Overview
Cost will be a major management consideration at every election. Even where a high profile
internationally-supported election is taking place with massive external funding, the electoral
manager should still be looking at cost issues. When the next elections come round it is
highly unlikely the same degree of external assistance will be available.
The starting point is to keep clear records of costs so that a proper evaluation and comparison
can be undertaken (particularly when new systems are introduced) at the end of each electoral
process. In a national context, particularly where a decentralised system is used, it will be
possible to look at costs in one area and compare these to other areas. This will show how
electoral managers have approached tasks in different manners and at different cost levels.
Budgets
Many elections are routine, and it should be possible to estimate costs accurately. Few electoral
managers enjoy the luxury of being able to spend whatever they feel is appropriate. Most have
to go through a process of budget approval. It helps to get an accountant who can bring proper
financial planning expertise to the process. Electoral managers will have many other tasks
where their specialised knowledge is needed in the run up to major electoral processes, and it is
more efficient to employ accountants and public relations officers and procurement specialists to
work in their particular professional areas. Once the budget has been prepared, it then needs to
be approved, even if this is a process internal to the electoral commission.
There is a need to identify where the responsibility for the approval of costs lies. Under many
systems, there are prescribed fees for many electoral activities. The fee for election workers, for
example, may be fixed on a national basis. There may be other matters over which the electoral
manager has no direct control, such as the numbers of candidates who may contest the election
(which will have an impact on ballot-printing costs) or the cost of leasing voting sites or the
number of absentee ballots. Nevertheless, the best estimates available should be prepared so
that the responsible authority knows in advance approximately how much the electoral process
will cost and when the funding is required.
In preparing the budget, provision should be made for all the key activities prescribed in the
electoral law, with adequate provision included for the main election tasks. Funds may be
limited, but the starting point for an efficient electoral process is proper costing and adequate
funds to perform the required tasks.
Budgeting is often not a priority for central government during the electoral process, and it is not
unknown for delays to occur in providing funds. Election managers should make every attempt
to seek all necessary approvals as far in advance as possible. It may also be necessary to make
arrangements for delayed payments to suppliers of key items.
Advance Planning
Even when election dates are fixed at short notice, the electoral manager normally knows that an
election is likely. In the run up to the election or registration process, the electoral manager
should be looking at each aspect of the key tasks and seeing where economies can be achieved.
Can the number of voting sites be reduced? (Fewer voting sites mean less cost but longer queues
and more voter complaints!) Can the number of poll workers be reduced? (Even if they are not
paid, reducing the number of poll workers will reduce the cost of training and the cost of
materials provided to each.) What possibilities are there for saving costs through automation?
What forms and equipment can be prepared in advance? What help is available from other
government or local government offices?
Storage of Electoral Materials
Every election is marked by the assembly of a vast amount of material much of which is
transported to voting sites. Often, a lot is transported back after the election without ever being
used. Evaluate what materials are really needed in the voting site. Consider using the
Australian Electoral Commission practice of preparing cardboard ballot boxes and voting
screens. There is no need for elaborate high security (and high cost) ballot boxes if they never
leave the voting site except in the care of the election workers. Many systems allow for counting
of votes at the voting site. Voting screens do not need to be cumbersome and costly. All that is
required is sufficient screening to ensure that the elector can mark the ballot paper in secret.
Simple Processes
Simple processes reduce costs and require less staff training. There is no need to complicate the
electoral process. A voters list is simply that--a list of names of people who are eligible to vote.
The balloting process is designed to enable people to select the candidate or party they wish to
represent them. Take a step back from the processes adopted and see what forms and procedures
can be eliminated. Look at each part of the overall system and evaluate what relevance it has to
the end result, whether it can be dispensed with, and whether it can be modified to make it
simpler. Using local materials and minimising imports can also simplify the work of election
staff and keep costs down.
Overview of the Budget Process
Where the manager has responsibility for the overall national or regional budget process, then a
step back to look at priorities for spending is advisable, and it is easier to do this if there is
accurate information available from the last election, feedback from the political parties and
candidates, and other interested organisations. Did the voter registration process work well?
Are there problems with the lists or do comments indicate they are up to date and accurate?
What is the position about voter education--is the system being changed? Were there problems
at the last elections? Were voters confused about how to vote? Will more money need to be
spent on voting sites--are there enough? Do election worker numbers need to be increased? Is
the amount allowed for printing, advertising and transport sufficient? Is there enough election
equipment? These questions all need to be addressed to prepare an accurate budget and get it
approved.
Once the process is running, proper systems need to be set up to monitor expenditure, identify
under and overspends, and obtain any further budget approvals necessary. The electoral
manager should always be in a position to justify whatever level of expenditure has been made.
As usual the best advice is to get properly trained staff to deal with budget and cost issues.
These individuals do not need to be electoral specialists, just good at finance, leaving the
electoral specialists to deal with the key election tasks.
For further information see Cost Considerations.
