In Independent and Mixed Model EMBs, the relationship between the members of the EMB and the secretariat is critical. Appropriate roles for EMB members can vary widely. EMBs made up of part-time members are more likely to adopt a more hands-off approach of providing broad policy review and oversight, whilst those with full time membership may be more directly involved. Members of Mixed Model EMBs may be less likely to be involved in detailed administration issues, and more involved in overall integrity and quality control. Especially in elections marking transitions to multiparty democracy, members of Independent Model EMBs using a public service secretariat, and members of Mixed Model EMBs, may find it prudent to assume a publicly visible operational management role to enhance the public credibility of the electoral process.

Matters that can promote an effective working relationship between EMB members and secretariat include a clear delineation of powers and tasks between members and the secretariat, clear hierarchical authority between the members and the secretariat, and competent appointments leading to mutual respect between members and secretariat. For a trusting relationship between EMB members and the secretariat, it is important, where public servants make up an Independent Model EMB’s secretariat, that they report directly and only to the EMB, not also to an outside department of government. In Mixed Model EMBs and Governmental Model EMBs, a single departmental reporting responsibility for electoral issues handled by secretariat staff is highly preferable for the same reasons.

Attendance by the head of the secretariat or his/her nominee at all EMB plenary meetings, as an invited speaker or guest (as in Indonesia), a non-voting EMB member (as in Jamaica), or an EMB members with full rights (as in Australia), reinforces the links between EMB members and secretariat and ensures that all meetings have the benefit of advice on the practical operations of the EMB.