IFES 2021 - 2024 - IFES 2021 - 2024 - Ny strategi 2024 IFES 2021 - 2023 (2024) International Foundation for Electoral Systems (IFES) receives financial support of 10 000 000 SEK/year for three years, 2021-2024 for core support for realization of its Strategic Plan 2020-2024. Currently a very small part of IFES' funding is core support. A possible core support from Sida would enable IFES to significantly step up its ability to innovate, pilot new methods, learn, produce and share knowledge, especially targeting the most disadvantaged and vulnerable people. Most of this work will take place at headquarters in Arlington, USA, but would benefit a large range of ODA eligible countries, seeing IFES global footprint.  The strategic plan will be continually reviewed and revised during its implementation. International Foundation for Electoral Systems (IFES) ges ett kärnstöd på 10 000 000 kr/år under tre år, 2021-2024, för genomförandet av sin strategiska plan 2020-2024. För närvarande är en mycket liten del av IFES finansiering kärnstöd. Ett kärnstöd från Sida skulle göra det möjligt för IFES att avsevärt öka sin förmåga och flexibilitet att utveckla nya metoder, lära, producera och dela kunskap, särskilt inriktat på de mest sårbara och utsatta. Det mesta av detta arbete kommer att ske vid huvudkontoret i Arlington, USA, men skulle gynna ett stort antal ODA-berättigade länder, givet IFES globala täckning. Den strategiska planen kommer kontinuerligt att ses över och revideras under dess genomförande. 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