The IEBC is hardly given a chance to learn from experience. The CEO and Commissioners are to blame for the errors of their staff, including their temporary staff.
No one cares how long they have had the job; IEBC staff are expected to hit the ground running.
This is why I consider it premature to brand IEBC staff criminals or incompetent unless there is evidence of criminal intent.
It is next to impossible to weather the current technological revolution by sitting and hoping the workforce of the next generation will be better prepared to handle automated processes such as a General Election in Kenya.
While it is commendable that the country pulled a first one in Africa by conducting elections that relied on an Integrated Electoral Management system, there is need for the country to play an active role in retraining our current workforce on use of automated systems.
In an era where role of management teams and chief executive officers has been reduced to overseeing automated roles and documenting processes, it is critical that employees who play an active role in implementing technological systems have a lifelong proactive attitude towards adoption of technology.
This new work environment makes it difficult to lambast the Independent Electoral and Boundaries Commission’s (IEBC) operational team by labelling them criminals prior to an exhaustive investigation on what went wrong on August 8, 2017.
I can draw various parallels between my job with an international organisation and - the operations of the IEBC with regard to some of the tools we use such as a database (electronic systems) and manual forms.
Despite having a robust database done by the best IT minds and supported by highly trained and well-motivated staff members who work in a friendly environment, getting 100 per cent accurate outcomes and maintaining an impeccable database remains a challenge.
It is also worthy to note that we deal with numbers that are dwarfed in size and complexity in comparison to those of the IEBC and we don’t have constant threats hanging over like the sword of Damocles; and hostile parties exerting undue pressure.
Databases require constant updates. Manual systems require constant refining. Any organisation which maintains similar systems and is honest enough to admit about the attendant challenges will tell you it is an intense exercise and serious drudgery.
Good internet connectivity is often a challenge. Our operations in far-flung places often resort to using an offline server, which we then upload to main servers upon our return to locations with reliable network.
I would thus be hesitant to read any mischief in IEBC’s direction that returning officers move to areas with internet connectivity to transmit results.
I am also familiar with manual systems, files and forms; though they come in different names; nothing close to 34A and 34B.
Even with adequate investment in training permanent staff and clear Standard Operating Procedures (SOPs) which must be adhered to, there are always mistakes in both the manual and electronic systems.
Irregularities may occur due to human error, capacity issues, carelessness or recklessness, and in a few cases, fraud. An outsider looking may not understand why perfection is elusive, it is seemingly easy.
It is almost akin to a football fan scolding a player for missing a penalty. With constant training and practice, we have achieved stellar standards through sealing loopholes and using technology to anticipate and limit errors, but we have never achieved perfection.
The improvements are progressive. Our databases hold not more than one million people, most have less than 500,000 persons. Of note is that we (the NGO) are not disbanded regularly, we have had years to build and refine these systems as well nurture team synergy.
After drawing the above parallels between my job and that of the IEBC, one must wonder what it is like to work at IEBC where you are constantly scrutinised and criticised for how you execute your mandate.
We should indeed add the requirement “magician” to the IEBC job descriptions. The IEBC is hardly given a chance to learn from experience. The CEO and Commissioners are to blame for the errors of their staff, including their temporary staff.
No one cares how long they have had the job; IEBC staff are expected to hit the ground running. This is why I consider it premature to brand IEBC staff criminals or incompetent unless there is evidence of criminal intent.
Susan Munene, Advocate of the High Court of Kenya working with an international NGO, via email
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