The Question
This question was posed on behalf of Mazin Swadi of the Independent High Electoral Commission of Iraq.
At the Independent High Electoral Commission of Iraq, we hope to prepare a round-table discussion on Electoral Management Bodies (EMBs) and institutional development, and we are searching for recent and relevant experiences from around the world regarding EMB institutional development and capacity building. I would therefore like to ask the members of the Practitioners Network:
Summary of Responses
Members of the Practitioners’ Network (PN) identified several examples of institutional development and capacity building for Electoral Management Bodies (EMBs). In particular, the Building Resources in Democracy, Governance and Elections (BRIDGE) project was considered by PN members as a successful professional development programme for EMB staff. The BRIDGE project offers modular workshops with a particular focus on electoral processes.
In Georgia, one member explained, the Center of Electoral Systems Development, Reforms and Trainings is an independent body charged with training and certifying EMB personnel to support institutional development and implementation of reforms made to election procedures. This independent body has its own administration, but it is also closely tied to the Central Election Commission of Georgia. The two bodies collaborate on trainings for EMB personnel as well as other electoral stakeholders.
Respondents suggested that further study of the Kenyan, the Senegalese, and the Beninese examples can provide additional information regarding successful practices for institutional development and capacity building.
Another respondent recommended contacting the ECOWAS Network of Electoral Commissions (ECONEC) for more information about West African examples. Case studies from West Africa can also be found in the publication “Electoral commissions in West Africa: a comparative study” by the Friedrich Ebert Stiftung.
Finally, the website of the National Electoral Commission of Sierra Leone explains the responsibilities of the Commission's Training, Capacity Building, Voter Education and Procedures department.
External Resources
Names of Contributors
I suggest you get in touch with the BRIDGE project. It's a professional development programme developed by the Australian Electoral Commission, IDEA, IFES and UN/UNDP. They offer modular workshops in everything from election day processes to governance.
I suggest you have a look at Kenya.
-Il importe de connaître l'environnement administratif et juridique de l'Irak pour avancer de proposition d'expériences d'OGE ayant de succès dans le monde. Le cas de nouveaux pays libérés du joug dictatorial des Printemps Arabes, probablement de Tunisie peut être plus proche des réalités irakiennes. Toutefois, l'expérience tunisienne n'est pas encore acceptée par tous ! Pour les pays en développement, notamment en Afrique, je trouve important les OGE du Sénégal et de Bénin.
La Haute Commission Electorale Irakien (IHEC), à ma connaissance dispose de financement de la Mission d'Assistance des Nations Unies pour l'Irak (UNAMI), qui servira d'appui à la société civile et à la société politique. A ces groupes de s'organiser sous tutelle d'un groupe d'experts et d'observateurs indépendants de la vie politique pour les coatcher dans le système de processus électoral visant des élections libres, justes et indépendantes.
En tant que journaliste, tenant compte de mes expériences, il est importer qu'en amont le volet communication et sensibilisation soit considéré en vue d'inculquer une culture démocratique auprès de l'opinion.
With respect to the second part, take a look here. Georgian election law called for the creation of an independent body charged with training and certifying EMB personnel, supporting institutional development, and implementing reforms to election procedures. The body has its own administration, yet it's closely affiliated with the Central Election Commission. They regularly collaborate on trainings and roundtables, not just for EMBs, but for journalists, CSO representatives, and lawyers as well.
Bonjour,mon collègue précédent a répondu à la question. Et c'est la source fiable pour des telles informations.
Je pense a mon avis que la réponse est déjà donnée, l'IDEA, le PNUD par certain acteur comme le BRIDGE, peuvent vous aider a GRANDIR.
l'EISA est un acteur croissant non négligeable.
En dehors des structures institutionnelles comme IFES, IDEA, EISA, il est possible de solliciter l'expertise du réseau des commissions électorales de l'Afrique de l'Ouest dirigé par Madame Christian Thorpe de Sierra Leone. On peut aussi faire appel au WANEP ou à OSIWA qui sont des organisations qui ont une expertise avérée en matière de renforcement de capacités des structures électorales.
Dear Colleague,
I work with the European Commission as long term observer.
It is a coincidence that this time I start to deal with the topic of cooperation with EMBs and additionally observation of voters" and candidates registry.
I am discovering sources of written materials and documents of training for would be workmates in the mentioned issues.
I would share with you my results, asking the same if you agree it, with pleasure.
Best,
Sandor
Dear collegues,
Thanks for your answers & time.
Best,
Mazin Swadi
Estimados:
Les comparto algunas reflexiones sobre la pregunta planteada con fundamento en la experiencia de América Latina, y siendo claros que no existen "fórmulas mágicas" y tampoco se debe copiar los modelos "exactamente" de un país a otro porque no funcionan.
Yo sugiero pensar en lo siguiente:
1. El OE (EMB) debe ser estructurado de acuerdo a la realidad concreta de cada país. Considero que esto es lo más importante, porque si se ignora la realidad local seguramente va a fracasar.
2. Definir las competencias del EMB y el presupuesto para desarrollarlas. No importa si al inicio tiene pocas competencias. Lo importante es que se determine las funciones que le corresponde y las fuentes de financiamiento.
3. Generar diálogo con el poder político para comprometer la voluntad institucional sin perder autonomía ni imparcialidad.
4. Capacitar al personal; los funcionarios deben ser especializados de preferencia. Se puede empezar con pocos pero paulatinamente se debe trabajar en adquirir capacidades y destrezas.
5. Considerar la diversidad cultural (interculturalidad). Si en un país existen diversas culturas y poblaciones, el organismo electoral debe fijarse políticas de gestión que contemplen esa diversidad, de manera que se forje un vínculo entre la institución y los diversos grupos. Si en el país se hablan distintas lenguas o idiomas, también se debe tener en cuenta.
Existen otros elementos que se pueden considerar y los que he expuesto también se deben ampliar en la explicación. Cualquier inquietud estoy a sus órdenes.
Saludos cordiales
