and the Members. These structures and systems will

ensure high levels of integrity, transparency and accountability.

While strengthening our finance and administration policies and procedures, we will upgrade from

the existing QuickBooks accounting software to a more versatile system that can accommodate

comprehensive accounting and financial reporting. Administration and procurement systems will

also be reviewed in line with organizational growth.


29

4.4 The Secretariat

4.5 Governance and Management structure

The secretariat will be headed by the Executive Director who will oversee the day to day implementation

of programme activities. Additional staff with skills in communications & media, law and legislative

drafting, research and economics will be recruited and an advisory team/”think tank” with a wide

range of expertise constituted. The advisory team will provide technical support to the Executive

Committee, sub committees and the secretariat on any issues in the 10 budget sectors. The

secretariat will ensure that all the Members are provided with appropriate, up-to date and timely

information on any emerging issues before any parliamentary debate to enable them participate

effectively.

The 10 budget sectors have been clustered into four broad areas which will be managed by the

Programmes unit. The Finance and Administration unit will efficiently and effectively manage resources

and ensure value for money. Other none core services will be contracted out when necessary. All the

subcommittees will be guided by a work plan which focuses on the KEWOPA strategic areas.

Executive CommitteeŞ Elected by Members in the Senate and National Assembly.Ş The Chairperson presides over Executive Committee and General Assembly meetings.Ş Makes decisions on Caucus functioning in consultattion with the General Assembly.Ş Consistently reviews and approves the planned activities.

County ChapterŞ Comprises of sitting Members of the County Assemblies.Ş Engage women parliamentarians at the National Government on the budget process.

General ChapterŞ All Members of the Caucus.Ş Drawn from the National Assembly and the Senate.Ş Votes on decisions of the Caucus. Constitute the 10 KEWOPA sub-committee.

The SecretariatŞ Comprises of programmes and operations staff.Ş Overall coordination of KEWOPA programmes within the Strategic Plan.Ş Provide technical administrative support to KEWOPA Members.

Figure 4.1: Proposed Titular working pattern under Bi-Cameral System


30

4.6 The KEWOPA National secretariat

Executive Director

Deputy Director

Interns, Volunteers and Webmaster

Programs Unit

Projects Associates

Projects Assistants Finance Assistants

Projects Officers

Program Manager GJLOs, National Security and PA & IR

Program Manager Education, Health, General Economics, Culture& Labor Affairs

Program manager Environ- ment, Agriculture & Social Protection

Program Manager Energy,Infra-structure & ICT

Finance Manager

Finance Officers

Finance Associates

Administration Officers

Administration Associates

Administration Assistants & Support Staff

Adm.Manager

Finance & Administration Unit

Figure 4.2:- KEWOPA National Secretariat


31

4.7 Partnerships

4.8 Monitoring, Evaluation and Reporting

4.9 Resource Mobilization

4.9.1 Program funding

4.9.2 Members Subscription

4.9.3 Endowment fund

Our technical and financial capacity to implement this plan will need to be enhanced. This will be

done through strategic partnerships with government, parliament, the private sector and civil society.

We will leverage on areas that will contribute towards promoting our mandate.

Monitoring and evaluation will be undertaken throughout this strategic plan. The Executive Committee

and the Executive Director will ensure that quarterly and annual reviews are done and reported

accordingly. Monitoring and Evaluation mechanisms will include;

� Weekly and monthly monitoring and reporting (technical and financial)

� Quarterly progress reports (technical and financial)

� Annual review and reports (financial and technical)

� Mid-term and end of term evaluations on outcomes and impact.

We have adopted the results based management approach as our strategy to implement this plan.

We will document a funding strategy that will guide our resource mobilization initiatives. We will

engage the Parliamentary Service Commission for increased support and funding, strengthen our

relationship with our current donors and expand the donor portfolio. We will partner with the corporate

sector and the civil society organizations in implementing joint initiatives within the 10 budget areas

and in institutional strengthening.

It is proposed that all KEWOPA Members will contribute a monthly subscription fee that could help the

Association invest, support the secretariat and also support Members during time of bereavement.

Financial sustainability is critical for KEWOPA to remain as a going concern. We believe that an

endowment fund will facilitate KEWOPA to exist in perpetuity. This will protect us from any external

funding shortfalls especially due to the nature of external funding. We will explore and establish an

endowment fund and undertake fundraising initiatives to build the endowment kitty.


32

4.10 Assumptions and Risks

We recognize that our undertakings are dependent on external and internal factors that may be

beyond our control. We will endeavor to manage these factors internally so as to shun any negative

impacts. Our full accountability will be at the level of activities/outputs and objectives/ outcomes but

as we move to the impact level, the less control we have as there are many actors and factors that

may influence the impact.

This strategy requires the commitment of the Executive Committee, KEWOPA Members and the

secretariat. We assume that unity of purpose will supersede any differences that may be brought

about by political affiliations and beliefs.

We will partner with diverse organizations in the public, private and civil society sectors. While this

is a good opportunity to work with them, there are risks involved in case of improper accountability

of resources (on their part) which would directly affect our reputation and credibility. We will mitigate

this by ensuring that organizations we partner with share the same values with us and proper vetting

is done before such partnerships are formalized.

Staff turnover is a risk that is likely to affect our programmes. We are committed to maintaining a

dedicated and motivated team by offering competitive remuneration packages and an enabling

organizational culture and work environment. We will invest in having an open culture where issues

are dealt with and where we discuss how we subsist and practice our organizational values.


33

Ind

icat

ive

Res

oure

s P

er O

utpu

t (U

SD

)

Out

puts

Out

put

Ind

icat

ors

(OI)

2014

2015

2016

2017

2018

Tota

l(U

SD

)O

utco

mes

Ann

ex I:

Res

ults

Fra

mew

ork

KE

WO

PA

RE

SU

LTS

FR

AM

EW

OR

KLe

gis

lativ

e an

d O

vers

igh

t R

ole

Ove

rall

Out

com

e 1:

Indi

vidu

al a

nd c

olle

ctiv

e K

EWO

PA M

embe

rs’ c

apac

ities

stre

ngth

ened

to d

evel

op g

ende

r res

pons

ive

legi

slat

ion

and

adva

nce

gend

er e

equa

lity

valu

es a

nd p

rinci

ples

in th

eir o

vers

ight

and

dipl

omat

ic ro

les

enha

nced

.

Out

com

e 1.

1: T

he L

egis

lativ

e ag

enda

in P

arlia

men

t enc

om

pass

es w

omen

per

spec

tives

in

nat

iona

l prio

ritie

s.

Indi

cato

r 1:

Num

ber o

f ge

nder

resp

onsi

ve la

ws

enac

ted

in th

e 11

th

parli

amen

t.

Out

com

e 1.

2: E

ffect

ive

publ

ic s

ervi

ce d

eliv

ery

achi

eved

thro

ugh

gend

er

resp

onsi

ve b

udge

ting.

Indi

cato

r 2:

Gen

der

resp

onsi

ve b

udge

ting

guid

elin

es fo

r par

liam

ent

impl

emen

ted

in a

ll go

vern

men

t m

inis

tries

.

Targ

et: A

ll go

vern

men

t M

inis

tries

, Par

liam

ent.

Bas

elin

e: N

o G

over

nmen

t M

inis

tries

mak

e re

fere

nce

to

the

gend

er re

spon

sive

bu

dget

ing

guid

elin

es fo

r pa

rliam

ent.

Out

put 1

.1.1

: A ro

bust

re

sear

ch a

nd le

gal

mec

hani

sm /

tech

nica

l ad

viso

ry te

am to

influ

ence

the

Legi

slat

ive

agen

da

esta

blis

hed.

Ind

icat

or 1

.1.1

: A ro

bust

rese

arch

and

Le

gal M

echa

nism

est

ablis

hed

and

oper

atio

nal.

Indi

cato

r 1.

1.1

(a):

Num

ber o

f KE

WO

PA

m

embe

rs p

rofil

ed fo

r par

ticip

atin

g as

di

scus

sant

s an

d pa

nelis

t in

regi

onal

and

in

tern

atio

nal p

arlia

men

tary

and

in

terg

over

nmen

tal f

orum

s.

Indi

cato

r 1.

1.2:

Incr

ease

d co

ntrib

utio

n,

parti

cipa

tion

and

influ

ence

to

parli

amen

tary

bus

ines

s by

KEW

OPA

M

embe

rs.

Indi

cato

r 1.

1.2

(a):

Num

ber o

f Mot

ions

m

oved

and

priv

ate

mem

ber b

ills e

nact

ed

by K

EW

OP

A m

embe

rs b

y 20

17.

Indi

cato

r 1.

2.1:

A g

ende

r pol

icy

deve

lope

d an

d in

stitu

tiona

lized

in

Par

liam

ent.

Out

put

1.1

.2: C

apac

ities

of

KEW

OPA

Mem

bers

and

thei

r te

chni

cal t

eam

s on

pa

rliam

enta

ry p

roce

dure

, ge

nder

resp

onsi

ve b

udge

ting

and

legi

slat

ive

proc

esse

s en

hanc

ed.

Out

put 1

.1.3

: Im

plem

enta

tion

of K

EWO

PA p

riorit

ies

with

in

the

parli

amen

tary

com

mitt

ees

and

KEW

OPA

sub

com

mitt

ees

effe

ctiv

ely

mon

itore

d.

Ind

icat

or 1

.1.3

: GR

B g

uide

lines

for

parli

amen

t util

izat

ion

in P

arlia

men

t and

the

Min

istri

es.

Ind

icat

or 1

.1.3

(a)

: Num

ber o

f KE

WO

PA

su

bmis

sion

s to

Par

liam

ent.

Out

put

1.2

.1: C

apac

ities

of

Parli

amen

tary

Com

mitt

ees

on

gend

er re

spon

sive

bud

getin

g st

reng

then

ed.

Tota

l

$20,

000

$20,

000

$20,

000

$20,

000

$20,

000

$100

,000

$100

,000

$100

,000

$100

,000

$100

,000

$100

, 000

$500

,000

$500

,000

$400

,000

$350

,000

$300

,000

$700

,000

$2,2

50,0

00

$100

,000

$100

,000

$100

,000

$100

,000

$100

,000

$500

, 000

$1,5

70,0

00$1

,420

,000

$1,1

20,0

00$1

,920

,000

$6,8

00,0

00$7

70,0

00


34

Ind

icat

ive

Res

oure

s P

er O

utpu

t (U

SD

)

Out

puts

Out

put I

ndic

ator

s (O

I)20

1420

1520

1620

1720

18To

tal

(US

D)

Out

com

es

Rep

rese

nta

tive

Ro

leO

vera

ll O

utco

me

2:K

EWO

PA m

embe

rs re

pres

enta

tive

role

stre

ngth

ened

to e

nhan

ce c

onst

ituen

cy d

evel

opm

ent a

nd re

gula

r int

erac

tion

with

the

cons

titue

nts

on p

olic

y an

d co

mm

unity

issu

es m

aint

aine

d.

Out

com

e 2.

1: W

orki

ng s

yner

gies

with

the

elec

tora

te d

evel

oped

and

mai

ntai

ned.

Indi

cato

r 1:

Num

ber o

f mee

tings

/wor

ksho

ps

held

at c

ount

y/co

nstit

uenc

y le

vel.

Out

com

e 2.

2: T

he c

apac

ities

of t

he

elec

tora

te to

see

k lo

cal s

olut

ions

to th

eir

need

s en

hanc

ed a

nd r

esou

rces

mob

ilize

d to

add

ress

dev

elop

men

tal p

robl

ems

in th

e K

EW

OP

A ta

rget

are

as.

Indi

cato

r 2:

Num

ber o

f com

mun

ity

initi

ativ

es/in

terv

entio

ns id

entif

ied

and

esta

blis

hed.

Targ

et: M

embe

rs o

f the

Cou

nty

Ass

embl

y,

opin

ion

lead

ers,

FB

Os,

CSO

s an

d C

BO

s,

and

KEW

OPA

Mem

bers

.

Bas

elin

e: P

revi

ousl

y K

enya

ns h

ave

not

been

act

ivel

y in

volv

ed in

bud

get m

akin

g pl

atfo

rms.

The

Con

stitu

tion

of K

enya

pro

vide

s fo

r pu

blic

par

ticip

atio

n.

Out

put 2

.1.1

: R

esou

rces

m

obiliz

ed a

nd

stra

tegi

c pa

rtner

ship

s de

velo

ped

to

addr

ess

loca

l ch

alle

nges

.

Ind

icat

or 2

.1.1

(a)

: N

umbe

r of s

tate

and

no

n st

ate

acto

rs e

ngag

ed b

y K

EW

OP

A to

fa

cilit

ate

the

impl

emen

tatio

n of

the

repr

esen

tativ

e fu

nctio

n.

Indi

cato

r 2.

1.1

(b):

Am

ount

of f

undi

ng

secu

red

from

sta

te a

nd n

on-s

tate

act

ors

to fa

cilit

ate

the

impl

emen

tatio

n of

re

pres

enta

tive

func

tion.

Indi

cato

r 2.

1.2

(a):

At l

east

47

coun

ty

budg

et p

ropo

sals

sub

mitt

ed a

nd

adop

ted.

Indi

cato

r 2.

1.2

(b):

Num

ber o

f ado

pted

pr

opos

als

whi

ch p

rom

ote

wom

en s

peci

fic

issu

es a

nd g

ende

r equ

ity.

Indi

cato

r 2.

1.2

(c):

Num

ber o

f KE

WO

PA

sp

onso

red

budg

et h

earin

g fo

ra/M

eetin

gs.

Out

put

2.1

.2:

KE

WO

PA

m

embe

rs p

rovi

de

plat

form

s th

roug

h w

hich

cap

aciti

es

of th

e el

ecto

rate

on

the

budg

et

mak

ing

proc

ess

are

deve

lope

d.

Out

put 2

.1.3

: Po

litic

al, s

ocia

l and

ec

onom

ic ri

ghts

of

the

elec

tora

te

real

ized

thro

ugh

KE

WO

PA

M

embe

rs

cont

ribut

ions

.

Ind

icat

or 2

.1.3

(a)

: Num

ber o

f M

otio

ns/A

men

dmen

ts/B

ills

spon

sore

d by

K

EW

OP

A m

embe

rs t

o ad

dres

s is

sues

rais

ed

by th

eir e

lect

orat

e.

Ind

icat

or 2

.1.3

(b

): N

umbe

r of c

ivic

edu

catio

n en

gage

men

ts fa

cilit

ated

by

KE

WO

PA

.

Ind

icat

or 2

.1.3

(c)

: Lev

el o

f pub

lic o

pini

on o

n th

e qu

ality

of w

ork

of w

omen

mem

bers

of

parli

amen

t and

pol

itici

ans.

Tota

l

$400

,000

$400

,000

$400

,000

$400

,000

$200

,000

$1,8

00,0

00

$400

,000

$900

,000

$200

,000

$400

,000

$200

, 000

$1,5

00,0

00

$2,0

00,0

00$3

,000

,000

$4,0

00,0

00$5

,000

,000

$2,0

00,0

00$1

6,00

0,00

0

$2.8

00,0

00$3

,700

,000

$4,6

00,0

00$2

,400

,000

$19,

300,

000

$5,9

00,0

00


35

Out

puts

Out

put I

ndic

ator

s (O

I)20

1420

1520

1620

1720

18To

tal

(US

D)

Out

com

es

Po

litic

al P

arty

Ove

rall

Out

com

e 3:

KEW

OPA

mem

bers

’ stre

ghth

ened

cap

aciti

es to

effe

ctiv

ely

advo

cate

for g

ende

r res

pons

ive

and

all i

nclu

sive

pol

itica

l par

ty g

over

nanc

e en

hanc

ed.

Out

com

e 3.

1: G

ende

r equ

ality

va

lues

and

prin

cipl

es m

ain

stre

amed

with

in p

oliti

cal p

artie

s.

Indi

cato

r 1:

Num

ber o

f pol

itica

l pa

rties

with

gen

der m

ain

stre

amed

st

ruct

ures

.

Out

com

e 3.

2: W

omen

pa

rtici

patio

n in

tegr

ated

in

lead

ersh

ip, a

nd d

ecis

ion

mak

ing

proc

esse

s in

pol

itica

l par

ties.

Indi

cato

r 2:

At l

east

a th

ird o

f le

ader

s in

mai

nstre

am p

oliti

cal

parti

es a

re w

omen

.

Targ

et: M

ains

tream

pol

itica

l pa

rties

.

Bas

elin

e: U

nder

repr

esen

tatio

n of

w

omen

in le

ader

ship

and

de

cisi

on m

akin

g po

sitio

ns w

ithin

po

litic

al p

artie

s.

Out

put 3

.1.1

: Po

litic

al P

artie

s an

d El

ectio

ns A

ct

amen

ded.

Out

put 3

.1.1

(a)

: Po

litic

al P

arty

fin

anci

ng

mon

itore

d.

Indi

cato

r 3.

1.1:

At l

east

30%

ge

nder

rule

in p

oliti

cal p

arty

go

vern

ance

and

lead

ersh

ip

achi

eved

.

Indi

cato

r 3.

1.1.

(a):

Num

ber o

f w

omen

sup

porte

d fin

anci

ally

by

polit

ical

par

ties

and

the

% o

f pa

rty fi

nanc

ing

give

n to

wom

en

aspi

rant

s co

mpa

red

to m

en

aspi

rant

s.

Indi

cato

r 3.

2.1:

Num

ber o

f w

omen

ele

cted

to p

oliti

cal p

arty

le

ader

shi

p an

d go

vern

ance

st

ruct

ures

.

Indi

cato

r 3.

1.2

(a):

Num

ber o

f w

omen

men

tore

d by

KE

WO

PA

vy

ing

for c

ompe

titiv

e po

litic

s.

Out

put

3.2

.1:

Men

tors

hip

prog

ram

me

for

incr

ease

d w

omen

’s p

oliti

cal

parti

cipa

tion

esta

blis

hed.

Tota

l

$300

,000

$300

,000

$350

,000

$400

,000

$800

,000

$1,8

50,0

00

$250

,000

$350

,000

$450

,000

$550

,000

$300

, 000

$1,9

00,0

00

$550

,000

$650

,000

$800

,000

$800

,000

$3,7

50,0

00$9

50,0

00


36

Out

puts

Out

put I

ndic

ator

s (O

I)20

1420

1520

1620

1720

18To

tal (

US

D)

Out

com

es

Inst

itutio

nal

Cap

acity

Ove

rall

Out

com

e 4:

KEW

OPA

sec

reta

riat c

apac

ity s

treng

then

ed to

effe

ctiv

ely

and

effe

cian

tly a

chie

ve it

s m

anda

te.

Out

com

e 4.

1: 4

7 K

EWO

PA C

ount

y ch

apte

rs

esta

blis

hed.

Indi

cato

r 1:

47

KEW

OPA

Cou

nty

chap

ters

op

erat

iona

l.

Out

com

e 4.

2: K

EW

OP

A’s

ope

ratio

nal a

nd

gove

rnan

ce c

apac

ities

stre

ngth

ened

.

Indi

cato

r 2:

Fin

ance

, adm

inis

tratio

n an

d hu

man

re

sour

ces

syst

ems

revi

ewed

and

upd

ated

.

Out

com

e 4.

3: S

trate

gic

partn

ersh

ips

with

pa

rliam

ent,

the

exec

utiv

e, d

evel

opm

ent p

artn

ers,

an

d th

e pr

ivat

e se

ctor

est

ablis

hed

and

mai

ntai

ned.

Indi

cato

r 3:

Num

ber o

f stra

tegi

c pa

rtner

ship

s es

tabl

ishe

d.

Out

com

e 4.

4: K

EWO

PA m

embe

rshi

p an

d co

rpor

ate

bran

d en

hanc

ed.

Indi

cato

r 4:

KE

WO

PA

vis

ibili

ty a

nd p

rofil

e in

crea

sed.

Targ

et: A

ll 47

cou

ntie

s, K

EW

OP

A S

ecre

taria

t, K

EW

OP

A M

embe

rs.

Bas

elin

e: K

EW

OP

A’s

cor

pora

te b

rand

has

not

bee

n fu

lly v

isib

le a

cros

s th

e co

untry

.

Lim

ited

capa

city

/gov

erna

nce,

adm

inis

tratio

n an

d fin

anci

al s

truct

ures

and

sys

tem

s.

Out

put 4

.1.1

: Wom

en

Mem

bers

of C

ount

y A

ssem

blie

s in

duct

ed.

Indi

cato

r 4.

1.1:

736

Wom

en M

embe

rs o

f C

ount

y A

ssem

bly

own

KE

WO

PA

co

rpor

ate

bran

d.

Indi

cato

rs 4

.1.1

a: N

umbe

r of c

ount

y ch

apte

rs e

stab

lishe

d an

d op

erat

iona

l.

Indi

cato

r 4.

1.2:

KE

WO

PA

fina

ncia

l and

pr

ocur

emen

t sys

tem

s st

reng

then

ed.

Indi

cato

r 4.

1.2

(a):

A M

onito

ring

and

Eva

luat

ion

fram

ewor

k es

tabl

ishe

d.

Indi

cato

r 4.

1.2

(b):

Gov

erna

nce

syst

ems

and

mec

hani

sms

stre

ngth

ened

.

Indi

cato

r 4.

1.2

(c):

KE

WO

PA

tech

nica

l an

d op

erat

iona

l cap

aciti

es s

treng

then

ed.

Out

put

4.1

.2:

KE

WO

PA

ope

ratio

nal

and

gove

rnan

ce

capa

citie

s de

velo

ped

and

stre

ngth

ened

.

Out

put 4

.1.3

: K

EWO

PA fu

nd p

ortfo

lio

incr

ease

d an

d st

rate

gic

partn

ersh

ips

esta

blis

hed

and

sust

aine

d.

Ind

icat

or 4

.1.3

: Num

ber o

f stra

tegi

c pa

rtner

ship

s be

twee

n K

EW

OP

A, t

he

publ

ic a

nd p

rivat

e se

ctor

sus

tain

ed.

Tota

l

$500

,000

$300

,000

$200

,000

$200

,000

$500

,000

$1,7

00,0

00

$400

,000

$300

,000

$300

,000

$300

,000

$300

,000

$1,6

00,0

00

$20,

000

$20,

000

$20,

000

$20,

000

$20,

000

$100

,000

Out

put 4

.1.4

: KEW

OPA

m

embe

rshi

p an

d co

rpor

ate

bran

d pr

ofile

d.

Ind

icat

or 4

.1.4

: KE

WO

PA

com

mun

icat

ion

stra

tegy

ado

pted

and

impl

emen

ted.

$300

,000

$300

,000

$300

,000

$300

,000

$450

,000

$1,6

50,0

00

$1,2

20,0

00$9

20,0

00$8

20 0

00$1

,270

,000

$5,0

50,0

00$8

20,0

00


37

Annex II: FLAGSHIP ACTIONS DEC 2013-JUNE 2015

Legislative and oversight

Amendment to the political parties and Election Act.

Enactment of the Constitution Amendment Bill (Based on the Supreme Court Advisory - not more than 2/3).

Enactment of the Maternal and Child Health Bill.

Enactment of the geology, minerals and mining Bill.

Enactment of the Affirmative action county social development fund Bill.

Enactment of the County Boards Bill.

Establishing a tracking mechanism on the 30% public procurement quota and the UWEZO Fund.

Develop a gender policy for parliament of Kenya.

Political party

Establish a tracking mechanism on political party financing.

Representative

Capacity development of the electorate on the budget.

Capacity development to the electorate in the realization of political, social and economic rights. (UWEZO Fund and 30% quota)

Institutional Development

47 KEWOPA county chapters established and operational.

Revised and adopted KEWOPA constitution.

Enhanced technical capacity of the secretariat ( Programmes and Operations).


38

KEWOPA Founder Members

Hon. Beth Mugo Hon. Martha Karua

Hon. Charity Ngilu


39

The KEWOPA 2013 Executive Committee

Hon. Christine OmbakaDeputy Treasurer

Hon. Cecily MbarireChairperson

Sen. Halima AbdilleCommittee Member

Hon. Florence MutuaSecretary

Hon. Dr. Reginalda WanyonyiCommittee Member

Hon. Zainab ChidzugaDeputy Chairperson

Sen. Martha WangariDeputy Secretary

Hon. Tiyah GalgaloWhip

Hon. Esther GathogoTreasurer

Hon. Rose MuseoSpecial Interest

Hon. Peris SimamEx- officio

Sen. Naisula LesuudaDeputy Chairperson


40

Disclaimer:The publication of this Strategic Plan was made possible by the support of the American and British people through the United States Agency for International Development (USAID) and Department for International Development (DFID) vide SUNY/CID’s Kenya Parliamentary Strengthening Program. The contents of this Strategic Plan are the sole responsibility of the Kenya Women Parliamentary Association (KEWOPA) and do not necessarily reflect the views of USAID, UKAID, DFID or SUNY/CID.

strategic plan 2014-2018 - kewopa kenya › ... › 05 ›...

Documents