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. EMBs under the Governmental Model need to work within the confines of a line ministry, and may need to maintain close relationships with local authorities that implement electoral processes. In many cases, an 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. An 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 an EMB strives to keep all relevant government ministries and agencies informed of 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 the provision of resources for electoral events. For independent EMBs, a ministry, such as the Interior Ministry or Ministry of Justice, may be its ‘liaison’ ministry for representations to the cabinet or the legislature. In Canada, the chief electoral officer communicates with the government through a minister appointed for that purpose.
The EMB must maintain good relations with whichever department is responsible for vetting its budget requests and releasing its funding in order to ensure that this department is familiar with the EMB’s programmes and the time-critical nature of its funding requirements. For a good relationship, it is important that the treasury or Ministry of Finance has confidence in the EMB’s budgeting, accounting, financial control and reporting systems.
Arrangements for the EMB chair or members to make courtesy calls on government leaders, which may include the head of state, to create awareness about the EMB’s programmes and challenges, such as legislative, financial or logistical constraints, will raise the EMB’s profile with its executive branch stakeholders.
