Contingencies and Change Management, EAC Webinar, July 2013
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Contingencies and Change Management, EAC Webinar, July 2013 Contingencies and Change Management, EAC Webinar, July 2013 Presentation Transcript

  • Contingency Planning and Change Management Brian D. Newby Election Commissioner Johnson County, Kansas www.ElectionDiary.com www.jocoelection.org July 30, 2013
  • Today’s Discussion • Level-set the difference on these two topics. • Provide Johnson County’s recent experience with contingency planning and change management. 2Brian D. Newby, July 30, 2013
  • 3 • The development of a management plan that addresses an election office’s response to emergency and crisis situations that might arise unexpectedly. • Examples of contingencies include but are not limited to: Contingency Planning: Brian D. Newby, July 30, 2013 Earthquakes Snow Storms Power Loss Fire Tornadoes Bomb Threats Johnson County faced multiple contingencies with back-to-back snow storms in February. Running Out Of Provisional Ballots
  • 4 • Refers to how an election office handles situations that impact how the office functions in its capacity as an election and voter registration agency. • These might include: Change Management: Brian D. Newby, July 30, 2013 Law Changes Staff Changes Office Moves Budget Cuts Johnson County faced operational change with photo ID and citizenship legislation. Many of us are facing change with looming voting equipment replacement needs. While distinct, contingency planning and change management converge at times and likely are right now regarding the use of schools as polling places.
  • 5 Key Thoughts: • Be proactive in considering your contingency planning. • Have a emergency preparedness plan: 1. Provides a roadmap for simple contingencies. 2. Creates professional development value for your staff; the planning process alone will make them better election administrators. 3. A written plan helps provide a backstop of support should you be challenged that your office did not prepare for a contingency. • Involve stakeholders and the community and test the plan as much as possible. • Include a media plan and don’t underestimate social media, for good and for bad. Contingency Planning: Brian D. Newby, July 30, 2013
  • 6 • Your plan is a starting point only. • Continue to develop potential scenarios, knowing that some may not happen. • Not everyone pays attention to the weather: • We were planning for snow that hadn’t occurred. Many were unaware or didn’t believe it. • Polling places and election workers were steadfast in their commitment, verified BEFORE the storms. • That changed on the eve of the storm. • One contingency drives others—such as deliveries to polling places and acceptance of deliveries at polling places. • Disasters require a major paradigm shift with your staff, i.e. 500 election worker cancellations instead of 5. • Some sites were immune (senior living centers), requiring a contingency for no contingency. Learnings of the Great Snowstorm(s) of 2013: Brian D. Newby, July 30, 2013
  • 7Brian D. Newby, July 30, 2013 Primary difference comes between simply identifying issues in contingency management and, instead, evaluating them for changes to procedures or approach beyond a single event: • Budget reductions • Photo ID processes • Equipment life-cycle issues • “Long Lines” • Voting methods (mail, polls, vote centers, advance voting, Internet and email) Change Management: Johnson County is embarking upon a major change/planning initiative to address all drivers impacting our office, using the framework in “The Heart of Change.”
  • 8 Change Management: Brian D. Newby, July 30, 2013
  • 9 Change Management: Brian D. Newby, July 30, 2013
  • 10 Change Management: Brian D. Newby, July 30, 2013