For EMBs with a relatively large number of members, it can be advantageous for the EMB to form committees to oversee or manage some of its activities. In some countries, the formation of such committees, responsible to the full membership of the EMB, has allowed greater specialization and concentration by EMB members on key policy tasks. They may be an advantageous means of rationalising oversight workloads during peak electoral activity periods. In a few cases, such committees have powers to co-opt non-EMB members, such as professionals from outside the EMB, or EMB secretariat staff.

Where EMB members are involved in day-to-day leadership and management of the EMB’s activities, as was the case in Indonesia in 2004, allocating specific direction and oversight tasks in this manner clarifies responsibilities and provides greater surety to secretariat staff.