There are numerous problems which the EMB may have to overcome to achieve an acceptable level of professionalism. Some may be within the EMB itself, such as attitudinal or resource prioritization issues. Others may be the product of factors in the EMB’s external environment.

Political Climate
The political climate within which elections take place largely determines the electoral credibility and legitimacy. In environments of political fear, intimidation, and violence, in societies with no respect for rule of law, or where governments have no transparency or accountability, it is difficult to manage credible elections. Nevertheless, a professionally oriented EMB can still work hard under such circumstances to demonstrate a commitment to ethical principles and by so doing contribute to efforts to build confidence in the electoral process. Examples of EMBs which delivered acceptable results under the most trying circumstances include the EMBs of Afghanistan (2004), Iraq (January 2005), Mozambique (1994), Nicaragua (1990), and South Africa (1994).

Legal Framework
A sound electoral legal framework is essential for the successful planning and conduct of electoral events and also for the professionalization of the EMB. Where the legal framework falls short of the acceptable norms, the EMB may encounter difficulties in 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, it is preferable that changes to the legal framework be finalised long before the date of an electoral event. This allows the EMB sufficient time to educate the public 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.

The experience of many EMBs, however, particularly in emerging democracies, is that last-minute changes to the legal framework are common.

Temporary EMBs
Temporary EMBs, such as those in some parts of Eastern Europe, may suffer from interruptions which undermine their professional development. A full-time EMB tends to have time and resources to train its staff in between elections; a temporary EMB may only have 90 days in office, which makes long-term training and capacity-building practically impossible. The heavy reliance of a temporary EMB on temporarily seconded public servants may also undermine EMB 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.

Amount and Timing of EMB Funding
Lack of adequate or timely funding can also undermine EMB 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 training of staff, especially temporary electoral staff. Funding may also have conditions that inappropriately limit the EMB’s choice of types of staff training or development.