As British Columbia prepares for a referendum on the voting method for provincial elections, Jameson Quinn (in the first of two posts on the subject) discusses the historical background to the vote, analyses the options on the ballot, and sets out the rules the campaigns will have to follow.
From October 22nd to November 30th, British Columbia (BC) will be carrying out a vote-by-mail referendum on changing the voting method for provincial elections from choose-one (aka First Past the Post, or FPTP) to some form of proportional representation (which I’ll abbreviate as pro-rep, since the initialism PR has too many other meanings to work well in the age of Google).
In this post, I’ll discuss the context and structure of this referendum, from a largely neutral point of view. I’ll save opinionated advocacy for a separate follow-up post.
This will be the third time the province votes on such a change. The first of BC’s voting reform referendums traces its roots back to the 1996 provincial election. Then, the NDP (center-left New Democratic Party) got 52% of seats despite having 39% of votes, less than the Liberals’ 42% (the province’s rightmost major party). This ‘wrong winner’ election (the province’s first since 1954) motivated Liberals to put voting reform (without specifics) on their platform. Continue reading →
Seasoned Returning Officer Barry Quirk reflects on managing elections in the UK and the logistics of running ‘one of the most administratively cumbersome processes that local councils have to complete’.
Today’s election will be the 22nd election I have managed as a Returning Officer. This includes local elections, London-wide elections, European elections, various referenda as well as four previous UK-wide parliamentary general elections. And each different election presents new challenges of management and administration. Running elections are a professional privilege; it connects public servants with the pulse of our representative democracy – whether that is at the local or national level.
The running of elections requires acute attention to detail, and very close managerial oversight and control. In many ways this is the antithesis of why people become local authority chief executives. They tend to have strong strategic skills and broad approaches to management leadership. But as returning officers they need to avoid examining both the wood and the trees; in elections they are staring at the bark! This is because elections are about focussing on detail, detail, detail. You need to focus on how ballot papers are to be printed, folded and handed to electors; and you need to prepare in astonishing detail as to the precise way in which votes are to be counted and aggregated.