IEBC needs useful, not dismissive criticism

NAIROBI: The magnanimity of constructive criticism was demonstrated this week by National Assembly Speaker Justin Muturi. While officiating the launch of IEBC's strategic plan, the Speaker, who recently called for downsizing of the commission, said, "...no matter the views we may hold, it is an altruism from my end and I know we have a body that we need to support.

"But to support the IEBC does not mean we cannot criticise it. But let us be positive and constructive in the way we criticise our institutions."

It was a good gesture for IEBC to invite Mr Muturi, much as it was for him to crown IEBC's event. Muturi had said IEBC commissioners should be reduced from nine to three. His argument was that there was not enough work for nine policy makers. Muturi went further to call on other players to lend their support to IEBC because the institution will not succeed alone without the support of partners and stakeholders.

Not many, especially in the political class, have the ability to appreciate something positive from those they do not entirely agree with.

ODM leader Raila Odinga, a fervent critic of IEBC, also said something positive about the commission. But his comments were much more restrained and guarded. After meeting with IEBC to discuss the launch of the commission's strategic plan, Raila said, "We have issues with IEBC but it's still the commission in place and nothing stops us from engaging with them because we are stakeholders."

At the end of the meeting with IEBC, CORD issued a "joint statement" asking the IEBC to call off the launch of the strategic plan. The statement also called for the disbandment of the commission. Some of the demands by politicians and interest groups are issues IEBC cannot address because they are not within their mandate.

It is ridiculous to ask the electoral management body to resolve the "outstanding issues" of ID cards, election date, corruption and security. The electoral body will conduct election on the date set by the law.

It is up to the lawmakers to and pass the laws and regulations they want the referee to use in the game. Even with the so-called Chickengate scandal that has tainted the commission, the investigations and prosecution cannot be expected to come from them.

The electoral body is in the highly sensitive business of elections and must endure overbearing scrutiny and scorn. Bashing IEBC has become trendy and fun. Media coverage on the launch of the strategic plan followed the accustomed script that is defined by conflict. It was the boycott that made news. But a critical analysis of what the stakeholders wanted vis-à-vis what IEBC offered would have made a better story.

The commission postponed the launch by 10 days to allow for views from stakeholders. What input came through? The IEBC says in the strategy that it targets to register 22.4m voters by 2017. How many do the stakeholders think should be registered by then?

IEBC promises not to keep the voter for more than seven minutes at a polling station. How many minutes do those with a contrary opinion suggest? IEBC promises to raise polling stations from 33,000 to 44,000 by 2017. How many should we have and why?

What alternatives do the stakeholders, who do not agree on approaches suggested on voter education, diaspora voting, procurement and legal reforms have?

The stakeholders need to go beyond the cry for lack of involvement. They are probably even better without being involved because they can make constructive criticisms without being compromised by 'inclusivity".

The development and implementation of the strategy is basically IEBC's work. Political parties are stakeholders, not shareholders, and in engaging the commission they should not appear to be compromising its independence.

There are clear indications that IEBC is striving to get things right. It has the experience and there has not been any new financial scandal or a bad election. The numerous by-elections, which include some at the county level, have been very successful. Technology has worked and the outcomes have been accepted by the contestants.

More than half of the top management has changed at IEBC. There is a new CEO and a new deputy. Other key areas such as voter education, finance and IT are now in the hands of new professionals, some with vast experience in reputable private sector organisations. The last thing the struggling IEBC needs is incessant skepticism. The strategic plan they have put forward is an election promise. They should not only be supported to deliver it, but also be made accountable to the targets and timeliness  stipulated.