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Transition Guide
2012

Republican Governors Public Policy Committee
Transition Best Practices Guide

November 7, 2012
www.rgppc.com



Questions or edits to this report may be directed to MSanderson@rgppc.org.
Please note this is an internal RGPPC document for governors, governors- elect
and their staff and is not for public distribution


The Republican Governors Public Policy Committee (RGPPC) is the official policy
organization of the nations Republican governors. The RGPPC brings together 32 state
governors to speak with one voice on public policy issues that impact their states.
1
This
guide is a collection of policy ideas from the Republican Governors Public Policy
Committee. Inclusion in this guide does not constitute an endorsement of the policy
prescription by any specific governor. Instead, these policy proposals should be viewed
as among the best ideas from the states to be considered in transition preparations.

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In this guide the term states generally refers to the governments of the states, the territories and the District of
Columbia.
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Organization of Report:

1.0 Introduction
2.0 When to Start
3.0 Build your Transition Team
4.0 Build your Administration Team
5.0 Media Outreach
6.0 Policy Efforts
7.0 Legislative Relations
8.0 Inaugural Festivities
9.0 First 30 Days of Your Administration
10.0 State Case Studies
Georgia
Louisiana
South Carolina
Tennessee
Virginia
Wisconsin
11.0 Emergency Management
APPENDIX:
1 Initial Transition Timeline
2 Gubernatorial Transition Code of Ethical Conduct
3 Transition Team Organizational Chart
4 Governors Office and Administration Organizational Chart
5 Sample Hiring Memo for Staff
6 Checklist for Announcing Cabinet Secretary
7 Sample Work Group Policy
8 Template List of Top Priority Cabinet Positions




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1.0 Introduction:
According to governors and their senior teams, transitions are not only the most important effort you
will undertake to shape your administration, but also it is the most difficult period to manage. Strong
personalities and key staff are critical to ensure that the first 30, 60 and 100 days pave the way for a
successful four years.
Transitions require governors and their staff to go from campaign mode to governing mode in a matter
of hours. The best transitions are the ones that successfully and quickly trade the hardball politics of
campaigning for the consensus-building environment of governing.
Transitions teams are required to simultaneously set the tone of the new administration, thank
supporters, hire an Administration, prepare for the legislative session, flesh out specifics of policy
proposals, and plan for an Inaugural - all in a span of about 75 days.
Transitions are also challenging because you are asked to please your supporters and various state
stakeholders, yet you must hire the right, qualified person for every position.
This document seeks to frame concepts to consider while providing you and your teams with best
practices from current Republican governors and their staff.












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2.0 When to Start:
While states vary regarding when to begin transitions, the following points are clear:
It is important not to take your eye off the ball during the campaign and before election day,
both for staff morale and broader public relations concerns. Should your state decide to move
forward with initial transition conversations, detail that responsibility to someone who works on
the transition effort quietly.
The first 30 days after your election are critical.
This memo generally speaks to the first 30-60 days of your transition.
Set specific goals related to policy and personnel realizing that the goals can move a bit.
Make sure that themes from the campaign/promises made are integrated into the transition.
You also may wish to send your new Governor-elect on vacation as your transition effort is
created.
Where necessary, locate actual office space and funds for your transition effort before the
election if possible.

Additional Resource:
See Appendix 1: Initial Transition Timeline











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3.0 Build Your Transition Team:
Governors-elect and their Chief of Staff/Transition Director essentially need to hire two teams of
people: the Transition Staff and the Administration staff.
Building your transition team sets the tone for a strong transition and a strong administration. Hire
great-- not just good people for both. Possible transition frameworks include the following:
Day(s) after the Election: Name a Transition Chairman- someone respected in the community
Day(s) after the Election: Name a Transition Director
Choose and announce the staff you need right away to manage the rest of the transition effort
o Chief of Staff (If your Administration Chief of Staff is Transition Director, there is likely
not a need for a separate Transition Chief of Staff.)
o Policy Director
o Personnel Director
o Communications Director
o Scheduler
o Executive Counsel
o Inaugural Director
o Legislative Relations
o Constituent Services
o Transition Advisors this is a team of high-level, well-connected people who can help
feed you names of potential hires.
You may wish to have your transition team adhere to a code of conduct.
Additional Resources:
See Appendix 2: Sample Gubernatorial Transition Code of Ethical Conduct
See Appendix 3: Transition Team Organizational Chart







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4.0. Build Your Administration Team
Many staffers will overlap and work for both teams, but the Transition Team is first priority.
Then, once you have that team in place, preferably within the first week, start on the
Administration hiring.
Set internal goals to have your Cabinet in place (ie, by inauguration). Hire the most important
Cabinet positions to your policy agenda first.
o Use an Excel spreadsheet or similar program to manage the names of prospective hires.
o Obtain a lot of names. Assign roles to your transition policy committees (see below)
and your transition advisors to provide 3-5 names in each policy area for potential hire
(Cabinet roles and senior policy roles)
o Ensure that the profile of each hire match the type of goals the Governor-elect has for
the position. If he/she wants to reform education, hire a reformer to head those
efforts. If jobs are important, hire entrepreneurs for Commerce-type positions.
o In general, half the people you target will say no due to the pay. Make sure you dont
waste a lot of time by finding, talking, and offering positions to just one person.
o Prospective hires should at least have a conversation with the Governor-elect and
his/her vision for the position before they say no.
Create a website portal for people to apply for jobs with your Administration.
Note: A governors involvement in hiring differs state to state. Many states handle the hiring
process without the governors direct involvement until the final candidates are named for
Cabinet or senior positions. Other governors have participated in a number of the pre-
interviews.

Additional Resources:
See Appendix 4: Governors Office and Administration Organizational Chart
See Appendix 5: Sample Hiring Memo for Staff
See Appendix 6: Checklist for Announcing Cabinet Secretary
See Appendix 8: Template List of Top Priority Cabinet Positions




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5.0 Media Outreach:
Feeding the beast can be a huge issue for certain states. The media wants to start covering you as
Governor-elect, so it is important that you feed the press the narrative you want them have.
Having said that, there is nothing wrong with having a much-slower-than-campaign-pace press effort for
much of November. The exception of course is announcing transition staff, committees, and
Administration staff when youre ready.
Appoint transition staff and committee(s) and announce them to the press (see more below)
o Local media will write about appointments
o Host hearings; you may wish to do this in various parts of the state
o Produce a report from the transition committee(s) that highlights your agenda moving
forward
Appoint and announce key Governors office and Cabinet heads
Schedule a series of speeches for your governor-elect
Thank you rallies around the state also may generate coverage in smaller outlets.
Feed into the potential narrative of your first State of the State address












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6.0 Policy Efforts:
States have approached the policy making process in a variety of ways. It is important to have your
policy director in place to begin working on a policy agenda with various stakeholders and prevent
transition committees from producing ideas that are problematic for your Governor-elect.
Create Transition Policy Committees
o You may wish to create a set of committees, aligned with your agencies and
departments (or general subject matter), that are comprised of key individuals who are
either opinion leaders in the state on a various topic or individuals who were loyal to
you during your campaign.
o This transition committee could be charged with making recommendations to the
governor on a variety of issues either publicly or internally/confidentially.
o These transition committees may be asked to provide potential list of candidates in their
policy areas for hire to the Transition Director.
o Your policy director and key policy staff must be mindful of the committee(s) work and
steer this in a direction useful to your governor
o Slate these committees with key stakeholders who otherwise would seek a meeting
with the governor. Committees can be a great way to have voices heard without
burdening senior staff with multiple meetings.
Allocate key staff to work with your state key agencies and departments to review the budget
and policies currently in place.
o Produce an internal report to craft and dictate your policy/legislative agenda
Create a matrix to track your success

Additional Resource:
See Appendix 7: Sample Policy Memo to Transition Staff






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7.0 Legislative Relations:
Depending on the environment you inherited, meeting with your legislature, early and often, can be key
to navigating your agenda moving forward.
Meet with every member of the State Senate and State House. Give them the opportunity to be
your friend.
Understand legislators needs and explain to them your top agenda items. Write all of this
down. If there is a Speaker Race, is this something in which your governor needs to engage?
The success of your legislative package starts during the transition.

8.0 Inaugural Festivities:
Most states put an Inaugural Director and Team in charge of all of the festivities and let them handle all
of the logistics. This person will need to work with the First Spouse and the Governor-elect to the
extent he/she wants to be involved. Some states choose to do multiple parties across the state in
addition to the Inauguration and Inaugural Ball.

9.0 First 30 Days of Your Administration:
Are there Executive Orders you should issue right away?
Set the tone in your State of the State address.
Be clear with your top priorities.
More information regarding the first 30 days of your Administration is forthcoming at the RGA annual
meeting in Las Vegas, November 16, 2012.





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10.0 State Case Studies:
GEORGIA Experience
Contact: Chris Riley: (404) 651-7714 cwr@nathandeal.org

Georgia received no money for their transition efforts. The transition effort was managed by five
people: the Governors Campaign Chairman, Chris Riley; the current governors (Sonny Perdue) Chief of
Staff; and a lobbyist, Rogers Wade, former CEO of Georgia Public Policy Foundation, and Pete Robinson,
former State Senator, lobbyist and attorney. The transition immediately set up a website to handle the
interest in state government positions. All resumes and applications were received and reviewed.

Personnel: The transition team believed it was important to announce the AG-TAG and the Emergency
Management lead first. Thus, those posts were named first. Governor Deal participated in the final
decision process when hiring Cabinet positions.

Policy: A committee of policy staff was named to handle groupings of issues such as Healthcare,
Agriculture, Energy, and Tax. This group managed an internal process to craft policy, and their work and
the announcement of policy was handled at Governor Deals state of the state address. This was
created to provide those in the campaign a place to offer their advice and counsel in their area of
expertise.

Legislative Relations: Policy staff immediately met with the legislature and facilitated outreach. Senior
staff started daily leadership meetings on the upcoming legislative session, which began 62 days after
the general election.

Press: Georgia provided the press with material during the transition by providing announcements of
appointments and positions.

Inauguration: A separate committee was created to run the inauguration. These festivities were
planned completely separate from the transition and included a number of volunteers.





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LOUSIANA Experience
Contact: Timmy Teepell: (225) 572 0084 and canyoufrythat@me.com

Louisianas model included a Transition Director, Timmy Teepell, and a Transition Chairman, a respected
business person in the community. Louisiana did not begin transition efforts prior to election day, but
once election day came, swiftly named the team they needed to operate a successful transition.

Personnel: Their initial hires in the first week included the Chief of Staff (Timmy), Communications
Director, Policy Director, Scheduler, and Executive Counsel. Louisiana also created a website portal for
people to apply for jobs (note, the Executive Counsel worked closely with Timmy on protocol and
background checks). Most of the hiring process was handled by staff with the final decision and
interview handled by Governor Jindal.

Legislative Relations: Managing legislative relations was important to Governor Jindal. Governor Jindal
spent the majority of his time meeting with legislators. He met with every member of the State Senate
and State House.

Media and Policy: A second priority of the Louisiana team was to manage the media. Governor Jindal
appointed transition committees to help fill that void. The make-up of these committees was friendly
stakeholders who would work with the Governor and aid in the creation of the Governors agenda in a
positive way. Each committee had a Chairman and a Vice Chairman and the committees were based
loosely off Cabinet positions (such as Natural Resources, Public Safety, Healthcare, and
Transportation). Each committee had an executive committee, and these individuals were charged with
recommending three people in their issue set for Cabinet positions.

During the transition, the transition office would announce the transition staff and the committees
membership to local press. The local press would write about these hires and appointments while
Louisiana continued to hire Cabinet leads.

In addition to announcing staff, the transition committees would host two-three hearings around the
state. The policy director detailed policy staff to coordinate, staff, and message the hearings. Finally,
the committees produced reports which were released to the press. These reports confirmed the policy
positions of the governor.




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SOUTH CAROLINA Experience
Contact: Tim Pearson (803) 767-8943, tcpearson@gmail.com
South Carolina had two transition chairmen, a well-respected businessman and establishment figure and
an anti-establishment representative. The Governors Chief of Staff and Campaign Manager, Tim
Pearson, served as the staff lead and coordinated transition efforts.
The transition Chairmen met the first week of October and sought advice from previous governors and
their staff. They decided to create a transition team of 14 different people which included a variety of
leader from the former attorney general and President of AT& T to the head of a low country food bank.
This group was a mix of Republican and Democrats, establishment and anti establishment.
Personnel: South Carolina began their hiring process with the Cabinet. The transition team broke into
teams of four, loosely based on Cabinet issue areas. They were responsible for finding as many people
as they could for each Cabinet position, interview them, and provide the Governor with four names,
ranked in order, for each Cabinet position. The Governor and first Chief of Staff, Tim Pearson,
interviewed all four of those candidates. When necessary, new names were requested. An effort was
made to find the best person for each role, and in doing so, out of state names were frequent.
Legislative Outreach: The Governor had a couple of meetings with the Speaker. Every legislator that
requested a meeting with the Governor-elect was granted a meeting.
Press: South Carolina tried to give the press something every day. Whether it was a board appointment
or a minor notice, such as announcing the inaugural chair, the Governor went before the press every day
to build goodwill and provide the press a story to cover.
Inaugural: The Inaugural effort was kept completely separate from the transition staffing operation and
legally, was funded by private dollars. The Governor met with the inaugural staff lead once a week.
Policy: Governor Haleys policy agenda was pretty clear, after having campaigned on a number of
platforms over the campaign period. Thus, there was no public or internal document created to guide
the policy timeline. Governor Haleys philosophy was to govern like she campaigned and to follow
through on her promises.
The Chief of Staff has three deputy chief of staffs, a general counsel, and a communication director
which reports to him. The budget and policy leads, once hired, began work on the budget
immediately. Governor Haley waited until her State of the State address to announce her policy efforts.
As a lesson learned, Governor Haley created a Fiscal Crisis Tax Force. Two legislators ran the Task Force
and were charged with coming back with a series of recommendations. Should you engage in a task
force like effort, make sure you have the right people leading the task force and an exit strategy crafted
before the project begins.
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TENNESSEE Experience
Contact: Mark Cate (615) 585-0873, mark@billhaslam.com
Tennessee began their transition in earnest; although, they were extremely careful not to have
transition conversations until two weeks before the general election. Three people led their transition,
two of which were Chiefs of Staff for previous Governors in Tennessee and the other was the Campaign
Manager. Ultimately one of the three became Governor Haslams Chief of Staff. Tennessee had three
budgets to manage the transition process: the transition budget, the campaign budget, and the
inauguration budget. Because of this funding, Governor Haslams team was able to keep a vast majority
of staff in place to undertake transition efforts. The challenge for the Transition Leads was the sheer
amount of people who wanted jobs and their ability to respond and coordinate those requests timely.
Responsibilities were divided as follows:
Transition Lead One worked with the Governor on top personnel decisions
Transition Lead Two managed the day to day activities of the transition which included press,
the intake of resumes, and constituent requests including lobbyists and special interest groups
Transition Lead Three worked closely on personnel and policy development
Personnel: Selecting and hiring strong personnel was the top priority for Governor Haslam and thus,
90% of the transition time was spent interviewing and hiring personnel. No timeline was put in place to
hire staff, but the transition team strived to have the Cabinet in place by inauguration. The transition
only missed this goal by one Cabinet post. Tennessees most immediate and important hires included
the Deputy Governor, Chief of Staff, Finance Commissioner, Commissioner of Economic Development
and Commissioner for Education (note- the education post, although an immediate goal, wasnt hired
until April 2011).
Press: An internal document was created to manage the first 100 days of press. This press strategy
largely messaged on the Governor, where he was going, who he was hiring, rather than what policies
Governor Haslam would push during his first legislative session.
Inaugural: The inaugural festivities were handled separately by the Governors fundraiser, the First
Lady, and her team.
Policy: To develop policy, Tennessee did not create formal commissions. Tennessee hosted different
meetings of bipartisan, key stakeholders in the state to help the transition team identify and hire
leadership for both the Cabinet and Governors office. The benefit of this strategy allowed those
individuals who wished for a mechanism to participate in the transition process an official role to
provide input. Although the transition met with many interest groups and legislative interests, policy
was not announced during the transition.
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Once the policy team was hired, the policy staff performed top to bottom reviews with the state
agencies and departments in their issue portfolio. The goal was to provide the Governor an overview of
state performance in a variety of areas. Four key areas were chosen and accomplished in year one; the
other agencies continued their review process for the next eight months. These reviews provided
guidelines for the Governors staff and influenced the policy making process. In the summer of year
one, a dashboard was made available to the public regarding action items for the Haslam
Administration. The Governors office found this process to be extremely useful to accurately portray to
the Governor and the public the reforms needed to be made during Governor Haslams first term. As a
reminder, Tennessee was a blue state turned red.




















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VIRGINIA Experience
Contacts: Janet Kelly (804.283.4814) and janet.polarek@bobmcdonnell.com, Martin Kent
(804.426.4688) at martinkent@comcast.net; and Phil Cox 202.662.4144 and PCox@rga.org
Several trusted members of Team McDonnell , including the future Chief of Staff, future Transition
Personnel Director, and a former Cabinet Secretary in another administration, discreetly met the first
week in October and three-four times between then and the election.
Transition Co-Chair names were developed as recommendations to the Governor, a transition staff
organization chart was developed, and the start of a list of names was created with possible Senior Staff
members and Cabinet Secretaries.
The Chief of Staff found that the old adage of the importance of laying a good foundation to ensure
future success is just as applicable in creating an effective management structure in a newly formed
Governors Office. In the first 30 days in Office you quickly learn that the sheer volume of information
and significance of the tasks at hand necessitate delegation. To put it in simple terms, it can easily
overwhelm you if you are not prepared. It is important to not only have those folks who understand the
importance of delegation, but also to develop a group of key leaders who you can depend on to get the
job done right the first time. Other lessons learned include: Do not assume that someone who is
aligned with your Governors political philosophy shares the same vision of how to implement those
ideas. State government is different than campaigning. Know the Governor-elects philosophy of
managing people as well as his policies and politics. That will help to determine how you approach hires.
Personnel: A website where people could apply for administration jobs was up and running about five
days after the election. This was one of the smartest things Virginia did because it kept things organized
and gave them an avenue to which to direct people when they called. Virginia had thousands of people
utilize the website. Microsoft helped to develop it. The personnel director used any resource necessary
to develop a full list of options for each Cabinet Secretary, using phone interviews to narrow it down to
three-four people, then using in-person interview teams to narrow it down to two people. The Governor
and a two-three person interview team would interview the final two candidates and the Governor
made the decision between the two of candidates. Named Cabinet Secretaries then would receive the
policy working groups reports as well as a notebook with resumes from the database. Cabinet
Secretaries-Designees received large leeway in making agency head recommendations. For high profile
agency heads and Governors office staff, Virginia followed the same process as Cabinet Secretaries.
Just prior to the announcement of key appointments, Virginia notified key leaders from the legislature
(from both parties) of the selections. Also, they asked during the interview if there are any thing in that
persons past that if they were to become public would tend to embarrass the Governor.
Policy: Each Cabinet Secretary had a working group made up of experts in that field who worked with
the current agency heads and Secretaries to find out the positives and negatives on each Cabinet
division. Each working group submitted a report with their findings and recommendations. Agency
heads were asked about the shape of the budget, any reforms they wanted to make but did not make,
any personnel issues, and a host of other questions.
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Press: Announcements largely were made regarding transition, inaugural, and personnel at the
beginning of the transition. Specific policy announcements did not play a central role to the press
strategy during the transition. The Governor also received some earned media off of the regional thank
you rallies Virginia hosted across the state.
Legislative Affairs: The Governor met numerous times with the Republican Speaker of the House and
with the Democratic leaders in the Senate. He met with every legislator during the transition, and this
went a long way toward building a successful session.
Inaugural: Virginia had a separate Inaugural committee that was about the same size as the paid
transition staff.
First Lady: Virginia had a transition Chief of Staff hired as soon as possible after election day to help her
navigate the Inaugural, transition and mansion activities.

















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WISCONSIN Experience
Contact: Keith Gilkes (608) 347-8449 and kgilkes@gmail.com
Personnel: Wisconsin does not receive a lot of money from the state for transitions. It is important for
the senior campaign staff to know who the transition director will be. Transitions which commence
before an election concludes should operate behind the scenes and be discreet--- operating without
selfish motives.
Wisconsin initially set up their transition with a transition director and two deputy transition directors
which handled policy. These three individuals split responsibilities. Also important is someone to
answer the phone and handle scheduling.
The transition directors interviewed potential cabinet positions and were encouraged to make
recommendations. Your transition director(s) must be strong in personality to put the most qualified
person in Cabinet roles. The Governor was presented with top candidates and was engaged in the final
decision process. The Governor calls to provide good news; the transition director always delivers bad
news.
Wisconsin set a timeline to finalize the hiring process but was flexible within that framework. The
Wisconsin timeline included: when they wanted their first Cabinet position to be announced and when
they wanted to have the balance of the interviews completed, hired and announced. It is important to
remember that qualified individuals may decline Cabinet roles due to outside influences or pay. Make
sure you have a decent pool (three people deep) of qualified candidates in which to choose, but you
should move swiftly and simultaneously through your interview process to avoid wasting a week(s) of
talking, offering, and letting potential candidates consider positions. Interview your top three
candidates and keep everyone on the table until they are off the table. Decline people quickly that do
not fit your qualifications but hold candidates to a timeline for yes or no answer.
As a side note on personnel, one of the most important roles to fill is the appointments lead. This person
provides critical background checks/vetting of staff, and depending on your state, this role can be very
time intensive. Responsibilities may include writing letters for appointments, setting salaries, scheduling
committee votes, and networking introductions with senators. This person needs to be fantastic on
paperwork but does not have to be an attorney by trade.
Policy: The two policy people that were deputy transition directors established Chairmen for ten policy
Committees loosely based on the various Cabinet positions. The Chairmen may or may not have been
individuals who joined the Administration. The Committees had two-three Chairmen. These Chairmen
met with stakeholders across the state to receive feedback on their issue portfolio. The Chairmen were
provided legislative staff to assist with taking notes and organizing the feedback, and the legislative staff
were managed closely by transition directors. The Committees identified problem areas within the
agencies and departments. All of these Committees crafted a report for the transition director. These
briefings ultimately were provided to the Cabinet Secretary. The impetus for this policy work was to
guarantee that on day one of the Administration, someone was already thinking through every issue.
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The Committee reports were mainly internal documents; although, the legislative staff ensured that the
reports were judicious in what they saidin line with Governors philosophy.
The policy staff also conducted budget hearings which were private, closed-door hearings. The
Governor did join several of these budget meetings. The budget preparation was handled internally, and
a budget was released in February. Wisconsin did not release a public policy roadmap during transition
or a public master planning document. Governor Walker, during his campaign, did make a promise to
call a special session on jobs within in first year. During that special session, Governor Walker ultimately
signed into law six pieces of legislation.
Press: Wisconsin orchestrated several key media events, mostly through coordinated speaking events.
In his remarks, the Governor featured issues for special session such has his tort reform efforts and
health savings accounts. Whatever your issues might be in your first session, you should talk about them
and how you are going to get it done.

















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11.0 Emergency Management
Decisive Leadership in Times of Disaster
What makes a Governor successful
By Witt and Associates
http://www.wittassociates.com

Witt Associates, the national leader in emergency and crisis management, was asked by the leadership
of the Republican Governors Association (RGA) to share some perspectives on how newly elected
Governors should approach the leadership challenge of disaster management and what steps they
should take before, during and after an event to be successful. After concluding the most successful
tenure of any FEMA Director since the agencys creation in 1979, James Lee Witt founded Witt
Associates in 2001. Since then, Witt Associates has advised and supported more than 25 Governors and
their administration as they led their States during times of crisis, and addressed their responsibilities in
an efficient and effective manner to promote a rapid and successful recovery in the aftermath of a
disaster. Many of these Governors with whom Witt Associates worked are current members of the
RGA, including Governors Jindal, Daniels and Dalrymple.
New Governors must be ready on day one because, like it or not, if it occurs on your watch, you own
both the disaster itself, as well as the immediate response. Further, understand that you will be
judged by both the news media and the public on the perceived adequacy of that response. While the
roles and responsibilities of a Governor in preparing for and addressing a disaster in their state are
numerous, there are a number of issues and challenges that, if addressed properly, will have a
significant impact on the success of your administration. Some of these follow:
1. Get the Lay of the Land -- Assess Your Capabilities
Governors should, before they assume office if possible, conduct an independent assessment of the
states emergency management and public safety organizations to understand how they are structured
and make sure they are well organized, efficient and effective. Such an effort can not only ensure that
you understand your teams capabilities and limitations; it can also help define and prioritize actions
that need to be taken to improve your emergency management and public safety infrastructure so that
you are more likely to be successful and responsive to your states needs in the event of an incident.
Such an assessment goes above and beyond the normal work undertaken by transition team working
groups typically populated by a states public safety leaders, and can often be accomplished in 30-60
days. Often, Governors have found that they are best served by engaging an entity for this kind of effort
that has a firm grasp of national best practices and no conflicts of interest that will impede honesty and
integrity of the opinions that will inform your actions or appointments.


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2. Pick the Right Leader, and Make Emergency Management a Priority from the Start
Choose your Emergency Management leadership wisely the knowledge required to do the job
effectively and to maintain public trust during a disaster requires that your appointee be experienced
and knowledgeable about the field, and not merely a political operative. Once selected, engage with
your Emergency Management Director to discuss your expectations, better understand the emergency
declaration process, learn about the roles and responsibilities of state and local players in an event,
understand the life-cycle and experience of disasters in your State, find out what plans currently exist,
and discuss your role and how you can be supportive.
3. Practice, Practice, Practice
At the very start of your Administration, and at least once every sixty days thereafter, Governors should
participate in an executive-level seminar or tabletop exercise with the full Cabinet to hone their skills,
demonstrate their commitment to being ready and to practice before a disaster occurs. These few
hours are extremely valuable and have been shown to greatly improve the preparedness and success of
Governors who have followed this advice in the last decade.
It has been our experience that even moderately sized disaster events require leadership from no less
than five state agencies. You most likely will appoint someone to be your head of Transportation,
Health, Education, or other vital State agencies because you believe they are an expert in the field and
will assist in carrying out your agenda. More often than not, however, these experts are not well
informed or equipped to handle their responsibilities in the midst of a crisis. These seminars and
exercises will allow you to set the expectation that every agency must be ready to contribute and be a
strong partner in your states response and recovery.
4. Understand and Prepare for Your Risk, Not Your History
From the 2008 Midwest Floods, to a freak snowstorm knocking out power and crippling Connecticut for
two weeks in November 2011, to dozens of tornados strafing a wide swath across Alabama, we have
seen states experiencing disaster events that have no historical context, or which produce problems far
greater than those that were expected. Do not fall into the trap of preparing only for what recent
history has delivered; you need to recognize that larger events do happen, and that understanding your
risk is critical.
As Governor, you and your administration must prepare for the unexpected with the realization that any
one single event could exceed your existing capacity to respond adequately. This requires modifying
your planning assumptions to address larger and more complex disaster scenarios, and re-evaluating
your hazard vulnerability and risk so that you can prepare to act more quickly and effectively.
Recruiting experienced personnel, obtaining the resources needed to fulfill your responsibilities, and
communicating well with your citizensregardless of the scenario that presents itself are key to
successfully managing the disaster event.
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Further, it is not only weather-related disasters you need to be concerned about, as evidenced by the
recent Colorado theatre shootings, Indiana State Fair stage collapse, the Station nightclub fire in Rhode
Island, deadly natural gas explosions in residential neighborhoods in Allentown, PA and San Bruno, CA,
or the Oklahoma City bombing. There are valuable lessons to be taken away from the circumstances
that ultimately led to each of these events and how the emergency/disaster response was managed.
It is important that you understand your states critical infrastructure risks and vulnerabilities,
particularly in heavily populated areas (transportation, electric grid, water and wastewater). Plan to
designate a point person from your administration to interface with your states Department of Public
Utilities (DPU) or Public Utilities Commission, as well as with the electric utilities themselves, to fully
grasp the adequacy of their preparedness and power restoration contingency plans. Also, acquire
working knowledge of your states security-sensitive facilities (airports, seaports, sports stadiums,
nuclear power plants, military bases, Federal buildings, reservoirs and metropolitan water treatment
plants).
5. Control Your Own Resource Needs
Demands will be made when a disaster occurs, and you will make promises of action shortly thereafter.
If you want to ensure you can deliver on those promises, your state needs to be prepared and not be
overly reliant on others to deliver the resources you need to fulfill the most immediate needs you expect
to have in your state. In most cases, Federal resources should be your safety-net for when you are truly
overwhelmed, and not be your planning assumption for how you meet your most pressing needs.
For this reason, Governors should identify the critical resource needs and staffing gaps that they may
need to address in times of crisis, and develop the capability to acquire that assistance. More often than
not, these resources and personnel can be obtained through pre-event contracts that can be activated
only when needed. Such contracts can provide you with another tool or backstop when faced with a
crisis at little or no cost until such time that such support is needed. Some examples of where added
capacity may be advisable: surge staffing for your EOC, federal program / recovery expertise, rapid
deployment of robust public assistance and small business continuity programs, and debris removal,
among others.
6. Understand and Use EMAC (Where Appropriate)
The Emergency Management Assistance Compact (EMAC) is a pre-existing legal agreement between all
states that allow them to share resources for short periods of time when a disaster occurs. The costs of
mobilizing resources from other states through EMAC are an eligible expense subject to reimbursement
from FEMA during a Presidentially-declared disaster. In almost all cases, you will get help more quickly
and at less cost from neighboring states then you will from the Federal Government.

22

One caveat: states that provide personnel and resources through EMAC are usually unwilling or unable
to part with them for more than a few weeks, so EMAC should be viewed only as a tool for states to
utilize in meeting short-term, not longer-term needs.
7. At the Start of a Disaster, Maintain a Presence in the Emergency Operations Center (EOC)
During an event (particularly larger ones), Governors and/or their senior staff must have a strong and
continuing presence in the EOC. It will not only demonstrate the priority you are giving to your states
disaster needs, it will ensure that you and senior staff have visibility into what is going on and critical,
up-to-the-moment information needed to make good decisions and communicate effectively with the
public. Delays and bad decisions may cripple you before you even know its happened. The bottom
line: a bad start will inevitably add to your angst, while inviting media criticism and fueling the
publics frustration.
8. Then, Get Into the Field
Governors are the public face of their state and must be the public face when a disaster or crisis occurs.
It is vitally important to be seen and heard in the field, and to confidently communicate that the State is
moving aggressively to support the needs of those who have been affected by the disaster. Further, it
buttresses the credibility of your actions and allows you to gather the intelligence that only first-hand
interface can provide. If difficulties occur, the actions you take will be ultimately supported by the
public and media when people believe you have a firm grasp of what's going on and demonstrate that
you understand their needs.
Keep in mind that, except for the most severe events, if you manage the first week well, the public and
press will see the event as well managed overall regardless of what bumps in the road may occur in
the weeks and months ahead. Lose the first week and it is almost impossible to recover your
reputation.
9. Long Term Recovery Begins Immediately
Your communities will be overwhelmed and State leadership is necessary to make sure that 6 or 12
months after an event you dont find that progress is stalled and the State is called to task. This requires
the Governor to make sure that their team is looking at more than just todays problems; they need to
look into the future, understand the types of challenges they are likely to face and focus on addressing
the issues, challenges and opportunities that will drive the success of longer-term recovery. This often
requires a Governor to define how longer-term recovery will be managed, identify someone with
authority to coordinate efforts across state agencies and provide administrative oversight of funding for
public projects, and to engage stakeholders as soon as possible after an event to begin discussing
longer-term needs and solutions.


23

10. Manage the Message
The media and the public are hungry for information, and will get it from wherever they can. The
challenge for the Governor is to have a robust communications plan so you become the primary and
trusted source, and can shape the message. More often than not, the public affairs expertise found in
state agencies will be insufficient for your demands, primarily because crisis communications during
disasters differs greatly from the day-to-day norm and how people receive information changes when
they are under stress. Your Communications Director, Press Secretary and supporting team should
contemplate on day one of your administration how they will handle these extra duties and be prepared
at a moments notice to secure help from those with disaster experience, if necessary.
11. Work closely with your Congressional Delegation They are your biggest asset!
Regardless of party affiliation, your Congressional delegation will be your biggest asset in pushing the
federal bureaucracy on a day-to-day basis, and can play a significant role in obtaining feedback on how
recovery efforts are going. In many cases, they and their staffs have significant experience working with
Federal agencies and will be able to support your efforts if they know exactly what you need. Your team
must also provide them with the information needed to support any requests you may have. Governors
to often have relied on having a strong relationship with the White House or FEMA Administrator, only
to be left waiting for months for seemingly innocuous decisions.
12. Communicate successes
Too often, Governors miss the opportunity to remind citizens of a successfully managed disaster event.
There will be an opportunity to announce new funding, reopen mission critical facilities and take credit
for successes for months and even years following a disaster event. And even when those successes
seem small on a statewide or national scale, they can be vitally important to a particular locality or
constituency and can demonstrate that those interests are of critical importance to the Governor and
his/her administration. Consider how, as Governor, you can communicate the many successes and
funding awards that will present themselves, and become visible as a part of that success. Furthermore,
when and where appropriate, consider utilizing surrogates (Cabinet Secretaries; Members of Congress;
State Legislators; Mayors; etc.), many of whom are likely to appreciate the opportunity to deliver good
news and be a part of the success, and as a result, are more likely to be supportive of your
Administrations efforts.
13. Take the Time Early On to Identify and Quantify Unmet Needs
You will need this information to justify Federal and other funding over the long-term, both through
regular programs and supplemental appropriations requests, and it will allow you to better focus
available state resources to where they are most needed. This exercise will also help limit mission
creep during a disaster, where others define their needs as being an issue for the state to address as a
result of the disaster, when in fact those needs existed long before the disaster even occurred.

24

14. Define Success
Disasters can take on a life of their own. By virtue of your office, you can clearly define the point at
which the State (and other stakeholders) can and should claim victory and move on, and make sure that
is communicated broadly and clearly. Offer regular updates on progress toward those milestones; as
progress is made communicate and take credit for that success; and focus resources in areas where
progress is lagging.
15. Understand Issues of Cost Sharing for Disaster Assistance
Many federal programs available during disasters, including FEMA assistance, require a cost-share from
state and local sources. How that cost-share will be addressed, and where it will come from (state
government, local communities, or a combination of both) is important to understand. Also remember
that, in some instances, the federal/non-federal cost share may be modified in certain circumstances,
and you need to understand the circumstances and timelines as to when that can be done so that you
can maximize all possible opportunities for your State, manage expectations and avoid fiscal problems.














25

APPENDIX 1: Initial Transition Timeline
ELECTION NIGHT
Calls to Current Governor (if not opponent), Sitting Senators
Day 1: Wednesday (with Executive Protection Unit)
8:00 AM: FYI only: Voicemail goes active at transition office. Transition staff arrive; get computers,
go to assigned offices.
8:30 AM: Transition director should call Governors chief of staff to request meeting and
assistance in operating transition.
9:00 AM: Staff meeting with the transition director; he communicates transition plan, rules,
guidelines, and gets staff to sign Code of Ethics
9:30 AM: Governor does calls/catch up
9:45 AM: PUBLIC SCHEDULE/CLOSED PRESS: Casual Breakfast with Extended Family
10:45 AM: PRIVATE/CLOSED PRESS: Leave for transition office w EPU
11:00 AM: PUBLIC SCHEDULE/CLOSED PRESS: Phone Calls and Prep for Press Conference
LOCATION: TRANSITION OFFICE
State Legislative Leadership
Congressmen
Chair, Republican Governors Association
Chair, National Governors Association
Campaign leadership
Former Governors (mention that youd like to have dinner with them at mansion shortly after
Inauguration).
1:30 PM: PUBLIC SCHEDULE/OPEN PRESS: Press conference to announce transition co-chairs,
transition director, spokesman, website
2:15 PM: PUBLIC SCHEDULE/CLOSED PRESS: Thank Campaign Staff
LOCATION: Transition Office
3:00 PM: PUBLIC SCHEDULE/CLOSED PRESS: EPU Briefing With Governor only
LOCATION: TRANSITION OFFICE
4:00 PM: PRIVATE/CLOSED PRESS: Leave for airport/fly to Hometown if not capital
26

5:30 PM: PUBLIC SCHEDULE/OPEN PRESS: Homecoming in Hometown
7:30 PM: PUBLIC SCHEDULE/CLOSED PRESS: Fly back to Richmond
8:00 PM: PUBLIC SCHEDULE/CLOSED PRESS: Dinner with Family at home
10:00 PM: PRIVATE/CLOSED PRESS: OVERNIGHT AT HOME
Day 2: Thursday
10:00 AM: Family Meeting with Executive Protection Unit
11:00 AM: Thank you phone calls: Donors
Noon Thank you lunch for Richmond campaign staff
LOCATION: Home
7:00 PM: Homecoming in northern Virginia
9:00 PM: Leave northern Virginia
11:00 PM: Overnight in Richmond
Day 3: Friday
9:00 AM Transition Office Thank you phone calls: Activists
TBD: Meetings about Transition with Senior Staff
Updates on Policy and Personnel from Directors
Review Scheduling Plans
Schedule Vacation with Family
TBD: Prep for Sunday News Shows
Day 4: Saturday - OFF
Day 5: Sunday
TENTATIVE: Sunday Talk Shows
Day 6: Monday
TBD: Briefings/Meetings at Transition Office


27

Day 7: Tuesday
1:00 PM: PUBLIC SCHEDULE/OPEN PRESS: Press Conference
LOCATION: TBD
Announce Transition Steering Committee and Inaugural Co-Chairs
Day 8: Wednesday
First Transition Steering Committee meeting
Media Event Options: (not in recommended sequence)
Jobs Economic Recovery Taskforce
Transportation Taskforce
Inaugural Co-Chairs/Committee
Chief of Staff and Cabinet Secretary Announcements














28

APPENDIX 2: Gubernatorial Transition Code of Ethical Conduct
A successful transition depends on the commitment, expertise, and integrity of many individuals. This is
an important public service and one that helps to ensure the smooth and effective transfer from one
gubernatorial administration to another. Your role, as a staff member or volunteer, is primarily to assist
the transition office in gathering and analyzing information for the purpose of preparing the Governor-
Elect and his appointees to carry out their duties.
As a condition of my service as a member of the Transition team of the Governor-Elect, I pledge to act
solely in the best interest of the people of the Commonwealth of Virginia and to abide by all relevant
laws. I further agree to perform only those activities that I have been directed to perform by an
appropriate transition official and will use any information in the course of those activities only for
authorized purposes. In addition:

1. I will review the Commonwealths relevant ethics and conflicts laws and receive ethics training
immediately upon appointment.

2. I will be subject to the applicable constraints of Virginia ethics laws immediately upon
appointment to the Transition team. It is not expected that I file any disclosure, unless I am
already subject to these requirements.
3. During my service with the Transition, I will not communicate with or lobby any state agency on
behalf of any other person or entity other than the Transition and as directed.

4. I will disqualify myself from involvement during the Transition in any particular Transition
matter which to my knowledge may directly conflict with a financial interest of mine, my
spouse, family member and business or professional partner.
5. I will not solicit or accept anything of value based upon any understanding that my
responsibilities during the Transition would be influenced by such a gift, including in exchange
for a promise to support or use influence or referring or obtaining for any person any appointive
office or place in the Commonwealth.
6. I will not inappropriately use or attempt to use my position in the Transition to obtain a special
privilege for myself or others, either during the Transition or thereafter.
7. I will not use information gained by reason of my position with the Transition for the personal
gain or benefit of myself or others. I understand that authorization is required from the
Transition's Counsel or the Counsels designee before seeking, on behalf of the Transition,
access to any non-public information.
8. I will hold in confidence any non-public information provided to me in the course of my duties
with the Transition and ensure that such information is used exclusively for purposes of the
Transition.
29

9. I understand that in my Transition-related activities, unless given specific written authorization, I
am not permitted to make any representations on behalf of the Governor-Elect, his designees or
any official of the Transition.
10. I will conserve and protect any state property entrusted to me, and shall not use state property,
including motor vehicles or other forms of transportation, stationery, printing, equipment and
supplies, other than for purposes directly related to the activities of the Transition.
11. I understand that my commitment to abide by these requirements will be made publicly
available and that this document will be made available to any department or agency to which I
may be assigned. I will seek guidance from the Counsel to the Transition, or designated agency
ethics officials, as appropriate, if necessary to ensure compliance with this code of ethical
conduct. I furthermore acknowledge that failure to comply with the above provisions may result
in my dismissal from the Transition, will be promptly reported to the appropriate authorities,
and additional sanctions may be considered.
Signature: _______________________________________ _______________________
Date
Name: _______________________________________
Address: _______________________________________
_______________________________________
_______________________________________
Occupation: _______________________________________
Employer: _______________________________________
Phone: _______________________________________

30

APPENDIX 3: Transition Team Organizational Chart

31

APPENDIX 4: Governors Office and Administration Organizational Chart













32

APPENDIX 5: Sample Hiring Memo for Staff
TO: All Cabinet Secretaries and Senior Staff Appointees
FROM:
DATE:
RE: Process for Interviewing and Hiring Deputy Staff and Agency Heads
The Governor-elect has asked that we implement the following process for interviewing and hiring Deputy
Staff and Agency or Department Heads that serve at the pleasure of the Governor-elect and report to your
respective Offices:
1. Shortly upon your announcement of appointment by the Governor-elect, the Personnel Director for
the Transition will provide you with a packet of information about all at-will positions that report to
your Offices and current applicants for those positions.

2. You should be included in and provided information from the various policy workgroups overseen by
the Transition Policy Director. The purpose, in part, of these workgroups is to identify significant issues
currently being overseen by or addressed within each agency or department under your supervision.

3. You are asked to immediately begin to review the names of people who have applied for at-will
positions in relation to the feedback from the various policy workgroups. It is our belief that this
information will help you to best identify the right person to fill the current needs of your Secretariat
or Office and ultimately the agencies and departments within.

4. Although the lists of names have been initially screened and provided for your use, you should not
consider them dispositive of the entire field of qualified applicants. While in most cases it is expected
that you will give serious consideration of the names provided due to their unique talents or exemplary
service to the Governor-elect, there may be others that you know and have worked with that you
would like to consider.

5. You are asked to coordinate all interviews with the Transition Personnel Director. They can begin as
soon as your initial review process is complete. You should first look to find the best applicants for
Deputy positions within your Office and once they are filled them look to Agency and Departments.
Interviews for most Deputy Secretary/Advisor positions and some Agency or Department Head
positions should include a representative of the Transition team. If there are questions as to which of
these positions would qualify please discuss that with either me or the Transition Personnel Director.

6. Please make your recommendations in writing through the Transition Personnel Director and me to
the Governor-elect. The Governor-elect has asked that I review and sign-off on all such
recommendations prior to his review. You are asked to not only provide your recommendation for a
33

particular position but also the names of all candidates that were interviewed for the position. While
some deference will be given to your recommendations, please understand that the final decision on
each position is solely that of the Governor-elect. Thus, no guarantees of employment can or should
be made without the approval of the Governor-elect. Once he has reviewed and approved your
recommendations, you will be notified by either me or the Transition Personnel Director.
Please do not hesitate to contact me if you have any questions or concerns about this process. It is our belief
that this will ensure a fair and thorough review of the best and the brightest individuals who will play a
significant role in ensure the success of the administration.












34

APPENDIX 6: Checklist for Announcing Cabinet Secretary
Transition Directors (TD) calls current Secretary to let them know an announcement will be made. Do not tell current
Secretary who it is if you want the Governor to have the opportunity to make announcement
Transition or Personnel Director (PD) call other individuals who were seriously considered for position to tell them the
Governor-elect is heading in a different direction and you wanted them to have a heads up before the announcement
was made.
TD or PD notify General Assembly leadership only morning of ( you are trying to generate goodwill a phone call ahead
of time does this it does not need to be the night before in order to garner the goodwill; it just has to be a call.
TD or PD need to notify Transition Co-Chairs morning of or night before
TD or PD need to notify Senior Advisors morning of
Background check back. Writings submitted where appropriate.
TD or PD notify Cabinet Secretary of what is expected at Press Conference do they speak, does their family attend?
Remind them once they are selected that it is still the Governor-elects announcement to make.
Need to have strategy for after appointment is made. What do they do? Press interview requests? Etc.











35

APPENDIX 7: Sample Work Group Policy
Transition Advisory Workgroups
Charge
The Transition Advisory Committee for each Cabinet Secretariat shall be led by volunteer co-chairs and staffed by a
deputy assistant for transition. In addition, if possible, the Office of Attorney General shall provide legal assistance.
The Committees shall be comprised of 8-15 volunteers with expertise in the particular issues related to the agencies
within the applicable secretariat. They shall represent the various regions of the Commonwealth, complete conflict of
interest reviews and adhere to the Transitions code of ethics.
The charge of each Committee is:
1. To serve as a liaison to the incumbent secretariat on behalf of and as a representative of the Governor-Elect;
2. To conduct a review of administrative practices and policies within the agencies;
3. To evaluate any significant issues that will require the Governor-Elects attention after his inauguration;
4. To make recommendations regarding personnel within the Governors appointment authority;
5. To review any legislative or budget issues that will be pending before the next General Assembly; and,
6. To ensure a smooth transition between Administrations.
Report
Each Transition Workgroup will prepare a report summarizing the issues and challenges facing each agency and/or
secretariat in the first 30, 60 and 90 days of the Administration.

These strategic plans will provide guidance on policy, communications (themes and messages) and travel for the
beginning of the Administration. They will allow the senior team to understand the workings of each state agency and
how they can be incorporated into the Governors agenda.

The template for the reports will be delivered under separate cover.

Timeline
Week of November 9
th
Name transition workgroup chairs/co-chairs, individual members
Week of November 16
th
First team meetings; Transition training, including ethics
Week of November 23
rd
Cabinet/Agency meetings by Transition Workgroups
Week of November 30
th
Cabinet/Agency meetings by Transition Workgroups
Week of December 7
th
Workgroup reports drafted and due to Policy Office
Week of December 14
th
Policy team review of reports
Week of December 28
th
Final policy/agency reports due to Governor-Elect and senior staff
36

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
Chief of Staff
Chief of
staff

Chief of
Staff

Chief of
staff

Chief of
staff


Deputy
Chief of
Staff

Deputy
Chief of
Staff

Deputy
Chief of
Staff


Secretary of Administration
Secretary of
Administrat
ion

Secretary of
Administrat
ion

Secretary of
Administrat
ion




37

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
Dep Sec of
Administrat
ion






Secretary of Aging
Secretary of
Aging

Secretary of
Aging

Secretary of
Aging


Dep.
Secretary of
Aging

Dep.
Secretary of
Aging


Secretary of Agriculture
Secretary of
Agriculture

Secretary of
Agriculture

Secretary of
Agriculture


Deputy
Secretary of

38

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
AG
Deputy
Secretary of
AG







Secretary of Commerce
Sec of
Commerce

Sec of
Commerce

Sec of
Commerce


Deputy Sec
of
Commerce

Deputy Sec
of
Commerce


Secretary of Corrections
Secretary of
Corrections

Secretary of
Corrections

Secretary of
Corrections


39

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
Deputy Sec
of
Corrections

Deputy Sec
of
Corrections

Secretary of Health and Education
Sec of
Health and
Ed

Sec of
Health and
Ed

Sec of
Health and
Ed


Dep Sec of
Health and
Ed

Dep Sec of
Health and
Ed





Secretary of Juvenile Justice
Secretary of
Juvenile
Justice

Secretary of
Juvenile
Justice

40

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
Secretary of
Juvenile
Justice


Dep Sec of
Juvenile
Justice

Dep Sec of
Juvenile
Justice


Secretary of Labor
Secretary of
Labor

Secretary of
Labor

Secretary of
Labor


Deputy Sec
of Labor

Deputy Sec
of Labor


Secretary of Revenue
Secretary of
Revenue

Secretary of
Revenue

Secretary of
Revenue

41

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes

Deputy
Secretary of
Revenue


Secretary of Social and Rehabilitation
Sec of Social
and Rehab

Sec of Social
and Rehab

Sec of Social
and Rehab


Deputy
Secretary of
SR



Secretary of Transportation
Secretary of
Transportati
on

Secretary of
Transportati
on

Secretary of
Transportati
on


Dep Sec of
Transportati

42

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
on
Dep Sec of
Transportati
on


Secretary of Wildlife
Sec of
Wildlife

Sec of
Wildlife

Sec of
Wildlife


Deputy Sec
of Wildlife

Deputy Sec
of Wildlife







Miscellaneous Interest
Other
Other
Other
Other
Other
Other
43

Appendix 8: Template List of Top Priority Cabinet Positions

Position
First
Name
Last Name Resume in
Notebook
Cross-
Interest
Referral Interviewers
Primary
Phone
Secondary
Phone
Email Contacted Confirmed Notes
Other
Other
Other
Other
Other