operations of the department, ensuring staff was in place timely for elections, budget was properly managed, critical supplies timely and standard contracts renewed or procured timely to prevent interruption. Temporary staff for the November 2012 General Election was not hired timely although there was a register in place of over 200 applicants that did not expire until late October. The additional temporary staff was scheduled for hire on September 12, 2012. They did not start until October 5th (a few days before book closing) because the management in Registration Division did not want to use the register in place so they asked Personnel to do recruitment. The additional staff was to enter voter registration applications and process absentee ballot applications. Also, past procedures included hiring temporary staff two to three weeks prior to the election and train them to answer telephones to free staff that were entering registrations from answering phones to focus on the influx of Voter Registration (VR) cards and Absentee Ballot (AB) applications. This did not happen. In prior elections, county staff was recruited to assist with processing of VR applications and AB applications to ensure all VR apps are entered prior to or by deadline and all Abs are mailed timely. This process was not followed. Generally, there is additional temporary staff (about 6 people) to assist with opening the mail daily, verifying mail before mailout, and processing returned ballots. This did not happen. Generally, ballot reports are sent to the staff for processing from the AB mail room on a daily basis to ensure ballot issue dates are entered timely once ballots are mailed out. Insufficient staff was available. The organizational structure that was in place prior to 2012 was one that worked and met the needs of Fulton County Registrations and Elections. The many changes that have occurred in the organization as will be shown below demonstrate that little thought has been given to succession plans with the many changes in the Directors position with subsequent institutional loss of knowledge. The change that came about during the first quarter of 2012 prior to the departure of the Director shows little thought with respect to transition, loss of key people and little thought on who would perform these functions . The departure of the Director left a major gap in the Registration Department with the appointment of the Registration Chief to the position of Interim Director. To understand the loss of knowledge with key people leaving, the following organizational charts need to be revisited: ORGANIZATIONAL CHART - 2004
operations of the department, ensuring staff was in place timely for elections, budget was properly managed, critical supplies timely and standard contracts renewed or procured timely to prevent interruption. Temporary staff for the November 2012 General Election was not hired timely although there was a register in place of over 200 applicants that did not expire until late October. The additional temporary staff was scheduled for hire on September 12, 2012. They did not start until October 5th (a few days before book closing) because the management in Registration Division did not want to use the register in place so they asked Personnel to do recruitment. The additional staff was to enter voter registration applications and process absentee ballot applications. Also, past procedures included hiring temporary staff two to three weeks prior to the election and train them to answer telephones to free staff that were entering registrations from answering phones to focus on the influx of Voter Registration (VR) cards and Absentee Ballot (AB) applications. This did not happen. In prior elections, county staff was recruited to assist with processing of VR applications and AB applications to ensure all VR apps are entered prior to or by deadline and all Abs are mailed timely. This process was not followed. Generally, there is additional temporary staff (about 6 people) to assist with opening the mail daily, verifying mail before mailout, and processing returned ballots. This did not happen. Generally, ballot reports are sent to the staff for processing from the AB mail room on a daily basis to ensure ballot issue dates are entered timely once ballots are mailed out. Insufficient staff was available. The organizational structure that was in place prior to 2012 was one that worked and met the needs of Fulton County Registrations and Elections. The many changes that have occurred in the organization as will be shown below demonstrate that little thought has been given to succession plans with the many changes in the Directors position with subsequent institutional loss of knowledge. The change that came about during the first quarter of 2012 prior to the departure of the Director shows little thought with respect to transition, loss of key people and little thought on who would perform these functions . The departure of the Director left a major gap in the Registration Department with the appointment of the Registration Chief to the position of Interim Director. To understand the loss of knowledge with key people leaving, the following organizational charts need to be revisited: ORGANIZATIONAL CHART - 2004
Report_writing_Fulton_Election_12-6-2012_SS_rev_12-6-2012v2.docx