An EMB may have to overcome numerous problems to achieve an acceptable level of professionalism. Some may be within the EMB itself, such as behavioural, planning or resource prioritization issues. Others may be the product of factors in its external environment, including:

• The political climate within which elections take place largely determines the credibility and legitimacy of elections. It is difficult to manage credible elections in environments of political fear, intimidation and violence; societies with no respect for the rule of law; or where governments have no transparency or accountability. Nevertheless, a professionally oriented EMB can still work hard under such circumstances to demonstrate a commitment to ethical principles, which will help build confidence in the electoral process. Examples of EMBs that delivered acceptable results under the most trying circumstances include Afghanistan (2004), Iraq (January 2005), Mozambique (1994), Nepal (2008), Nicaragua (1990), Palestine (2006), South Africa (1994) and Timor-Leste (1999).
• A sound electoral legal framework is essential for the successful planning and conduct of electoral events, and for the professionalization of the EMB. Where the legal framework falls short of acceptable norms, the EMB may have difficulty delivering electoral events that are acceptable to all stakeholders, and may thus appear to be unprofessional. In order to avoid political disruptions and other uncertainties that may undermine the electoral process, changes to the legal framework should be finalized long before an electoral event. This gives the EMB sufficient time to educate its stakeholders about the changes, make the necessary modifications to its procedures and train its staff. It also allows the parties and candidates time to adjust their plans if necessary. Yet the experience of many EMBs, particularly in emerging democracies, is that last-minute changes to the legal framework are common.
• A lack of continuity undermines professional development where EMBs are temporary bodies. While a permanent EMB tends to have the time and resources to train its staff between elections, a temporary EMB has limited time in office—in many cases less than 90 days—which makes long-term training and capacity building very difficult. Temporary EMBs’ heavy reliance on temporarily seconded public servants may also undermine their professionalism, especially because the office from which they are seconded may not be able to release the same staff to the EMB for every electoral event.
• Lack of adequate or timely funding can also undermine an EMB’s professional development programmes. Some EMBs, especially in fledgling democracies, struggle to get enough funds for electoral events. When funds are eventually made available, it may be too late to conduct meaningful staff training, especially of temporary staff. Funding may also include conditions that inappropriately limit the EMB’s choice of types of staff training or development.