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

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• The development of a management plan that addresses an

election office’s response to emergency and crisis

situations that might arise unexpectedly.

Contingency Planning:

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• 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

Running Out Of Provisional Ballots

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• 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

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• Refers to how an election office handles situations that

impact how the office functions in its capacity as an

election and voter registration agency.

Change Management:

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• 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

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• 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.

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• 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.

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Key Thoughts:

Contingency Planning:

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Key Thoughts:• Be proactive in considering your contingency planning.

Contingency Planning:

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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.

Contingency Planning:

Brian D. Newby, July 30, 2013

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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.

Contingency Planning:

Brian D. Newby, July 30, 2013

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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:

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Learnings of the Great Snowstorm(s) of 2013:

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• Your plan is a starting point only.

Learnings of the Great Snowstorm(s) of 2013:

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• Your plan is a starting point only.

• Continue to develop potential scenarios, knowing that some may

not happen.

Learnings of the Great Snowstorm(s) of 2013:

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• 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.

Learnings of the Great Snowstorm(s) of 2013:

Brian D. Newby, July 30, 2013

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• 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.

Learnings of the Great Snowstorm(s) of 2013:

Brian D. Newby, July 30, 2013

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• 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

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Primary difference comes between simply identifying issues

in contingency management and, instead, evaluating them for

changes to procedures or approach beyond a single event:

Change Management:

22Brian 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:

23Brian 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.”

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Change Management:

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Change Management:

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Change Management:

Brian D. Newby, July 30, 2013