| Recommendations made in 2002-03 report
| Progress made | Met?
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| The Electoral Commission should set performance targets for major campaigns that are measurable, so that the Electoral Commission can assess objectively the relative success of each initiative. These targets should reflect the extent to which the Electoral Commission expects to raise voter registration and voter turnout, whilst recognising that other stakeholders also contribute to these objectives
| The Electoral Commission prepares a business case and objectives for each of its major national campaigns at the outset. These targets are measurable using survey research and statistics. The targets reflect the number of registrations that the Electoral Commission wish to achieve.
The Electoral Commission has not set any targets for increasing voter turnout because it believes other stakeholders have a responsibility and the ability to increase voter turnout. But the Commission has set targets for increasing the propensity to vote.
| Partially |
| The Electoral Commission should establish
cost codes on a project basis to record expenditure on public awareness activities, so that the Commission has an accurate picture of how each major project costs for comparison with and evaluation of the outcome achieved
| The Electoral Commission is yet to upgrade
Its financial systems which would provide such a level of management information.
However, the Electoral Commission has introduced a manual system which enables financial information to be collected for each major campaign, making it easier to see how much each one costs.
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| The Electoral Commission should explore the reporting capabilities of the accounting system to provide the Electoral Commission's operational directorates with more accurate information (on at least a monthly basis) of cost against budget for each public awareness activity and major project
| As mentioned above, the Electoral Commission is yet to upgrade its financial systems but is looking for a suitable system.
The Electoral Commission's Communications Directorate, which handles Section 13 activities, keeps financial records that enable it to produce accurate information on cost against budget.
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