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STRATEGIC PLAN 2014-2018 | KEWOPA
1
KEWOPA | STRATEGIC PLAN 2014-2018
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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.
STRATEGIC PLAN 2014-2018 | KEWOPA
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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 MBARIRE
CHAIRPERSON, Kenya Women Parliamentary Association
KEWOPA | STRATEGIC PLAN 2014-2018
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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
STRATEGIC PLAN 2014-2018 | KEWOPA
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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
KEWOPA | STRATEGIC PLAN 2014-2018
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CHAPTER FOUR
4.0 The Institution ... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...... ...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
STRATEGIC PLAN 2014-2018 | KEWOPA
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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.
KEWOPA | STRATEGIC PLAN 2014-2018
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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 al- location 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.
STRATEGIC PLAN 2014-2018 | KEWOPA
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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.
KEWOPA | STRATEGIC PLAN 2014-2018
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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 parliamen- tarians 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
STRATEGIC PLAN 2014-2018 | KEWOPA
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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 consult- ants 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.
KEWOPA | STRATEGIC PLAN 2014-2018
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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
STRATEGIC PLAN 2014-2018 | KEWOPA
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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 repro- ductive 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.
KEWOPA | STRATEGIC PLAN 2014-2018
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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 assis- tants 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:
STRATEGIC PLAN 2014-2018 | KEWOPA
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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
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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.
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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
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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 be- low 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 spheres. Article 27 (6) directs that
the state shall take legislative and other measures including affirmative action programmes and policies to
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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 leader- ship 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 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
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2.4 Internal Context
2.4.1 Strengths and Weaknesses, Opportunities and threats (SWOT) Analysis
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
• Increasedvisibilityofwomeninpublicand
political spheres.
• FunctionalSecretariat.
• Parliamentsupportwithofficespace.
• Abilitytodemystifythegenderstereotypes,
strength of women in political leadership and
improved image of women as national leaders.
• Capacitytolobbyforgenderequalitylawsand
electoral reforms.
• Capacitytocreategenderandelectoral
awareness.
• AbilitytoleveragemaleMembersofparliamentin
moving motions.
• Competentinbuildingmembershipcapacityand
support in moving motions and bills.
• Unityofpurposethattranscendspoliticalparty
affiliations and silent agreement in moving
motions and bills.
• Improvedlobbyingstrengthduetoincreased
membership from 22 to 86.
• Strategicpartnershipsandsupportfrompartners.
• Capacitytolobbyforaffirmativeactionand
ensuring that gender issues are incorporated
in the Constitution of Kenya 2010.
• Capacitytoprovideleadershipinparliamentary
committees and the speakers’ panel.
WEAKNESS/CHALLENGES
• InadequatesystemsandpoliciesinHR,finance,
procurement and programs.
• LackofaMonitoringandEvaluationsystem.
• InadequatedocumentationoftheKEWOPAstory
and successes.
• Inadequatevisibilityandthefeministtagthat
clouds KEWOPA.
• Inadequateengagementwiththemedia.
• Inadequatefollow-uponlegislationonceenacted
(implementation after passing Bills).
• Overrelianceondonorswhichaffects
organizational, financial and program
sustainability.
• Lackofbudgetarysupportfromparliament.
• FewwomenintheNationalAssemblyhence
inability to garner the numbers required to pass
legislations.
• Inadequatetechnicalcapacityinresearch,media,
economics and law.
• InadequatecapacityforMembersinlegislation
and ‘rules of engagement’ around the house.
Table 2.4: KEWOPA SWOT matrix
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OPPORTUNITIES
• TheConstitutionprovidesaplatformforthe
caucus to ligislate and ensure implementation of
gender related laws.
• ThePoliticalPartiesandElectionsActprovide
opportunities for KEWOPA to mobilize women to
join elective politics and promote gender equality
in political parties.
• The30%Procurementruleisanopportunityto
track the implentation proces.
• TheretentionofKEWOPAMembersinparliament
is 50% in comparison to that of Parliament which
is at 25%.
• Lackofgenderpoliciesinparliamentandsenate
is an opportunity for KEWOPA to support in
institutionalizing gender in both houses.
• The30%genderruleisanopportunitytomentor
and support upcoming women politicians.
• Increasedinterestbydevelopmentpartnersin
KEWOPA’s mandate.
• Opportunitytopartnerwithgovernmentinthe
implementation of MTP II and in implementing
the Jubilee manifesto.
• Untappedlinkageswithotherparliamentary
networks in Kenya, regionally and globally.
• Potentialtoincreasecollaborationwithstateand
non state actors.
• Untappedopportunitiesforprivatesector
partnerships.
THREATS
KEWOPAs impacts are at risk due to;
• Trivializationofwomen’sissuesbymale
parliamentarians.
• Insufficientfundstoundertakeactivities.
• Highstaffturnover.
• ConflictingandpoliticalinterestsofKEWOPA
Members could see some Members support party
positions contradictory of KEWOPA’s mandate.
• Maledominatedpoliticalparties’thatdonot
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.
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Parliament and County Assemblies
Executive & County Governments
Staff
Political parties
Development partners
KEWOPA constituents
• Promotetheadvancementofparliamentarydemocracyby enhancing knowledge and understanding of democratic governance and facilitate the networking of women Parliamentarians for the socio-economic and political development of Kenya.• Promotetheadvancementofparliamentarydemocracyby 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.
• Promotetheadvancementofgenderequality,valuesandprinciples with emphasis to women’s specific issues within the national budget sectors.• Promotetheadvancementofgenderequality,valuesand principles with emphasis to women’s specific issues within the County Government.
• Capacitydevelopment.• Jobsatisfactionandcareerdevelopment.• Adequatecapacitytoenablethemprovidetechnicalsupportto Members.
• Mentorandmobilizewomentojoinpoliticalpartyleadership.• Profilewomenatthehelmofpoliticalparties.• WorkwithRegistrarofPoliticalPartiestoensurethattherulesand procedures are followed.• Lobbypoliticalpartiestoinstitutionalizeequitablenominations.
• Strategicpartnershipsinundertakingflagshipprojectsoncritical issues affecting KEWOPA constituents that have a regional or national focus.• Prudentuseofresourcesfrompartners.
• IncreasedengagementwiththepublicondebatesandBills• Contributetotopicalissuesthataffecttheconstituentse.g.VATBill, Alcohol Abuse e.t.c.• PartnerwithformerKEWOPAMembersforongoingsupportand institutional memory.• PartnershipwiththeJudiciaryandensurethatthe1/3genderruleis effected.• Effectiverepresentation.• Promotegoodgovernance.• Undertakeciviceducation.
Table 2.5: Stakeholders Expectations of KEWOPA Members
These expectations will inform KEWOPA in defining the strategic directions in the next five years.
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CHAPTER THREE3.0 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:-
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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
• ArobustresearchandLegalMechanism
established and operational.
• Increasedcontribution,participationandinfluence
to parliamentary business.
• Numberofmotionsmovedandprivatemember
Bills enacted by KEWOPA Members by 2017.
• ExtentofGenderResponsiveBudgeting(GRB)
guidelines for parliament utilization.
• Agenderpolicydevelopedandadoptedin
parliament.
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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.
• NumberofKEWOPAsubmissions(memoranda,
legal opinion and status reports) to parliament
with a view to advance gender equality values and
principles.
• NumberofKEWOPAMembersprofiledfor
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
• Numberofstrategiclinkagesandpartnerships
developed and maintained.
• Numberofbudgetproposalssubmittedand
adopted.
• Extenttowhichtheadoptedproposalspromote
women specific issues and gender equality.
• Shapepublicopiniononthequalityofworkof
women Members of parliament and politicians.
• Levelofcontributiontowardsrealizationofnational
priorities that promote women specific issues and
gender equality.
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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.
• RevisedandadoptedKEWOPAconstitution.
• Enhancedtechnicalcapacityofthesecretariat
(Programmes and Operations)
• EnhancedunityofpurposewithintheKEWOPA
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.
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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.• Publicopiniononwomen 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 Legal framework.
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 County chapters established and operational.
Review the KEWOPA constitution.
Recruit a technical advisory team and additional staff.
Review and update technical and operational systems.
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CHAPTER FOUR4.0 The Institution
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.
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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 Committee• Elected by Members in the Senate and National Assembly.• Chairpersons of the KEWOPA Caucuses.
County Chapter• Comprises of sitting Members of the County Assemblies.
General Chapter• All Members of the Caucus drawn from the 47 Women Represenatives, Nominated MPs, the Single Constituency MPs and Senators.• Drawn from the National Assembly and the Senate.
The Secretariat• Comprises of programmes and operations staff.
Figure 4.1: Proposed Titular working pattern under Bi-Cameral System
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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
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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.
KEWOPA | STRATEGIC PLAN 2014-2018
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.
STRATEGIC PLAN 2014-2018 | KEWOPA
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
KEWOPA | STRATEGIC PLAN 2014-2018
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
STRATEGIC PLAN 2014-2018 | KEWOPA
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
KEWOPA | STRATEGIC PLAN 2014-2018
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
STRATEGIC PLAN 2014-2018 | KEWOPA
37
Annex II: FLAGSHIP ACTIONS DEC 2013-JUNE 2015Le
gis
lativ
e an
d o
vers
ight
Am
endm
ent t
o th
e po
litic
al
parti
es a
nd E
lect
ion
Act
.
Ena
ctm
ent o
f the
Con
stitu
tion
Am
endm
ent B
ill (B
ased
on
the
Sup
rem
e C
ourt
Adv
isor
y - n
ot
mor
e th
an 2
/3).
Ena
ctm
ent o
f the
Mat
erna
l and
C
hild
Hea
lth B
ill.
Ena
ctm
ent o
f the
geo
logy
, m
iner
als
and
min
ing
Bill
.
Ena
ctm
ent o
f the
Affi
rmat
ive
actio
n Le
gal F
ram
ewor
k.
Ena
ctm
ent o
f the
Cou
nty
Boa
rds
Bill
.
Est
ablis
hing
a tr
acki
ng
mec
hani
sm o
n th
e 30
% p
ublic
pr
ocur
emen
t quo
ta a
nd th
e U
WE
ZO F
und.
Dev
elop
a g
ende
r pol
icy
for
parli
amen
t of K
enya
.
Pol
itica
l par
ty
Est
ablis
h a
track
ing
mec
hani
sm o
n po
litic
al p
arty
fin
anci
ng.
Rep
rese
ntat
ive
Cap
acity
dev
elop
men
t of t
he
elec
tora
te o
n th
e bu
dget
.
Cap
acity
dev
elop
men
t to
the
elec
tora
te in
the
real
izat
ion
of
polit
ical
, soc
ial a
nd e
cono
mic
rig
hts.
(UW
EZO
Fun
d an
d 30
%
quot
a)
Inst
itutio
nal D
evel
opm
ent
47 K
EW
OPA
cou
nty
chap
ters
es
tabl
ishe
d an
d op
erat
iona
l.
Rev
ised
and
ado
pted
KE
WO
PA
cons
titut
ion.
Enh
ance
d te
chni
cal c
apac
ity o
f th
e se
cret
aria
t ( P
rogr
amm
es
and
Ope
ratio
ns).
KEWOPA | STRATEGIC PLAN 2014-2018
38
KEWOPA Founder Members
Hon. Beth Mugo Hon. Martha Karua
Hon. Charity Ngilu
STRATEGIC PLAN 2014-2018 | KEWOPA
39
Sen. Martha WangariDeputy Secretary
Hon. Florence MutuaSecretary
Sen. Naisula LesuudaDeputy Chair, Senate
Hon. Alice WahomeTreasurer
Hon. Zainab ChidzugaDeputy Chair, National Assembly
Hon. Cecily MbarireChairperson
The KEWOPA 2013 Executive Committee
Hon. Christine OmbakaDeputy Treasurer
Hon. Elizabeth OngoroChair, Senators
Hon. Millie OdhiamboChair, Single Constituency MPs
Hon. Sunjeev BirdiChair, Nominated MPs
Hon. Priscilla NyokabiChair, 47 Women Reps
KEWOPA | STRATEGIC PLAN 2014-2018
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.