Measuring our performance

Key system indicators 

Our key system indicators provide an assessment of the health of the wider electoral system. They are broad indicators, which are not entirely within our control, and where we work with many partners. However, the activities set out in this Corporate Plan are designed to help address the challenges highlighted, whether that is public confidence in and engagement with elections in the UK, or the intimidation of election candidates. We aim to work with the wide range of stakeholders who will influence these indicators and therefore expect to see a positive trend over time. These stakeholders include the UK’s governments, electoral administrators, civil society organisations, political parties, campaigners, other regulators, and the police. 

For example, improving the accuracy and completeness of electoral registers to the levels highlighted at Annex B (Table 1) will require continued and strengthened efforts by Electoral Registration Officers (EROs) to contact and encourage people to register. But it will also require governments to develop new tools to help EROs – particularly new forms of automatic and integrated registration that rely on robust sources of data currently held centrally by governments or agencies.

We have proposed realistic - but ambitious - levels the whole system should aspire to achieve over the five-year lifespan of this Corporate Plan (to 2029/30). We will capture data for Great Britain, England, Scotland, Wales, and Northern Ireland as needed, and will update the Speaker’s Committee on the Electoral Commission, the Scottish Parliament and Senedd annually on progress. Our key system indicators are included at Annex B (Table 1).

Key performance indicators 

Our key performance indicators are our service standards, which measure the way we are delivering services to the public, local electoral services, candidates, campaigners, political parties, parliaments and governments. We are using a mix of quantitative (measurable  and specific) and qualitative (showing progress or improvement) metrics. 

These indicators will enable us to keep track of our performance in achieving the outlined benefits within our strategic priorities on a year-by-year basis. Following best practice and building on our experience, we have set specific targets for first year of this plan (2025/26). For the first time, we are also setting aspirational fifth year targets that will reflect the impact of delivering this Corporate Plan over its five-year lifespan. We will update the Speaker’s Committee on the Electoral Commission, the Scottish Parliament and the Senedd annually on progress. Our performance indicators are included at Annex B (Table 2).

Programme and project measures 

In addition to the two groups of indicators, we will also have programme and project measures. Our Portfolio Assurance Board (PAB) will approve the financial and/ or non-financial benefits which each project and programme is designed to deliver and the milestones for delivery. These will be tracked monthly and discussed each quarter with the Audit and Risk Assurance Committee of the Commission Board. 

How we’ll monitor and assess our indicators 

We will monitor and assess our indicators for each area of the UK – England, Scotland, Wales and Northern Ireland – to take into account devolution and our accountability to different parliaments. We will keep all parliaments informed of the trends annually.

Financial assumptions

Inflation: Pay 2.5% increase in 2025/26 (based on CPIH target); non-pay 3.5% RPI increase in 2025/26. No assumptions in relation to inflation have been applied from 2026/27, given high levels of inherent forecasting uncertainty. 

Pay review: Implementation of pay review increase in 2025/26, with performance pay implemented from 2026/27. 

Core costs: No changes in baseline activities and headcount after 2025/26. Change activity and associated headcount are reflected in overall project costs. Cost increases reflect inflation in 2025/26, and impact of pay review (as above). 

Event costs: Costs fluctuate depending on required resources for elections (and potentially referendums) in each year. Later year increases are predominantly related to assumptions on timing of the next UK Parliamentary general election 

Capital spend: Assumed to remain broadly stable over the period. 

Benefits: Figures currently exclude potential financial benefits associated with Corporate Plan projects. Anticipated financial benefits will be reflected in future annual funding rounds.

Contingency: £1.1m of contingency is included across Core and Event costs each year to cover additional costs, including any additional by-elections and other unanticipated occurrences.