IFES 2021 - 2024

Here are some examples of what has been achieved 2022 with regards to Sida-funded (part or whole) Initiatives: Strategic Objective 1: Trusted electoral stakeholders deliver credible elections Improved EMB Election Operational Planning IFES published its Introduction to Operational Planning: A Guide for Election Management Bodies (EMBs). It provides guidance to support electoral officials to plan each element of an election, as well as monitor, communicate, and adjust operational planning in response to changing circumstances. The guide also discusses considerations to make elections and election administration more environmentally friendly. Year 3 they will continue to develop a training curriculum to help disseminate the planning guide and facilitate its implementation by EMBs. Election After-Action Review Approach IFES collected and analyzed methodologies and approaches for election reviews from across the world, including through EMB surveys in 57 countries and inputs from 32 technical experts, in addition to donors and other implementing organizations. In year 3, IFES will finalize a guide with best practices for conducting post-election review exercises. Effective Electoral Assistance Coordination Capability IFES has compiled findings from key informant interviews and developed the structure for a training curriculum to improve the effectiveness of electoral assistance. This curriculum and accompanying training material will be finalized during year 3. Election Technology Procurement of Sensitive Technical Electoral Solutions IFES has initiated the desk research and collection of comparative data on sensitive election technology procurement. During year 3, a best practices guide will be developed and socialized with partner EMBs. Strategic Objective 2: Effective governing institutions are accountable to the people they serve Advancing New Partnerships for Disrupting Corrupt Behavior in Elections IFES has finalized its curriculum for investigative journalists reporting on abuse of state resources and piloted it in Tunisia in October 2022 and Serbia in November 2022. IFES also established relationships with strategic anticorruption (AC) partners and international stakeholders, including the United Nations Convention against Corruption (UNCAC) coalition. Strengthening Formal and Informal Mechanisms for the Resolution of Electoral and Political Disputes IFES has supported networks of judges working on election dispute resolution (EDR) in Africa, Europe and Eurasia and the Western Balkan sub regional group. IFES also has developed modules for a global curriculum on EDR for judges and judicial officers. Further strengthening of regional judicial networks is planned for year 3 in Africa and Europe and the launch of a new Pacific Electoral Justice Network (February 2023). Supporting Meaningful Access to Electoral Justice for Women IFES has completed field work and drafted a desk review to collect and summarize good practices on how different electoral institutions, as well as international development assistance providers, can make electoral justice more sensitive and responsive to womens needs and experiences. The guidebook summarizing these best practices and recommendations will be published in year 3. Strategic Objective 3: All people safely participate in civic and political life on an equal basis Ensuring the Inclusion of Climate-Displaced People in Political Processes The newly launched Climate Leadership Curriculum is currently being piloted in Papua New Guinea. IFES plans to pilot this in additional locations (to be determined) in year 3. Climate-Proofing Elections Toolkit IFES finalized the first two tools in the Climate-Proofing Elections Toolkit. This includes the Reducing Environmental Footprint of Elections (REFE) Scorecard which is currently being piloted with the Swedish Electoral Authority and Elections British Columbia. IFES will continue to utilize the tool with other partner EMBs during year 3. Community of Practice on Reducing Barriers to Indigenous Peoples Participation in Elections Indigenous Peoples Organizations (IPOs) from Guatemala, Kenya and Nepal have been onboarded and have met virtually to coordinate collaboration on desk research. The partners are now developing focus group discussion and key informant interview guides for the planned research project to be carried out in year 3. Guidelines for disability-inclusive election technology policies and procedures IFES is in the process of developing a learning series with resources for EMBs, civil society, technology companies and the media, including good practices on accessible social media and websites, procuring accessible election technology, and using technology to improve accessibility of election operations. Promoting gender equality and LGBTQI inclusion in democratic processes IFESs Allies for Equality curriculum has been updated to promote gender-sensitive civic and voter education. In year 3 IFES will continue updating, as well as consolidate external research and information related to LGBTQI participation in political processes - a first step in developing an external guidebook for EMB best practices in reducing barriers for LGBTQI people to participate in elections. Strategic Objective 4: Technology, information and data positively serve elections and democracy Technology and Information Integrity: Oversight of Election-Focused Online Political Advertising IFES presented findings on The Role of Ad Transparency in Global Electoral Integrity. Also, IFESs Online Campaigning Transparency Community of Practice (OCT CoP) launched in November 2022 with over nine oversight bodies and 20 civil society partners, academics and election observers in attendance. Development of the OCT CoP will continue in year 3. Promoting the IFES Tech Tool Suite IFES disseminated results of the first deployment of its ethical artificial intelligence (AI) framework for monitoring hate speech and incitement to violence during the recent Kenyan elections. IFES will continue its outreach to expand the use of IFES tech tools in its programming, to incorporate its tech partners into its tech tool development, and to increase public knowledge of IFESs work. Institutional Objective 2: Ability to constructively influence policy and practice in the Democracy, Human Rights and Governance (DRG) sector IFES Web-Based and Social Media Capability for Improved Story-Telling This year, IFES continued its work to develop an About Us video and a photo and video library, featuring interviews with IFES leadership, board members, technical experts, in-country personnel, and partners. Elevating IFES Voice Through Media Partnerships, Event Sponsorships, and Strategic Communications In collaboration with Foreign Policy, IFES hosted a panel titled Restoring Trust in Election Results. This strategic partnership will continue in year 3 with the goal of elevating thought leadership and continuing to raise IFESs global profile. Institutional Objective 3: Calibrated alignment and orientation of all parts of the organization toward excellence Automation of Financial Dashboards and Improvement of Internal Financial Management Tracking for Program Teams IFES configured its standard monthly financial dashboard reports for program and operations units. During year 3, IFES will target further development of IFESs project specific financial management reporting tool. Streamlined Accessibility and Improvement of Online Policies & Procedures IFESs Process Improvement Specialist continues to partner with Human Resources, IT, and Finance teams to document and improve key business processes. In year 3, IFES will continue to identify potential gaps or shortcomings and improve its policies and procedures. Cross-Cutting Initiative: Democratic Resilience Lab IFES launched its Democratic Resilience Lab, a strategic initiative that brings together expertise from across the organization and beyond to counter democratic backsliding. In year 3, IFES will map existing tools and gaps in strengthening democratic institutions, establish its own democratic resilience dataset, work with academic peers to produce new research on countering autocratic collaboration and fostering resilience in closing spaces, and produce model democratic resilience program designs. IFES will also conduct initial data collection and analysis for the newly-launched IFES Learning Agenda. WellComm Initiative IFESs Staff and Family Wellness Committee was established at the start of the COVID-19 global pandemic to better engage staff around wellness and work-life balance. With funding from Sida the WellComm has expanded engagement with staff through a monthly work-life balance survey, additional virtual and in person staff wellness events (including a variety of initiatives for Mental Health Awareness Month), and recently submitted for approval an IFES Code of Conduct for a More Balanced Workplace. WellComm will continue to expand on these initiatives in year 3 with additional wellness events and further staff engagement.

IFES vision is "Democracy for a better future" that is to be realized through their stated mission: "Together we build democracies that deliver for all". In response to emerging threats and opportunities, IFES has identified four distinct and mutually reinforcing strategic outcomes: Strategic Outcome 1: Trusted electoral institutions deliver credible elections Strategic Objectives: 1.1 Support transparent, safe and inclusive electoral processes that lead to accepted outcomes 1.2 Build the capacity of electoral institutions to deliver credible elections over time 1.3 Enable electoral officials to pro-actively address emerging challenges and sustain public trust in elections Strategic Outcome 2: Effective governing institutions accountable to the people they serve Strategic Objectives: 2.1 Strengthen the efforts of public officials and civil society to promote good governance and the rule of law and counter corruption 2.2 Assist local partners to design durable democratic systems and institutions that enable successful and stable transitions 2.3 Galvanize champions of democratic reform in closing spaces Strategic Outcome 3: All people safely participate in civic and political life on an equal basis Strategic Objectives: 3.1 Support civil society, academia and government partners to make a sustained commitment to civic education, robust youth engagement and conflict mitigation 3.2 Advance gender equality and womens rights, empowerment and leadership in political and public life by breaking down individual and structural obstacles 3.3 Empower Black, Indigenous and people of color; people with disabilities; displaced persons; and other marginalized groups to exercise political rights and be recognized as critical constituencies 3.4 Support civil society in established democracies as well as transitional and closing spaces to respond to challenges facing democracy and human rights Strategic Outcome 4: Technology, information and data positively serve elections and democracy Strategic Objectives: 4.1 Strengthen digital security and ensure the responsible and transparent use of election technologies 4.2 Promote the responsible use of technology and new and traditional media platforms to enable informed and positive political discourse and engagement Cross-cutting Approach: Design and implement impactful programs based on research, evidence and comparative international standards and experience Institutional Capacities and Outcomes IFES also has three institutional outcomes to develop IFES capacities and efficiencies and better position the organization to advance its vision and mission: Institutional Outcome 1: Talent management that meets the needs of the organization and the people Institutional Objectives: 1.1 Develop recruiting strategy; identify and fill current expertise gaps 1.2 Institutionalize programmatic learning 1.3 Operationalize proactive recruiting strategy 1.4 Introduce learning and development program 1.5 Develop performance, rewards and recognition Institutional Outcome 2: Ability to constructively influence policy and practice in the DRG sector Institutional Objectives: 2.1 Establish development and strategic communications unit and prepare new business development and communications strategy 2.2 Strengthen strategic communications and HQ/field communications 2.3 Fully operationalize new strategy Institutional Outcome 3: Calibrated alignment and orientation of all parts of the organization toward excellence Institutional Objectives: 3.1 Identify financial management system improvements and areas of current system/process improvement potential 3.2 Implement financial management system improvements 3.3 Operationalize improvements in critical HR systems