There are many reasons for an EMB to promote sound relations with the executive branch of government. The Treasury or Ministry of Finance is often responsible for the EMB’s budget. Governmental Model EMBs need to work within the confines of a line ministry and may need to maintain close relationships with local authorities implementing electoral processes.

In many cases, the EMB, relies on government ministries (and regional EMBs similarly rely on local authorities) for transport and other electoral logistical support, such as premises for polling stations, and on staff seconded from various government agencies to serve as election officials. Approvals from government purchasing agencies or import licensing agencies may be required for essential procurement. EMBs may be subject to audit by the state audit authority, and may also be required to respond to inquiries from the ombudsperson or the anti-corruption agency. The EMB relies on the police force for security and, in some countries, may rely on the armed forces for security and some transport services during electoral events.

Cooperation and coordination will be enhanced if the EMB strives to keep all relevant government ministries and agencies informed about its activities and to consult with them on a regular basis about the services and support it may require from them. It can be useful for there to be a permanent working group or liaison committee involving the EMB and the government agencies on which the EMB relies for provision of resources for electoral events. For Independent Model EMBs, a ministry, such as the Interior Ministry or Ministry of Justice, may be the EMB’s ‘liaison’ ministry for representations to the Cabinet or the legislature, as in Canada.

It is essential that the EMB maintain good liaison with the Treasury, Ministry of Finance, or whichever department is responsible for vetting the EMB’s budget requests and releasing EMB funding. Unless this department is familiar with the EMB’s programs, their importance to democratic governance, and the time-critical nature of the EMB’s funding requirements, it may not recognise the importance of funding some EMB activities – such as voter education – or the need to make funds available to the EMB well before the date of an electoral event. Formal arrangements between the EMB and this ministry on how and when the EMB’s funds are to be released may be necessary, and their negotiation can be easier if relationships between this department and the EMB have been well-maintained. An important factor in this relationship is that the Treasury or Ministry of Finance has confidence in the budgeting, accounting, financial control, and reporting systems implemented in the EMB.

Arrangements for the EMB chair or members to make courtesy calls on government leaders, including the head of state, in order to create awareness about the EMB’s programs and the challenges it may face, such as financial or logistical constraints, will raise the EMB’s profile with its government stakeholders. Where the head of state must assent to legislation before it is promulgated, it is important that the EMB make him or her aware of any urgency in finalising electoral law amendments. The EMB may also find it useful to involve the head of state or senior ministers in high-profile public EMB events funded by the government, such as the launch of major voter education programs or the announcement of purchases of equipment.