Period of activity
The in-country NGOs and observer groups are likely to be active for substantial periods of times
in advance of the electoral process and after this. Their activities may not always be particularly
favoured by the Government of the day.
Routine consultation
Routine consultation is regarded as the exchange of information about the electoral process rather
than fundamental issues which would require changes to the electoral law or regulations.
It is easy for those on the outside of the management process to suggest ways of altering
procedures which in their view would be an improvement and becoming critical when their
advice is not acted on because of other pressures on legislative time. There are many issues
concerning the conduct of Parliamentary and Local Elections in the United Kingdom which
require legislative reform to make the voting process more accessible - NGOs and special interest
groups have made representations about these on a continuing basis but so far no Government
has seen the issues as sufficiently high in priority terms to act on them although there is general
acceptance of the need for change.
In dealing with any relationship with any organisation involved directly or indirectly with the
electoral process the key issues for the electoral managers are
- dealing with all contacts in a strictly impartial and objective manner
- ensuring that information is given out on a strictly equal basis
- establishing efficient lines of communication to and from organisations so as to make the
most efficient use of staff resources on both sides
- agreeing protocols so that the same issues are not continually raised or raised with other
electoral officials - if a point has been reached where there are differing views on a particular
issue and after full consideration neither side is prepared to change their position then the
situation should be left at that - there is no point in continuing a fruitless argument
Changes to the Law
It may be possible for the electoral manager to react to comment from organisations and seek
changes to the electoral law in time for these to be effective for the particular electoral process. In
many cases however this will not be possible and in routine consultation it needs to be made
clear what issues are within the discretion of the manager, which ones have to be implemented
and which suggestions require legislative change - the organisation can put their points about
legislative reform after the process is complete and separating these out from other issues will be
in the interests of everyone concerned.
Reaction to views
Maintaining professional relationships is important - a difference in views about one aspect of an
electoral process is no reason for an acrimonious working relationship. If the Electoral Manager
is acting in accordance with the law and sees no reason to support suggestions for alterations
which come forward then the position should be explained clearly to the organisation(s)
concerned. The legal position should be set out giving a clear reference to the provisions of the
law and the electoral managers interpretation of these accompanied by the reasons why the
manager, if that is the case, does not support or agree with the comments submitted.
Some ideas which come forward may be very good in which case they should be evaluated and if
possible acted upon and credit given to the organisation which produced them
Relationships between organisations
It is not unknown for different organisations to hold strong beliefs about the electoral process and
for these beliefs on occasions to be incompatible. That is why the electoral manager should also
be professional and nonpartisan in relationships with organisations. Any behaviour which gives
an indication of partiality towards or against any particular organisation will undermine
confidence. Arranging joint meetings and briefings is one way of ensuring that all organisations
get the same information at the same time and also for organisations to see that not everyone
necessarily agrees with their views. It also gives an opportunity to inform all the organisations of
the many issues raised and for the electoral manager to gain feedback on the degree to which
suggestions or complaints have widespread support or represent a minority view.
Liaison with many different organisations can be time consuming - managing the electoral
process should always be the first priority. Having dedicated non operational staff to deal with
links and liaison can avoid tensions among key staff through having to deal with external groups
who they may feel do not appreciate the scale of work involved in core organisation of the
electoral process.
Review
Ensuring that organisations know that there will be a review post electoral process and that
everyone will have an opportunity to make representations may well help establish a good
relationship - even if an issue has to be 'set aside' because of differing views the opportunity to
come back to it in the light of experience after the event may ease any disappointment at lack of
agreement.
