Preparing Budgets
Proper advance preparation of budgets is essential. Even if the electoral manager has no need to
obtain any external approval of budgets or costs, the preparation of a budget is necessary in order
to be able to control costs and set up accurate and accountable systems for the payment of staff
and for services.
In most cases the electoral manager has to obtain approval for the budget. It will do little to
increase public and participant confidence in the electoral process if the budgets are not properly
controlled and there is embarrassing overspending or discrepancies. A person who cannot keep
proper track of money is unlikely to be able to keep proper track of ballot papers!
The electoral process should be divided into sections and then the budget prepared for each area
of activity. Where there are routine annual election processes, preparing budgets should not be a
difficult or high profile issue. Where a major 'one off' electoral process is taking place then the
process can be much more time-consuming and complex.
The International Foundation for Electoral Systems assisted with the preparation of a budget for
the elections in Kenya in 1993 - an extract from the report is attached at Draft Election Budget - Kenya. This
extract shows the detail to which costs were estimated, including staff time, transportation and
numerous items of equipment.
The Independent Elections Commission for Liberia undertook a similar exercise for the 1997
elections. Getting professional help to draw up budgets of this scale is desirable. There are enough
elections taking place around the world; find a precedent and save a lot of time re-inventing the
wheel.
Advice from specialists on procurement may well be necessary to prepare accurate estimates.
Time spent on advance budget planning will be more than justified later in the process because it
will avoid having to submit requests for additional funding that can delay issuing orders for
essential electoral equipment.
The Liberia budget covers a wide range of electoral processes - including registration,
information and civic education and training. On occasion, the electoral manager may also be
responsible for issues such as monitoring of the media and meeting costs for deployment of
observers and NGOs. Where availability of funds is restricted, choices may have to be made in
areas of discretionary expenditure. Printing sufficient ballot papers, for instance, is essential; the
voter information campaign, whilst very important, may have to be selected to reflect the budget
available.
Fixing Costs
From the outset it needs to be made clear who can fix costs and the extent to which these costs
are negotiable. The electoral law may prescribe that poll workers are employed at each polling
site but that their rate of payment is to be fixed locally. In many cases poll workers are not paid
or are seconded from other public sector jobs, such as the civil service or teaching. From the
commencement of the budget process, the electoral manager needs to be clear what costs or fees
are fixed in the electoral law or regulations on a national basis and where there is local discretion.
Where there is discretion, the manager must know how this can be used to find the most
cost-effective solutions. For example, do all poll workers need to be at the polling site for the
entire polling process? Can some staff be appointed to cover peak periods only? Can more than
one polling site be accommodated in the same building to reduce costs? What is the most
cost-effective way of notifying electors about the poll? Is it easier to hand deliver notices (using
students or spouses of employees) than to send these notices by post? Have bids been invited for
the parts of the electoral process which can be outsourced so as to get the most competitive
quotation?
Costs of Systems
The more complex the process the more it usually costs. Simple polling processes require fewer
poll workers and less advance planning. Do not over complicate forms and procedures. It is less
expensive to undertake simple processes and these processes make it is easier to prove
transparency.
Overview
Several general principles can be presented:
- start the process of cost planning as early as possible
- separate each part of the
process
- get estimates from suppliers
- inquire about sourcing and competitive fee bidding
- use properly qualified finance
staff
- there is no need for the electoral manager to try and do everything
- use what
discretion is available to simplify systems and reduce costs
- monitor the costs and
budgets at all stages
- up-to-date financial information is essential
In general, one must identify discretionary spending areas where budgets can be cut if sufficient
funds are not available. Also, one must consider the return on major investments, such as
automation. Considering that systems change rapidly, is the frequency of the electoral process
sufficient to justify high levels of expenditure?
