What Are the Key Tasks?
The strategic and operational planning of the electoral process will identify a number of key
tasks, and the implementation of these key tasks is the paramount objective of the election
management body (EMB). Different electoral laws and practices give different responsibilities
to the electoral manager. The list that follows details the key tasks that normally apply where
the electoral manager is responsible for the overall electoral process.
Overall Planning and Timetable
An overall list of key tasks should be prepared with a timetable of all major activities both
leading up to and after voting day.
Preparation of Voters Lists
There is a separate topic area dealing with voters lists--see Voter Registration. This work will be a major task
for the electoral manager. Nothing will bring an election into disrepute quicker than major
problems with electoral lists. Voters list responsibilities of the electoral manager are explained
further in Voter Registration Responsibilities.
Electoral Districts and Boundaries
The electoral manager is often required to review the electoral boundaries prior to the voting
process. This may involve extensive reviews of all boundaries where a new electoral system is
being introduced or relatively minor alterations are being made (see Boundary Delimitation).
Establishment of Voting Sites.
Voting locations need to be established, and this may include provision for special sites for the
disabled and other categories, as well as for mobile voting units (see Polling Site Selection).
Liaison with NGOs and Observers
Again the scale of this task will vary considerably depending on the country concerned and the
interest in the particular electoral process. Where there is likely to be a substantial number of
observers or civic groups to deal with, this needs identifying as early as possible so resources can
be assigned. Much of the work with these organisations can be undertaken (with adequate
training) by staff who are not directly involved in the main electoral activity (see Facilitating observer activities).
Appointment of Staff
No system will work without competent staff. Getting core staff in place well in advance of the
electoral process is essential. Training programmes need to be organised and key personnel
identified to take responsibility for the various areas of activity (see Personnel Appointment and Training).
Voter Education and Information.
This area of work can occupy many staffers. The extent of education and information
programmes will depend on the type of election and the level of citizen knowledge. Again it is
an area where specialised skills can be utilised and where advance planning is essential, but also
one where specialist staff can reduce the workload on the electoral manager (see Voter Education and
Voter Information Activities).
Relationship with the Media
The demands of the media will tax the patience of even the most experienced manager.
Identifying specialist staff to deal with this area will again reduce demands on key electoral
staff. Much of the information the media needs is standard. A good public relations section can
rapidly put this in the form the media needs and deal with the majority of enquiries. In the event
of difficulties in managing the electoral process, experienced public relations staff will assist in
working out the best way to present information.
Absentee Voting
Where absentee voting is allowed it can be a major task for the electoral manager. It is usually a
repetitive process involving a considerable amount of clerical work and one that lends itself to
automation. Those systems that rely on the dispatch of large numbers of ballots by mail put
considerable demands on staff to meet deadlines.
Balloting Process
The actual voting process, of course, is the core of electoral work, and it includes everything
from appointing poll workers to arranging the printing of the ballot papers. This is not normally
a part of the work where there is scope for delegation outside of the electoral manager's staff.
Vote Counting and Tabulation
Once the balloting process is complete, the vote counting begins. This is where the interest of
the candidates and media is at its peak. Depending on the system, the process can be complex
and often carried out at the end of a long day. Careful organisation and training is needed to
ensure that in the excitement of the count, when many tasks are being carried out
simultaneously, no mistakes are made (see Vote Counting).
Candidates, Parties and Agents
Dealing with candidates, parties, and agents is time consuming, and it must be carried out on a
nonpartisan and open basis. The level of demand put on the electoral manager can vary greatly.
Some candidates and parties are prepared to have minimal dealings with the electoral manager,
concentrating their energies instead on the campaign. Others want to watch every step of the
process and continually question what is being done (see Parties and Candidates). Equity of treatment, equal
access, and transparency are all key requirements in dealing with candidates and agents.
Costs and Budgets
Elections cost money. The electoral manager will need to set up systems for controlling the
costs of the process, preparing budgets, making payments, and obtaining the approval of the
appropriate authorities for the expenditure incurred. Post election there may be a need to present
the accounts for auditing.
Security, Secrecy, and Confidence
Throughout the process, the electoral manager must build into every aspect of the tasks
provisions for security to ensure that the result cannot be questioned on this ground, secrecy to
ensure that the way people vote can never be known, and the confidence of everyone involved in
the electoral process that the electoral manager is dealing fairly with all the participants and
complying with the law and good practice.
Conclusions
The electoral process is a complicated one. Each of these key tasks can occupy hundreds of
staffers and require considerable expertise and involve substantial costs. The key tasks need to
be identified, and then each can be the subject of strategic and operational planning. Proper
assessment of what needs to be done and proper advance planning of how the activities will be
carried out will go a long way to ensuring that the electoral process works smoothly. The legal
responsibility for the conduct of the electoral process will fall on the appropriate electoral
management body or official even where the task concerned has been contracted out. It is
absolutely essential to retain an operational overview of all tasks. The practical, political, and
legal fallout from failures in the electoral process will always end up with the body or person
responsible in law.
For further information see Responsibilities to Provide Voting Operations Services.
