Management
In developing election observer teams, local non-governmental organisations (NGOs) and community-based organisations (CBOs) must have in place a management structure capable of:
- directing observation activities;
- establishing contacts and consulting with political and electoral administrations;
- recruiting and training personnel;
- managing materials, logistics and information matters;
- handling any confrontations on political or administrative issues.
(For a full general discussion of the structural, planning and recruitment requirements for election observation, see Election Observation and Observer Sources and Recruitment.)
Organisational Structure
There is a basic question of how to organise local observation groups in a cost-effective manner so as to cover the breadth of election processes. Alternatives can include:
- creating an observation structure (with its associated costs);
- transforming an existing structure (for example, of general human rights monitoring) to make it suitable for election observation activities;
- creating a coalition of existing groups.
The latter method will generally provide broader coverage and skills base, but may be difficult to achieve between NGO or community groups with varied agendas and focuses. In determining the method to use, factors such as reputations for independence, access to resources, specialised capabilities, and available skills bases should be considered. Careful consideration also needs to be given to funding required and the ability to obtain funding either from members or external sources.
Coordination With International Groups
Where international observers are also present at the election (see International Organisations), coordination of local and international observer activities has mutual benefits, in regional knowledge for the international groups and in coverage and professional skill resources for the local groups. To avoid later problems over spheres of activity, relationships between local and international observers must be defined well before the deployment date.
Observation Staff
Local organisations generally will not have access to large numbers of professional observation staff, which then places greater emphasis on the effectiveness of their observer training program (see Training for Observers). As well as field observation personnel, local observation projects require properly trained administrative back-up, for recruitment, training, coordination and management of field observers, logistics organisation, public information, and legal advice, amongst other functions. Observer staff recruited must match the organisation's staff requirements. In so doing, efforts should be made to achieve ethnic and gender balance in the observation team.
Cost-effective task allocation would generally see observers' tasks allocated to personnel on the basis of their geographic location, functional knowledge, and personal interests, though there may be longer-term capacity-building benefits of assigning people to tasks outside their normal area or knowledge base.
For large-scale or widespread observation programs, local NGOs and CBOs may not be able to satisfy recruitment requirements through their existing members. Recruitment strategies may target the general public or specific groups. In either case use can be made of general or specialist media and word of mouth. Where observation amateurs are to be employed, it is essential that potential recruits are well-informed about and committed to the observation process. There is a need to guard against state or other ghost organisations putting forward candidates as observers, either to confuse the process or to provide contradictory reporting.
Whatever the source, potential recruits should be subject to a properly-assessed formal selection process, to test their skills, knowledge, commitment to impartiality and personal qualities. Poor quality observation can be more damaging than reducing the observation scope if there are insufficient quality personnel.
